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HomeMy WebLinkAbout2016.11.07 Council Meeting PacketPage Regular Meeting 1. CALL TO ORDER: 2. ROLL CALL: AGENDA PASCO CITY COUNCIL 7:00 p.m. (a) Pledge of Allegiance November 7, 2016 (b) Oath of Office City Clerk to administer the Oath of Office to Councilmember Chi Flores (District 4). 3. CONSENT AGENDA: All items listed under the Consent Agenda are considered to be routine by the City Council and will be enacted by roll call vote as one motion (in the form listed below). There will be no separate discussion of these items. If further discussion is desired by Council members or the public, the item may be removed from the Consent Agenda to the Regular Agenda and considered separately. 5-10 (a) Approval of Minutes To approve the Minutes of the Pasco City Council Regular Meeting dated October 17, 2016, the Pasco City Council Special Meetings dated October 19, 2016 and October 24, 2016, and the Public Hearing dated October 24, 2016. 11 - 12 (b) Bills and Communications To approve claims in the total amount of $3,878,406.01 ($2,261,609.73 in Check Nos. 212528-212864; $1,616,796.28 in Electronic Transfer Nos. 812565-812567, 812569-812580, 812590-812670, 812674-812762, 812764- 813019); $78,153.99 in Check Nos. 49925-50007; $1,312,255.98 in Electronic Transfer Nos. 30099806-30100830; $161,578.52 in Electronic Transfer No. 301-306. 13 -18 (c) Hanford Communities Interlocal Agreement To approve the Hanford Communities Interlocal Agreement and, further, authorize the Mayor to execute the Agreement. 19-29 (d) Franklin County Affordable Housing Interlocal Agreement To approve renewal of the Interlocal Cooperation Agreement with Franklin County, Connell, Mesa and Kahlotus for the purpose of administering Page 1 of 429 30-37 39-44 45-71 Regular Meeting November 7, 2016 HB2060 generated surcharge funds for housing programs and, further, authorize the Mayor to execute the Agreement. (e) Final Acceptance: Kahlotus Lift Station Force Main Pipe Project To approve Resolution No. 3733, accepting work performed by C & E Trenching, LLC, under contract for the Kahlotus Lift Station Force Main Pipe Project. (RC) MOTION: I move to approve the Consent Agenda as read. 4. PROCLAMATIONS AND ACKNOWLEDGEMENTS: 5. VISITORS - OTHER THAN AGENDA ITEMS: This item is provided to allow citizens the opportunity to bring items to the attention of the City Council or to express an opinion on an issue. Its purpose is not to provide a venue for debate or for the posing of questions with the expectation of an immediate response. Some questions require consideration by Council over time and after a deliberative process with input from a number of different sources; some questions are best directed to staff members who have access to specific information. Citizen comments will normally be limited to three minutes each by the Mayor. Those with lengthy messages are invited to summarize their comments and/or submit written information for consideration by the Council outside of formal meetings. 6. REPORTS FROM COMMITTEES AND/OR OFFICERS: (a) Verbal Reports from Councilmembers (b) General Fund Operating Statement 7. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND RESOLUTIONS RELATING THERETO: 8. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS: (a) 2017 Ad Valorem Tax Levy MOTION: I move to adopt Ordinance No. 4316, providing for the 2017 Ad Valorem Tax Levy in the City of Pasco in accordance with State Law and, further, authorize publication by summary only. (b) 0 Special Permit: Location of an Elementary School in an R-1 Zone (MF# SP 2016-009) MOTION: I move to approve Resolution No. 3734, accepting the Planning Commission's recommendation and approving a special permit for the Page 2 of 429 Regular Meeting November 7, 2016 location of a new Elementary School on Road 84. 72-209 (c) ® Special Permit: Lopez/Leon Nightclub (MF# SP 2016-010) MOTION: I move to approve Resolution No. 3735, denying the special permit for the location of a nightclub located at 220 N 18th Avenue, as recommended by the Planning Commission. 210-214 (d) 1 Boating Facilities Program Grant - Authorizing Resolution MOTION: I move to approve Resolution No. 3736, authorizing submitting application for grant funding assistance for Boating Facilities Program project (Marina Boat Launch and Restroom) to the Recreation and Conservation Funding Board as provided in Chapter 79A.25 RCW, WAC 286, and other applicable authorities. 215-217 (e) I City Council Representation on Boards and Committees MOTION: I move to approve Resolution No. 3737, confirming Mayoral appointments of Councilmembers to various Boards and Committees. 9. UNFINISHED BUSINESS: 10. NEW BUSINESS: 218-411 (a) Fire and Ambulance Services Master Plan MOTION: I move to adopt the 2016 Emergency Services Master Plan for Fire and Ambulance Services. 412-415 (b) Bid Award: Well Replacement - Village of Pasco Heights (RC) MOTION: I move to award the Well Replacement - Village of Pasco Heights project to Holt Services, Inc. in the amount of $297,037.29 and, further, authorize the City Manager to execute the contract documents. 416-426 (c) i Award Bid - Modular Parking Lot Paving (RC) MOTION: I move to award the Modular Parking Lot Paving project to Ray Poland & Sons, Inc., in the amount of $81,455.00 and, further, authorize the City Manager to execute the contract documents. 427-429 (d) I Columbia River System Operations EIS MOTION: I move to approve and authorize the Mayor's signature on the attached letter requesting an EIS Scoping Meeting in the Tri -Cities for the Columbia River System Operations EIS. Page 3 of 429 Regular Meeting 11. MISCELLANEOUS DISCUSSION: 12. EXECUTIVE SESSION: • 1 � IJ'7�1�% I �If;Y� (RC) Roll Call Vote Required * Item not previously discussed Q Quasi -Judicial Matter MF# "Master File #...." REMINDERS: November 7, 2016 11:45 a.m., Monday, November 7, Pasco Red Lion — Pasco Chamber of Commerce Membership Luncheon. ("Experiences in Olympia" presented by Senator Mike Hewitt) 5:30 p.m., Wednesday, November 9, Clover Island Inn — Benton, Franklin & Walla Walla Counties Good Roads & Transportation Association Meeting. (COUNCILMEMBER BOB HOFFMANN, Rep.; REBECCA FRANCIK, Alt.) 7:00 a.m., Thursday, November 10 — BFCG Tri -Mats Policy Advisory Committee Meeting. (COUNCILMEMBER BOB HOFFMANN, Rep.; REBECCA FRANCIK, Alt.) 7:00 p.m., Thursday, November 10 — Ben -Franklin Transit Board Meeting. (MAYOR MATT WATKINS) This meeting is broadcast live on PSC -TV Channel 191 on Charter Cable and streamed at www.pasco-wa.gov/psctvlive. Audio equipment available for the hearing impaired; contact the Clerk for assistance. Page 4 of 429 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager FROM: Rick Terway, Director Administrative & Community Services SUBJECT: Approval of Minutes I. REFERENCE(S): Minutes Regular Meeting 10. 17.16 Minutes Special Meeting 10. 19.16 Minutes Special Meeting 10.24.16 Minutes Public Hearing 10.24.16 October 25, 2016 Regular Meeting: 11/7/16 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: To approve the Minutes of the Pasco City Council Regular Meeting dated October 17, 2016, the Pasco City Council Special Meetings dated October 19, 2016 and October 24, 2016, and the Public Hearing dated October 24, 2016. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: V. DISCUSSION: Page 5 of 429 REGULAR MEETING CALL TO ORDER: MINUTES PASCO CITY COUNCIL OCTOBER 17, 2016 The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Rebecca Francik, Robert Hoffmann, Tom Larsen, Saul Martinez, Matt Watkins and Al Yenney. Staff present: Dave Zabell, City Manager; Stan Strebel, Deputy City Manager; Leland Kerr, City Attorney; Richard Terway, Administrative & Community Services Director; Rick White, Community & Economic Development Director; Brent Cook, Police Captain and Dan Ford, City Engineer. The meeting was opened with the Pledge of Allegiance. CONSENT AGENDA: Approval of Minutes To approve the Minutes of the Pasco City Council Meeting dated October 3, 2016 and the Pasco City Council Special Meeting dated October 10, 2016 Bills and Communications To approve claims in the total amount of $3,050,074.80 ($2,410,599.98 in Check Nos. 212258-212527; $639,474.82 in Electronic Transfer Nos. 812581- 812582, 812584-812589, 812671-812673); $46,567.76 in Check Nos. 49878- 49924; $681,432.04 in Electronic Transfer Nos. 30099294-30099805; $17,338.43 in Electronic Transfer No. 295-300. To approve bad debt write-off for Utility Billing, Ambulance, Cemetery, General Accounts, Miscellaneous Accounts, and Municipal Court (non- criminal, criminal, and parking) accounts receivable in the total amount of $304,370.56 and, of that amount, authorize $250,069.65 be turned over for collection. Tourism Promotion Area To approve the 2017 Marketing Plan and Operating Budget for the Tourism Promotion Area in the total amount of $1,350,000. Professional Services Agreement with MSA for the Near Term Wastewater Treatment Plant Industrial Impacts Assessment and Improvements To approve the Professional Services Agreement for the Near Term Wastewater Treatment Plant Industrial Impacts Assessment and Improvements with Murray, Smith & Associates Inc. and, further, authorize the City Manager to execute the Agreement. MOTION: Ms. Francik moved to approve the Consent Agenda as read. Mr. Yenney seconded. Motion carried by unanimous Roll Call vote. Page 1 of 2 Page 6 of 429 MINUTES REGULAR MEETING PASCO CITY COUNCIL OCTOBER 17, 2016 REPORTS FROM COMMITTEES AND/OR OFFICERS: Mr. Yenney attended a special Hanford Area Economic Investment Fund Board meeting. Mr. Hoffmann reported on the BFCG Tri -Mats Policy Advisory Committee meeting. Mayor Watkins reported on the Ben -Franklin Transit Board meeting and noted new Trolly style buses will be on the road soon. Mr. Martinez noted the various construction projects around the City are very clean and well run. MISCELLANEOUS DISCUSSION: Mr. Zabell reviewed 2016 construction statistics and noted numbers are up from 2015. Mayor Watkins noted candidates for vacant Council District #4 will be interviewed at a special meeting on Wednesday, October 19th at 6 p.m. ADJOURNMENT: There being no further business, the meeting was adjourned at 7:08 p.m. Matt Watkins, Mayor ATTEST: Debra Clark, City Clerk PASSED and APPROVED this 7th day of November, 2016 Page 2 of 2 Page 7 of 429 SPECIAL MEETING CALL TO ORDER: MINUTES PASCO CITY COUNCIL OCTOBER 19, 2016 The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Rebecca Francik, Robert Hoffmann, Tom Larsen, Saul Martinez, Matt Watkins and Al Yenney. Staff present: Dave Zabell, City Manager; Stan Strebel, Deputy City Manager; Richard Terway, Administrative & Community Services Director and Rick White, Community & Economic Development Director. The meeting was opened with the Pledge of Allegiance. NEW BUSINESS: Interviews for Council District No. 4 Council interviewed (in alphabetical order): Chi Flores, Roberto Garcia, Kara Kaelber, Zahra Roach and Simon Serrano. No action was taken. Council plans to consider the candidates at the October 24 Special Meeting and seat selected candidate as Councilmember at the November 7 Regular Meeting. ADJOURNMENT: There being no further business, the meeting was adjourned at 8:35 p.m. APPROVED: Matt Watkins, Mayor ATTEST: Debra Clark, City Clerk PASSED and APPROVED this 7th day of November, 2016 Page 1 of 1 Page 8 of 429 SPECIAL MEETING CALL TO ORDER: MINUTES PASCO CITY COUNCIL OCTOBER 24, 2016 The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Rebecca Francik, Robert Hoffmann, Tom Larsen, Saul Martinez, Matt Watkins and Al Yenney. Staff present: Dave Zabell, City Manager; Stan Strebel, Deputy City Manager; Leland Kerr, City Attorney; Richard Terway, Administrative & Community Services Director; Rick White, Community & Economic Development Director; Ahmad Qayoumi, Public Works Director; Richa Sigdel, Finance Director; Bob Metzger, Police Chief, Bob Gear, Fire Chief and Dave Hare, Assistant Fire Chief. The meeting was opened with the Pledge of Allegiance. NEW BUSINESS: Council District #4 Vacancy Mayor Watkins, asked for each Council Member to provide their top two choices and staff would tally utilizing the computer monitor — televised for all to see. MOTION: Mr. Yenney moved to appoint Chi Flores to fill vacant Council seat District No. 4. Mr. Martinez seconded. Motion passed unanimously. I\ 11 Lei" 7►`101 D101 IA There being no further business, the meeting was adjourned at 7:14 p.m. APPROVED: Matt Watkins, Mayor ATTEST: Debra Clark, City Clerk PASSED and APPROVED this 7th day of November, 2016 Page 1 of 1 Page 9 of 429 PUBLIC MEETING CALL TO ORDER: MINUTES PASCO CITY COUNCIL OCTOBER 24, 2016 The City Council workshop meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Rebecca Francik, Saul Martinez, Matt Watkins, Robert Hoffmann, Tom Larsen and Al Yenney. Staff present: Dave Zabell, City Manager; Lee Kerr, City Attorney; Stan Strebel, Deputy City Manager; Rick White, Community & Economic Development Director; Rick Terway, Administrative & Community Services; Ahmad Qayoumi, Public Works Director; Bob Gear, Fire Chief and Bob Metzger, Police Chief. ITEMS FOR DISCUSSION: (a) PUBLIC HEARING — GENERAL 2017 GENERAL FUND REVENUE SOURCES INCLUDING AD VALOREM PROPERTY TAX - PUBLIC HEARING: Mr. Zabell explained over the last two decades or more the City has experienced rapid growth and the one time revenues that go along with such growth; construction sales tax and development fees as well as an increase in assessed valuation. As new areas within the City have developed or annexed and other portions of the community have matured, demand for public services has increased significantly. While the City continues to experience moderate growth, it can no longer rely on the kind of growth -related property tax revenue (construction sales tax) increases experienced earlier in this decade and the previous decade. Mr. Zabell invited Ms. Richa Sigdel, Finance Director to the podium. Ms. Sigdel provided a PowerPoint presentation and explained as part of the annual budget process, per RCW 84.55.120 the cities are required to conduct a public hearing on General Fund revenue sources for the coming year's budget, including possible increases in property tax revenues. This evenings meeting has been advertised as a public hearing. MAYOR WATKINS DECLARED THE PUBLIC HEARING OPEN TO CONSIDER GENERAL 2017 GENERAL FUND REVENUE SOURCES INCLUDING AD VALOREM PROPERTY TAX. No comments were received. FOLLOWING THREE CALLS FOR COMMENTS, MAYOR WATKINS DECLARED THE PUBLIC HEARING CLOSED. Mayor Watkins announced the General 2017 General fund revenue sources and budget will be discussed at the City Council meeting on November 14th, 2016. APPROVED: ATTEST: Matt Watkins, Mayor Debra L. Clark, City Clerk PASSED and APPROVED this 7th day of November, 2016. 1 Page 10 of 429 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager FROM: Richa Sigdel, Director Finance SUBJECT: Bills and Communications I. REFERENCE(S): Accounts Payable 11.07.16 November 3, 2016 Regular Meeting: 11/7/16 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: To approve claims in the total amount of $3,878,406.01 ($2,261,609.73 in Check Nos. 212528-212864; $1,616,796.28 in Electronic Transfer Nos. 812565-812567, 812569- 812580, 812590-812670, 812674-812762, 812764-813019); $78,153.99 in Check Nos. 49925-50007; $1,312,255.98 in Electronic Transfer Nos. 30099806-30100830; $161,578.52 in Electronic Transfer No. 301-306. III. FISCAL IMPACT: f►�1i'x1117.7• 11`111zMaj101.1R1D11� V. DISCUSSION: Page 11 of 429 CITY OF PASCO Council Meeting of: November 7, 2016 Accounts Payable Approved The City Council City of Pasco, Franklin County, Washington We, the undersigned, do hereby certify under penalty of perjury the materials have been furnished, the services rendered or the labor performed as described herein and the claim is a just, due and unpaid obligation against the city and we are authorized to authenticate and certify to such claim. Dave Zabell, City Manager Richa Sigdel, Finance Director We, the undersigned City Councilmembers of the City Council of the City of Pasco, Franklin County, Washington, do hereby certify on this 7th day of November, 2016 that the merchandise or services hereinafter specified have been received and are approved for payment: Gen'I Bank Electronic Bank 301-306 $161,578.52 $0.00 SUMMARY OF CLAIMS BY FUND: GENERALFUND STREET ARTERIAL STREET STREET OVERLAY C.D. BLOCK GRANT HOME CONSORTIUM GRANT NSP GRANT MARTIN LUTHER KING COMMUNITY CENTER AMBULANCE SERVICE CEMETERY ATHLETIC PROGRAMS GOLF COURSE SENIOR CENTER OPERATING MULTI -MODAL FACILITY SCHOOL IMPACT FEES RIVERSHORE TRAIL & MARINA MAIN SPECIAL ASSESSMENT LODGING LITTER ABATEMENT REVOLVING ABATEMENT TRAC DEVELOPMENT & OPERATING PARKS ECONOMIC DEVELOPMENT STADIUM/CONVENTION CENTER LID GENERAL CAP PROJECT CONSTRUCTION UTILITY, WATER/SEWER EQUIPMENT RENTAL - OPERATING GOVERNMENTAL EQUIPMENT RENTAL - OPERATING BUSINESS EQUIPMENT RENTAL - REPLACEMENT GOVERNMENTAL EQUIPMENT RENTAL - REPLACEMENT BUSINESS MEDICAL/DENTAL INSURANCE FLEX PAYROLL CLEARING GRAND TOTAL ALL FUNDS: Combined Total Checks $ 2,339,763.72 Total EFTs $ 3,090,630.78 Grand Total $ 5,430,394.50 Councilmember 629,886.25 44,031.05 0.00 0.00 6,236.63 54,233.02 0.00 2,988.23 26,922.52 2,497.58 4,393.99 67,484.45 7,833.43 3,904.66 159,222.00 2,400.74 24,601.27 0.00 2,245.00 0.00 0.00 42,205.49 10,475.52 0.00 679,940.23 779,846.09 3,987.52 615.04 253.09 0.00 456,923.84 4,000.32 2,413,266.54 $ 5,430,394.50 Page 12 of 429 Claims Bank Payroll Bank Check Numbers 212528-212864 49925-50007 Total Check Amount $2,261,609.73 $78,153.99 Electronic Transfer Numbers 812565-812567 30099806-30100830 812569-812580 812590-812670 812674-812762 812764-813019 Total EFT Amount $1,616,796.28 $1,312,255.98 Councilmember Gen'I Bank Electronic Bank 301-306 $161,578.52 $0.00 SUMMARY OF CLAIMS BY FUND: GENERALFUND STREET ARTERIAL STREET STREET OVERLAY C.D. BLOCK GRANT HOME CONSORTIUM GRANT NSP GRANT MARTIN LUTHER KING COMMUNITY CENTER AMBULANCE SERVICE CEMETERY ATHLETIC PROGRAMS GOLF COURSE SENIOR CENTER OPERATING MULTI -MODAL FACILITY SCHOOL IMPACT FEES RIVERSHORE TRAIL & MARINA MAIN SPECIAL ASSESSMENT LODGING LITTER ABATEMENT REVOLVING ABATEMENT TRAC DEVELOPMENT & OPERATING PARKS ECONOMIC DEVELOPMENT STADIUM/CONVENTION CENTER LID GENERAL CAP PROJECT CONSTRUCTION UTILITY, WATER/SEWER EQUIPMENT RENTAL - OPERATING GOVERNMENTAL EQUIPMENT RENTAL - OPERATING BUSINESS EQUIPMENT RENTAL - REPLACEMENT GOVERNMENTAL EQUIPMENT RENTAL - REPLACEMENT BUSINESS MEDICAL/DENTAL INSURANCE FLEX PAYROLL CLEARING GRAND TOTAL ALL FUNDS: Combined Total Checks $ 2,339,763.72 Total EFTs $ 3,090,630.78 Grand Total $ 5,430,394.50 Councilmember 629,886.25 44,031.05 0.00 0.00 6,236.63 54,233.02 0.00 2,988.23 26,922.52 2,497.58 4,393.99 67,484.45 7,833.43 3,904.66 159,222.00 2,400.74 24,601.27 0.00 2,245.00 0.00 0.00 42,205.49 10,475.52 0.00 679,940.23 779,846.09 3,987.52 615.04 253.09 0.00 456,923.84 4,000.32 2,413,266.54 $ 5,430,394.50 Page 12 of 429 AGENDA REPORT FOR: City Council October 26, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 FROM: Stan Strebel, Deputy City Manager Executive SUBJECT: Hanford Communities Interlocal Agreement I. REFERENCE(S): Amended Hanford Communities Interlocal Agreement II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve the Hanford Communities Interlocal Agreement and, further, authorize the Mayor to execute the Agreement. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: The Cities of Pasco, Kennewick and Richland, along with Benton and Franklin Counties have operated what is known as the Hanford Communities organization for the past 20 years. The purpose of the organization is to provide a forum for local government monitoring of activities at the Hanford site as they might affect a wide variety of community issues (emergency services, economy, health and safety, etc.). Through the interlocal and operating contract, the entities employ the services of an individual specifically assigned to monitor Hanford activities and brief the member representatives on a continuing basis. The effort has proven quite valuable to the member jurisdictions in terms of being cognizant of site activities and their anticipated effects on the community; likewise, that awareness has permitted the local jurisdictions to exert greater influence on Hanford site activities than the cities were able to prior to that time. V. DISCUSSION: The annual budget for this program is about $150,000 but an Ecology grant covers about $30,000 and Richland (which houses the employee) absorbs 40% of the remainder and share of the 60% balance with the other cities and counties. That 60% is shared on the basis of official population each year, as many other regional agreements Page 13 of 429 do. Pasco's share of the cost for 2016 is $17,968. The agreement was renewed in 2014 for five years; however, West Richland was not included in the renewal. West Richland has now elected to become a participating member. The proposed renewal will include West Richland and extend the agreement to December 31, 2021. The ability to monitor Hanford site activities and the improved ability to influence those activities are well worth the relatively modest expense (assigning one-half FTE would cost much more.) The organization functions well and has proven to be effective; thus, staff recommends the agreement be extended for another five-year term. This item was discussed at the October 24 workshop meeting. Staff requests approval of the attached agreement. Page 14 of 429 AN INTERLOCAL COOPERATION AGREEMENT BETWEEN ELIGIBLE LOCAL GOVERNMENTS TO REVIEW, EVALUATE, AND MONITOR CONDITIONS AND OPERATIONS AT THE HANFORD NUCLEAR RESERVATION (HANFORD) THAT DIRECTLY AFFECT THESE "HANFORD COMMUNITIES" This INTERLOCAL AGREEMENT, effective the 1st day of January, 2017, is hereby entered into by and between the Cities of Richland, Kennewick, Pasco, West Richland, and the Counties of Benton and Franklin (hereinafter referred to as "Participating Jurisdictions"). WHEREAS, the Interlocal Cooperation Act, RCW 39.34 allows public agencies to make the most efficient use of their powers by enabling them to cooperate with each other on the basis of mutual advantage to provide services and facilities that will best meet the needs of each community; and WHEREAS, environmental contamination at Hanford and the U.S. Department of Energy's consequential environmental remediation and waste management activities impose numerous health, safety, and socio-economic impacts on the well-being of the residents of Richland, Kennewick, Pasco, West Richland, and unincorporated portions of Benton and Franklin Counties; and WHEREAS, the vast majority of those who work at Hanford live in and around the Cities of Richland, Kennewick, Pasco, and West Richland; and the counties therein; and WHEREAS, although each jurisdiction fully reserves the right to pursue its own interests with regard to Hanford, through joint utilization of personnel and other resources these jurisdictions are desirous of entering into a program to review, evaluate and monitor conditions at Hanford and policies, programs and operations of the Department of Energy (DOE) and others in regard to Hanford, NOW THEREFORE, in consideration of the mutual covenants contained herein, it is agreed in accordance with the provisions of RCW 39.34.030 as follows: I. PURPOSE The purpose of this Agreement is to make available jointly to the Participating Jurisdictions technical, analytical, and other resources to review, evaluate and monitor conditions at Hanford such as cleanup, workforce and community transition. Information will also be made available regarding policies, programs and operations of the DOE and others with regard to Hanford, and to enhance citizen understanding of such. To that end, the Participating Jurisdictions have established and periodically renew this Interlocal Cooperation Agreement creating an organization to be known as the "HANFORD COMMUNITIES" to: Coordinate efforts concerning Hanford activities and issues requiring local government interaction or participation between the Hanford Communities, the DOE, local, state, and national agencies; 2. Interact with the DOE, the Washington State Department of Ecology, the U. S. Environmental Protection Agency, and others regarding Hanford environmental Page 15 of 429 Hanford Communities Interlocal Agreement (2016) Page 2 contamination, remediation, waste management, response to emergencies, and work force and site transition issues; 3. Evaluate reports, findings, and recommendations regarding ongoing, planned and possible cleanup and waste management activities at Hanford, including actual or potential environmental and socio-economic impacts on the Hanford Communities or individual Participating Jurisdictions; 4. Prepare special studies, assessments, surveys, and related efforts regarding Hanford for the use of the Hanford Communities or individual Participating Jurisdictions and/or to further public information and enhance citizen understanding of Hanford -related issues; and 5. Prepare and issue position papers, give testimony, and sponsor other activities designed to inform the public about environmental, waste management, emergency management, and site transition activities; and 6. Prepare and present issue papers and sponsor activities in support of workforce and community transition issues. II. ORGANIZATION A. Eligibility: Full membership in the Hanford Communities Interlocal is limited to the cities of Richland, Kennewick, Pasco, West Richland, Benton and Franklin Counties. Affiliate memberships are open to local government entities other than general purpose governments. Affiliate members will not have voting seats on the Governing or Administrative Boards. B. Governing Board: The governing bodies of each Participating Jurisdiction shall identify one (1) elected legislative representative from its governing body to serve on the Governing Board of the Hanford Communities. Governing Board members shall focus on addressing issues at the policy level and shall advocate positions consistent with the annual Issue Agenda. C. Administrative Board: The chief administrative officers, or designees, of the Participating Jurisdictions shall constitute the Administrative Board of the Hanford Communities. Administrative Board members shall address the day-to-day activities of the Hanford Communities consistent with executing the policy decisions made by the Governing Board. D. Operating Jurisdiction: One of the Participating Jurisdictions shall be designated as the Operating Jurisdiction and assigned responsibilities for carrying out the items enumerated in "Section I — Purpose" on behalf of the Hanford Communities. The Operating Jurisdiction's rules, regulations, and ordinances, unless otherwise specifically provided for, apply to the Interlocal. Employees of the Interlocal are employees of the Operating Jurisdiction, which shall provide all necessary support services. The Operating Jurisdiction shall administer the Hanford Communities budget, from which authorized program expenses shall be reimbursed. The Operating Jurisdiction shall provide these reimbursed services at no administrative charge to participants of this Interlocal Agreement. Page 16 of 429 Hanford Communities Interlocal Agreement (2016) Page 3 E. Officers: There shall be a Chairperson and Vice -chairperson for the Governing Board and the Administrative Board, respectively. The Chairperson and Vice -chairperson shall be elected from among the membership of each board to serve one-year terms effective January 1 of each year. III. ADMINISTRATION A. Budget Preparation: The Operating Jurisdiction shall prepare a budget in accordance with its budget cycle based upon policies adopted by the Governing Board. The budget shall be approved by the Governing Board of the Hanford Communities. B. Funding: Funds necessary to carry out this Agreement shall come from Participating Jurisdiction assessments and federal, state, and other grants. Assessments shall be based on a funding formula approved by the Hanford Communities Administrative Board. C. Meetings: The Governing Board shall meet annually to approve the Hanford Communities budget and Issue Agenda for the coming year, and other times as needed. The Administrative Board will meet as needed, however, in no event less frequently than quarterly during each calendar year. Meetings of the Hanford Communities Governing Board shall be subject to the Washington Open Public Meetings Act. D. Dispute Resolution: Disputes between or among the Participating Jurisdictions and affiliated members regarding the breach, interpretation or enforcement of this Agreement shall be first addressed by the parties in a good faith effort to resolve the dispute. Any remaining disputes shall be resolved by binding arbitration in accordance with RCW 7.04A and the Mandatory Rules of Arbitration. E. Liability: To the extent any liability exceeds the insurance coverage of the Operating Jurisdiction, each remaining Participating Jurisdiction shall be jointly liable for the balance of claim in the same ration as their percentage contribution is to the annual budget. IV. DURATION OF THE AGREEMENT This Agreement shall be effective the 1st day of January, 2017 when signed by the Participating Jurisdictions and shall continue through December 31, 2021. The term of this Agreement may be extended thereafter with the written approval of the Participating Jurisdictions. V. OWNERSHIP OF PROPERTY All property, real and personal, acquired with Hanford Communities funds to carry out the purposes of this Agreement shall be the property of the Hanford Communities. Real and personal property owned by the Operating Jurisdiction and used to service its contract with the Hanford Communities shall remain the property of the Operating Jurisdiction. In the event any property becomes surplus or upon partial or complete termination of this Agreement, property of the Hanford Communities shall be sold and the proceeds shall be divided between the Participating Jurisdictions in the same ratio as their percentage of contribution is to the annual budget. Page 17 of 429 Hanford Communities Interlocal Agreement (2016) Page 4 All documents, studies, and issue papers prepared for or on behalf of the Hanford Communities shall be available to Participating Jurisdictions and affiliates for all purposes, and shall constitute a public record pursuant to Title 42.56 RCW upon its public citation in connection with any action of Participating Jurisdictions or affiliates. The Operating Jurisdiction shall serve as the public records officer. Board. VI. AMENDMENT The Agreement may be amended upon written approval of a majority of the Governing VII. WITHDRAWAL A jurisdiction may withdraw without penalty from this Agreement effective December 31 of any year, provided written notice is given to the Administrative Board no later than the preceding June 30. , 2016 Mayor Robert J. Thompson City of Richland , 2016 Mayor Matt Watkins City of Pasco , 2016 Chairman Shon Small Benton County Board of Commissioners Ulu a:Z8P/:1117_F'1t0l;1012 A Heather Kintzley Richland City Attorney Mayor Steve C. Young City of Kennewick Mayor Brent Gerry City of West Richland , 2016 , 2016 , 2016 Chairman Rick Miller Franklin County Board of Commissioners Page 18 of 429 AGENDA REPORT FOR: City Council October 26, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 FROM: Stan Strebel, Deputy City Manager Executive SUBJECT: Franklin County Affordable Housing Interlocal Agreement I. REFERENCE(S): Interlocal Agreement - Proposed Renewal II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve renewal of the Interlocal Cooperation Agreement with Franklin County, Connell, Mesa and Kahlotus for the purpose of administering HB2060 generated surcharge funds for housing programs and, further, authorize the Mayor to execute the Agreement. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: In April 2002, the state legislature approved Substitute House Bill 2060 which authorized a $10.00 surcharge for certain recorded documents. The "Affordable Housing for All Surcharge" is to be used for eligible housing activities that serve extremely low and very low income households. RCW 36.22.178 directs 60% of the funds collected to be retained by the county where the funds were collected, 5% of which may be used for collection, administration and local distribution charges. The remaining 40% is remitted to the Washington State Department of Commerce. The previous interlocal agreement expired on October 12, 2016. The interlocal agreement has provided funding for several projects in Pasco over the last several years, including some $26,000 for Elijah Family Homes (2014-2015); Community Action Committee, $190,000 (2014-2015); Housing Authority of City of Pasco and Franklin County, $33,000 (2013). Page 19 of 429 V. DISCUSSION: Under the terms of the agreement, Benton Franklin Counties Department of Human Services administers and monitors the agreement on behalf of the county. A Surcharge Oversight Committee composed of nine (9) representatives is appointed by the member cities and Franklin County and will discharge its duties in accordance with operating bylaws. Up to a maximum of four representatives may be appointed by Pasco. The term of the agreement is five (5) years from the date of execution. Recommendations of the committee are presented to the Franklin County Board of Commissioners to make final funding decisions. If the commissioners vote contrary to the recommendation of the committee they must support that decision with findings. This item was discussed at the October 24 workshop meeting. Staff recommends approval of the renewal agreement. Page 20 of 429 INTERLOCAL AGREEMENT BETWEEN THE COUNTY OF FRANKLIN AND THE CITY OF CONNELL, THE CITY OF KAHLOTUS, THE CITY OF MESA, AND THE CITY OF PASCO ADMINISTERING FUNDS GENERATED THROUGH THE AFFORDABLE HOUSING FOR ALL SURCHARGE, RCW 36.22.178 This Interlocal Agreement, hereafter referred to as "AGREEMENT", is entered into between Franklin County, a political subdivision of the State of Washington, hereinafter referred to as "COUNTY", with its principal offices located at 1016 North 4t Avenue, Pasco, Washington, 99301; the City of Connell, a municipal corporation with its principal offices located at 104 E. Adams Street, Connell, Washington 99326; the City of Kahlotus, a municipal corporation with its principal offices located at E. 130 Weston, Kahlotus, Washington, 99335; the City of Mesa, a municipal corporation with its principal offices located at 103 Franklin Street, Mesa, Washington 99343; and the City of Pasco, a municipal corporation with its principal offices located at 525 North Third, Pasco, Washington, 99301; hereinafter collectively referred to as "CITIES". WHEREAS, the Washington State Legislature passed Substitute House Bill 2060 (SBH 2060) during the 57th Legislative session which became effective on June 13, 2002 and was codified as RCW 36.22.178; WHEREAS, RCW 36.22.178 directs a ten dollar surcharge, named the "Affordable Housing for All Surcharge," (hereinafter "the Surcharge") on certain documents recorded with the County Auditors office for the purpose of providing funds for affordable low- income housing; WHEREAS, RCW 36.22.178 directs that of the funds collected under the Surcharge, five percent (5%) may be retained by the COUNTY to compensate for the collection, administration and local distribution of the funds, forty percent (40%) of the remaining shall be remitted to the Washington State Department of Commerce and the remaining 60 percent (60%) be retained by the COUNTY; WHEREAS, the portion of the Surcharge retained by the COUNTY shall be allocated to eligible housing activities that serve extremely low and very low-income households in the COUNTY and the CITIES according to an Interlocal Agreement between the COUNTY and the CITIES consistent with county wide and local housing needs and policies; WHEREAS, the parties are authorized to enter into such agreements by virtue of Chapter 39.34 RCW, the Interlocal Cooperation Act; WHEREAS, this Agreement is entered into by the COUNTY under the authority of RCW 36.32.120, RCW 36.22.178, and Chapter 43.185C RCW; and WHEREAS this Agreement is entered into by the CITIES under authority of RCW 36.22.178 and Chapter 43.185C RCW. Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 1 of 9 Page 21 of 429 NOW, THEREFORE, in consideration of the terms and conditions contained herein, it is mutually agreed by and between the COUNTY and CITIES as follows: Sec. 1. Purpose: The purpose of this Agreement shall be to provide for the collection, administration, and allocation of the COUNTY retained portions of the Affordable Housing for All Surcharge, RCW 36.22.178. Sec. 2. Parties: The parties to this Agreement shall be Franklin County, the City of Connell, the City of Kahlotus, the City of Mesa, and the City of Pasco. Sec. 3. Term: This Agreement shall be for five (5) years from the date of execution unless any party elects to terminate the Agreement pursuant to the termination clause of this Agreement. Renewal of this Agreement shall be by separate written agreement of the parties. Sec 4. Administration: Recommendations for the allocation of COUNTY retained portions of the Surcharge shall be made by the Surcharge Oversight Committee (hereinafter "Committee"). All Committee members shall be elected or appointed officials, directors or employees of the respective government entity which they represent. Each member shall serve at the pleasure of the legislative body appointing them to the position, and their terms shall not be limited or restricted in any other fashion. The Committee shall discharge its duties pursuant to the terms of the Operating Bylaws attached as Exhibit A and hereby adopted by reference. The members of the Committee may change provisions of the Operating Bylaws by majority vote so long as such changes are not contrary to law or to this Interlocal Agreement. All recommendations of the Committee shall be presented by the Administrator of the Benton and Franklin Counties Department of Human Services (hereinafter "DHS") to the Franklin County Board of Commissioners, who shall, by majority vote, make final funding decisions. If the Franklin County Board of Commissioners votes in a manner contrary to recommendations by the Committee, then findings, on the record, shall be made to support such a contrary vote. (a) The Committee shall be composed of the nine (9) representatives to be appointed by the Cities and Franklin County. More specifically: 1. The County Administrator for Franklin County or designee, 2. The City of Pasco shall appoint a minimum of one (1) up to a maximum of four (4) representatives, 3. The Cities of Connell, Kahlotus, and Mesa shall each appoint one (1) representative each to the Committee for a total of three (3), 4. The Administrator of DSHS or designee, as a non-voting member ex officio. The DHS shall be responsible for the administrative aspects of managing the COUNTY retained portions of the Surcharge. These responsibilities shall include any and all tasks associated with the funding source up to and including but not limited to: managing the Interlocal Agreement, application, and Request for Proposals (RFP) processes, providing technical assistance to Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 2 of 9 Page 22 of 429 interested applicants, administrative support to the Oversight Committee during the process of applicant screening and selection, administration of contracts necessary for selected projects, and contract compliance oversight and monitoring for selected projects. The initial 5% of the surcharge permitted to be retained by COUNTY for administrative purposes shall be allocated to DHS to help defray its expenses, including salaries of employees, necessary in carrying out its responsibilities under this paragraph. All awarded funds shall be disbursed pursuant to an appropriate contract between the award recipient and COUNTY. Such a contract shall ensure that the awarded funds are used solely for purposes permitted by RCW 36.22.178 and shall provide mechanisms for COUNTY to recover the awarded funds if they are misused. Sec. 5. No Separate entity or Joint Property: This Agreement does not provide for or authorize any of the following: a. the acquisition, holding, or disposal of property other than the funds collected hereunder; b. the financing of any joint or cooperative undertaking; c. the creation of any separate legal entity; d. the creation of any right or privilege which may be claimed by any third party not party this Agreement; Sec. 6. Hold Harmless/Indemnification: Each party agrees to be responsible for, and assume liability for, its own wrongful and negligent acts or omissions, or those of its officers, agents or employees to the fullest extent allowed by law, and agrees to hold harmless, indemnify, and defend the other parties from any such liability. In the case of negligence of more than one party, any damages allowed shall be levied in proportion to the percentage of negligence attributable to each party; and each party shall have the right to seek contribution from each of the other parties in proportion to the percentage of negligence attributable to each of the other parties. Sec 7. Governing Law and Venue: This Agreement has been and shall be construed as having been entered into and delivered within the State of Washington, and it is mutually understood and agreed by each signatory party hereto that this Agreement shall be governed by the laws of the State of Washington and any applicable Federal laws and regulations both as to interpretation and performance. Any action hereunder must be brought in the Superior Court of Washington in and for the County of Franklin unless either party determines that a Federal forum is appropriate to the issues raised. Sec. 8. Termination: Notwithstanding any other provision of this Agreement, any party may terminate this Agreement effective January 1 st of any given year by giving written notice of intent to terminate by July 1 st of the preceding year, with the termination to become effective no earlier than January 1 st of the following year. Such notice of termination shall be by appropriate action of the elected governing body of the terminating party and shall be provided to all parties subject to this Agreement. A party may not terminate this Agreement if doing so will be contrary to State law at the time of the intended termination, or if terminating will cause the signatories to this Agreement, or any one of them, to be in violation of State law. Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 3 of 9 Page 23 of 429 Sec. 9. Notice: Any formal notice or communication to be given under this Agreement shall be deemed properly given, if personally delivered, of if mailed postage prepaid and addressed: To: Franklin County Attn: County Administrator 1016 North 4th Avenue Pasco, Washington 99301 To: City of Connell 104 E. Adams Street Post Office Box 1200 Connell, Washington 99326 To: City of Kahlotus E. 130 Weston Post Office Box 100 Kahlotus, Washington 99335 To: City of Mesa 103 Franklin Street Post Office Box 146 Mesa, Washington 99343 To: City of Pasco 525 North Third Pasco, Washington 99301 Sec. 10. No Agency: The parties and their employees or agents performing under this Agreement are not deemed to be employees, officers, or agents of the other parties to this Agreement. Sec. 11. Record Keeping: Records shall be kept by the Benton and Franklin Counties Department of Human Services, sufficient to document all activities, actions and decisions made by the parties pursuant to this Agreement. This Agreement does not impose any obligation on individual parties to keep any records beyond what they are required to keep by law. Sec. 12. Assignment: No parties to this Agreement shall have the right to transfer or assign, in whole or in part, any or all of its obligations and rights hereunder. Sec. 13. Amendments or Modifications: This Agreement may be amended, altered, or changed in any manner by the mutual written consent of all parties. If any proposed amendment cannot be agreed to by all of the parties, then the proposed amendment shall not be made and the parties shall conduct their business pursuant to this Agreement as if such proposed amendment was not proposed. Sec. 14. Waiver: No waiver by any party of any term or condition of this Agreement shall be deemed or construed to constitute a waiver of any other term or condition or of any subsequent breach, whether of the same or a different provision of this Agreement. Sec. 15. Severability: If any of the provisions contained in this Agreement are held illegal, invalid, or unenforceable, the remaining provisions shall continue in full force and effect. Sec. 16. Filing: Copies of this Agreement shall be filed with the Franklin County Auditor and the Secretary of State after execution of this Agreement by all parties. Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 4of9 Page 24 of 429 Sec. 17. Counterparts: This Agreement may be executed by facsimile and in any number of current parts and signature pages hereof with the same affect as if all parties to this Agreement had all signed the same document. All executed current parts shall be construed together, and shall, together with the text of this Agreement, constitute one and the same instrument. Sec. 18. Effective: This Agreement shall become effective upon approval by all of the parties and recording with the Franklin County Auditor. Dated this day of 12016. BOARD OF COMMISSIONERS, FRANKLIN COUNTY, WASHINGTON Chair Member Member Attest: Approved as to Form: Clerk of the Board Deputy Prosecuting Attorney Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 5 of 9 Page 25 of 429 CITY OF CONNELL Gary Walton, Mayor Attest: Approved as to Form: Title: Title: Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 6 of 9 Page 26 of 429 CITY OF KAHLOTUS Patricia Hamilton, Mayor Attest: Approved as to Form: Title: Title: Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 7 of 9 Page 27 of 429 CITY OF MESA David Ferguson, Mayor Attest: Approved as to Form: Title: Title: Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 8 of 9 Page 28 of 429 CITY OF PASCO Matt Watkins, Mayor Attest: Title: Debbie Clark City Clerk Approved as to Form: Title: Lee Kerr Attorney Franklin County Affordable Housing Interlocal Agreement — 2060 Funds 9 of 9 Page 29 of 429 AGENDA REPORT FOR: City Council October 25, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 Ahmad Qayoumi, PW Director FROM: Dan Ford, City Engineer Public Works SUBJECT: Final Acceptance: Kahlotus Lift Station Force Main Pipe Project I. REFERENCE(S): Vicinity Map Resolution Construction Photographs II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to adopt Resolution No. , accepting work performed by C & E Trenching, LLC, under contract for the Kahlotus Lift Station Force Main Pipe Project. III. FISCAL IMPACT: 2015-2016 Utility Bond Proceeds - $241,824.02 IV. HISTORY AND FACTS BRIEF: The project involved constructing 3,200 linear feet of 12 -inch diameter wastewater force main from the Kahlotus Sewer Lift Station to the existing force main pipe located under US 395. Modifications were also made to the existing lift station to facilitate the connection of the new force main. The project was advertised in the Tri -City Herald. Three contractors responded. The lowest bid was received from C & E Trenching, LLC, in the amount of $230,273.30. The Budget amount for this project is $250,000.00. Page 30 of 429 V. DISCUSSION: The project was successfully completed within the allotted contract time. The final project construction contract totaled $241,824.02, which included one Change Order in the amount of $11,550.72, which was issued to address modifications to the project plans due to changed conditions in the field. The final construction cost equates to an increase of approximately 5% over the bid amount. This item was discussed at the October 24, 2016 Council Workshop Meeting. Page 31 of 429 �af a� a� (M 3U N3A �A �G ?P y ova G� ti4 w a w 341 G0� AVV 0� Lt *11111141130150113 A RESOLUTION ACCEPTING WORK PERFORMED BY C & E TRENCHING, LLC, UNDER CONTRACT FOR THE KAHLOTUS LIFT STATION FORCE MAIN PIPE IMPROVEMENT PROJECT. WHEREAS, the work performed by C & E Trenching, LLC, under contract for the Kahlotus Lift Station Force Main Pipe Improvement Project has been examined by Engineering and has been found to be in apparent compliance with the applicable project specifications and drawings, and WHEREAS, it is Engineering's recommendation that the City of Pasco formally accept the contractor's work and the project as complete; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, that the City Council concurs with Engineering's recommendation and thereby accepts the work performed by C & E Trenching, LLC, under contract for the Kahlotus Lift Station Force Main Pipe Improvement Project, as being completed in apparent conformance with the project specifications and drawings, and Be It Further Resolved, that the City Clerk is hereby directed to notify the Washington State Department of Revenue of this acceptance, and Be It Further Resolved, that the final payment of retainage being withheld pursuant to applicable laws, regulations and administrative determination shall be released upon satisfaction of same and verification thereof by the Public Works Director and Finance Manager. PASSED by the City Council of the City of Pasco this 7th day of November, 2016. Matt Watkins Mayor ATTEST: APPROVED AS TO FORM: Debra L. Clark Leland B. Kerr City Clerk City Attorney Page 33 of 429 .t a.� 00 �s k AL 1-4 yy�� r Si _ }q_i .• V Page 34 of 429 r Ir 4 1 r Ile — •f .5: by y _ e —wo tr _ �.tih �.4� _ �• .� ..I �Y- At, -' p ••�? �#k•�—_ r4 e � ff � l�`�i^'l'�j f � ` � � ,.� /� .'r..'Y _ �_ e�� � ,14' �'; '-�—„�_ •�t '' � _ t.y l� fer.�_ _e jf 14, rl i'” � '4i•q t .�� \� r%1 �'l y � �1. � f_ � � � �'[ t _ �' � 1 �S.F�7.f , ��` _ ��! T�•r � 'y :4�� 201 6 � -� --�_ '� _����1. �f _ ��f �.`—�`";- �`' 1 r----�' �r=��r � , - �-��.._t ... _� �'. -�k ��' '•-r� _ 'm j��� _ LI/ '� a 1. ' +`� '�•+� • , � � FI \fit r y� r / � . Y - • \' ) ..�_1 �—��� ''��' .. - r :,+ K ' ".r!�. S � }� GENERAL FUND OPERATING STATEMENT THROUGH SEPTEMBER 2016 UNRESTRICTED CASH AND INVESTMENTS: 7,883,049 8,071,342 EXPECTED PERCENTAGE OF REVENUES AND EXPENDITURE, FOR 9 MONTHS: 75% These statements are intended for Management use only. Page 38 of 429 ADOPTED YTD % OF APPROVED YTD % OF 2015 2015 TOTAL 2016 2016 ANNUAL BUDGET ACTUAL ACTUAL BUDGET ACTUAL BUDGET REVENUE SOURCES: TAXES: PROPERTY 7,159,507 3,993,278 55.8% 7,655,000 4,335,261 56.6% SALES 9,090,765 8,570,367 94.3% 11,780,000 9,075,391 77.0% PUBLIC SAFETY 1,300,000 995,289 76.6% 1,365,000 1,053,995 77.2% UTILITY 8,349,000 6,404,387 76.7% 8,595,000 6,604,269 76.8% OTHER 1,046,000 848,008 81.1% 1,138,000 896,060 78.7% LICENSES & PERMITS 1,304,500 1,457,833 111.8% 1,738,400 1,681,906 96.8% INTERGOV'T REVENUE 1,566,170 1,677,968 107.1% 2,122,148 1,665,627 78.5% CHARGES FOR SERVICES 6,224,521 4,137,802 66.5% 6,455,114 4,370,201 67.7% FINES & FORFEITS 806,650 797,148 98.8% 876,600 759,355 86.6% MISC. REVENUE 437,465 365,193 83.5% 454,840 535,370 117.7% DEBT AND TRANSFERS IN 8,471,423 103,500 1.2% 1,153,000 107,253 9.3% TOTAL REVENUES 45,756,001 29,350,773 64.1% 43,333,102 31,084,688 71.7% BEGINNING FUND BALANCE 6,501,765 9,383,161 10,566,361 17,289,115 TOTAL SOURCES 52,257,766 38,733,934 74.1% 53,899,463 48,373,803 89.7% EXPENDITURES: CITY COUNCIL 113,543 79,462 70.0% 113,338 77,865 68.7% MUNICIPAL COURT 1,564,015 1,087,033 69.5% 1,600,508 1,177,529 73.6% CITY MANAGER 1,291,940 965,668 74.7% 1,444,191 1,086,234 75.2% POLICE 14,271,196 9,690,159 67.9% 14,519,615 10,054,962 69.3% FIRE 6,379,042 4,561,563 71.5% 5,545,292 4,164,292 75.1% ADMIN & COMMUNITY SVCS 8,047,581 5,798,295 72.1% 8,375,563 6,574,477 78.5% COMMUNITY DEVELOPMENT 1,518,261 1,088,970 71.7% 1,499,956 1,097,251 73.2% ENGINEERING 1,839,064 1,153,880 62.7% 1,752,618 1,380,081 78.7% LIBRARY 1,261,686 941,500 74.6% 1,305,200 1,064,429 81.6% NON -DEPARTMENTAL 1,408,466 1,408,466 100.0% 3,064,010 1,762,630 57.5% DEBT AND TRANSFERS OUT 10,430,777 1,935,727 18.6% 7,752,675 3,577,942 46.2% TOTAL EXPENDITURES 48,125,571 28,710,723 59.7% 46,972,966 32,017,692 68.2% ENDING FUND BALANCE 4,132,195 10,023,211 6,926,497 16,356,111 TOTAL EXPEND & END FUND BAL 52,257,766 38,733,934 53,899,463 48,373,803 UNRESTRICTED CASH AND INVESTMENTS: 7,883,049 8,071,342 EXPECTED PERCENTAGE OF REVENUES AND EXPENDITURE, FOR 9 MONTHS: 75% These statements are intended for Management use only. Page 38 of 429 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager FROM: Richa Sigdel, Director Finance SUBJECT: 2017 Ad Valorem Tax Levy I. REFERENCE(S): Recommended Ad Valorem Tax Ordinance November 2, 2016 Regular Meeting: 11/7/16 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to adopt Ordinance No. , providing for the 2017 Ad Valorem Tax Levy in the City of Pasco in accordance with State Law and, further, authorize publication by summary only. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: The maximum allowed property tax rate, that the City can levy (per $1,000 of assessed value) per State statute, is $3.60. In 2001, the voters approved Initiative 747, limiting the amount taxing districts could increase property tax levy over the previous year by the lesser of 101% or the Implicit Price Deflator (IPD), without voter approval. In November 2007, that initiative was challenged and ruled unconstitutional in the Washington State Supreme Court; that decision returned the limit to the lesser of 6% or IPD. Council chose not to increase the 2008 property tax levy rate by any allowable legal limit. In January 2008, the legislature placed into law those limits suggested by 1-747. The current legal limit is the lesser of 1% or IPD. The IPD differs significantly from a regional Consumer Price Index (CPI) in that unlike the CPI, the IPD is not based on a fixed basket of goods and services; the "basket" in a region. The IPD basket spans the nation and the basket on which it is based changes from year to year with people's consumption and investment patterns. The IPD figure for the 2017 tax calculation is 0.953%. Since final tax levy data has yet to be issued by Franklin County Assessor's Office, including information on any increases to state assessed utilities, the calculations Page 39 of 429 provided herein are estimates. Furthermore, because the assessor's office is not allowed to set the levy to exceed what is shown in the City's budget, we are providing information on both our estimated calculations and the rounded up amount to be used for presentation in the budget. The property tax levy for 2017 will be comprised of only General Property Tax Levy. The City is required to certify property tax levies with the County by November 30 of each year. V. DISCUSSION: GENERAL PROPERTY TAX LEVY During the October 24, 2016 City Council Workshop, staff provided a detailed briefing of options for the 2017 ad valorem tax levy. The policy question for the City Council is whether or not to authorize an allowable increase in the City property tax levy of 0.953%, the IPD, to last year's total levy amount as recommended by staff. The City's phenomenal growth over the past two decades through new development and annexation, along with changes to the community has led to a significant increase in demand for general government services; such as police, fire, code enforcement, parks, etc. During periods of high growth, one-time revenues like construction sales tax greatly help to offset increased service costs. While the City continues to experience moderate growth, it can no longer rely on the kind of growth -related tax revenues (construction sales tax) experienced earlier in this decade and the previous decade. On the expense side of the equation, in response to the aforementioned growth increased and associated demands for public services, over the past few years the City Council has markedly enhanced critical services to better align services with the needs and demands of the population. Though in a smaller increment than authorized in 2015 and 2016, where the Council made significant strides to address the gap between demands and delivery capacity, the 2017 budget recommendation seeks to continue enhancement of core services consistent with Council goals in a number of areas. Specifically, to maintain momentum toward strategically right -sizing services to community needs in a manner consistent with resources, the 2017 general fund budget proposal includes 3.5 key general fund position requests, below is a brief description of each: 1. Police Officer (1) - The addition of a fourth Area Resource Officer fills out program staffing and will enhance the department's community policing efforts to all areas of the community. This furthers Council's goals of Community Safety and Quality of Life. 2. Fire Fighter (0.5) - Create a Community Risk Reduction position to be funded 50 Page 40 of 429 percent out of the general fund. This program will reduce injuries to the populace preventable through education, and is consistent with the strategic plan outlined to achieve Council's goal of maintaining a Class V Community Rating and potentially a Class IV rating. This furthers Council's goals of Quality of Life and Community Safety. 3. Facilities Worker (1) - The addition of the 38,000 square foot Police Community Services Center and Police Training Center the prior year requires the effort of an additional skilled facilities worker to add to the current crew of two. Current staffing levels struggle to maintain the current inventory. This proposal is consistent with Council's stewardship goals with regard to public resources and sustainability. 4. Code Enforcement (1) - The work of the division continues to grow exponentially, the addition of this position will provide the staff time necessary to meet current demand, and allow some capacity for pro -active enforcement activities. This enhancement is consistent with Council's goals relating to Quality of Life, Community Safety and Community Identity. The cumulative cost of these 3.5 FTE's exceeds the revenues generated by the proposed implementation of the IPD levy increase of 0.953% (estimated at $72,674 over the entire City); however, the 2017 budget recommendation is balanced with those revenues. A decision not to authorize the allowable IPD increase to the property tax levy would necessarily result in a reduction of one of the full FTEs outlined above. RECOMMENDED ACTION Based on the rationale provided and the proposed enhancements outlined above, it is recommended that the City Council authorized an increase in the City property tax levy of 0.953%, the IPD, account for the value of new construction and an estimated increase in state assessed utility values at last year's rate and add those numbers to last year's total levy. Because of an increase in the assessed valuation of the City due to economic development and a small annexation, the recommended action will result in a 2017 levy rate calculation of $1.907 per $1,000, reflecting a decrease to property owners from the 2016 rate of $1.937. Total Proposed 2017 Levy: $7,949,482 (Budgeted $7,825,655 factoring $123,827 for delinquency). ALTERNATIVE ACTION In the alternative, the Council could forgo all or a portion of the proposed IPD level increase to the ad valorem levy tax increase. Assuming no increase, this alternative Page 41 of 429 allows for no levy increase in the general property tax levy over last year except for that added by new construction and annexation to the tax base. Under this option, the 2017 levy rate calculation reflects a decrease to $1.889 per $1,000 from the 2016 rate of $1.937. Total Proposed 2017 Levy: $7,876,808. The alternative action would require elimination of one of the full time employee positions proposed above, or other current position, in order to balance the general fund budget. Staff would request if this option is selected Council prioritize the proposed positions. 1999 UNLIMITED TAX GENERAL OBLIGATION BOND DEBT SERVICE Unrelated to the ad valorem tax but good news for property owners is the retirement of debt. Specifically, collections on the Fire Station/Library bonds over time are such that the City is in a position to pay off the 1999 Unlimited Tax General Obligation Fire Station/Library Bonds Debt Service in 2016. Retiring this debt eliminates the need to levy the $0.039 per $1000 assessed value currently being levied into the future. This will further reduce the City's share of the property tax burden to property owners in the City. The Tax Levy options were discussed at the October 24th Workshop meeting and the corresponding ordinances are attached. Page 42 of 429 ORDINANCE NO. AN ORDINANCE PROVIDING FOR THE 2017 AD VALOREM TAX LEVY, A LEVY BONDS IN THE CITY OF PASCO IN ACCORDANCE WITH STATE LAW. WHEREAS, the City is, pursuant to RCW 35A.33.135, authorized to set by ordinance the amount to be raised by ad valorem taxes; and WHEREAS, a public hearing was held on October 24, 2016, as required by RCW 84.55.120, regarding the revenue sources for the City's following year Budget with consideration of a possible increases in property tax revenues levied including ad valorem taxes; and; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON DO ORDAIN AS FOLLOWS: §1. The City Council of the City of Pasco (the population of which is greater than 10,000) has met and considered its budget for the calendar year 2016; §2. The City Council of the City of Pasco after public hearing and after duly considering all relevant evidence and testimony presented, determined that the City of Pasco requires a regular levy in the amount of $7,949,482, which includes the 0.953% allowable percentage increase in property tax revenues from the previous year and does include amounts resulting from the addition of new construction, improvements to property, and any increases in the value of state -assessed property, and amounts authorized by law as a result of any annexations that have occurred and refunds made, in order to discharge the expected expenses and obligations of the district. RCW 84.55.120 requires a specific statement regarding the amount of any increase in regular property tax from the previous year. The actual general levy amount from the previous year (2016) was $7,625,727. The City Council of the City of Pasco hereby authorizes the following increase in the regular property tax levy to be collected in the 2017 tax year. The dollar amount of the increase over the actual levy amount from the previous year shall be $72,673 (seventy-two thousand six hundred and seventy-three dollars) which is a percentage INCREASE of .953% from the previous year. This increase is exclusive of additional revenue resulting from the addition of new construction and improvements, newly constructed wind turbines to property, any increase in value of state assessed property, and any additional amounts resulting from any annexations that have occurred and refunds made. The property tax from the new construction to be included in the actual levy is calculated to be $243,189. This number is the result of the amount of new construction and improvements to property of $ 125,549,200, provided by the Franklin County Assessor's Office, multiplied by 2016 (prior year) levy rate of $1.937 per $1,000 of that value. The property tax from annexation to be included in the actual levy is calculated to be $893. This number is result of Annexation property values of $460,800 provided by the Franklin County Assessor's Office, multiplied by Page 43 of 429 the 2016 (prior year) levy rate of $1.937 per $1,000 of that value. The property tax from the increase in state assessed utilities to be included in the actual levy is calculated to be $7,000. This number is an estimate as Franklin County Assessor's Office has not received valuation for state assessed utilities. §3. A tax for the following sum of money which includes new construction to defray the expense and liabilities of the City of Pasco be and the same is hereby levied for the purposes specified against all taxable property in the City for the fiscal year 2017; General Expense, including Councilmanic Bond Debt Service $7,949,482 §4. A certified copy of this ordinance shall be transmitted to the Franklin County Board of Commissioners and to the Franklin County Assessor on or before November 30, 2016; §5. This Ordinance shall take effect five (5) days after passage and publication; Adopted by the City Council of the City of Pasco this 7th day of November, 2016. Matt Watkins Mayor ATTEST: Debra L. Clark City Clerk APPROVED AS TO FORM: Leland B. Kerr City Attorney Page 44 of 429 AGENDA REPORT FOR: City Council November 1, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 Rick White, Director Community & Economic Development FROM: Dave McDonald, City Planner Community & Economic Development SUBJECT: Special Permit: Location of an Elementary School in an R-1 Zone (MF# SP 2016-009) I. REFERENCE(S): Vicinity Map Proposed Resolution Report to Planning Commission Planning Commission Minutes Dated: 9/15/16 & 10/20/16 H. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve Resolution No. , accepting the Planning Commission's recommendation and approving a special permit for the location of a new Elementary School on Road 84. III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: On September 15, 2016, the Planning Commission conducted a public hearing to determine whether or not to recommend a special permit be granted for the location of a new Elementary School on Road 84. Following the conduct of the public hearing, the Planning Commission reasoned that with conditions, it would be appropriate to recommend approval of a special permit for the proposed school. The recommended conditions are contained in the attached Resolution. Page 45 of 429 No written appeal of the Planning Commission's recommendation has been received. V. DISCUSSION: Page 46 of 429 Vicinity Item: PSD School # 16 " Applicant: Pasco School district W E Map File #: SP 2016-009 S i� JERSEY -DR LLI MALTESE DR _ w r _ 1 Ile i* I a: SUNSET TRAIL � SITE ry f MAPLE OR - r ,. I +- J _ v _C�OLBY_C:f - � VALLEY VIEW f STERL`fNG RD ► ` STERLING RD C- .U� -UA BELL ST _ �- J _ - ARGENT RD •. - - — _: ,., .I _ GM z - RESOLUTION NO. A RESOLUTION ACCEPTING THE PLANNING COMMISSION'S RECOMMENDATION AND APPROVING A SPECIAL PERMIT FOR THE LOCATION OF A NEW ELEMENTARY SCHOOL ON ROAD 84. WHEREAS, the Pasco School District submitted an application for the location of an Elementary School (Tax Parcel 117582019 & 117581010) on Road 84; and, WHEREAS, the Planning Commission held a public hearing on September 15, 2016 to review the special permit proposal; and, WHEREAS, following deliberations on October 20, 2016 the Planning Commission recommended approval of a Special Permit for the proposed Elementary School with certain conditions; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO: 1. That a Special Permit is hereby granted to the Pasco School District for the location of a new Elementary School on Road 84 under Master File # SP2016-009 with the following conditions: a) The special permit shall apply to Parcels #117 581 010 and #117 582 019. b) The elementary school site shall be developed in substantial conformity with the site plan and building elevations submitted with the special permit application. Nothing herein prohibits the School District from adding four additional classrooms to the school building or placing portable classrooms on the site at a later date with a proper building permit. c) Road 84 abutting the School District (all of parcel #117 582 019 existing as of September, 2016) property shall be improved to arterial street standards. Improvements shall include but not be limited to curb, gutter, drainage, sidewalk and street lighting along the school side of the street. d) The complete improvement width for Road 84 will be 48 feet; the Pasco School District shall be responsible for constructing the east side of the street. A tapered street transition shall extend north of the school site as per City of Pasco Public Works standard. e) Street sidewalks shall be offset with a planting strip between the sidewalk and curb matching the in the west side of Road 84. Page 48 of 429 f) The planting strip between the curb and the off -set sidewalk shall be planted in lawn and trees spaced at 50 -foot intervals. The landscape and irrigation plan shall be approved by the Administrative and Community Services Department prior to installation. g) The School District shall provide the necessary right-of-way and construct the northern 3/4th, of Massey Drive over the sewer line northerly of the FCID canal. h) The School District shall provide the necessary right-of-way and construct the western 3/4th, of a road over the sewer line along the eastern boundary of the site. i) No on -street parking or bus staging will be permitted on Road 84. j) All costs associated with speed reduction/modification including but not limited to flashing lights, signage, pedestrian sensors, safety and crosswalks shall be paid for by the School District. k) All street/roadway signage abutting the property is to be provided by the School District and must conform to the most current MUTCD & City of Pasco Construction Standards. 1) The School District shall construct all necessary improvements and accommodations for pedestrian school routes along Road 84. m) No mid -block crosswalks will be permitted on Road 84. n) The School District shall prepare a dust control mitigation plan to be submitted with the building permit application. o) No sports field light shall be permitted. p) The special permit shall be null and void if a building permit has not been obtained by January 1, 2019. Passed by the City Council of the City of Pasco this 7th day of November, 2016. Matt Watkins, Mayor ATTEST: Debra L. Clark, City Clerk APPROVED AS TO FORM: Leland B. Kerr, City Attorney Page 49 of 429 Vicinity Item: PSD School # 16 " Applicant: Pasco School district W E Map File #: SP 2016-009 S i� JERSEY -DR LLI MALTESE DR _ w r _ 1 Ile i* I a: SUNSET TRAIL � SITE ry f MAPLE OR - r ,. I +- J _ v _C�OLBY_C:f - � VALLEY VIEW f STERL`fNG RD ► ` STERLING RD C- .U� -UA BELL ST _ �_J , _ - ARGENT RD •. - .� _: ,., _ . I _ GM z - v c� CD 0 N REPORT TO PLANNING COMMISSION MASTER FILE NO: MF# SP 2016-009 APPLICANT: Pasco School District #I HEARING DATE: 9/15/16 1215 W Lewis St ACTION DATE: 10/20/16 Pasco, WA 99301 BACKGROUND REQUEST: SPECIAL PERMIT: Location of an Elementary School # 16 in an R- -1 District. (4000 Block of Rd84) 1. PROPERTY DESCRIPTION: Legal: NW 1/4 of the SW 1/4 of Section 16, Township 9 North, Range 29 East, WM less the portion south of the FCID canal. General Location: North corner of Road 84 and the FCID Canal Property Size: Approximately 26 acres 2. ACCESS: The site is adjacent to Road 84. Access is available from the north and south on Rd 84. 3. UTILITIES: An 8" water line is located in Road 84 with a 12" and eight" connection to Loviisa Farms. A 24" sewer trunk line is located along the southern portion of the property about 140 feet north of the FCID canal. A 15"sewer trunk line is also located along the eastern boundary of the school site. 1. 4. LAND USE AND ZONING: The site is zoned R-1 (Low Density Residential) and is now vacant. Surrounding properties are zoned and developed as follows: NORTH: R-1 - Single family SOUTH: RP - Mobile Homes & Chiawana High EAST: R-1 - Single family WEST: R-1 - Single family 5. COMPREHENSIVE PLAN: The Comprehensive Plan designates the site as Low -Density Residential. Goal CF -5 suggests adequate provisions should be made for educational facilities located throughout the urban growth area. Policy CF -5-A encourages the appropriate location and design of schools throughout the community. Page 52 of 429 6. ENVIRONMENTAL DETERMINATION: The City of Pasco is the lead agency for this project. Based on the SEPA checklist, the adopted City Comprehensive Plan, City development regulations, and other information, a threshold determination resulting in a Determination of Non -significance (DNS) has been issued for this project under WAC 197- 11-158. DISCUSSION Pasco's population has more than doubled in the past 15 years growing from 32,066 to over 70,000 today. This population growth has also caused the Pasco School District enrollment to almost double over the same time period. Pasco's K-12 enrollment is expected to be around 20,000 by 2019. In anticipation of project enrollment increases and to fulfill current needs the School District is proposing to construct Elementary School # 16. Elementary School # 16 is planned for a 26 acre site located on Road 84, opposite the Loviisa Farms subdivision directly, north of the FCID canal. The 73,000 square foot building will be patterned after the new Marie Currie School and designed for 700-800 students. The site will contain the two story school with public parking, a parent loading and unloading area, a bus loading and unloading area, play areas and landscaping. The school will be designed to allow at least four more class rooms to be added at a later day and to permit a number of portable classrooms. Road 84 is a partially developed street. The School District will be responsible for dedicating the east half of the right-of-way for Road 84. Typically street improvements include but are not limited to street construction and paving, installation of curb gutter and sidewalk, street lights, handicapped ramps, signage, lane striping, street drainage, speed -reduction modifications, right-of- way landscaping and fire hydrants. The playfields will not contain night lighting for sports activities. With respect to traffic -related issues elementary schools do not impact peak hour traffic conditions in the way other land uses do. The school day begins later then the am peak and later than the pm peak. Based on the Institute of Traffic Engineers Trip Generation Manual (8th Ed) an elementary school with 730 students on average can be expected to generate about 941 vehicle trips per day. By comparison, if the site were to develop with single family homes about 1,180 daily vehicle trips could be expected. 2 Page 53 of 429 The proposed site will create some challenges for the School District due to the location of two major sewer truck lines and the fact the property borders Road 84. As a result the District will need to construct streets on three sides of the proposed school site. The trunk line to the south was purposefully located about 140 feet north of the FCID so the line could be located in a future City street rather than across private property or through back yards. The sewer line along the eastern edge of the site also needs to be located in a public street to avoid conflicts with manholes being located where they cannot be accessed. Most of the schools in Pasco including the Pasco High School and Chiawana High School are located in residential zoning districts. An on-line search of the Franklin County Assessors records (2016) revealed that many of the residential properties located near the existing Maya Angelou Elementary School have increased in valued since the school was built. The Maya Angelou neighborhood was not fully developed until after the school was built. This provides a good indication that elementary schools do not discourage the development of permitted uses on property in the general vicinity of a school or impair the value thereof. Recent development around the McGee Elementary School also provides another example of a residential neighborhood that developed after a school was constructed. STAFF FINDINGS OF FACT Findings of fact must be entered from the record. The following are initial findings drawn from the background and analysis section of the staff report and comments made at the public hearing. The Planning Commission may add additional findings as deemed appropriate. 1. The site is located in an R-1 zone. 2. Under the current zoning approximately 118 single-family dwellings could be constructed on the site. 3. Schools are conditional land uses in the R-1 zone and require review through the special permit process prior to permitting for construction. 4. The site is in the Pasco Urban Growth Boundary. 5. The site is within the City limits of Pasco. 6. The Comprehensive Plan identifies the site for low-density residential uses. 7. Comprehensive Plan Goal CF -5 suggests that adequate provisions should be made for the location of educational facilities throughout the urban growth area. 8. The site was farmed for many years but is now vacant. 9. The site is owned by the Pasco School District. 10. Sewer and water utilities are available to the site. 3 Page 54 of 429 11. The site is located at the northeast corner of Road 84 and the FCID canal. 12. The east half of Road 84 has not been constructed. 13. City development standards require off-site street and utility (sewer, water, irrigation) improvements to be constructed or installed concurrently with site development. 14. Off-site street improvements include but are not limited to street construction and paving, installation of curb gutter and sidewalk, street lights, handicapped ramps, signage, lane striping, street drainage, traffic signals, speed -reduction modifications, and fire hydrants. 15. According to the Institute of Traffic Engineers Trip Generation Manual (8th Ed) a 730 student elementary school will generate about 941 vehicle trips per day. 16. A sewer trunk line is located along the south portion of the school site. This line was located about 140 feet north of the FCID canal so it would be under a future City street. Massey Drive to the west is located on top of this sewer line. 17. A sewer trunk line is located along the eastern boundary of the proposed school site. 18. If developed with single family homes the site would generate about 1,118 vehicle trips per day. 19. Pasco's population has more than doubled since 2000. 20. Pasco School District enrollment has doubled since 2000. 21. School district enrollment is expected to reach 20,000 by 2019. 22. Residential development near the existing Maya Angelou and McGee Elementary School indicates elementary schools do not negatively impact the value of surrounding homes or the intended development of residential neighborhoods. 23. No sports fielding lighting will be constructed with the proposed elementary school. CONCLUSIONS BASED ON STAFF FINDINGS OF FACT Before recommending approval or denial of a special permit the Planning Commission must draw its conclusion from the findings of fact based upon the criteria listed in P.M.C. 25.86.060. The criteria and staff listed conclusions are as follows: 1) Will the proposed use be in accordance with the goals, policies, objectives and text of the Comprehensive Plan? The proposed use supports the following plan policies or goals: CF -5 suggests adequate provisions be made for educational facilities throughout the Urban Growth Area. Transportation and Utility policies .95 Page 55 of 429 support city standards that require the improvement of streets and utilities in conjunction with development. To be in accord with the Comprehensive Plan the proposed elementary school development would also need to include the development of adjoining streets and utilities. 2) Will the proposed use adversely affect public infrastructure? The School District will be responsible for constructing the east side of Road 84 in conjunction with building the school and installing any need water lines. A major sewer trunk line is already in place along the southern boundary of the school site. The sewer trunk lines and the operation of the sewer system could be impacted if the said lines are not located within public right-of-way. The traffic impacts from the proposed school would be comparable to or less than the impacts from a residential subdivision on the property. The school will generate almost no traffic during weekends, holidays and the summer break. 3) Will the proposed use be constructed, maintained and operated to be in harmony with existing or intended character of the general vicinity? The proposed elementary school has been designed to complement the existing and future neighborhood by providing generous yard setbacks, landscaping, screening of mechanical equipment and a pitched roof line to moderate the school's height in keeping with typical pitched roofs of residential homes. Elementary schools are typically located in or near residential neighborhoods and are an accepted part of the character of residential areas. There is enough school property available for the District and the City to cooperate on development of a neighborhood park. 4) Will the location and height of proposed structures and the site design discourage the development of permitted uses on property in the general vicinity or impair the value thereof? The construction of schools in residential neighborhoods often encourages development of nearby properties. Residential development around the Maya Angelou and McGee schools was not completed until after the schools were in place. An on-line search of the Franklin County Assessors records (2016) revealed that values of many residential properties located near the existing Maya Angelou and McGee Elementary schools have increased since the schools were built. 5) Will the operations in connection with the proposal be more objectionable to nearby properties by reason of noise, fumes, vibrations, dust, traffic, or Wi Page 56 of 429 flashing lights than would be the operation of any permitted uses within the district? Experience has shown that schools within Pasco generate few complaints from neighbors. Elementary schools typically are not a source of dust, fumes, vibrations or flashing lights. The proposed school could generate up to 940 vehicle trips per day generally at off peak hours. During weekends, the summer break, and other break periods very little traffic will be generated. 6) Will the proposed use endanger the public health or safety if located and developed where proposed, or in anyway will become a nuisance to uses permitted in the district? The elementary school will be constructed to meet all requirements of the International Building Code, the Fire Code, the Plumbing Code, all other construction codes and state regulations pertaining to middle school construction. The building will be required to have fire -rated corridors, area separation walls, sufficient exiting and fire sprinkler systems to ensure the safety of the students. The construction of sidewalks and street improvements will address traffic safety issues. Schools have a long history of being accepted in residential neighborhoods. In most communities schools, including middle schools, are located in or near residential neighborhoods. Proposed Approval Conditions 1. The special permit shall apply to Parcels # 117 581 010 and # 117 582019. 2. The elementary school site shall be developed in substantial conformity with the site plan and building elevations submitted with the special permit application. Nothing herein prohibits the School District from adding four additional classrooms to the school building or placing portable classrooms on the site at a later date with a proper building permit. 3. Road 84 abutting the School District (all of parcel # 117 582 019 existing as of September, 2016) property shall be improved to arterial street standards. Improvements shall include but not be limited to curb, gutter, drainage, sidewalk and street lighting along the school side of the street. 4. The complete improvement width for Road 84 will be 48 feet; the Pasco School District shall be responsible for constructing the east Cel Page 57 of 429 side of the street. A tapered street transition shall extend north of the school site as per City of Pasco Public Works standard. 5. Street sidewalks shall be offset with a planting strip between the sidewalk and curb matching the in the west side of Road 84. 6. The planting strip between the curb and the off -set sidewalk shall be planted in lawn and trees spaced at 50 -foot intervals. The landscape and irrigation plan shall be approved by the Administrative and Community Services Department prior to installation. 7. The School District shall provide the necessary right-of-way and construct the northern 3/41hs of Massey Drive over the sewer line northerly of the FCID canal. 8. The School District shall provide the necessary right-of-way and construct the western 3 / 41hs of a road over the sewer line along the eastern boundary of the site. 9. No on -street parking or bus staging will be permitted on Road 84. 10. All costs associated with speed reduction/ modification including but not limited to flashing lights, signage, pedestrian sensors, safety and crosswalks shall be paid for by the School District. 11. All street/ roadway signage abutting the property is to be provided by the School District and must conform to the most current MUTCD 8v City of Pasco Construction Standards. 12. The School District shall construct all necessary improvements and accommodations for pedestrian school routes along Road 84. 13. No mid -block crosswalks will be permitted on Road 84. 14. The School District shall prepare a dust control mitigation plan to be submitted with the building permit application. 15. No sports field light shall be permitted. 16. The special permit shall be null and void if a building permit has not been obtained by January 1, 2019. RECOMMENDATION MOTION for Findings of Fact: I move to adopt Findings of Fact and Conclusions therefrom as contained in the October 20, 2016 staff report. MOTION for Recommendation: I move, based on the Findings of Fact and Conclusions therefrom, the Planning Commission recommend the City Council grant a special permit to the Pasco School District for the location of an elementary school in the 4000 block of Road 84 (Parcels ##117581 010 and #117582019) with the conditions as contained in the October 20, 2016 staff report. 7 Page 58 of 429 Vicinity Item: PSD School # 16 " Applicant: Pasco School district W E Map File #: SP 2016-009 S i� JERSEY -DR LLI MALTESE DR _ w r _ 1 Ile i* I a: SUNSET TRAIL � SITE ry f MAPLE OR - r ,. I +- J _ v _C�OLBY_C:f - � VALLEY VIEW f STERL`fNG RD ► ` STERLING RD C- .U� -UA BELL ST _ �_J , _ - ARGENT RD •. - .� _: ,., _ . I _ GM z - Land Use Item: PSD School # 16 " Map Applicant: Pasco School district W + E File #: SP 2016-009 S ■ � . �Cs • •Op•0� 0�•� • 0 � ` �' � ' �, �`QM aQ \�•' x•00' Agriculture ---SITE ,,, M F H si, Chiawanaoo High c School DUs (Coun a�VALLEY IEW WE MIN Agriculture ---SITE ,,, M F H si, Chiawanaoo High c School DUs (Coun a�VALLEY IEW Zoning Item: PSD School #16 " Map Applicant: Pasco School district W + E File #: SP 2016-009 S ADD D INN D I goo 0 �1 R-3 --SITE R-1 R=S=1 C-1 I -q E-1 111 ---- IME I ..0.. I VALLEY IEW v c� CD rn N O N West Elevation East Elevation North Elevation South Elevation Elementary school #16 Road 84, Pasco, WA Approx. 730 Students Approx. 73,000 SF 25 Acre Site Conceptual Exterior Elevations Scale: 1116" = V-0" 1215 W. LEWIS PASCO, WA 99301 PIS: (509) 543-6095 PASCO SCHOOL Dismict, #1 =NV= 71K VVWT A R C H I T F C T S ooking North a — � %now Ot? i y i c y� tly� F 4�.." ►� i JR t r ' .►_:,7 - ` �.>:.`r �.- g1y • ./,�y �+y t.d'' '°'"fir - � +'-" >1 yp%Q( tit (t ♦ A.. '. '� S ry �_ ;•- •3_, - _�fi a �.•�,dpt- to ��:�, � ":�: ,. q," 'q�v..1;r�r.. - � :�,. a '. �4 q+���, g � ;! � y', .- • b, ! • 04 Looking West 1.4000 1 , f IT r 1. s 1 � PLANNING COMMISSION MINUTES 9/15/16 A. Special Permit Special Permit to locate an elementary school on Rd 84 (Pasco School District) (MF# SP 2016- 009) Chairwoman Roach read the master file number and asked for comments from staff. Dave McDonald, City Planner, discussed the special permit application to locate an elementary school. The proposed site is on the northeast corner of Road 84 and the FDIC canal. The community has been going through a tremendous growth period over the past 15 years and Pasco has doubled in size. This year alone there will have been 300-400 permits issued for new homes. With all of those new homes there comes new children who will be attending the Pasco School District. For this reason the Pasco School District has put in a special permit application to locate elementary school # 16. The site is located north of Pathfinder Mobile Home Park, Chiawanna High School and nearby Linda Loviisa Farms housing development with hundreds of homes. It is on an arterial street and surrounded by vacant fields. Those fields used to be farmed but the DNR (Department of Natural Resources) is in the process of auctioning off those fields in November for development including commercial and residential. Much of the property is zoned R-1 and typically In Pasco you do find elementary schools in areas with significant residential development. This site does present a little bit of difficulty for staff in that at the present time there is a large sewer line that runs through the southern portion of the site about 140' north of the irrigation canal. Then there is a trunk line that runs north/south about 150' to the west of the east property line. Staff has been working with the School District to try and locate roads on top of those sewer lines. Since this hasn't been worked out at the time, staff is requesting that the Planning Commission hold the public hearing but continue it to the next month's meeting to allow staff and the School District to work through the details. Another difficulty on this site is that during the DNR auction process, there is a possibility that one developer will pick up all of the residential property around the school and there could be a possibility of sewer lines being moved. Commissioner Polk asked for clarification that this site is located on two properties and if there has been a parcel created to the north. Mr. McDonald responded that it is located on two tax parcels with a total of about 26 acres. The Department of Natural Resources has already created a parcel to the north. All of their parcels are larger than 5 acres so they didn't need to go through the platting process. Commissioner Bowers asked when this school will be constructed. Mr. McDonald responded that the School District will be able to answer that during the hearing but it depends on when the bond is passed. Page 68 of 429 Commissioner Bowers asked where this school falls in schedule with other schools to be built in Pasco. Mr. McDonald answered that a representative from the School District should be able to answer that as well. Randy Nunamaker, Executive Director of Operations for the Pasco School District, 1215 W. Lewis Street, spoke on behalf of this application. The proposed location will provide overcrowding relief for the rapid growth in West Pasco. As for timing of construction of the school, the School Board is looking to run a bond in February 2017 and with the current design of that school, the intent would be to begin construction in June 2017. Chairwoman Roach asked if the new school would serve the surrounding neighborhoods or if there would be redistricting. Mr. Nunamaker responded that once the bond passes it is yet to be seen what the boundaries will look like but there would likely be boundary line changes for the districts after the bond is approved. Chairwoman Roach asked what other schools are going to be on the upcoming bond for approval. Currently there are plans for elementary school #16 and a portion of funds for an elementary school # 17 because there is a class size reduction grant by the State. That school would start construction after elementary school # 16 is completed. Also on the bond would be the replacement of Stevens Middle School with a new middle school. Commissioner Bowers asked if the proposed site is where there is the most need for a new school in Pasco. Mr. Nunamaker answered that there is significant growth in West Pasco and it is where there is the most need. The School District always makes sure to acquire property where there is the most growth occurring. Commissioner Portugal asked how the School District is communicating with the community for the plans for the new school. Mr. Nunamaker stated that the community has been involved. In January 2016 through June 2016, there was a Pasco Facilities Task Force made up of community members. They met 6-7 times over the course of that period and made a recommendation to the School Board and the board accepted their recommendation. There will also be a new task force going forward with more recommendations for long range plans. There will be an announcement made to the community, as there was in the past task force, for participation. Page 69 of 429 Commissioner Bowers referenced the staff report that stated that by 2019 it is estimated that there will be nearly 20,000 students enrolled in the Pasco School District. She asked what the current enrollment is for the district. Mr. Nunamaker stated that it is around 17,500. Commissioner Mendez asked what would be the size of the proposed elementary school and what is the average size. Mr. Nunamaker stated that the answer varies but the newest school constructed, Marie Curie, is a good example going forward and it can accommodate up to 700-800 students. Chairwoman Roach asked if that number includes portables. Mr. Nunamker responded that the estimated number does not include portables. Chairwoman Roach asked if the School District anticipates the need for portables at this location. Mr. Nunamaker stated that it depends on the bond growth and future speculation but it is possible. Historically speaking, yes, they would plan on using portables as needed in the future. Chairwoman Roach asked Mr. McDonald about the DNR property that is to be auctioned off and if the costs of moving the sewer lines would be absorbed by the developer. Mr. McDonald stated that yes it would be up to the developer, not the School District. Chairwoman Roach asked if it is permitted in city code for the School District to place portables and as many as they need on school sites. Mr. McDonald replied that there has been no limitation on portables and that there is no code requirement or prohibition. Commissioner Lukins discussed the FDIC canal to the south of the property and the 6' fence requirement for the School District to install and asked if that is standard. Mr. McDonald stated that in this case with a school like this the fence needs to be constructed to protect the children from the canal so this would be standard. The 6' block wall will provide that barrier and protection, as opposed to a chain link fence. Commissioner Portugal moved, seconded by Commissioner Polk, to continue the public hearing to the October 20, 2016 Planning Commission meeting. The motion passed unanimously. Page 70 of 429 PLANNING COMMISSION MINUTES 10/20/16 B. Special Permit Special Permit to locate an elementary school on Rd 84 (Pasco School District) (MF# SP 2016- 009 Chairman Cruz read the master file number and asked for comments from staff. Dave McDonald, City Planner, explained this item was continued from the last public hearing in September to give staff time to research the location of the sewer line running north and south along the eastern edge of the school site. During the previous meeting there was a concern the north south sewer was not locate in the easement along the eastern edge of the property. A crew located the sewer line and it is located where it was supposed to be. The School District has provided a revised site plan with roads over the sewer lines a copy of which is on the bench before the Planning Commission. Mr. McDonald indicated there were no other changes to discuss. Commissioner roach moved, seconded by Commissioner Polk, to adopt the findings of fact and conclusions therefrom as contained in the October 20, 2016 staff report. The motion passed unanimously. Commissioner Roach moved, seconded by Commissioner Polk, based on the findings of fact and conclusions as adopted the Planning Commissioner recommend the City Council grant a special permit to the Pasco School District for the location of an elementary school in the 4000 block of Road 84 (Parcels ##117581010 and # 117582019) with the conditions as contained in the October 20, 2016 staff report. Page 71 of 429 AGENDA REPORT FOR: City Council October 31, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 Rick White, Director Community & Economic Development FROM: Jeff Adams, Associate Planner Community & Economic Development SUBJECT: Special Permit: Lopez/Leon Nightclub (MF# SP 2016-010) I. REFERENCE(S): Vicinity Map Proposed Resolution Report to Planning Commission Planning Commission Minutes: Dated 9/15/16 and 10/20/16 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve Resolution No. , denying the special permit for the location of a nightclub located at 220 N 18th Avenue, as recommended by the Planning Commission. III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: On September 15th and October 20th, 2016 the Planning Commission conducted a public hearing to determine whether or not to recommend the location of a nightclub at 220 N 18th Ave. Following the conduct of a public hearing, the Planning Commission reasoned it would not be appropriate to recommend the location of a nightclub at 220 N 18th Ave. No written appeal of the Planning Commission's recommendation has been received. V. DISCUSSION: Page 72 of 429 On August 5, 2016 Bernardo Lopez & Alejandro Leon applied for a business license to operate a restaurant in a C-1 zone at 220 N 18th Avenue under the business name "Xtasy Nightclub & Grill, LLC". The application was placed on hold because although restaurants are permitted use in the C-1 zone, nightclubs may only be licensed in C-1 zones upon issuance of a Special Permit. Applicant subsequently submitted for a Special Permit to locate a nightclub on the site. The nightclub would have utilized an existing 10,412 square -foot structure formerly used as a motel restaurant. The restaurant building is located in a retail commercial zone and immediately across the street from residential and office zoning, and adjacent a retail commercial zoning district. Page 73 of 429 Item: Special Permit for a Nightclub in a C-1 Zone V"'n'tyApplicants: . Bernardo Lopez & Alejandro Leon W E Map File #: SP 2016-010 S VIM - BONNEVILLE ST - s•_ick _ �'`., "_� - ,.� - > SITE J\ a e r 00 . CLAR. ST CD '', _ • - RESOLUTION NO. A RESOLUTION DENYING A SPECIAL PERMIT FOR A NIGHTCLUB LOCATED AT 220 N 18TH AVENUE. WHEREAS, Bernardo Lopez & Alejandro Leon submitted an application for the location of a nightclub located at 220 N 18th Avenue. (Tax Parcel #112 230 015); and, WHEREAS, the Planning Commission held a public hearing on September 15th and October 20th, 2016 to review a special permit for the proposed nightclub; and, WHEREAS, following deliberations on October 20th, 2016 the Planning Commission recommended denial of a Special Permit for the nightclub, based on the following findings of fact: Applicant requested to locate a nightclub at 220 N 18th Avenue. 2. The nightclub would have utilized an existing 10,412 square -foot structure fonnerly used as a motel restaurant. The restaurant building is located in a retail commercial zone. 4. Surrounding uses include single-family and multi -family residential, office, and a motel. 5. Nightclubs differ from restaurants in that their primary sources of revenue are (a) the sale of alcohol for consumption on the premises and (b) cover charges. 6. Because the application also specified a dance floor the use also potentially fell under the PMC 25.12.158 definition of "Dance Hall" which "means an enclosed space where public dances are held and where alcohol and/or food may be sold." 7. The proposed nightclub would have had approximately 2,000 square feet of dedicated bar area, 3,500 square feet of dance floor, 2,500 square feet of dining area and 2,000 square feet of kitchen area. 8. With 10,000 square feet of floor area the nightclub would have required 100 parking spaces. Excluding the kitchen the total area would be 8,000 square feet, requiring at least 80 parking spaces. 9. There are currently 46 on-site parking spaces (Applicant claimed 61 spaces, as per Business License Application #29804). 10. Applicant stated that the nightclub would have operated Thursday, Friday, Saturday and Sunday, as well as on holidays. Applicant specified he may have added additional days of the week. 11. Applicant stated that the nightclub would have operated from 9pm to 2am. 12. The proposed nightclub would have employed 12 employees. 13. Over 50 letters in opposition to the nightclub were submitted to the Planning Commission at the September 15th, 2016 hearing from residents in the surrounding neighborhood. Page 75 of 429 14. Police calls to existing nightclubs over the last 5 years have ranged from 94 to 647 per nightclub. The average is 300 calls or approximately 60 calls per nightclub per year. 15. Based on the findings of fact the City of Pasco issued a SEPA determination of significance for the proposed nightclub. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO: That a Special Permit is hereby denied to Bernardo Lopez & Alejandro Leon for a nightclub in a C-1 (Retail Business) District under Master File # SP 2016-010. Passed by the City Council of the City of Pasco this 7th day of November, 2016. Matt Watkins, Mayor ATTEST: APPROVED AS TO FORM: Debra L. Clark, City Clerk Leland B. Kerr, City Attorney Page 76 of 429 REPORT TO PLANNING COMMISSION MASTER FILE NO: SP 2016-010 HEARING DATE: 9/15/16 ACTION DATE: 10/20/16 BACKGROUND REQUEST FOR SPECIAL PERMIT: 1. PROPERTY DESCRIPTION: APPLICANT: Bernardo Lopez & Alejandro Leon 923 W. Park St. Pasco WA 99301 Location of a Nightclub in a C-1 Zoning District Lam: Lot 1, SHORT PLAT 2010-08 General Location: 220 N 18TH AVE (Parcel # 112 230 015) Property Size: Approximately .72 acres 2. ACCESS: The site has access from 18th Ave and W. Bonneville Street 3. UTILITIES: The site is served by municipal water and sewer. 4. LAND USE AND ZONING: The property is currently zoned C-1 (Retail Commercial) and is developed with a restaurant. Surrounding properties are zoned and developed as follows: North: R-1, R-2, R-3, C-1; SFDUs, Multi-Fam; Daycare Center East: "O", R-1; SFDUs, Office South: C-1; Hotel Office & suites West: C-1; Hotel suites S. COMPREHENSIVE PLAN: The site is designated in the Comprehensive Plan for commercial uses. The Plan does not specifically address nightclubs, but elements of the Plan encourage the promotion of orderly development including the development of zoning standards for off-street parking and other development. 6. ENVIRONMENTAL DETERMINATION: The City of Pasco is the lead agency for this project. A determination will be made after the public hearing. A Determination of Significance is likely for this application. The area of concern that are leading to consideration of a Determination of Significance are as follows: Page 77 of 429 • Noise • Land and Shoreline use • Light and Glare • Public Services Should this application be approved the Applicant has the option of revising the application to avoid the Determination of Significance. ANAT.VCTC On August 5, 2016 Bernardo Lopez 8v Alejandro Leon applied for a business license to operate a restaurant in a C-1 zone at 220 N 18th Avenue under the business name "Xtasy Nightclub & Grill, LLC". The application was placed on hold because although restaurants are permitted use in the C-1 zone, nightclubs may only be licensed in C-1 zones upon issuance of a Special Permit. Applicant subsequently submitted for a Special Permit to locate a nightclub on the site. The nightclub would utilize an existing 10,412 square -foot structure formerly used as a motel restaurant. The restaurant building is located in a retail commercial zone and immediately across the street from residential and office zoning, and adjacent a retail commercial zoning district. According to Pasco Municipal code (PMC) 25.12.327, a Nightclub is defined as ". . . an establishment that provides entertainment and has as its primary source of revenue (a) the sale of alcohol for consumption on the premises and (b) cover charges. It does not mean premises wherein such beverages are sold in conjunction with the sale of food for consumption on the premises and the sale of said beverages comprises less than 25 percent of the gross receipts." The premise also potentially falls under the PMC 25.12.158 definition of "Dance hall" which "means an enclosed space where public dances are held and where alcohol and/or food may be sold." The proposed nightclub would have approximately 2,000 square feet of dedicated bar area, 3,500 square feet of dance floor, 2,500 square feet of dining area and 2,000 square feet of kitchen area (The Benton -Franklin Public health Department license Plan Review specifies 101+ seats). One parking space per 100 square feet of floor area is required for restaurant uses. With 10,000 square feet of floor area the nightclub would require 100 parking spaces. Excluding the kitchen the total area would be 8,000 square feet, requiring at least 80 parking spaces. There are currently 46 on-site parking spaces (Applicant claims 61 spaces, as per Business License Application #29804). Applicant has stated that the nightclub will operate Thursday, Friday, Saturday and Sunday from Spm to 2am, as well as holidays such as Valentine's Day, Spring breaks, 4th of July and Halloween. Applicant has also indicated a possibility of opening for business additional days of the week. 2 Page 78 of 429 The proposed nightclub would employ 12 employees. At its September 151h, 2016 hearing the Planning Commission was presented with over 50 letters in opposition to the nightclub from residents in the surrounding neighborhood (see attached letters). Development standards are intended to assure land use compatibility and promote the public health, safety and welfare of the community. Evidence received by the Planning Commission and contained in previous studies and Pasco Police Crime Reports demonstrates that nightclubs and similar uses have a demonstrated history of contributing to general public disorder, loitering, nuisance and other acts detrimental to the public health, safety and welfare. Police calls to existing nightclubs over the last 5 years averaged over 300 per nightclub (see attached police report summaries), include the following: Nightclub Police Calls Flamingo Party hall at 3521 W Court St. 257 Golden Nugget at 214 S 4th Ave. 94 Out and About at 327 W Lewis St. 647 Tropicana at 101 W Columbia St. 273 AVERAGE 317.75 It is staff's professional opinion that this is not a good transitional use between commercial and residential zoning districts, and that the nightclub would be better located away from family neighborhoods; as such, the application should be denied. PRELIMINARY FINDINGS OF FACT Findings of fact must be entered from the record. The following are initial findings drawn from the background and analysis section of the staff report. The Planning Commission may add additional findings to this listing as the result of factual testimony and evidence submitted during the open record hearing. 1. Applicant is requesting to locate a nightclub at 220 N 18th Avenue. 2. The nightclub would utilize an existing 10,412 square -foot structure formerly used as a motel restaurant. 3. The restaurant building is located in a retail commercial zone 4. Surrounding uses include single-family and multi -family residential, office, and a motel. 3 Page 79 of 429 5. Nightclubs differ from restaurants in that their primary source of revenue is the sale of alcohol for consumption on the premises and (b) cover charges. 6. Because the application also specifies a dance floor the use also potentially falls under the PMC 25.12.158 definition of "Dance Hall" which "means an enclosed space where public dances are held and where alcohol and/or food may be sold." 7. The proposed nightclub would have approximately 2,000 square feet of dedicated bar area, 3,500 square feet of dance floor, 2,500 square feet of dining area and 2,000 square feet of kitchen area. 8. With 10,000 square feet of floor area the nightclub would require 100 parking spaces. Excluding the kitchen the total area would be 8,000 square feet, requiring at least 80 parking spaces. 9. There are currently 46 on-site parking spaces (Applicant claims 61 spaces, as per Business License Application #29804). 10. Applicant has stated that the nightclub will operate Thursday, Friday, Saturday and Sunday, as well as on holidays. Applicant may add additional days of the week. 11. Applicant has stated that the nightclub will operate from Spm to 2am. 12. The proposed nightclub would employ 12 employees. 13. Over 50 letters in opposition to the nightclub were submitted to the Planning Commission at the September 15th, 2016 hearing from residents in the surrounding neighborhood (see attached). 14. Police calls to existing nightclubs over the last 5 years have ranged from 94 to 647 per nightclub. The average is 300 calls or approximately 60 calls per nightclub per year (See Attached). 15. Based on the findings of fact the City of Pasco has issued a SEPA determination of significance for the proposed nightclub. PRELIMINARY CONCLUSIONS BASED ON THE FINDINGS OF FACT Before recommending approval or denial of a special permit the Planning Commission must develop findings of fact from which to draw its conclusion based upon the criteria listed in P.M.C. 25.86.060 and determine whether or not the proposal: 4 Page 80 of 429 (1) Will the proposed use be in accordance with the goals, policies, objectives and text of the Comprehensive Plan? The site is identified in the Comprehensive Plan for Commercial uses. However the site is also surrounded on two sides with residential uses. One of the purposes of the Special Permit process is to determine the propriety of uses not explicitly allowed in a given zoning district. (2) Will the proposed use adversely affect public infrastructure? The site is served by all municipal utilities and the local street network. A nightclub would not create a more substantial burden on public infrastructure than a restaurant. (3) Will the proposed use be constructed, maintained and operated to be in harmony with existing or intended character of the general vicinity? The intended character of the area is mixed between residential uses, office, and retail commercial (motel). The structure was formerly used as a family restaurant in conjunction with the motel. A nightclub departs from the family character of a restaurant and from the intended character of the surrounding residential neighborhood. (4) Will the location and height of proposed structures and the site design discourage the development of permitted uses on property in the general vicinity or impair the value thereof The proposed nightclub would be located in an existing structure in a fully developed neighborhood. (5) Will the operations in connection with the proposal be more objectionable to nearby properties by reason of noise, fumes vibrations, dust, traffic, or flashing lights than would be the operation of any permitted uses within the district? The proposed nightclub would likely generate more noise, fumes vibrations, dust, traffic, and flashing lights than a restaurant, due to the express intent to have loud music, and the likelihood of late hours, client inebriation, and as a result, increase in police activity on-site. (6) Will the proposed use endanger the public health or safety if located and developed where proposed, or in any way become a nuisance to uses permitted in the district? Nightclubs in the City of Pasco have a history of increased complaints from surrounding neighbors, criminal activity, and as a result, higher levels of police activity, averaging over 300 calls during a 5 -year period. 5 Page 81 of 429 The proposed nightclub would likewise create increased nuisance conditions and endanger public health and safety. RECOMMENDATION MOTION: I move to adopt findings of fact and conclusions therefrom as contained in the October 20, 2016 staff report. MOTION: I move, based on the findings of fact and conclusions therefrom, the Planning Commission recommend the City Council deny a special permit for the location of a nightclub at 220 N 18th Avenue. C Page 82 of 429 REPORT TO PLANNING COMMISSION MASTER FILE NO: SP 2016-010 HEARING DATE: 9/15/16 ACTION DATE: 10/20/16 BACKGROUND REQUEST FOR SPECIAL PERMIT: 1. PROPERTY DESCRIPTION: 2. 3. 4. '71 APPLICANT: Bernardo Lopez & Alejandro Leon 923 W. Park St. Pasco WA 99301 Location of a Nightclub in a C-1 Zoning District Lam: Lot 1, SHORT PLAT 2010-08 General Location: 220 N 18TH AVE (Parcel # 112 230 015) Property Size: Approximately .72 acres ACCESS: The site has access from 181h Ave and W. Bonneville Street UTILITIES: The site is served by municipal water and sewer. LAND USE AND ZONING: The property is currently zoned C-1 (Retail Commercial) and is developed with a restaurant. Surrounding properties are zoned and developed as follows: North: R-1, R-2, R-3, C-1; SFDUs, Multi-Fam; Daycare Center East: "O", R-1; SFDUs, Office South: C-1; Hotel Office & suites West: C-1; Hotel suites COMPREHENSIVE PLAN: The site is designated in the Comprehensive Plan for commercial uses. The Plan does not specifically address nightclubs, but elements of the Plan encourage the promotion of orderly development including the development of zoning standards for off-street parking and other development. FNVTRnNMFNTAT. nPTFRMINATION• TheCity of Pasco is the lead agency for this project hearing. A determination will be made after the public 1 Page 83 of 429 ANALYSIS On August 5, 2016 Bernardo Lopez 8s Alejandro Leon applied for a business license to operate a restaurant in a C-1 zone at 220 N 18th Avenue under the business name "Xtasy Nightclub 8v Grill, LLC". The application was placed on hold because although restaurants are permitted use in the C-1 zone, nightclubs may only be licensed in C-1 zones upon issuance of a Special Permit. Applicant subsequently submitted for a Special Permit to locate a nightclub on the site. The nightclub would utilize an existing 10,412 square -foot structure formerly used as a motel restaurant. The restaurant building is located in a retail commercial zone and immediately across the street from residential and office zoning, and adjacent a retail commercial zoning district. According to Pasco Municipal code (PMC) 25.12.327, a Nightclub is defined as ". . . an establishment that provides entertainment and has as its primary source of revenue (a) the sale of alcohol for consumption on the premises and (b) cover charges. It does not mean premises wherein such beverages are sold in conjunction with the sale of food for consumption on the premises and the sale of said beverages comprises less than 25 percent of the gross receipts." The premise also potentially falls under the PMC 25.12.158 definition of "Dance hall" which "means an enclosed space where public dances are held and where alcohol and/or food may be sold." The proposed nightclub would have approximately 2,000 square feet of dedicated bar area, 3,500 square feet of dance floor, 2,500 square feet of dining area and 2,000 square feet of kitchen area (The Benton -Franklin Public health Department license Plan Review specifies 101+ seats). One parking space per 100 square feet of floor area is required for restaurant uses. With 10,000 square feet of floor area the nightclub would require 100 parking spaces. Excluding the kitchen the total area would be 8,000 square feet, requiring at least 80 parking spaces. There are currently 46 on-site parking spaces (Applicant claims 61 spaces, as per Business License Application #29804). Applicant has stated that the nightclub will operate Thursday, Friday, Saturday and Sunday from Spm to 2am, as well as holidays such as Valentine's Day, Spring breaks, 4th of July and Halloween. Applicant has also indicated a possibility of opening for business additional days of the week. The proposed nightclub would employ 12 employees. At its September 15th, 2016 hearing the Planning Commission was presented with over 50 letters in opposition to the nightclub from residents in the surrounding neighborhood (see attached letters). 2 Page 84 of 429 Development standards are intended to assure land use compatibility and promote the public health, safety and welfare of the community. Evidence received by the Planning Commission and contained in previous studies and Pasco Police Crime Reports demonstrates that nightclubs and similar uses have a demonstrated history of contributing to general public disorder, loitering, nuisance and other acts detrimental to the public health, safety and welfare. Police calls to existing nightclubs over the last 5 years averaged over 300 per nightclub (see attached police report summaries), include the following: Nightclub Police Calls Flamingo Party hall at 3521 W Court St. 257 Golden Nugget at 214 S 4th Ave. 94 Out and About at 327 W Lewis St. 647 Tropicana at 101 W Columbia St. 273 AVERAGE 317.75 It is staff's professional opinion that this is not a good transitional use between commercial and residential zoning districts, and that the nightclub would be better located away from family neighborhoods; as such, the application should be denied. PRELIMINARY FINDINGS OF FACT Findings of fact must be entered from the record. The following are initial findings drawn from the background and analysis section of the staff report. The Planning Commission may add additional findings to this listing as the result of factual testimony and evidence submitted during the open record hearing. 1. Applicant is requesting to locate a nightclub at 220 N 18th Avenue. 2. The nightclub would utilize an existing 10,412 square -foot structure formerly used as a motel restaurant. 3. The restaurant building is located in a retail commercial zone 4. Surrounding uses include single-family and multi -family residential, office, and a motel. 5. Nightclubs differ from restaurants in that their primary source of revenue is the sale of alcohol for consumption on the premises and (b) cover charges. 6. Because the application also specifies a dance floor the use also potentially falls under the PMC 25.12.158 definition of "Dance hall" which "means an enclosed space where public dances are held and where alcohol and/or food may be sold." 3 Page 85 of 429 7. The proposed nightclub would have approximately 2,000 square feet of dedicated bar area, 3,500 square feet of dance floor, 2,500 square feet of dining area and 2,000 square feet of kitchen area. 8. With 10,000 square feet of floor area the nightclub would require 100 parking spaces. Excluding the kitchen the total area would be 8,000 square feet, requiring at least 80 parking spaces. 9. There are currently 46 on-site parking spaces (Applicant claims 61 spaces, as per Business License Application #29804). 10. Applicant has stated that the nightclub will operate Thursday, Friday, Saturday and Sunday, as well as on holidays. Applicant may add additional days of the week. 11. Applicant has stated that the nightclub will operate from Spm to 2am. 12. The proposed nightclub would employ 12 employees. 13. Over 50 letters in opposition to the nightclub were submitted to the Planning Commission at the September 15th, 2016 hearing from residents in the surrounding neighborhood (see attached). 14. Police calls to existing nightclubs over the last 5 years have averaged over 300 calls (See Attached). 15. Based on the findings of fact the City of Pasco has issued a SEPA determination of significance for the proposed nightclub. PRELIMINARY CONCLUSIONS BASED ON THE FINDINGS OF FACT Before recommending approval or denial of a special permit the Planning Commission must develop findings of fact from which to draw its conclusion based upon the criteria listed in P.M.C. 25.86.060 and determine whether or not the proposal: (1) Will the proposed use be in accordance with the goals, policies, objectives and text of the Comprehensive Plan? The site is identified in the Comprehensive Plan for Commercial uses. However the site is also surrounded on two sides with residential uses. One of the purposes of the Special Permit process is to determine the propriety of uses not explicitly allowed in a given zoning district. (2) Will the proposed use adversely affect public infrastructure? 4 Page 86 of 429 The site is served by all municipal utilities and the local street network. A nightclub would not create a more substantial burden on public infrastructure than a restaurant. (3) Will the proposed use be constructed, maintained and operated to be in harmony with existing or intended character of the general vicinity? The intended character of the area is mixed between residential uses, office, and retail commercial (motel). The structure was formerly used as a family restaurant in conjunction with the motel. A nightclub departs from the family character of a restaurant and from the intended character of the surrounding residential neighborhood. (4) Will the location and height of proposed structures and the site design discourage the development of permitted uses on property in the general vicinity or impair the value thereof? The proposed nightclub would be located in an existing structure in a fully developed neighborhood. (5) Will the operations in connection with the proposal be more objectionable to nearby properties by reason of noise, fumes vibrations, dust, traffic, or flashing lights than would be the operation of any permitted uses within the district? The proposed nightclub would likely generate more noise, fumes vibrations, dust, traffic, and flashing lights than a restaurant, due to the express intent to have loud music, and the likelihood of late hours, client inebriation, and as a result, increase in police activity on-site. (6) Will the proposed use endanger the public health or safety if located and developed where proposed, or in any way become a nuisance to uses permitted in the district? Nightclubs in the City of Pasco have a history of increased complaints from surrounding neighbors, criminal activity, and as a result, higher levels of police activity, averaging over 300 calls during a 5 -year period. The proposed nightclub would likewise create increased nuisance conditions and endanger public health and safety. RECOMMENDATION MOTION: I move to adopt findings of fact and conclusions therefrom as contained in the October 20, 2016 staff report. 5 Page 87 of 429 MOTION: I move, based on the findings of fact and conclusions therefrom, the Planning Commission recommend the City Council deny a special permit for the location of a nightclub at 220 N 18th Avenue. C Page 88 of 429 Item: Special Permit for a Nightclub in a C-1 Zone V"'n'tyApplicants: . Bernardo Lopez & Alejandro Leon W E Map File #: SP 2016-010 S VIM - BONNEVILLE ST - s•_ick _ �'`., "_� - ,.� - > SITE J\ a e r 00 . CLAR. ST CD '', _ • - 00 Via. a CO ' - Land Use Item: Special Permit for a Nightclub in a C-1 Zone " Map Applicants: Bernardo Lopez &Alejandro Leon W + E File #: SP 2016-010 S i Q SFDUs _.r -j I" IL"J CD N Multi- I Daycare amity SFDUs f 'D E I L -J f El El BONNEVILLE ST NEI t SITE kkb.,:- - �� 00 on CLARK ST Vacant I ��Fw'sST � � I � L SFDUs Commercial Commercial Zoning Item: Special Permit for a Nightclub in a C-1 Zone " Map Applicants: Bernardo Lopez &Alejandro Leon W + E File #: SP 2016-010 S CD O N R-20 R-3 C-1% R-1 f ID 1E loldIE] 11:1 BONNEVILLE ST F EF oD 0 SITE � R-1 w Q „o„ C: D co C.1 CLARK ST <Fw�SST �tR-� L C-1 C-3 Looking North rah:. 1$0tk- 7LJiEt�1�1EE .1•. ,9L yap'��y'� I jr1r, heast ANP � •;},gyp ' ,'��t� +,,�'�� � }��I;.tt�r�k a., �� c.. �a��... ��J'�.t' - .;. ��-^ 3 a .• - .r. . � - fir yyyy 3 F Y* } J. AN dd � If e� _�G �I y Looking So east _ _. � `�-� yrs +�� ��� W _ �.' IL - 4ir �p� r orthwest City of Pasco 925 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF # SP 2016-010 to locate a night club at 220 North IV Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. We are concerned it will bring gang violence, drugs, excessive noise and traffic late at night. This is inappropriate behavior in a residential neighborhood. This purposed site has a daycare literally next door again this is inappropriate and will result in negative ramifications in this neighborhood. We wish that the permit will not be granted. Thank You Hector and Tammy Garza 509-331-4038 Page 100 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name c: rA op,,k L':�\ 'r,�N IMC C N V, �i--z Address 171: l/. i"t yle. k 1 it, Si- fGJ P Phone t;_i , c� \ ZC; Email Page 101 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Namx,Lz Address -4,Y] &a)xArv: 11w, 57 14Pf Phone. -% Email :tLL&1-1U 4Ve • Cir Page 102 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MFH SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name 1 �J � QI'M1'� j� L z' Address Phone Email Page 103 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Address I q/ 12 1( J`i�'� 1� l Phone I T 7 R �� Email Page 104 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MFP# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Namee, �c + �c-) Address [6j C) i� J Phone Email Page 105 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 1$'" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name t 6 C1 c+, � �YG J)SU 1') Address G� �' t- ( c', PhoneZ:56°)) -:5095CEI Email YZuf.l 16e Ir- YLIc�r-w YYVL Page 106 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like tss further please contact me at: o di cu Name �-� Address '-�)r U ; - "0 Phone 1 (�— t 21k2 IL Email Page 107 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF## SP 2016-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name 3e DSS 4_A !2 Addressfern d--> s -f Phone Email Page 108 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18'" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Narne Je �f Address D[� Phoney Email Page 109 of 429 City of Pasco 525 North Third Avenue Pasco, WA 94301 Dear City of Pasco: This letter is regarding petition MFtt SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name J d�G //,b b Address 7s U z/ �7 X 111 5 Phone Email Page 110 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2015-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Zr /0//;�/ Address V Phone �12 � I-, z �� 2:: � , Email Page 111 of 429 City of Pasco 525 Borth Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 1$'h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name F Fyc,yi 2-p P? C-'yic) Address I-� 3 2 \V �+o C< t n S Phone 5 p !/ - -� b — -73 '3 Email Page 112 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2015-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further rrypllease contact me at Name C�6 e ! C� C4 if o ,C�I Jifa Address J W �A () Phone — 2-/ –7 r Email Page 113 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Address 12C_ 0 l Phoned Email Page 114 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further 1please ,contact me at: Name 110 1IYL,&t ``i�' / �fL�" / I tAddress Phone Email Page 115 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name kL)45 lzomewo Address 1 u j I :.i. ��C h /if ✓- I ( C 51 Phone L5oi) q12= e-6y�- Email_ 60VI� 3I+1 Page 116 of 429 City of Pasco S25 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you wouldlik to discuss further please contact me at: Name �Z - ,,���� , Address 4 Phone 1 i5f 2—'72 Email Page 117 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18t" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name k 1-1, Address I � 7�1 l /-f ';�:' I 11 Phone Email Page 118 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name fye v Yl ak7 e e Address to k! 17 S Phone Email Page 119 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF## SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name i A Address �u Phone(ffZ)' ` Email Page 120 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further ple a contact me at: R Name Address --S Phone l Email " Page 121 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF## SP 2016-010 to locate a night club at 220 North 1V' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name 91:7 9�� Address ZO-4,Z-i-104 ' 4'A–)!�`� Phone Email Page 122 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18c" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: c N am e v "AYN �' S Y --(,'t- Address 1 1 l6 -/ 0 Uy21,:L r--,5 Phone Email 2r v1 C)(r roYn Page 123 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 18th Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name1 Address 0 / ! Phone :F— /_ Email Page 124 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18"" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further p ease contact mer at:: Name �— + S c Address Phone Email Page 125 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name , � /�/J%?J' , `alfa/f�,, v Address Phone Erman Golf' kcP Page 126 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like ��Jtoo discuss further pleasse contact me at: Nam�Jffld \1 )6 11 6 1) V0 Address Phone 561 ) Email V Ul U l u MILO oj U 1+ l Page 127 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: r � Name - Address 0 3 q�) PhoneL�;-O Email Page 128 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition ME# 5P 2016-010 to locate a night club at 220 North 18'" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me a.: Name 3 {;It' AIM CU;• G1-7 c9 Address_ Phone JO `-f L C� Email Page 129 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: ,4 Name VIP"` Address/ l.�", (34/Y/✓� C/i�lE Phone -<—,q -5— y r Email A/;Jllt/ Page 130 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would lik to discuss further please contact me at: Name Lk �-J . /� j s`( \ Address �� (�—,LA,L _ 1�1-k S 1' S-�—J Phone <<Da Q rr , Email Page 131 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 181h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name f C ��' su AddresZ7 0 S 9C7 r? A VL t I Phone ! — SC/ 2— ��n I E2 Email Page 132 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 1$1" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name ,1 Address Phone Email Page 133 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: l Name 4 AAA�, 4 , e Address ��� W � 1 ✓ Phone ' � �) 4� 1 " � 3 Email I 1667— G7� l� �GE��t,f] ' C( IIA— Page 134 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss fLutb_er please contact me at: Name--AJLAJi CTC4 Net � [\Q ► l 013 AddressI ' 1J' Phone Email Page 135 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 ©ear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name II �1 GSL-l:l Address Phone 1 'L Email C a kwy—\ 1 -2 Lit �r n \ Ck�\ Page 136 of 429 City of Pasco 525 !North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Address % )J=C Phone S ` — S1 — 0 e6 / Email C LvlliC , - Page 137 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# 5P 2016-010 to locate a night club at 220 North 18`" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name cL1 J t61 ri 0Q9+OA4 C2 Address l % V5 V G? oncY J I P S Phone 5 V L -S �1 72 3 0 Email ck l f X # d 1 71 k kir_/ c1 t�. C Oi✓i Page 138 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 181h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Address Phonalg2j) Emai Page 139 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This 'letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 1V Avenue Pasco, WA 99301. The purpose of this fetter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you w like to discuss further please contact me at: Name Address 1 � �1 k�t Phone( 5 c� f ZIMI Page 140 of 429 City of Pasco 52S North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 181° Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name � e c,- k-- �� Address yt 5 1 Phones f{ /�— G �� Email P -�-�- Page 141 of 429 -t6 Yv A)- o T-4 -V L u 7c------- Gv L+ v his r— dv h- r C— pv (,-- C, A/ C Paac.t tai 8 20% office - — '3. Page 142 of 429 lzildred Jacob 1727 W. Bonneville 5t. Pasco, WA 99301 5F Zai -dta v Co CD w 0 N SPOKANE -WA 990 q)" SEP 20316 PHS 3, L '"'''•., �' lr � 0 F Ff' SL © 1p7 r City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Address � AL- Phone ,5"► Email Page 144 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18" Avenue Pasco, 'WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further ``please contact me at: NameklrotO� TRO AY1 !A Com. Address 17 IS Phone saq — ! j 6 ' L`1 — o I Email Page 145 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18"1 Avenue Pasco, WA. 99301. The purpose of this letter is to express objections to this p6mit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If yo_uwould like to discuss further pie a contact me at: Name Address Phone w- 523 Email Page 146 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition AAF# SP 2016-010 to locate a night club at 220 North 18°h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this p6mit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name L210ea!�-Z� t Address )(30-2:) '' W \� � Yl P_� i � ' (p "`'co �.� p Phone���) -s Li P, I .6 Emai Page 147 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF## 5P 2016-010 to locate a night club at 220 North 18't' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this p6mit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Named J, Address 1 t G�% ,11.2 A q 3 0l Phoney��bl ` Email Page 148 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2015-010 to locate a night club at 220 North 18`h Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name Gk 4 -'� Address L7 /t s Phone I U 22 � � Email Page 149 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MFft SP 2016-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: NameG �i� i C VY'�j r Address ��� i�.► n Phone C—) (� Email Page 150 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2015-010 to locate a night club at 220 North 18"' Avenue Pasco, WA 993©1. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like todiscuss further please contacts me at: Name A iPfrl,� a �i 1 d rf Address 1 ]( f�' /�-� `% 37L- Phone Email---� V '� ci �Q�VI cc 'C�% Page 151 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2015-010 to locate a night club at 220 North 18' Avenue Pasco, WA. 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If you would like to discuss further please contact me at: Name4 ina-6 � n Address � /.(/� —'7- ?sJV S CIO Phone rJ' } Page 152 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition i SP 2016-010 to locate a night club at 220 North 18`' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. If yowould like to discuss further please contact me at: ris NaAA=i Address Phone�7<.� "Ij -- 4 Email �� Page 153 of 429 City of Pasco 525 North Third Avenue Pasco, WA 99301 Dear City of Pasco: This letter is regarding petition MF# SP 2016-010 to locate a night club at 220 North 18`x' Avenue Pasco, WA 99301. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit. tf you would like to discuss further please contact me at: Name Address U Phone { rC0 Email '"'C1 h c 2. �c r(144f Page 154 of 429 interoffice memo Date: 09/16/16 To: Jeff Adams/Associate Planner, City of Pasco Cc: Sgt. Vaught From: ©ave Reardon, Crime Analyst RE: Police Department calls for service (CFS): Pasco Night Clubs ,teff, Per your request I have enclosed computer searches for Pasco Police Department calls for service for examples of four of the Night Clubs in Pasco. The attached pages provide raw data regarding the details of each call for the past 5 years. Summary: Flamingo Party hall 3521 W Court St. Golden Nugget 214 S 4"' Ave. Out and About 327 W Lewis St. Tropicana 101 W Columbia St. If you have any questions, feel free to call or email Dave Reardon 257 Calls For Service 94 Calls For Service 647 Calls For Service 273 Calls For Service Page 155 of 429 Us JREARDON CASE_ID ACTDATE STREETNBR STREET vic.a, o Poli, at it, _ , it ! 09116,,4u 10 12:49;53 c s CSDISPOSIT 1136768 09/17/2011 00:00:00 214 S 4TH AVE EX/PATRO 1136804 09/18/2011 00:00:00 214 S 4TH AVE UNFOUND 1142664 10/29/2011 00:00;00 214 S 4TH AVE FLD/CONT 1142686 10/30/2011 00:00:00 214 S 4TH AVE FLD/CONT 1144458 11/13/2011 00:00:00 214 S 4TH AVE THEFT 1148223 12/16/2011 00:00:00 214 S 4TH AVE AS/BAR 1149832 12/31/2011 00:00:00 214 S 4TH AVE AS/BAR 1207652 03/04/2012 00:00:00 214 S 4TH AVE DIS/COND 1210449 03/23/2012 00:00:00 214 S 4TH AVE THEFT 1210700 03/24/2012 00:00:00 214 S 4TH AVE FLD/CONT 1211437 03/30/2012 00:00:00 214 S 4TH AVE ROBBERY 1216082 05/04/2012 00:00:00 214 S 4TH AVE MAL/MISC 1229764 08/02/2012 00:00:00 214 S 4TH AVE WALK 1236581 09/16/2012 00:00:00 214 S 4TH AVE DIS/GOND 1245540 11/11/2012 00:00:00 214 S 4TH AVE DISTURB 1246489 11/17/2012 00;00:00 214 S 4TH AVE INFO 1334370 08/14/2013 00:00:00 214 S 4TH AVE DIS/GOND 1335908 08/24/2013 00;00:00 214 S 4TH AVE 911HU 1335942 08/24/2013 00:00:00 214 S 4TH AVE DIS/GOND 1340285 09/22/2013 00:00:00 214 S 4TH AVE EX/PATRO 1430658 07/25/2014 00:00:00 214 S 4TH AVE TRAFFIC 1430660 07/25/2014 00:00:00 214 S 4TH AVE TRAFFIC 1440585 10/03/2014 00:00:00 214 S 4TH AVE INFO 1443983 10/26/2014 00:00:00 214 S 4TH AVE PASC EX/PATRO 1505249 02/08/2015 00:00:00 214 S 4TH AVE TRAFFIC 1507782 03/01/2015 00:00:00 214 S 4TH AVE DIS/GOND 508217 03/04/2015 00:00:00 214 S 4TH AVE FLD/CONT 508753 03/08/2015 00:00:00 214 S 4TH AVE DIS/COND 508754 03/08/201.5 00:00:00 214 S 4TH AVE SUSP/CTR d7 509555 03/13/2015 00:00:00 214 S 4TH AVE FLD/CONT N co CAUSERSWEARDON Page 1 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1509575 03/13/2015 00:00:00 214 S 4TH AVE FLD/CONT 1512517 04/04/2015 00:00:00 214 S 4TH AVE WELF/CKS 1513734 04/12/2015 00:00:00 214 S 4TH AVE TRAFFIC 1514743 04/19/2015 00:00:00 214 S 4TH AVE SUSP/VEH 1515714 04/27/2015 00:00:00 214 S 4TH AVE SUSP/CIR 1517389 05/09/2015 00:00:00 214 S 4TH AVE FLD/ARR 1521656 06/08/2015 00:00:00 214 S 4TH AVE TRAFFIC 1523298 06/21/2015 00:00:00 214 S 4TH AVE WEAPONS 1526082 07/10/2015 00:00:00 214 S 4TH AVE TRAFFIC 1527094 07/18/2015 00:00:00 214 S 4TH AVE FLD/CONT 1528181 07/25/2015 00:00:00 214 S 4TH AVE VEH/IPSP 1528237 07/26/2015 00:00:00 214 S 4T14 AVE VEH/IMP 1529876 08/07/2015 00:00:00 214 S 4TH AVE FLD/CONT 1533410 09/02/2015 00:00:00 214 S ATH AVE FLD/CONT 1533826 09/05/2015 00:00:00 214 S 4TH AVE TRAFFIC 1534088 09/07/2015 00:00:00 214 S 4TH AVE INFO 1536537 09/25/2015 00:00:00 214 S 4TH AVE VEH/IPSP 1536890 09/27/2015 00:00:00 214 S 4TH AVE SUSP/CIR 1537781 10/04/2015 00:00:00 214 S 4TH AVE DIS/COND 1538519 10/08/2015 00:00:00 214 S 4TH AVE INFO 1538947 10/12/2015 00:00:00 214 S 4TH AVE FLD/CONT 1539867 10/18/2015 00:00:00 214 S 4TH AVE WALK 1539977 10/18/2015 00:00:00 214 S 4TH AVE DIS/GOND 1547232 12/13/2015 00:00:00 214 S 4TH AVE TRAFFIC 1547266 12/13/2015 00:00:00 214 S 4TH AVE WARNT/SE 1547349 12/14/2015 00:00:00 214 S 4TH AVE THEFT 1548580 12/23/2015 00:00:00 214 S 4TH AVE FLD/CONT 1549225 12/29/2015 00:00:00 214 S 4TH AVE FLD/CONT 1601218 01/10/2016 00:00:00 214 S 4TH AVE ASSAULT 1601252 01/10/2016 00:00:00 214 S 4TH AVE THEFT 1603905 01/29/2016 00:00:00 214 S 4TH AVE FLD/CONT 71603968 01/29/2016 00:00:00 214 S 4TH AVE AS/FIRE v 1605005 02/05/2016 00:00:00 214 S 4TH AVE INFO 609169 03/05/2016 00:00:00 214 S 4TH AVE A/FTSID 4 0 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1610561 03/15/2016 00:00:00 214 S 4TH AVE DIS/COND 1614377 04/09/2016 00:00:00 214 S 4TH AVE TRAFFIC 1615443 04/16/2016 00:00:00 214 S 4TH AVE UNFOUND 1615473 04/16/2016 00:00:00 214 S 4TH AVE VEH/IMP 1616075 04/20/2016 00:00:00 214 S 4TH AVE TRAFFIC 1617749 04/30/2016 00:00:00 214 S 4TH AVE VEH/IMP 1618764 05/06/2016 00:00:00 214 S 4TH AVE FLD/CONT 1621259 05/22/2016 00:00:00 214 S 4TH AVE FLD/CONT 1622339 05/29/2016 00:00:00 214 S 4TH AVE MAL/MISC 1622482 05/30/2016 00:00:00 214 S 4TH AVE INFO 1622602 05/30/2016 00:00:00 214 S 4TH AVE INFO 1623433 06/04/2016 00:00:00 214 S 4TH AVE FLD/CONT 1623440 06/04/2016 00:00:00 214 S 4TH AVE TRAFFIC 1624961 06/12/2016 00:00:00 214 S 4TH AVE FLD/CONT 1625474 06/16/2016 00:00:00 214 S 4TH AVE INFO 1625764 06/17/2016 00:00:00 214 S 4TH AVE TRAFFIC 1626110 06/19/2016 00:00:00 214 S 4TH AVE TRAFFIC 1626536 06/22/2016 00:00:00 214 S 4TH AVE INFO 1626566 06/22/2016 00:00:00 214 S 4TH AVE SUSP/CIR 1626648 06/23/2016 00:00:00 214 S 4TH AVE PROPERTY 1627077 06/26/2016 00:00:00 214 S 4TH AVE 911HU 1628365 07/04/2016 00:00:00 214 S 4TH AVE DIS/COND 1628958 07/06/2016 00:00:00 214 S 4TH AVE TRAFFIC 1630272 07/14/2016 00:00:00 214 S 4TH AVE INFO 1630705 07/16/2016 00:00:00 214 S 4TH AVE THEFT 1631482 07/21/2016 00:00:00 214 S 4TH AVE INFO 1631765 07/22/2016 00:00:00 214 S 4TH AVE WARNT/OU 1631931 07/23/2016 00:00:00 214 S 4TH AVE TRAFFIC 1636429 08/19/2016 00:00:00 214 S 4TH AVE INFO 1638599 09/02/2016 00:00:00 214 S 4TH AVE TRAFFIC v 00 O 01 00 O N CO Page 3 /,,j1)1-_r�o — C h0S /--;:).-� SevL,:Ie- 7'���(/� P's'aSGc, ROtiGe L :partri,,tit uI612t, << 12.53:58 %T Z(- —1 C CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1603129 01/23/2016 00:00:00 327 W LEWIS EX/PATRO 1613518 04/04/2016 00:00:00 327 W LEWIS FLD/CONT 1615324 04/15/2016 00:00:00 327 W LEWIS FLD/CONT 1138748 10/01/2011 00:00:00 327 W LEWIS ST AS/BAR 1138756 10/01/2011 ao:00:00 327 W LEWIS ST INFO 1139694 10/08/2011 00:00:00 327 W LEWIS ST WARNT/SE 1139884 10/09/2011 00:00:00 327 W LEWIS ST FLD/CONT 1141530 10/21/2011 00:00:00 327 W LEWIS ST TRESPASS 1141544 10/21/2011 00:00:00 327 W LEWIS ST DUI 1141978 10/25/2011 00:00:00 327 W LEWIS ST FIELD 1142550 10/29/2011 00:00:00 327 W LEWIS ST DIS/CONTD 1142687 10/30/2011 00:00:00 327 W LEWIS ST STALKING 1143454 11/04/2011 00:00:00 327 W LEWIS ST SUSP/CIR 1143461 11/05/2011 00:00:00 327 W LEWIS ST AS/OTH 1143472 11/05/2011 00:00:00 327 W LEWIS ST TRESPASS 1143565 11/06/2011 00:00:00 327 W LEWIS ST FLD/CONT 114427B 11/12/2011 00:00:00 327 W LEWIS ST AS/BAR 1144285 11/12/2011 00:00:00 327 W LEWIS ST FLD/CONT 1144290 11/12/2011 00:00:00 327 W LEWIS ST PROPERTY 1144403 11/13/2011 00:00:00 327 W LEWIS ST FLD/CONT 1145077 11/19/2011 00:00:00 327 W LEWIS ST FLD/CONT 1145081 11/19/2011 00:00:00 327 W LEWIS ST DIS/COND 1145654 11/25/2011 00:00:00 327 W LEWIS ST AS/BAR 1146697 12/03/2011 00:00:00 327 W LEWIS ST ORDER/VI 1146774 12/03/2011 00:00:00 327 W LEWIS ST ASSAULT 1147191 12/07/2011 00:00:00 327 W LEWIS ST AS/COURT _147384 12/09/2011 00:00:00 327 W LEWIS ST AS/BAR 19 147386 12/09/2011 00:00:00 327 W LEWIS ST AS/COURT 147409 12/10/2011 00:00:00 327 W LEWIS ST AS/BAR &7.148230 12/16/2011 00:00:00 327 W LEWIS ST AS/AMB N C:IUSERSIREARDON Page 1 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1148243 12/17/2011 00:00:00 327 W LEWIS ST A/DUI 1149699 12/30/2011 00:00:00 327 W LEWIS ST WARNT/SE 1149721 12/31/2011 00:00:00 327 W LEWIS ST ASSAULT 1149729 1.2/31/2011 00:00:00 327 W LEWIS ST INFO 1200765 01/06/2012 00:00:00 327 W LEWIS ST AS/BAR 1200776 01/07/2012 00:00:00 327 W LEWIS ST FLD/CONT 1200785 01/07/2012 00:00:00 327 W LEWIS ST RAPE 1200786 01/07/2012 00:00:00 327 W LEWIS ST SUSP/CIR 1201464 01/12/2012 00:00:00 327 W LEWIS ST AS/BAR 1201.617 01/14/2012 00:00:00 327 W LEWIS ST FLD/CONT 1202290 01/19/2012 00:00:00 327 W LEWIS ST A/FTSID 1202419 01/20/2012 00:00:00 327 W LEWIS ST AS/BAR 1202508 01/21/2012 00:00:00 327 W LEWIS ST AS/BAR 1203209 01/27/2012 00:00:00 327 W LEWIS ST AS/FIRE 1203352 01/29/2012 00:00:00 327 W LEWIS ST WALK 1204064 02/04/2012 00:00:00 327 W LEWIS ST LIQ/LAW 1204074 02/04/2012 00:00:00 327 W LEWIS ST FLD/CONT 1204081 02/04/2012 00:00:00 327 W LEWIS ST TRESPASS 1204309 02/05/2012 00:00:00 327 W LEWIS ST SUSP/CIR 1204932 02/11/2012 00:00:00 327 W LEWIS ST FLD/CONT 1205071 02/12/2012 00:00:00 327 W LEWIS ST LEW/COND 1205803 02/17/2012 00:00:00 327 W LEWIS ST AS/OUT 1205812 02/17/2012 00:00:00 327 W LEWIS ST WALK 1,205819 02/18/2012 00:00:00 327 W LEWIS ST LEW/COND 1205826 02/18/2012 00:00:00 327 W LEWIS ST FLD/CONT 1205937 02/19/2012 00:00:00 327 W LEWIS ST DISTURB 1206694 02/25/2012 00:00:00 327 W LEWIS ST DIS/COND 1206702 02/25/2012 00:00:00 327 W LEWIS ST DIS/GOND 1206812 02/26/2012 00:00:00 327 W LEWIS ST DIS/COND 1207695 03/02/2012 00:00:00 327 W LEWIS ST FLD/CONT 1207702 03/02/2012 00:00:00 327 W LEWIS ST DIS/COND -01208592 03/09/2012 00:00:00 327 W LEWIS ST DIS/GOND N 1208599 CD 03/10/2012 00:00:00 327 W LEWIS ST SUSP/CIR 1208600 03/10/2012 00:00:00 327 W LEWIS ST ASSAULT O O —n N) co CASE_ID ACTDATE STREETNBR STREET CSDISPOSIT 1208602 03/10/2012 00:00:00 327 W LEWIS ST DIS/GOND 1208746 03/11/2012 00:00:00 327 W LEWIS ST FOLLOWUP 1208889 03/12/2012 00:00:00 327 W LEWIS ST INFO 1209569 03/16/2012 00:00:00 327 W LEWIS ST TRAFFIC 1209585 03/17/2012 00:00:00 327 W LEWIS ST TRAFFIC 1209736 03/17/2012 00:00:00 327 W LEWIS ST WALK 1210694 03/24/2012 00:00:00 327 W LEWIS ST FLD/CONT 1210733 03/25/2012 00:00:00 327 W LEWIS ST SUSP/VEH 1211512 03/31/2012 00:00:00 327 W LEWIS ST DIS/COND 1211523 03/31/2012 00:00:00 327 W LEWIS ST DIS/GOND 1211560 03/31/2012 00:00:00 327 W LEWIS ST INFO 1211704 04/01/2012 00:00:00 327 W LEWIS ST PROPERTY 1212335 04/06/2012 00:00:00 327 W LEWIS ST INFO 1212392 04/06/2012 00:00:00 327 W LEWIS ST DIS/COND 1212488 04/07/2012 00:00:00 327 W LEWIS ST INFO 1213376 04/13/2012 00:00:00 327 W LEWIS ST FLD/CONT 1213388 04/14/2012 00:00:00 327 W LEWIS ST SUSP/PER 1213493 04/14/2012 00:00:00 327 W LEWIS ST AS/BAR 1214284 04/20/2012 00:00:00 327 W LEWIS ST NARCOTIC 1214301 04/21/2012 00:00:00 327 W LEWIS ST DIS/COND 1214310 04/21/2012 00:00:00 327 W LEWIS ST ASSAULT 1214311 04/21/2012 00:00:00 327 W LEWIS ST TRAFFIC 1214315 04/21/2012 00:00:00 327 W LEWIS ST MAL/MISC 1215242 04/27/2012 00:00:00 327 W LEWIS ST FLD/CONT 1215246 04/27/2012 00:00:00 327 W LEWIS ST FLD/CONT 1215255 04/28/2012 00:00:00 327 W LEWIS ST DIS/COND 1215256 04/28/2012 00:00:00 327 W LEWIS ST AS/AMB 1216225 05/04/2012 00:00:00 327 W LEWIS ST FLD/CONT 1216245 05/05/2012 00:00:00 327 W LEWIS ST DIS/COND 1217118 05/10/2012 00:00:00 327 W LEWIS ST TRESPASS 217472 05/12/2012 00:00:00 327 W LEWIS ST DIS/GOND CL217775 05/14/2012 00:00:00 327 W LEWIS ST RUN/RTN O X218427 05/19/2012 00:00:00 327 W LEWIS ST DUPNCAN -4218428 05/19/2012 00:00:00 327 W LEWIS ST ASLT/DV O Page 3 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1218436 05/19/2012 00:00:00 327 W LEWIS ST DIS/COND 1220440 06/02/2012 00:00:00 327 W LEWIS ST ASSAULT 1220443 06/02/2012 00:00:00 327 W LEWIS ST DIS/GOND 1220444 06/02/2012 00:00:00 327 W LEWIS ST THEFT 1221338 06/07/2012 00:00:00 327 W LEWIS ST AS/BAR 1221497 06/09/2012 00:00:00 327 W LEWIS ST DIS/COND 1221612 06/10/2012 00:00:00 327 W LEWIS ST FLD/CONT 1222518 06/1,5/2012 00:00:00 327 W LEWIS ST WARNT/SE 1222532 06/16/2012 00:00:00 327 W LEWIS ST WEAPONS 1223592 06/23/2012 00:00:00 327 W LEWIS ST DIS/COND 1223596 06/23/2012 00:00:00 327 W LEWIS ST DIS/GOND 1223597 06/23/2012 00:00:00 327 W LEWIS ST DISTURB 1223601 06/23/2012 00:00:00 327 W LEWIS ST TRAFFIC 1223602 06/23/2012 00:00:00 327 W LEWIS ST FLD/CONT 1223753 06/23/2012 00:00:00 327 W LEWIS ST FLD/CONT 1224531 06/29/2012 00:00:00 327 W LEWIS ST DIS/GOND 1225794 07/06/2012 00:00:00 327 W LEWIS ST AS/BAR 1225817 07/07/2012 00:00:00 327 W LEWIS ST FLD/CONT 1225830 07/07/2012 00:00:00 327 W LEWIS ST ASSAULT 1225833 07/07/2012 00:00:00 327 W LEWIS ST A/VEH 1226920 07/14/2012 00:00:00 327 W LEWIS ST CHILD/SE 1226924 07/14/2012 00:00:00 327 W LEWIS ST WARNT/SF 1227166 07/16/2012 00:00:00 327 W LEWIS ST FLD/CONT 1227908 07/20/2012 00:00:00 327 W LEWIS ST DIS/COND 1227925 07/21/2012 00:00:00 327 W LEWIS ST TRESPASS 1228070 07/22/2012 00:00:00 327 W LEWIS ST DIS/COND 1228903 07/28/2012 00:00:00 327 W LEWIS ST AS/BAR 1229613 08/02/2012 00:00:00 327 W LEWIS ST SUSP/CIR 1229934 08/03/2012 00:00:00 327 W LEWIS ST AS/BAR 1230972 08/11/2012 00:00:00 327 W LEWIS ST LIQ/LAW 1232308 08/20/2012 00:00:00 327 W LEWIS ST TRAFFIC 71232838 08/23/2012 00:00:00 327 W LEWIS ST THEFT v 1233047 08/24/2012 00:00:00 327 W LEWIS ST FLD/CONT 1233057 08/25/2012 00:00:00 327 W LEWIS ST AS/BAR N O N) CASE -ID ACTDATE STREETNBR STREET CSDISPOSIT 1233248 08/26/2012 00:00:00 327 W LEWIS ST DIS/GOND 1234140 08/31/2012 00:00:00 327 W LEWIS ST FLD/CONT 1234221 09/01/2012 00:00:00 327 W LEWIS ST AS/BAR 1234231 09/01/2012 00:00:00 327 W LEWIS ST DIS/COND 1234234 09/01/2012 00:00:00 327 W LEWIS ST ROBBERY 1235339 09/08/2012 00:00:00 327 W LEWIS ST DISTURB 1235349 09/08/2012 00:00:00 327 W LEWIS ST FLD/CONT 1235468 09/08/2012 00:00:00 327 W LEWIS ST WALK 1.235494 09/09/2012 00:00:00 327 W LEWIS ST FOLLOWUP 1236423 09/15/2012 00:00:00 327 W LEWIS ST DIS/COND 1237194 09/20/2012 00:00:00 327 W LEWIS ST FLD/CONT 1237465 09/21/2012 00:00:00 327 W LEWIS ST WALK 1237494 09/22/2012 00:00:00 327 W LEWIS ST MAL/MISC 1238651 09/28/2012 00:00:00 327 W LEWIS ST LIQ/LAW 1238666 09/29/2012 00:00:00 327 W LEWIS ST EX/PATRO 1238681 09/29/2012 00:00:00 327 W LEWIS ST WEAPONS 1239923 10/05/2012 00:00:00 327 W LEWIS ST ASSAULT 1239929 10/06/2012 00:00.00 327 W LEWIS ST INFO 1239938 10/06/2012 00:00:00 327 W LEWIS ST FLD/CONT 1240099 10/06/2012 00:00:00 327 W LEWIS ST FIELD 1240474 10/09/2012 00:00:00 327 W LEWIS ST THEFT 1241114 10/13/2012 00:00:00 327 W LEWIS ST DIS/COND 1241120 10/13/2012 00:00:00 327 W LEWIS ST FLD/CONT 1241124 10/13/2012 00:00:00 327 W LEWIS ST MISSING 1241183 10/13/2012 00:00:00 327 W LEWIS ST PROPERTY 1241225 10/13/2012 00:00:00 327 W LEWIS ST INFO 1241724 10/17/2012 00:00:00 327 W LEWIS ST FLD/CONT 1242860 10/24/2012 00:00:00 327 W LEWIS ST AS/COURT 1243174 10/27/2012 00:00:00 327 W LEWIS ST AS/BAR 1243182 10/27/2012 00:00:00 327 W LEWIS ST DIS/GOND 243330 10/28/2012 00:00:00 327 W LEWIS ST FLD/CONT 244285 11/03/2012 00:00:00 327 W LEWIS ST FLD/CONT 0) 1244286 11/03/2012 00:00:00 327 W LEWIS ST LEW/COND O7 04244291 11/03/2012 00:00:00 327 W LEWIS ST FLD/CONT Page 5 CASE_ID ACTDATE STREETNBR STREET 1244429 1245287 1245298 124 63 03 1246311 1246329 1246343 1246471 1247336 1247339 1247356 1247476 1249970 1249975 1249984 125088.7 1250890 1251671 1251679 1251687 1251688 1251770 1300572 1301478 1301489 1301493 1301498 1302457 1302583 1302586 1302609 -01302774 v 1303244 1303560 O N T - co CSDISPOSIT 11/03/2012 00:00:00 327 W LEWIS ST INFO 11/09/2012 00:00:00 327 W LEWIS ST DIS/COND 11/10/2012 00:00:00 327 W LEWIS ST DIS/COND 11/16/2012 00:00:00 327 W LEWIS ST FLD/CONT 11/16/2012 00:00:00 327 W LEWIS ST LIQ/LAW 11/16/2012 00:00:00 327 W LEWIS ST FLD/CONT 11/17/2012 00:00:00 327 W LEWIS ST FLD/CONT 11/17/2012 00:00:00 327 W LEWIS ST AS/COURT 11/23/2012 00:00:00 327 W LEWIS ST FLD/CONT 11/23/2012 00:00:00 327 W LEWIS ST FLD/CONT 11/24/2012 00:00:00 327 W LEWIS ST ASSAULT 11/25/2012 00:00:00 327 W LEWIS ST FLD/CONT 12/15/2012 00:00:00 327 W LEWIS ST NARCOTIC 12/15/2012 00:00:00 327 W LEWIS ST NARCOTIC 12/15/2012 00:00:00 327 W LEWIS ST DIS/COND 12/21/2012 00:00:00 327 W LEWIS ST FLD/CONT 12/22/2012 00:00:00 327 W LEWIS ST DUI 12/28/2012 00:00:00 327 W LEWIS ST FLD/CONT 12/29/2012 00:00:00 327 W LEWIS ST AS/BAR 12/29/2012 00:00:00 327 W LEWIS ST DIS/GOND 12/29/2012 00:00:00 327 W LEWIS ST DIS/COND 12/29/2012 00:00:00 327 W LEWIS ST AS/BAR 01/05/2013 00:00:00 327 W LEWIS ST LIQ/LAW 01/11/2013 00:00:00 327 W LEWIS ST WALK 01/12/2013 00:00:00 327 W LEWIS ST DIS/GOND 01/12/2013 00:00:00 327 W LEWIS ST DISTURB 01/12/2013 00:00:00 327 W LEWIS ST MAL/MISC 01/18/2413 00:00:00 327 W LEWIS ST FLD/CONT 01/18/2013 00:00:00 327 W LEWIS ST FLD/CONT 01/18/2013 00:00:00 327 W LEWIS ST FIELD 01/19/2013 00:00:00 327 W LEWIS ST AS/BAR 01/20/2013 00:00:00 327 W LEWIS ST THEFT 01/23/2013 00:00:00 327 W LEWIS ST AS/BAR 01/25/2013 00:00:00 327 W LEWIS ST TRESPASS 6 CASE_ID ACTDATE STREETNBR STREET CSDISPOSIT 1304582 02/02/7013 00:00:00 327 W LEWIS ST WARNT/SE 1304585 02/02/2013 00:00:00 327 W LEWIS ST FLD/CONT 1304614 02/02/2013 00:00:00 327 W LEWIS ST FLD/CONT 1305515 02/08/2013 00:00:00 327 W LEWIS ST DIS/COND 1305520 02/08/2013 00:00:00 327 W LEWIS ST AS/BAR 1305528 02/09/2013 00:00:00 327 W LEWIS ST FLD/CONT 1305535 02/09/2013 00:00:00 327 W LEWIS ST TRESPASS 1305540 02/09/2013 00:00:00 327 W LEWIS ST DIS/COND 1305542 02/09/2013 00:00:00 327 W LEWIS ST ASSAULT 1305544 02/09/2013 00:00:00 327 W LEWIS ST DIS/COND 1305655 02/10/2013 00:00:00 327 W LEWIS ST DIS/COND 1305663 02/10/2013 00:00:00 327 W LEWIS ST FLD/CONT 1306587 02/15/2013 00:00:00 327 W LEWIS ST WALK 1306596 02/16/2013 00:00:00 327 W LEWIS ST WALK 1307591 02/22/2013 00:00:00 327 W LEWIS ST WALK 1307614 02/23/2013 00:00:00 327 W LEWIS ST ASSAULT 1307621 02/23/2013 00:00:00 327 W LEWIS ST FLD/CONT 1307626 02/23/2013 00:00:00 327 W LEWIS ST DIS/COND 1307630 02/23/2013 00:00:00 327 W LEWIS ST FLD/CONT 1308623 03/01/2013 00:00:00 327 W LEWIS ST AS/BAR 1308656 03/02/2013 00:00:00 327 W LEWIS ST FLD/CONT 1308765 03/02/2013 00:00:00 327 W LEWIS ST FOLLOWUP 1309073 03/05/2013 00:00:00 327 W LEWIS ST INFO 1309514 03/07/2013 00:00:00 327 W LEWIS ST AS/BAR 1309712 03/08/2013 00:00:00 327 W LEWIS ST FLD/CONT 1309723 03/09/2013 00:00:00 327 W LEWIS ST WARNT/SE 1310696 03/14/201.3 0.0:00:00 327 W LEWIS ST WALK 1.310898 03/15/201.3 00:00:00 327 W LEWIS ST WALK 1311033 03/16/2013 00:00:00 327 W LEWIS ST WALK 1312053 03/23/2013 00:00:00 327 W LEWIS ST WALK 312061 03/23/2013 00:00:00 327 W LEWIS ST AS/BAR 9312917 03/29/2013 00:00:00 327 W LEWIS ST AS/0TH O) ,1312975 03/29/2013 00:00:00 327 W LEWIS ST FLD/CONT m 03312998 03/30/2013 00:00:00 327 W LEWIS ST FLD/CONT O Page 7 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1313110 03/30/2013 00:00:00 32.7 W LEWIS ST ASSAULT 1313187 03/31/2013 00:00:00 327 W LEWIS ST NARCOTIC 1313953 04/05/2013 00:00:00 327 W LEWIS ST DIS/GOND 1314084 04/05/2013 00:00:00 327 W LEWIS ST FLD/CONT 1314113 04/06/2013 00:00:00 327 W LEWIS ST FLD/CONT 1314114 04/06/2013 00:00:00 327 W LEWIS ST FLD/CONT 1314116 04/06/2013 00:00:00 327 W LEWIS ST OBSTRUCT 1314124 04/06/2013 00:00:00 327 W LEWIS ST ASSAULT 1314129 04/06/2013 00:00:00 327 W LEWIS ST THEFT 1314915 04/11/2013 00:00:00 327 W LEWIS ST FIND/CONT 1315255 04/12/2013 00:00:00 327 W LEWIS ST WALK 1315266 04/13/2013 00:00:00 327 W LEWIS ST DIS/COND 1315270 04/13/2013 00:00:00 327 W LEWIS ST FLD/CONT 1315394 04/13/2013 00:00:00 327 W LEWIS ST FLD/CONT 1315399 04/13/2013 00:00:00 327 W LEWIS ST DOMESTIC 1316306 04/19/2013 00:00:00 327 W LEWIS ST FLD/CONT 1316329 04/20/2013 00:00:00 327 W LEWIS ST DIS/COND 1316338 04/20/2013 00:00:00 327 W LEWIS ST INFO 1317375 04/26/2013 00:00:00 327 W LEWIS ST FLD/CONT 1317397 04/26/2013 00:00:00 327 W LEWIS ST AS/OTH 1317413 04/27/2013 00:00:00 327 W LEWIS ST FLD/CONT 1317715 04/29/2013 00:00:00 327 W LEWIS ST INFO 1317961 04/30/2013 00:60:00 327 W LEWIS ST FLD/CONT 1318435 05/03/2013 00:00:00 327 W LEWIS ST FLD/CONT 1318448 05/03/2013 00:00:00 327 W LEWIS ST FLD/CONT 1318457 05/04/2013 00:00:00 327 W LEWIS ST FLD/CONT 1318460 05/04/2013 00:00:00 327 W LEWIS ST DIS/COND 1318463 05/04/2013 00:00:00 327 W LEWIS ST FLD/CONT 1319503 05/10/2013 00:00:00 327 W LEWIS ST WELF/CKS 1319520 05/10/2013 00:00:00 327 W LEWIS ST INFO 1320596 05/18/2013 00:00:00 327 W LEWIS ST FLD/CONT -01320746 05/19/2013 00:00:00 327 W LEWIS ST DIS/COND N 1321219 05/23/2013 00:00:00 327 W LEWIS ST AS/BAR 1321542 05/24/2013 00:00:00 327 W LEWIS ST TRAFFIC O _ N) Pane, CASE -ID ACTDATE STREETNBR STREET CSDISPOSIT 1321546 05/24/2013 00:00:00 327 W LEWIS ST LEW/COND 1322632 05/31/2013 00:00:00 327 W LEWIS ST TRAFFIC 1322657 06/01/2013 00:00:00 327 W LEWIS ST FLD/CONT 1322664 06/01/2013 00:00:00 327 W LEWIS ST FLD/CONT 1322665 06/01/2013 00:00:00 327 W LEWIS ST FLD/CONT 1322669 06/01/2013 00:00:00 327 W LEWIS ST FLD/CONT 1323704 06/08/2013 00:00:00 327 W LEWIS ST FLD/CONT 1323714 06/08/2013 00:00:00 327 W LEWIS ST WALK 1323724 06/08/2013 00:00:00 327 W LEWIS ST FLD/CONT 1324738 06/15/2013 00:00:00 327 W LEWIS ST DIS/COND 1325724 06/22/2013 00:00:00 327 W LEWIS ST DISTURB 1325732 06/22/2013 00:00:00 327 W LEWIS ST ASSAULT 1328074 07/06/2013 00:00:00 327 W LEWIS ST FLD/CONT 1328874 07/10/2013 00:00:00 327 W LEWIS ST WALK 1328886 07/10/2013 00:00:00 327 W LEWIS ST LIQ/LAW 1329179 07/13/2013 00:00:00 327 W LEWIS ST DISTURB 1330252 07/19/2013 00:00:00 327 W LEWIS ST AS/BAR 1330980 07/24/2013 00:00:00 327 W LEWIS ST FLD/CONT 1331006 07/25/2013 00:00:00 327 W LEWIS ST FLD/CONT 1331178 07/25/2013 00:00:00 327 W LEWIS ST FLD/CONT 1331408 07/27/2013 00:00:00 327 W LEWIS ST LIQ/LAW 1331433 07/27/2023 00:00:00 327 W LEWIS ST FLD/CONT 1332658 08/03/2013 00:00:00 327 W LEWIS ST INFO 1333750 08/10/2013 00:00:00 327 W LEWIS ST AS/BAR 1333765 08/10/2013 00:00:00 327 W LEWIS ST FLD/CONT 1333771 08/10/2013 00:00:00 327 W LEWIS ST DIS/COND 1334818 08/17/2013 00:00:00 327 W LEWIS ST FLD/CONT 1335509 08/21/2013 00:00:00 327 W LEWIS ST TRAFFIC 1336888 08/30/2013 00:00:00 327 W LEWIS ST FLD/CONT 1336908 08/31/2013 00:00:00 327 W LEWIS ST TRESPASS 1336909 08/31/2013 00:00:00 327 W LEWIS ST FLD/CONT 336925 08/31/2013 00:00:00 327 W LEWIS ST UNFOUND CD 1338012 09/07/2013 00:00:00 327 W LEWIS ST DIS/COND 71338014 09/07/2013 00:00:00 327 W LEWIS ST WARNT/OU O Page 9 CASE ID ACTDATE STREETNSR STREET CSDISPOSIT 1338988 09/14/2013 00:00:00 327 W LEWIS ST WARNT/SE 1338993 09/14/2013 00:00:00 327 W LEWIS ST DIS/GOND 1339845 09/20/2013 00:00:00 327 W LEWIS ST FLD/CONT 1340036 09/21/2013 00:00:00 327 W LEWIS ST FLD/CONT 1340841 09/25/2013 00:00:00 327 W LEWIS ST FLD/CONT 1341166 09/27/2013 00:00:00 327 W LEWIS ST FLD/CONT 1341173 09/28/2013 00:00:00 327 W LEWIS ST FLD/CONT 1342222 10/04/2013 00:00:00 327 W LEWIS ST SUSP/CIR 1342283 10/04/2013 00:00;00 327 W LEWIS ST FIELD 1342284 10/04/2013 00:00:00 327 W LEWIS ST FIELD 1342291 10/04/2013 00:00:00 327 W LEWIS ST DIS/COND 1342298 10/05/2013 00:00:00 327 W LEWIS ST FLD/CONT 1342304 10/05/2013 00:00:00 327 W LEWIS ST DIS/GOND 1342540 10/06/2013 00:00:00 327 W LEWIS ST FLD/CONT 1343273 10/12/2013 00:00:00 327 W LEWIS ST FLD/CONT 1343286 10/12/2013 00:00:00 327 W LEWIS ST DIS/COND 1344259 10/19/2013 00:00:00 327 W LEWIS ST FLD/CONT 1344688 10/22/2013 00:00:00 327 W LEWIS ST FLD/CONT 1345298 10/26/2013 00:00:00 327 W LEWIS ST DIS/COND 1347261 11/09/2013 00:00:00 327 W LEWIS ST ASSAULT 1347270 11/09/2013 00:00:00 327 W LEWIS ST FOLLOWUP 1349060 1.1/21/2013 00:00:00 327 W LEWIS ST WARNT/SE 1349191 11/22/2013 00:00:00 327 W LEWIS ST LIQ/LAW 1350133 11/30/2013 00:00:00 327 W LEWIS ST ASSAULT 1350961 12/07/2013 00:00:00 327 W LEWIS ST FLD/CONT 1351809 12/13/2013 00:00:00 327 W LEWIS ST FLD/CONT 1351821 12/14/2013 00:00:00 327 W LEWIS ST FLD/CONT 1351825 12/14/2013 00:00:00 327 W LEWIS ST INFO 1351960 12/15/2013 00:00:00 327 W LEWIS ST PROPERTY 1353081 12/24/2013 00:00:00 327 W LEWIS ST FLD/ARR 1353571 12/28/2013 00:00:00 327 W LEWIS ST MAL/MISC M1401505 01/11/2014 00:00:00 327 W LEWIS ST AS/OTH N o 401510 01/11/2014 00:00:00 327 W LEWIS ST FLD/CONT 1402517 01/18/2014 00:00;00 327 W LEWIS ST FLD/CONT 00 O N) co CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1402522 01/18/2014 00:00:00 327 W LEWIS ST WARNT/SE 1402527 01/18/2014 00:00:00 327 W LEWIS ST FLD/CONT 1402529 01/18/2014 00:00:00 327 W LEWIS ST FLD/CONT" 1402539 01/18/2014 00:00:00 327 W LEWIS ST INFO 1403459 01/25/2014 00:00:00 327 W LEWIS ST FLD/CONT 1403468 01/25/2014 00:00:00 327 W LEWIS ST TRESPASS 1403593 01/25/2014 00:00:00 327 W LEWIS ST FIELD 1404324 01/31/2014 00:00:00 327 W LEWIS ST FLD/CONT 1404336 02/01/2014 00:00:00 327 W LEWIS ST FLD/CONT 1404485 02/01/2014 00:00:00 327 W LEWIS ST AS/0TH 1406290 02/15/2014 00:00:00 327 W LEWIS ST FLD/CONT 1406300 02/15/2014 00:00:00 327 W LEWIS ST A/FTSID 1407094 02/21/2014 00:00:00 327 W LEWIS ST SUSP/CIR 1407238 02/22/2014 00:00:00 327 W LEWIS ST TRESPASS 1407240 02/22/2014 00:00:00 327 W LEWIS ST ASSAULT 1407280 02/22/2014 00:00:00 327 W LEWIS ST THEFT 1407342 02/23/2014 00:00:00 327 W LEWIS ST EX/PATRO 1408182 03/01/2014 00:00:00 327 W LEWIS ST INFO 1408681. 03/04/2014 00:00:00 327 W LEWIS ST FLD/CONT 1409092 03/07/2014 00:00:00 327 W LEWIS ST FLD/CONT 1409110 03/08/2014 00:00:00 327 W LEWIS ST TRESPASS 1409403 03/10/2014 00:00:00 327 W LEWIS ST FLD/CONT 1410184 03/14/2014 00:00:00 327 W LEWIS ST WALK 1410203 03/15/2014 00:00:00 327 W LEWIS ST AS/OTH 1411198 03/22/2014 00:00:00 327 W LEWIS ST DIS/GOND 1411290 03/22/2014 00:00:00 327 W LEWIS ST THEFT 1412083 03/29/2014 00:00:00 327 W LEWIS ST LEW/COND 1412085 03/29/2014 00:00:00 327 W LEWIS ST THEFT 1413018 04/04/2014 00:00:00 327 W LEWIS ST TRESPASS 1413030 04/05/2014 00:00:00 327 W LEWIS ST FLD/CONT 413037 04/05/2014 00:00:00 327 W LEWIS ST AS/BAR 1414172 04/11/2014 00:00:00 327 W LEWIS ST TRAFFIC (D ,416196 04/26/2014 00:00:00 327 W LEWIS ST TRESPASS (4416204 04/26/2014 00:00:00 327 W LEWIS ST INFO O h Page 'I 1 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1416338 04/26/2014 00:00:00 327 W LEWIS ST EX/PATRO 1417276 05/02/2014 00:00:00 327 W LEWIS ST FLD/CONT 1417281 05/02/2014 00:00:00 327 W LEWIS ST ASSAULT 1417284 05/03/2014 00:00:00 327 W LEWIS ST OBSTRUCT 1417699 05/05/2014 00:00:00 327 W LEWIS ST FLD/CONT 1418039 05/07/2014 00:00:00 327 W LEWIS ST WELF/CKS 1418345 05/09/2014 00:00:00 327 W LEWIS ST FLD/CONT 1418370 05/10/2014 00:00:00 327 W LEWIS ST TRESPASS 1418373 05/10/2014 00:00:00 327 W LEWIS ST TRESPASS 1419460 0.5/17/2014 00:00:00 327 W LEWIS ST WEAPONS 1419567 05/17/2014 00:00:00 327 W LEWIS ST WALK 1420518 05/24/2014 00:00:00 327 W LEWIS ST DIS/COND 1420524 05/24/2014 00:00:00 327 W LEWIS ST LIQ/LAW 1420531 05/24/2014 00:00:00 327 W LEWIS ST FLD/CONT 1420694 05/25/2014 00:00:00 327 W LEWIS ST ASSAULT 1421567 05/31/2014 00:00:00 327 W LEWIS ST FLD/CONT 1421583 05/31/2014 00:00:00 327 W LEWIS ST ASSAULT 1422820 06/06/2014 00:00:00 327 W LEWIS ST FLD/CONT 1422972 06/07/2014 00:00:00 327 W LEWIS ST INFO 1423927 06/13/2014 00:00:00 327 W LEWIS ST WARNT/SE 1426072 06/27/2014 00:00:00 327 W LEWIS ST FLD/CONT 1426121 06/28/2014 00:00:00 327 W LEWIS ST DISTURB 1427400 07/05/2014 00:00:00 327 W LEWIS ST EX/PATRO 1428579 07/12/2014 00:00:00 327 W LEWIS ST TRAFFIC 1428734 07/13/2014 00:00:00 327 W LEWIS ST FLD/CONT 1428742 07/13/2014 00:00:00 327 W LEWIS ST AS/BAR 1429220 07/16/2014 00:00:00 327 W LEWIS ST FLD/CONT 1429431 07/17/2014 00:00:00 327 W LEWIS ST TRAFFIC 1429609 07/19/2014 00:00:00 327 W LEWIS ST ASSAULT 1429613 07/19/2014 00:00:00 327 W LEWIS ST TRESPASS 1429619 07/19/2014 00:00:00 327 W LEWIS ST ASSAULT -01430340 1430340 07/23/2014 00:00:00 327 W LEWIS ST FLD/CONT 1430682 07/25/2014 00:00:00 327 W LEWIS ST AS/BAR 1430702 07/26/2014 00:00:00 327 W LEWIS ST FLD/CONT O O N a CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1430873 07/27/2014 00:00:00 327 W LEWIS ST FIREWORK 2431716 08/02/2014 00:00:00 327 W LEWIS ST DIS/COND 1431719 08/02/2014 00:00:00 327 W LEWIS ST SUSP/CIR 1431887 08/03/2014 00:00:00 327 W LEWIS ST THEFT 1431905 08/03/2014 00:00:00 327 W LEWIS ST FLD/CONT 1432272 08/05/2014 00:00:00 327 W LEWIS ST WELF/CKS 1432701 08/08/2014 00:00:00 327 W LEWIS ST DIS/COND 1432718 08/09/2014 00:00:00 327 W LEWIS ST FLD/CON' 1432800 08/09/2014 00:00:00 327 W LEWIS ST INFO 1432875 08/10/2014 00:00:00 327 W LEWIS ST AIS/COND 1433725 08/16/2014 00:00:00 327 W LEWIS ST DIS/COND 1434741 08/23/2014 00:00:00 327 W LEWIS ST TRESPASS 1434744 08/23/2014 00:00:00 327 W LEWIS ST FLD/CONT 1434881 08/24/2014 00:00:00 327 W LEWIS ST FLD/CONT 1435396 08/28/2014 00:00:00 327 W LEWIS ST DIS/GOND 1435419 08/28/2014 00:00:00 327 W LEWIS ST FLD/CONT 1435694 08/30/2014 00:00:00 327 W LEWIS ST FLD/CONT 1435697 08/30/2014 00:00:00 327 W LEWIS ST TRAFFIC 1435699 08/30/2014 00:00:00 327 W LEWIS ST FLD/CONT 1435709 08/30/2014 00:00:00 327 W LEWIS ST FLD/CONT 1435710 08/30/2014 00:00:00 327 W LEWIS ST ASLT/OFC 1435851 08/31/2014 00:00:00 327 W LEWIS ST FLD/CONT 1437859 09/14/2014 00:00:00 327 W LEWIS ST AS/BAR 1438399 09/17/2014 00:00:00 327 W LEWIS ST FLD/CONT 1438760 09/20/2014 00:00:00 327 W LEWIS ST WARNT/SE 1438921 09/21/2014 00:00:00 327 W LEWIS ST DIS/COND 1440115 09/29/2014 00:00:00 327 W LEWIS ST FLD/CONT 1440430 10/02/2014 00:00:00 327 W LEWIS ST FLD/CONT 1441177 10/06/2014 00:00:00 327 W LEWIS ST FLD/CONT 1443053 10/18/2014 00:00:00 327 W LEWIS ST THREATS 444775 11/01/2014 00:00:00 327 W LEWIS ST FOLLOWUP W1445729 11/07/2014 00:00:00 327 W LEWIS ST FLD/CONT (D 1L445745 11/08/2014 00:00:00 327 W LEWIS ST NARCOTIC j 11/08/2014 00:00:00 327 W LEWIS ST CANCELLE Page 13 CASE ID ACTUATE STREETNBR STREET CSDISPOSIT 1445749 11/08/2014 00:00:00 327 W LEWIS ST AS/OUT 1445838 11/08/2014 00:00:00 327 W LEWIS ST FOLLOWUP 1446046 11/10/2014 00:00:00 327 W LEWIS ST WELF/CKS 1446240 11/12/2014 00:00:00 327 W LEWIS ST SEX/OFF 1446531 11/15/2014 00:00:00 327 W LEWIS ST TRESPASS 1447536 11/23/2014 00:00:00 327 W LEWIS ST MAL/MISC 1448117 11/29/2014 00:00:00 327 W LEWIS ST FLD/CONT 1448883 12/06/2014 00:00:00 327 W LEWIS ST ASLT/DV 1448888 12/06/2014 00:00:00 327 W LEWIS ST ASSAULT 1449663 12/12/2014 00:00:00 327 W LEWIS ST FOLLOWUP 1449781 12/12/2014 00:00:00 327 W LEWIS ST FLD/CONT 1450772 12/20/2014 00:00:00 327 W LEWIS ST AS/BAR 1450905 12/21/2014 00:00:00 327 W LEWIS ST AS/BAR 1451499 12/27/2014 00:00:00 327 W LEWIS ST TRESPASS 1500325 01/03/2015 00:00:00 327 W LEWIS ST PROPERTY 1501160 01/09/2015 00:00:00 327 W LEWIS ST TRAFFIC 1501184 01/10/2015 00:00:00 327 W LEWIS ST FLD/CONT 1501749 01/14/2015 00:00:00 327 W LEWIS ST NARCOTIC 1502108 01/17/2015 00:00:00 327 W LEWIS ST AS/BAR 1502112 01/17/2015 00:00:00 327 W LEWIS ST DIS/COND 1502116 01/17/2015 00:00:00 327 W LEWIS ST DIS/COND 1502232 01/18/2015 00:00:00 327 W LEWIS ST WALK 1502238 01/18/2015 00:00:00 327 W LEWIS ST WALK 1502251 01/18/2015 00:00:00 327 W LEWIS ST DISTURB 1503072 01/24/2015 00:00:00 327 W LEWIS ST DIS/COND 1503669 01/28/2015 00:00:00 327 W LEWIS ST FOLLOWUP 1504669 02/05/2015 00:00:00 327 W LEWIS ST FLD/CONT 1506825 02/21/2015 00:00:00 327 W LEWIS ST WALK 1507662 02/28/2015 00:00:00 327 W LEWIS ST BIS/GOND 1508603 03/07/2015 00:00:00 327 W LEWIS ST WALK 1509588 03/13/2015 00:00:00 327 W LEWIS ST WALK M1509727 03/15/2015 00:00:00 327 W LEWIS ST WALK 0) 1511093 03/24/2015 00:00:00 327 W LEWIS ST FLD/CONT J1515459 04/25/2015 00:00:00 327 W LEWIS ST DIS/GOND N3 0 CASE—ID ACTDATE STREETNBR STREET CSDISPOSIT 1515850 04/28/2015 00:00:00 327 W LEWIS ST WARNT/SE 1516398 05/01/2015 00:00:00 327 W LEWIS ST FLD/CONT 1516406 05/02/2015 00:00:00 327 W LEWIS ST EX/PATRO 1517418 05/09/2015 00:00:00 327 W LEWIS ST PROPERTY 1517621 05/10/2015 00:00:00 327 W LEWIS ST FLD/CONT 1518355 05/16/2015 00:00:00 327 W LEWIS ST DIS/COND 1518359 05/16/2015 00:00:00 327 W LEWIS ST DIS/GOND 1519089 05/20/2015 00:00:00 327 W LEWIS ST FLD/CONT 1519362 05/23/2015 00:00:00 327 W LEWIS ST DIS/COND 1519367 05/23/2015 00:00:00 327 W LEWIS ST TRAFFIC 1520358 05/30/2015 00:00:00 327 W LEWIS ST FLD/CONT 1521373 06/06/2015 00:00:00 327 W LEWIS ST DUI 1522158 06/12/2015 00:00:00 327 W LEWIS ST FLD/CONT 1522301 06/13/2015 00:00:00 327 W LEWIS ST LIQ/LAW 1526089 07/11/2015 00:00:00 327 W LEWIS ST AS/BAR 1526095 07/11/2015 00:00:00 327 W LEWIS ST ASSAULT 1527070 07/17/2015 00:00:00 327 W LEWIS ST FLD/CONT 1527103 07/18/2015 00:00:00 327 W LEWIS ST DIS/COND 1527111 07/18/2015 00:00:00 327 W LEWIS ST FLD/CONT 1527115 07/18/2015 00:00:00 327 W LEWIS ST FLD/CONT 1527253 07/18/2015 00:00:00 327 W LEWIS ST TRESPASS 1527271 07/19/2015 00:00:00 327 W LEWIS ST FLD/CONT 1527773 07/22/2015 00:00:00 327 W LEWIS ST FLD/CONT 1528077 07/25/2015 00:00:00 327 W LEWIS ST AS/OTIC 1528078 07/25/2015 00:00:00 327 W LEWIS ST EX/PATRO 1528212 07/25/2015 00:00:00 327 W LEWIS ST CIVIL 1528375 07/27/2015 00:00:00 327 W LEWIS ST FLD/CONT 1528765 07/29/2015 00:00:00 327 W LEWIS ST FLD/CONT 1530026 08/08/2015 00:00:00 327 W LEWIS ST WALK 1530623 08/12/2015 00:00:00 327 W LEWIS ST FLD/CONT 531667 08/20/2015 00:00:00 327 W LEWIS ST FLD/CONT 531803 08/21/2015 00:ao:00 327 W LEWIS ST FLD/CONT CD 3531946 08/22/2015 00:00:00 327 W LEWIS ST AS/BAR v Ck532935 08/29/2015 00:00:00 327 W LEWIS ST FLD/CONT O N cn Page 15 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1532937 08/29/2015 00:00:00 327 W LEWIS ST DIS/GOND 1533521 09/02/2015 00:00:00 327 W LEWIS ST FLD/CONT 1534834 09/13/2015 00:00:00 327 W LEWIS ST LIQ/LAW 1535350 09/17/2015 00:00:00 327 W LEWIS ST FLD/CONT 1535617 09/18/2015 00:00:00 327 W LEWIS ST WALK 1535629 09/19/2015 00:00:00 327 W LEWIS ST EX/PATRO 1535633 09/19/2015 00:00:00 327 W LEWIS ST VEH/PROW 1444915 11/02/2014 00:00:00 327 W LEWIS ST PASO FLD/CONT 1534684 09/12/2015 00:00:00 327 W LEWIS ST PASC TRAFFIC 1537567 10/02/2015 00:00:00 327 W LEWIS ST FLD/CONT 1537800 10/04/2015 00:00:00 327 W LEWIS ST FLD/CONT 1537803 10/04/2015 00:00:00 327 W LEWIS ST FLD/CONT 1537904 10/05/2015 00:00:00 327 W LEWIS ST WARNT/SE 1539557 10/16/2015 00:00:00 327 W LEWIS ST TRESPASS 1539575 10/16/2015 00:00:00 327 W LEWIS ST FLD/CONT 1539732 10/17/2015 00:00:00 327 W LEWIS ST FLD/CONT 1539746 10/17/2015 00:00:00 327 W LEWIS ST FLD/CONT 1540489 10/23/2015 00:00:00 327 W LEWIS ST WARNT/SE 1540610 10/23/2015 00:00:00 327 W LEWIS ST FLD/CONT 1540616 10/24/2015 00:00:00 327 W LEWIS ST THEFT 1540619 10/24/2015 00:00:00 327 W LEWIS ST PASC EX/PATRO 1540627 10/24/2015 00:00:00 327 W LEWIS ST PASC EX/PATRO 1540755 10/24/2015 00:00:00 327 W LEWIS ST WALK 2540775 10/25/2015 00:00:00 327 W LEWIS ST PASC EX/PATRO 1540788 10/25/.2015 00:00:00 327 W LEWIS ST FLD/CONT 1540854 10/25/2015 00:00:00 327 W LEWIS ST THEFT 1541795 10/31/2015 00:00:00 327 W LEWIS ST WALK 1541938 11/02/2015 00:00:00 327 W LEWIS ST TRESPASS 1542588 11/06/2015 00:00:00 327 W LEWIS ST FLD/CONT 1543557 11/13/2015 00:00:00 327 W LEWIS ST INFO 1543576 11/14/2015 00:00:00 327 W LEWIS ST TRAFFIC _ 1544535 11/21/2015 00:00:00 327 W LEWIS ST EX/PATRO o 1544538 11/21/2015 00:00:00 327 W LEWIS ST AS/BAR 1544617 11/21/2015 00:00:00 327 W LEWIS ST FLD/CONT O IV - 0fl CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1545296 11/28/2015 00:00:00 327 W LEWIS ST AS/BAR 1546134 12/04/2015 00:00:00 327 W LEWIS ST WALK 1546685 12/09/2015 00:00:00 327 W LEWIS ST NARCOTIC 1546686 12/09/2015 00:00:00 327 W LEWIS ST SUSP/CIR 1546692 12/09/2015 00:00:00 327 W LEWIS ST PLD/CONT 1547096 12/12/2015 00:00:00 327 W LEWIS ST EX/PATRO 1547236 12/1.3/2015 00:00:00 327 W LEWIS ST TRAFFIC 1548085 12/20/2015 00:00:00 327 W LEWIS ST FLD/CONT 1549120 12/28/2015 00:00:00 327 W LEWIS ST DIS/GOND 1549458 12/31/2015 00:00:00 327 W LEWIS ST GANG/GRA 1549587 12/31/2015 00:00:00 327 W LEWIS ST FLD/CONT 1600052 01/01/2016 00:00:00 327 W LEWIS ST UNFOUND 1600149 01/02/2016 00:00:00 327 W LEWIS ST FLD/CONT 1600391 01/03/2016 00:00:00 327 W LEWIS ST FLD/CONT 1601313 01/10/2016 00:00:00 327 W LEWIS ST FLD/CONT 1601467 01/12/2016 00:00:00 327 W LEWIS ST FLD/CONT 1602118 01/16/2016 00:00:00 327 W LEWIS ST AS/OUT 1602131 01/16/2016 00:00:00 327 W LEWIS ST DISTURB 1602133 01/16/2016 00:00:00 327 W LEWIS ST FLD/CONT 16024B2 01/19/2016 00:00:00 327 W LEWIS ST FLD/CONT 1602628 01/19/2016 00:00:00 327 W LEWIS ST AS/BAR 1603119 Cl/22/2016 00:00:00 327 W LEWIS ST CIVIL 1603122 01/23/2016 00:00:00 327 W LEWIS ST ASSAULT 1603128 01/23/2016 00:00:00 327 W LEWIS ST FLD/CONT 1603131 01/23/2016 00:00:00 327 W LEWIS ST TRAFFIC 1603285 01/24/2016 00:00:00 327 W LEWIS ST FLD/CONT 1603898 01/29/2016 00:00:00 327 W LEWIS ST WARNT/OU 1604199 01/31/2016 00:00:00 327 W LEWIS ST FLD/CONT 1605079 02/06/2016 00:00:00 327 W LEWIS ST FLD/CONT 1606540 02/16/2016 00:00:00 327 W LEWIS ST FLD/CONT 606692 02/17/2016 00:00:00 327 W LEWIS ST FLD/CONT 606845 02/18/2016 00:00:00 327 W LEWIS ST AS/BAR CD X608035 02/27/2016 00:00:00 327 W LEWIS ST DISTURB CJ3608874 03/04/2016 00:00:00 327 W LEWIS ST AS/BAR O N co Page 17 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1609044 03/04/2016 00:00:00 327 W LEWIS ST INFO 1609419 03/08/2016 00:00:00 327 W LEWIS ST FLD/CONT 1609439 03/08/2016 00:00:00 327 W LEWIS ST FLD/CONT 1,610082 03/11/2016 00:00:00 327 W LEWIS ST UNFOUND 1610108 03/12/2016 00:00:00 327 W LEWIS ST ASSAULT 1610460 03/15/2016 00:00:00 327 W LEWIS ST WARNT/SE 1612134 03/26/2016 00:00:00 327 W LEWIS ST WALK 1613177 04/01/2016 00:00:00 327 W LEWIS ST TRAFFIC 1613217 04/02/2016 00:00:00 327 W LEWIS ST AS/BAR 1613225 04/02/2016 00:00:00 327 W LEWIS ST INFO 1614258 04/09/2016 00:00:00 327 W LEWIS ST DIS/GOND 1614824 04/13/2016 00:00:00 327 W LEWIS ST FLD/CONT 1615333 04/15/2016 00:00:00 327 W LEWIS ST WALK 1615363 04/16/2016 00:00:00 327 W LEWIS ST FLD/CONT 1616442 04/23/2016 00:00:00 327 W LEWIS ST SUSP/PER 1616779 04/25/2016 00:00:00 327 W LEWIS ST FLD/CONT 1617623 04/30/2016 00:00:00 327 W LEWIS ST FLD/CONT 1617625 04/30/2016 00:00:00 327 W LEWIS ST AS/BAR 1617807 05/01/2016 00:00:00 327 W LEWIS ST FLD/CONT 1618809 05/07/2016 00:00:00 327 W LEWIS ST FLD/CONT 1618890 05/07/2016 00:00:00 327 W LEWIS ST ASSAULT 1619118 05/09/2016 00:00:00 327 W LEWIS ST FOLLOWUP 1619224 05/10/2016 00:00:00 327 W LEWIS ST FLD/CONT 1619387 05/10/2016 00:00:00 327 W LEWIS ST FLD/CONT 1619622 05/12/2016 00:00:00 327 W LEWIS ST DISTURB 1619986 05/13/2016 00:00:00 327 W LEWIS ST FLD/CONT 1621075 05/21/2016 00:00:00 327 W LEWIS ST FLA/CONT 1622152 05/28/2016 00:00:00 327 W LEWIS ST FLD/CONT 1622156 05/28/2016 00:00:00 327 W LEWIS ST DISTURB 1622320 05/29/2016 00:00:00 327 W LEWIS ST FLD/CONT 1622341 05/29/2016 00:00:00 327 W LEWIS ST ASSAULT v 1622659 05/31/2016 00:00:00 327 W LEWIS ST WARNT/SE o 1623448 CD 06/04/2016 00:00:00 327 W LEWIS ST WELF/CKS J1623489 06/04/2016 00:00:00 327 W LEWIS ST FRAUD m 0 CASE_ID ACTDATE STREETNBR STREET CSDISPOSIT 1624662 06/11/2016 00:00:00 327 W LEWIS ST FLD/CONT 1624684 06/11/2016 00:00:00 327 W LEWIS ST FLD/CONT 1624974 06/12/2016 00:00:00 327 W LEWIS ST FLD/CONT 1625430 06/15/2016 00:00:00 327 W LEWIS ST DIS/GOND 1625634 06/17/2016 00:00:00 327 W LEWIS ST FLD/CONT 1625952 06/18/2016 00:00:00 327 W LEWIS ST A/VEH 1626930 06/24/2016 00:00:00 327 W LEWIS ST EX/PATRO 1626941 06/25/2016 00:00:00 327 W LEWIS ST ASSAULT 1628015 07/01/2016 00:00:00 327 W LEWIS ST EX/PATRO 1628026 07/02/2016 00:00:00 327 W LEWIS ST CIVIL 1628593 07/05/2016 00:00:00 327 W LEWIS ST FLD/CONT 1628797 07/06/2016 00:00:00 327 W LEWIS ST FLD/CONT 1629245 07/08/2016 00:00:00 327 W LEWIS ST FLD/CONT 1629426 07/08/2016 00:00:00 327 W LEWIS ST EX/PATRO 1630057 07/13/2016 00:00:00 327 W LEWIS ST FLD/CONT 1630591 07/16/2016 00:00:00 327 W LEWIS ST TRESPASS 1630649 07/16/2016 00:00:00 327 W LEWIS ST DOMESTIC 1631799 07/23/2016 00:00:00 327 W LEWIS ST FLD/CONT 1632130 07/25/2016 OO:OO:00 327 W LEWIS ST FLD/CONT 1633006 07/30/2016 00:00:00 327 W LEWIS ST WALK 1633669 08/03/2016 00:00:00 327 W LEWIS ST FLD/CONT 1634099 08/04/2016 00:00:00 327 W LEWIS ST FLD/CONT 1635101 08/11/2016 00:00:00 327 W LEWIS ST DISTURB 1635144 08/11/2016 00:00:00 327 W LEWIS ST FLD/ARR 1635177 08/11/2016 00:00:00 327 W LEWIS ST ALARM 1635271 08/12/2016 00:00:00 327 W LEWIS ST FLD/CONT 1635433 08/13/2016 00:00:00 327 W LEWIS ST DIS/COED 1635443 08/13/2016 00:00:00 327 W LEWIS ST DIS/COND 1635444 08/13/2016 00:00:Oo 327 W LEWIS ST DIS/CORD 1636499 08/20/2016 00:00:00 327 W LEWIS ST FLD/CONT 636689 08/21/2016 00:00:00 327 W LEWIS ST FLD/CONT 638296 09/01/2016 00:00:00 327 W LEWIS ST DIS/COND CD 3638301 09/01/2016 00:00:00 327 W LEWIS ST DIS/GOND 3E538475 09/02/2016 00:00:00 327 W LEWIS ST FLD/CONT O Rage 19 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1638632 09/03/2016 00:00:00 327 W LEWIS ST AS/OTH 1638766 09/03/2016 00:00:00 327 W LEWIS ST SUSP/CIR 1639717 09/10/2016 00:00:00 327 W LEWIS ST AS/OTH 1639850 09/11/2016 00:00:00 327 W LEWIS ST LEW/COND 1640036 09/12/2016 00:00:00 327 W LEWIS ST FLD/CONT CD v Cb O N P.- "I �! ��t<u�.a, �Jc�in' [ l l -� ,t %�3 ✓ �r vice —7 User: uREAKDON ( ��� �� � L4,, a41) Poll" _-aijurtill,, lil + 09 ai2M 13:48:03 CASE_ID ACTDATE STREETNBR STREET CSDISPOSIT 1145079 11/19/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1142551 10/29/2011 00:00:00 101 W COLUMBIA ST THEFT 1143463 11/05/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1146333 12/17/2011 00:00:00 101 W COLUMBIA ST LIQ/LAW 1141693 10/23/2011 00:00:00 101 W COLUMBIA ST AS/BAR 1144404 11/13/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1145181 11/20/2011 00:00:00 101 W COLUMBIA ST EX/PATRO 1147519 12/11/2011 00:00:00 101 W COLUMBIA ST DIS/COND 1140673 10/15/2011 00:00:00 101 W COLUMBIA ST EX/PATRO 1149826 12/31/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1201733 01/15/2012 00:00:00 101 W COLUMBIA ST ORDER/VI 1202509 01/21/2012 00:00:00 101 W COLUMBIA ST AS/BAR. 1148347 12/18/2011 00:00:00 101 W COLUMBIA ST DIS/GOND 1138869 10/01/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1138893 10/01/2011 00:00:00 101 W COLUMBIA ST TRAFFIC 1138937 10/02/2011 00:00:00 101 W COLUMBIA ST DIS/GOND 1139040 10/02/2011 00:00:00 101 W COLUMBIA ST TRAFFIC 1139684 10/07/2011 00:00:00 101 W COLUMBIA ST WALK 1139693 10/08/2011 00:00:00 101 W COLUMBIA ST EX/PATRO 1139805 10/08/2011 00:00:00 101 W COLUMBIA ST INFO 1139837 10/09/2011 00:00:00 101 W COLUMBIA ST AS/BAR 1139846 10/09/2011 00:00:00 101 W COLUMBIA ST WALK 1139849 10/09/2011 00:00:00 101 W COLUMBIA ST FLD/CONT 1146796 12/04/2011 00:00:00 101 W COLUMBIA ST AS/BAR 1146805 12/04/2011 00:00:00 101 W COLUMBIA ST THEFT 1147508 12/11/2011 00:00:00 101 W COLUMBIA ST ASLT/DV M 39854 10/09/2011 00:00:00 101 W COLUMBIA ST RUNAWAY 206808 02/26/2012 00:00:00 101 W COLUMBIA ST FLD/CONT -*49568 12/29/2011 00:00:00 101 W COLUMBIA ST AS/OTH CO 6207843 03/04/2012 00:00:00 101 W COLUMBIA ST FIELD -+, N co C:IUSERSIREARDON Page 1 CASE_ID ACTDATE STREETNBR STREET 1201718 1208471 1208739 1202545 1209776 1203226 1209778 1210697 1211625 1211654 1212506 1212519 1212525 1213390 1204241 1213398 1214456 1205053 1216235 1216390 1218576 1208724 1219671 1219674 1219676 1221297 1222531 1222666 1225963 1212493 1229933 -M229937 v 1230293 230363 O O N O CSDISPOSIT 01/14/2012 00:00:00 101 W COLUMBIA ST WALK 03/09/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 03/11/2012 00:00:00 101 W COLUMBIA ST EX/PATRO 01/22/2012 00:00:00 101 W COLUMBIA ST CIVIL 03/18/2012 00:00:00 101 W COLUMBIA ST FIELD 01/28/2012 00:00:00 101 W COLUMBIA ST ASLT/DV 03/18/2012 00:00:00 101 W COLUMBIA ST INFO 03/24/2012 00:00:00 101 W COLUMBIA ST PLD/CONT 03/31/2012 00:00:00 101 W COLUMBIA ST AS/BAR 04/01/2012 00:00:00 101 W COLUMBIA ST WALK 04/07/2012 00:00:00 101 W COLUMBIA ST 911HU 04/08/2012 00:00:00 101 W COLUMBIA ST AS/BAR 04/08/2012 00:00:00 101 W COLUMBIA ST FIELD 04/14/2012 00:00:00 101 W COLUMBIA ST FOLLOWUP 02/05/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 04/14/2012 00:00:00 101, W COLUMBIA ST DOMESTIC 04/22/2012 00:00:00 101 W COLUMBIA ST THREATS 02/11/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 05/05/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 05/06/2012 00:00:00 101 W COLUMBIA ST AS/BAR 05/19/2012 00:00:00 101 W COLUMBIA ST WALK 03/11/2012 00:00:00 101 W COLUMBIA ST AS/BAR 05/27/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 05/27/2012 00:00:00 101 W COLUMBIA ST THEFT 05/27/2012 00:00:00 101 W COLUMBIA ST VEH/PROW 06/07/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 06/16/2012 00:00:00 101 W COLUMBIA ST INFO 06/16/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 07/08/2012 00:00:00 101 W COLUMBIA ST INFO 04/07/2012 00:00:00 101 W COLUMBIA ST THREATS 08/03/2012 00:00:00 101 W COLUMBIA ST AS/BAR 08/03/2012 00:00:00 101 W COLUMBIA ST AS/BAR 06/06/2012 00:00:00 101 W COLUMBIA ST A/FTSID 06/06/2012 00:00:00 101 W COLUMBIA ST FLD/CONT CASE—ID ACTDATE STREETNBR STREET CSDISPOSIT 1230393 08/07/2012 00:00:00 101 W COLUMBIA ST AS/FIRE 1233218 08/25/2012 00:00:00 101 W COLUMBIA ST DIS/COND 1233238 08/26/2012 00:00:00 101 W COLUMBIA ST DISTURB 1214460 04/22/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 1215383 04/29/201,2 00:00:00 101 W COLUMBIA ST MAL/MISC 1234419 09/02/2012 00:00:00 101 W COLUMBIA ST WALK 1244428 11/03/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 1234518 09/02/2012 00:00:00 101 W COLUMBIA ST AS/BAR 1216993 05/10/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 1218434 05/19/2012 00:00:00 101 W COLUMBIA ST DIS/COND 1244448 11/04/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 1236563 09/15/2012 00:00:00 101 W COLUMBIA ST AS/OTH 1236575 09/16/2012 00:00:00 101 W COLUMBIA ST WALK 1237263 09/20/2012 00:00:00 101 W COLUMBIA ST AS/OTH 1237410 09/21/2012 00:00:00 101 W COLUMBIA ST A/VEH 1237704 09/23/2012 00:00:00 101 W COLUMBIA ST AS/BAR 1237706 09/23/2012 00:00:00 101 W COLUMBIA ST LIQ/LAW 1237716 09/23/2012 00:00:00 101 W COLUMBIA ST DISTURB 1225904 07/07/2012 00:00:00 101 W COLUMBIA ST AS/OTH 1238850 09/30/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 1238852 09/30/2012 00:00:00 101 W COLUMBIA ST WARNT/SE 1238853 09/30/2012 00:00:00 101 W COLUMBIA ST LIQ/LAW 1238859 09/30/2012 00:00:00 101 W COLUMBIA ST TRESPASS 1242017 10/18/2012 00:00:00 101 W COLUMBIA ST WELF/CKS 1243321 10/27/2012 00:00:00 101 W COLUMBIA ST LIQ/LAW 1243334 10/28/2012 00:00:00 101 W COLUMBIA ST SUSP/CIR 1234385 09/01/2012 00:00:00 101 W COLUMBIA ST TRAFFIC 1244435 11/03/2012 00:00:00 101 W COLUMBIA ST PASC FLD/CONT 1244438 11/03/2012 00:00:00 101 W COLUMBIA ST LIQ/LAW 1244445 11/04/2012 00:00:00 101 W COLUMBIA ST FIELD 247474 11/24/2012 00:00:00 101 W COLUMBIA ST FLD/CONT 247480 11/25/2012 00:00:00 101 W COLUMBIA ST FLD/CONT _,247581 11/25/2012 00:00:00 101 W COLUMBIA ST DUMPING X47584 11/25/2012 00:00:00 101 W COLUMBIA ST INFO O N C9 -- Page 3 CASE ID ACTDATE STREETNBR STREET 1238838 1251025 1251027 1251044 1241065 1241270 1243309 1303693 1244283 1247458 1247459 1247466 1309877 1309892 1310088 1311065 1248308 1249231 1250941 1314258 1315403 1325538 1316479 1300679 1317403 1302731 1317555 1304746 1306731 1307653 1307787 71318615 Q) (0 1319543 320714 N3 O 09/29/2012 00:00:00 101 12/22/2012 00:00:00 101 12/22/2012 00:00:00 101 12/23/2012 00:00:00 101 10/12/2012 00:00:00 101 10/14/2012 00:00:00 101 10/27/2012 00:00:00 101 01/27/2013 00:00:00 101 11/03/2012 00:00:00 101 11/24/2012 00:00:00 101 11/24/2012 00:00:00 101 11/24/2012 00:00:00 101 03/10/2013 00:00:00 101 03/10/2013 00:00:00 101 03/11/2013 00:00:00 101 03/16/2013 00:00:00 101 12/02/2012 00:00:00 101 12/09/2012 00:00:00 101 12/22/2012 00:00:00 101 04/06/2013 00:00:00 101 04/14/2013 00:00:00 101 06/21/2013 00:00:00 101 04/21/2013 00:00:00 101 01/06/2013 00:00:00 101 04/27/2013 00:00:00 101 01/20/2013 00:00:00 101 04/28/2013 00:00:00 101 02/03/2013 00:00:00 101 02/17/2013 00:00:00 101 02/23/2013 00:00:00 101 02/24/2013 00:00:00 101 05/05/2013 00:00:00 101 05/11/2013 00:00:00 101 05/18/2013 00:00:00 101 W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST @ TROPICANA W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST CSDISPOSIT FIELD AS/BAR AS/BAR AS/BAR TRESPASS EX/PATRO FLD/CONT AS/BAR AS/BAR FLD/CONT FLD/CONT FIELD TRAFFIC ASSAULT INFO LIQ/LAW INFO WALK SUSP/CIR SUSP/CIR WEAPONS FLD/CONT FLD/CONT AS/BAR INFO FLD/CONT TRESPASS AUTO/THE ARSON FLD/CONT DIS/GOND FLD/CONT DIS/GOND LIQ/LAW -I( CASE ID ACTDATE STREETNER STREET CSDISPOSIT 1320729 05/19/2013 00:00:00 101 W COLUMBIA ST A/FTSID 1321356 05/23/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1322650 06/01/2013 00:00:00 101 W COLUMBIA ST INFO 1312185 03/24/2013 00:00:00 101 W COLUMBIA ST WALK 1323851 06/08/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1313164 03/31/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1325537 06/21/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1340170 09/22/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1315390 04/13/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1326750 06/28/2013 00:00:00 101 W COLUMBIA ST WALK 1326956 06/30/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1328028 07/05/2013 00:00:00 101 W COLUMBIA ST FLD/ARR 1328234 07/06/2013 00:00:00 101 W COLUMBIA ST WALK 1.333894 08/11/2013 00:00:00 101 W COLUMBIA ST 911HU 13347GO 08/16/2013 00:00:00 101 W COLUMBIA ST INFO 1334717 08/16/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1338114 09/07/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1322343 05/30/2013 00:00:00 101 W COLUMBIA ST INFO 1322641 05/31/2013 00:40:00 101 W COLUMBIA ST FIELD 1338127 49/08/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1338128 09/08/2013 00:00:00 101 W COLUMBIA ST PASC TRAFFIC 1323709 06/08/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1340022 09/21/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1340175 09/22/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1342293 10/04/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1342407 10/05/2013 00:00:00 101 W COLUMBIA ST WALK 1331403 07/27/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1318550 05/04/2013 00:00:00 101 W COLUMBIA ST INFO 1332595 08/02/2013 00:00:00 101 W COLUMBIA ST AS/BAR 1332791 08/03/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 344246 10/18/2013 00:00:00 101 W COLUMBIA ST AS/OTH 335783 08/23/2013 00:00:00 101 W COLUMBIA ST WALK CD x,337083 09/01/2013 00:00:00 101 W COLUMBIA ST THEFT Cb (A)344247 10/18/2013 00:00:00 101 W COLUMBIA ST LIQ/LAW O N Page 5 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1344252 10/18/2013 00:00:00 101 W COLUMBIA ST AS/BAR 1345401 10/27/2013 00:00:00 101 W COLUMBIA ST EX/PATRO 1345548 10/28/2013 00:00:00 1011 W COLUMBIA ST ASSAULT 1339851 09/20/2013 00:00:00 101 W COLUMBIA ST DIS/GOND 1347233 11/08/2013 00:00:00 101 W COLUMBIA ST AS/OTH 1347239 11/08/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1341146 09/27/2013 00:00:00 101 W COLUMBIA ST WALK 1341159 09/27/2013 00:00:00 101 W COLUMBIA ST WALK 1419459 05/17/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1348197 11/15/2013 00:00:00 101 W COLUMBIA ST AS/BAR 1348310 11/16/2013 00:00:00 101 W COLUMBIA ST DIS/COND 1329162 07/12/2013 00:00:00 101 W COLUMBIA ST FLD/CONT 1431885 08/03/2014 00:00:00 101 W COLUMBIA ST WALK 1329653 07/15/2013 00:00:00 101 W COLUMBIA ST TRESPASS 1349305 11/23/2013 00:00:00 101 W COLUMBIA ST FIELD 1350126 11/30/2013 00:00:00 101 W COLUMBIA ST DISTURB 1343494 10/14/2013 00:00:00 101 W COLUMBIA ST INFO 1344213 10/18/2013 00:00:00 101 W COLUMBIA ST AS/BAR 1351604 12/12/2013 00:00:00 101 W COLUMBIA ST AS/OUT 1351901 .12/14/2013 00:00:00 101 W COLUMBIA ST AS/OTH 1353675 12/29/2013 00:00:00 101 W COLUMBIA ST TRAFFIC 1402649 01/19/2014 00:00:00 101 W COLUMBIA ST PROPERTY 1403600 01/25/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1345267 10/25/2013 00:00:00 101 W COLUMBIA ST WALK 1506828 02/21/2015 00:00:00 101 W COLUMBIA ST WALK 1403615 01/26/2014 00:00:00 101 W COLUMBIA ST EX/PATRO 1347223 11/08/2013 00:00:00 101 W COLUMBIA ST VEH/REPO 1416344 04/26/2014 00:00:00 101 W COLUMBIA ST DIS/COND 1342445 10/06/2013 00:00:00 101 W COLUMBIA ST EX/PATRO 1437866 09/14/2014 00:00:00 101 W COLUMBIA ST ASSAULT 1349319 11/24/2013 00:00:00 101 W COLUMBIA ST THEFT v 349478 11/25/2013 00:00:00 101 W COLUMBIA ST FIELD 1443981 10/26/2014 00:00:00 101 W COLUMBIA ST PASC EX/PATRO 447463 11/22/2014 00:00:00 101 W COLUMBIA ST MENTAL A O CO F CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1447487 11/23/2014 00:00:00 101 W COLUMBIA ST EX/PATRO 1500361 01/04/2015 00:00:00 101 W COLUM13TA ST DOMESTIC 1506841 02/22/2015 00:00:00 101 W COLUMBIA ST PASC FRAN WA WALK 1406399 02/15/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1411341 03/23/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1413024 04/05/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1413084 04/05/2014 00:00:00 101 W COLUMBIA ST INFO 1425186 06/22/2014 00:00:00 101 W COLUMBIA ST LIQ/LAW 1426892 07/02/2014 00:00:00 101 W COLUMBIA ST AS/FIRE 1427641 07/06/2014 00:00:00 101 W COLUMBIA ST FLD/CONT 1522413 06/14/2015 00:00:.00 101 W COLUMBIA ST DISTURB 1525287 07/05/2015 00:00:00 101 W COLUMBIA ST 911HU 1442373 10/14/2014 00:00:00 101 W COLUMBIA ST TRESPASS 2442909 10/18/2014 00:00:00 101 W COLUMBIA ST EX/PATRO 1526252 07/12/2015 00:00:00 101 W COLUMBIA ST LIQ/LAW 1443226 10/20/2014 00:00:00 101 W COLUMBIA ST INFO 1530156 08/09/2015 00:00:00 101 W COLUMBIA ST WELF/CKS 1448230 11/30/2014 00:00:00 101 W COLUMBIA ST DOMESTIC 1500806 01/07/2015 00:00:00 101 W COLUMBIA ST FLD/CONT 1501951 01/15/2015 00:00:00 101 W COLUMBIA ST INFO 1513647 04/13/2015 00:00:00 101 W COLUMBIA ST FLD/CONT 1533068 08/30/2015 00:00:00 101 W COLUMBIA ST HOMICIDE 1516405 05/02/2015 00:00:00 101 W COLUMBIA ST EX/PATRO 1533100 08/30/2015 00:00:00 101 W COLUMBIA ST INFO 1533470 09/06/2015 00:00:00 101 W COLUMBIA ST WALK 1518621 05/19/2015 00:00:00 101 W COLUMBIA ST FLD/CONT 1536756 09/26/2015 00:00:00 101 W COLUMBIA ST WALK 1537771 10/04/2015 00:00:00 101 W COLUMBIA ST WALK 1537779 10/04/2015 00:00:00 101 W COLUMBIA ST DIS/COND 1538231 10/06/2015 00:00:00 101 W COLUMBIA ST FLD/CONT x,539859 10/18/2015 00:00:00 101 W COLUMBIA ST FLD/CONT 9526251 07/12/2015 00:00:00 101 W COLUMBIA ST ASLT/DV CD X1542094 11/03/2015 00:00:00 101 W COLUMBIA ST FLD/CONT W 0115291.70 08/02/2015 00:00:00 101 W COLUMBIA ST ASSAULT O N co Page 7 CASE ID ACTDATE STREETNBR STREET 1544621 11/22/2015 00:00:00 101 1545377 11/29/2015 00:00:00 101 1530508 08/12/2015 00:00:00 101 1546259 12/05/2015 00:00:00 101 1549015 12/26/2015 00:00:00 101 1618762 05/06/2016 00:00:00 101 1532090 08/23/2015 00:00:00 101 1549016 12/26/2015 00:00:00 101 1549381 12/30/2015 00:00:00 101 1600288 01/03/2016 00:00:00 101 1600595 01/05/2016 00:00:00 101 1601205 01/10/2016 00:00:00 101 1535388 09/17/2015 00:00:00 101 1602268 01/16/2016 00:00:00 101 1535718 09/19/2015 00:00:00 101 1603280 01/24/2016 00:00:00 101 1605054 02/05/2016 00:00:00 101 1605159 02/06/2016 00:00:00 101 1540777 10/25/2015 00:00:00 101 1609036 03/04/2016 00:00:00 101 1609042 03/04/2016 00:00:00 101 1610215 03/13/2016 00:00:00 101 1611240 03/19/2016 00:00:00 101 1614367 04/09/2016 00:00:00 101 1614399 04/10/2016 00:00:00 101 1617571 04/29/2016 00:00:00 101 1618937 05/08/2016 00:00:00 101 1619759 05/12/2016 00:00:00 101 1621098 05/21/2016 00:00:00 101 1626011 06/19/2016 00:00:00 101 1626612 06/23/2016 00:00:00 101 628201 07/03/2016 00:00:00 101 v (D1631979 07/24/2016 00:00:00 101 637611 08/27/2016 00:00:00 101 O') O CD W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST W COLUMBIA ST CSDISPOSIT LIQ/LAW FLD/CONT SUSP/FIR TRAFFIC LIQ/LAW EX/PATRO FLD/CONT LIQ/LAW SUSP/VEH DIS/COND SUSP/CIR 911HU FLD/CONT WALK INFO FLD/CONT AS/OUT AS/AMB EX/PATRO FLA/CONT NARCOTIC FLD/ARR INFO FLD/CONT EX/PATRO TRAFFIC TRAFFIC FLD/CONT INFO AS/OUT AS/AMB DIS/GOND DIS/GOND FLD/CONT 3 CASE -ID ACTDATE STREETNBR STREET 3605193 1540327 1606064 1628191 1634489 0� OD v O N 02/07/2016 00:00:00 101 10/21/2015 00:00:,00 101 02/12/2016 00:00:00 101 07/03/2016 00:00:00 101 08/07/2016 00:00:00 101 CSDISPOSIT W COLUMBIA ST DIS/COND • COLUMBIA ST INFO W COLUMBIA ST EX/PATRO W COLUMBIA ST MAL/MISC W COLUMBIA ST EX/PATRO Page 9 } J58r: LJREARDI t. ea6- i- 'Ace jQpaws.-i., 0911fiI�u ..:s: , .Ulf i CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1145050 11/18/2011 00:00:00 3521 W COURT ST AS/OTCs 3207089 02/28/2012 00:00:00 3521 W COURT ST FRAUD 1214429 04/21/2012 00:00:00 3521 W COURT ST PASC EX/PATRO 1205524 02/15/2012 00:00:00 3521 W COURT ST FLD/CONT 1207069 02/28/2012 00:00:00 3521 W COURT ST INFO 1144358 11/12/2011 00:00:00 3521 W COURT ST FLA/CONT 1222917 06/18/2012 00:00:00 3521 W COURT ST BURGLARY 1138107 09/27/2011 00:00:00 3521 W COURT ST A/FTSID 1245188 11/09/2012 00:00:00 3521 W COURT ST H/REPO 1313623 04/02/207.3 00:00:00 3521 W COURT ST SUSP/CIR 1314260 04/07/2013 00:00:00 3521 W COURT ST DISTURB 1316447 04/20/2013 00:00:00 3521 W COURT ST THEFT 1317333 04/26/2013 00:00:00 3521 W COURT ST INFO 2319434 05/10/2013 00:00:00 3521 W COURT ST INFO 1321422 05/24/2013 00:00:00 3521 W COURT ST FLD/CONT 1325836 06/22/2013 00:00:00 3521 W COURT ST NOISE/OR 1326805 06/29/2013 00:00:00 3521 W COURT ST INFO 1326895 06/29/2013 00:00:00 3521 W COURT ST NOISE/OR 1328587 07/09/2013 00:00:00 3521 W COURT ST FOLLOWUP 1340165 09/22/2013 00:00:00 3521 W COURT ST NOISE/OR 1344742 10/22/2013 00:00:00 3521 W COURT ST FOLLOWUP 1348273 11/16/2013 00:00:00 3521 W COURT ST A/FTSID 1348324 11/16/2013 00:00:00 3521 W COURT ST NOISE/OR 1328113 07/06/2013 00:00:00 3521 W COURT ST INFO 1328509 07/08/2013 00:00:00 3521 W COURT ST GANG/GRA 1334487 08/15/2013 00:00:00 3521 W COURT ST INFO 38106 09/07/2013 00:00:00 3521 W COURT ST NOISE/OR 342393 10/05/2013 00:00:00 3521 W COURT ST NOISE/OR 944599 10/21/2013 00:00:00 3521 W COURT ST THEFT/SL co 8345502 10/28/2013 00:00:00 3521 W COURT ST ALARM N (_0 — CAUSERSIREARDON Page 1 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1346338 11/01/2013 00;00:00 3521 W COURT ST TRESPASS 1346340 11/01/2013 00:00:00 3521 W COURT ST INFO 1348016 11/14/2013 00:00:00 3521 W COURT ST INFO 1351131 12/08/2013 00:00:00 3521 W COURT ST 'TRESPASS 1351140 12/08/2013 00:00:00 3521 W COURT ST FOLLOWUP 1333519 08/08/2013 00:00:00 3521 W COURT ST INFO 1350050 11/29/2013 00:00:00 3521 W COURT ST FLD/CONT 1350336 12/02/2013 00:00:00 3521 W COURT ST ALARM 1350401 12/02/2013 00:00:00 3521 W COURT ST TRESPASS 1350504 12/03/2013 00:00:00 3521 W COURT ST UNFOUND 1351015 12/07/2013 00:00:00 3521 W COURT ST INFO 1349019 11/21/2013 00:00:00 3521 W COURT ST UNFOUND 1349030 11/21/2013 00:00:00 3521 W COURT ST PROPERTY 1349241 11/23/2013 00:00:00 3521 W COURT ST AS/AMB 1351615 12/32/2013 00:00:00 3521 W COURT ST A/FTSID 1352266 12/17/2013 00:00:00 3521 W COURT ST THEFT 1352832 12/21/2013 00:00:00 3521 W COURT ST SUSP/CIR 1353377 12/26/2013 00:00:00 3521 W COURT ST A/VEH 1353430 12/26/2013 00:00:00 3521 W COURT ST ALARM 1353659 12/28/2013 00:00:00 3521 W COURT ST NOISE/OR 1401328 01/09/2014 00:00:00 3521 W COURT ST MAL/MISC 1401879 01/13/2014 00:00:00 3521 W COURT ST INFO 1404106 01/30/2014 00:00:00 3521 W COURT ST SUSP/CTR 1402736 01/20/2014 00:00:00 3521 W COURT ST TRAFFIC 1402908 01/21/2014 00:00:00 3521 W COURT ST SUSP/CIR 1410005 03/13/2014 00:00:00 3521 W COURT ST TRESPASS 1403657 01/26/2014 00:00:00 3521 W COURT ST NARCOTIC 1403830 01/27/2014 00:00:.00 3521 W COURT ST PROPERTY 1404009 01/29/2014 00:00:00 3521 W COURT ST AS/OTH 1404835 02/04/2014 00:00:00 3521 W COURT ST TRESPASS 1405384 02/08/2014 00:00:00 3521 W COURT ST HAZARD -D1419565 05/17/2014 00:00:00 3521 W COURT ST NOISE/OR (D1409951 03/13/2014 00:00:00 3521 W COURT ST NARCOTIC 0o1403225 01/23/2014 00:00:00 3521 W COURT ST TRESPASS (D O CO CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1410816 03/19/2014 00:00:00 3521 W COURT ST THEFT 1403528 01/25/2014 00:00:00 3521 W COURT ST INFO 1411587 03/25/2014 00:00:00 3521 W COURT ST TRAFFIC 1412235 03/30/2014 00:00:00 3521 W COURT ST 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ANIMAL 1424398 06/17/2014 00:00:00 3521 W COURT ST PASO EX/PATRO 1426147 06/28/2014 00:00:00 3521 W COURT ST GANG/GRA 1432921 08/10/2014 00:00;00 3521 W COURT ST ANIMAL 1426650 07/01/2014 00:00:00 3521 W COURT ST ANIMAL 1427846 07/07/2014 00:00:00 3521 W COURT ST FOLLOWUP 3422524 06/05/2014 00:00:00 3521 W COURT ST TRESPASS 1428726 07/13/2014 00:00:00 3521 W COURT ST LEW/COND 430835 07/26/2014 00:00:00 3521 W COURT ST NOISE/OR X1431848 08/02/2014 00:00:00 3521 W COURT ST A/VEH O -1431888 08/03/2014 00:00:00 3521 W COURT ST ANIMAL Q432699 08/08/2014 00:00:00 3521 W COURT ST EX/PATRO O 'age 3 CASE ID ACTDATE STREETNBR STREET CSDISPOSIT 1432797 08/09/2014 00:00:00 3521 W COURT ST SUSP/CIR 1438423 09/18/2014 00:00:00 3521 W COURT ST EX/PATRO 1440359 10/01/2014 00:OG:00 3521 W COURT ST DIS/COND 1440745 10/04/2014 00:00:00 3521 W COURT ST ALARM 1428523 07/11/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1433024 08/11/2014 00:00:00 3521 W COURT ST THEFT 1440857 10/04/2014 00:00:00 3521 W COURT ST DIS/GOND 1433229 08/12/2014 00:00:00 3521 W COURT ST PROPERTY 1433637 08/15/2014 00:00:00 3521 W COURT ST EX/PATRO 1433671 08/15/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1434768 08/23/2014 00:00:00 3521 W COURT ST THEFT 1434842 08/23/2014 00:00:00 3521 W COURT ST NOISE/OR 1434859 08/23/2014 00:00:00 3521 W COURT ST NOISE/OR 1436226 09/02/2014 00:00:00 3521 W COURT ST ANIMAL 1440861 10/05/2014 00:OO:00 3521 W COURT ST EX/PATRO 1437393 09/10/2014 00:00:00 3521 W COURT ST TRAFFIC 1441803 10/10/2014 00:00:00 3521 W COURT ST AS/OUT 1438117 09/16/2014 00:00:00 3521 W COURT ST FLD/CONT 1441841 10/10/2014 00:00:00 3521 W COURT ST NOISE/OR 1441846 10/10/2014 00:00:00 3521 W COURT ST NOISE/OR 1440081 09/29/2014 00:00:00 3521 W COURT ST AS/OTH 1441849 10/10/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1441922 10/11/2014 00:00:00 3521 W COURT ST SUSP/CIR 1440812 10/04/2014 00:00:00 3521 W COURT ST NOISE/OR 1443747 10/24/2014 00:00:00 3521 W COURT ST INFO 1445147 11/03/2014 00:00:00 3521 W COURT ST FLD/CONT 1440995 10/05/2014 00:00;00 3521 W COURT ST PASC EX/PATRO 1441475 10/08/2014 00:00:00 3521 W COURT ST VEH/REPO 1441693 10/09/2014 00:00:00 3521 W COURT ST EX/PATRO 1449595 12/11/2014 00:00:00 3521 W COURT ST CIVIL 1449847 12/13/2014 00:00:00 3521 W COURT ST MENTAL -1442257 10/14/2014 00:00:00 3521 W COURT ST PASC EX/PATRO v 1442423 10/15/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 81443002 10/1$/2014 00:00:00 3521 W COURT ST SUSP/CIR O N CASE ID ACTDATE STRLETNBR STREET CSDISPOSIT 1443660 10/23/2014 00:00:00 3521 W COURT ST FLD/CONT 1444866 11/01/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1445002 11/02/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1446036 11/10/2014 00:00:00 3521 W COURT ST PASC EX/PATRO 1446645 11/16/2014 00:00:00 3521 W COURT ST TRAFFIC 1446738 11/16/2014 00:00:00 3521 W COURT ST INFO 1504944 02/06/2015 00:00:00 3521 W COURT ST INFO 1447460 11/22/2014 00:00:00 3521 W COURT ST NOISE/OR 1447917 11/26/2014 00:00:00 3521 W COURT ST ALARM 1449428 12/10/2014 00:00:00 3521 W COURT ST WELF/CKS 1505344 02/09/2015 00:00:00 3521 W COURT ST TRESPASS 1449883 12/13/2014 00:00:00 3521 W COURT ST DUI 1451212 12/23/2014 00:00:00 3521 W COURT ST INFO 1452001 12/31/2014 00:00:00 3521 W COURT ST WELF/CKS 1507957 03/02/2015 00:00:00 3521 W COURT ST AS/AMS 1501106 01/09/2015 00:00:00 3521 W COURT ST SUSP/CIR 1508897 03/09/2015 00:00:00 3521 W COURT ST FOLLOWUP 1509274 03/11/2015 00:00:00 3521 W COURT ST SUSP/CIR 1504790 02/05/2015 00:00.00 3521 W COURT ST ALARM 1509495 03/13/2015 00:00:00 3521 W COURT ST SUSP/CIR 1509558 03/13/2015 00:00:00 3521 W COURT ST COUNTERF 1509722 03/14/2015 00:00:00 3521 W COURT EX/PATRO 1505200 02/08/2015 00:00:00 3521 W COURT ST THEFT 1505206 02/08/2015 00:00:00 3521 W COURT ST THEFT 1509782 03/1S/2015 00:00:00 3521 W COURT ST THEFT 1451412 12/26/2014 00:00:00 3521 W COURT ST ALARM 1506184 02/17/2015 00:00:00 3521 W COURT ST TRESPASS 1506962 02/23/2015 00:00:00 3521 W COURT ST THEFT/SL 1513585 04/11/2015 00:00:00 3521 W COURT ST EX/PATRO 1514281 04/16/2015 00:00:.00 3521 W COURT ST THEFT 508105 03/03/2015 00:00:00 3521 W COURT ST THEFT 508984 03/09/2015 00:00:00 3521 W COURT ST WELF/CKS CD -1526211 07/11/2015 00:00:00 3521 W COURT ST NOISE/OR CD ^4505951 02/14/2015 00:00:00 3521 W COURT ST NOISE/OR O -*I N CLQ Page 5 CASE ID ACTUATE STREETNBR STREET CSDISPOSIT 1514174 04/16/2015 00:00:00 3521 W COURT ST SUSP/CIR 1531039 08/15/2015 00:00:00 3521 W COURT ST NOISE/Olt 1531075 08/16/2015 00:00:00 3521 W COURT ST NOTSE/Olt 1518416 05/16/2015 00:00:00 3521 W COURT ST AS/OTH 1519288 05/22/2015 00:00:00 3521 W COURT ST INFO 1519945 05/27/2015 00:00:00 3521 W COURT ST WELF/CKS 1520281 05/29/2015 00:00:00 3521 W COURT ST IN'F'O 1522365 06/13/2015 00:00:00 3521 W COURT ST CIVIL 1522539 06/15/2015 00:00:00 3521 W COURT ST TRESPASS 1523275 06/20/2015 00:00:00 3521 W COURT ST NOTSE/OR 1523462 06/22/2015 00:00:00 3521 W COURT ST SUSP/CIR 1523682 06/24/2015 00:00:00 3521 W COURT ST PROPERTY 1525451 07/06/2015 00:00:00 3521 W COURT ST TRAFFIC 1513351 04/10/2015 00:00:00 3521 W COURT ST TRAFFIC 1527440 07/20/2015 00:00:00 3521 W COURT ST TRESPASS 1528042 07/24/2015 00:00:00 3521 W COURT ST NOISE/OR 1530642 08/13/2015 00:00:00 3521 W COURT ST INFO 1530802 08/14/2015 00:00:00 3521 W COURT ST WELF/CKS 1534819 09/12/2015 00:00:00 3521 W COURT ST NOISE/OR 1537660 10/03/2015 00:00:00 3521 W COURT ST UNFOUND 1532798 08/28/2015 00:00:00 3521 W COURT ST PASC FOLLOWUP 1538426 10/08/2015 00:00:00 3521 W COURT ST FRAUD 1547095 12/11/2015 00:00:00 3521 W COURT ST TRAFFIC 1547202 12/12/2015 00:00:00 3521 W COURT ST NOISE/OR 1536717 09/26/2015 00:00:00 3521 W COURT ST INFO 1549346 12/30/2015 00:00:00 3521 W COURT ST VEH/ABAN 1538276 10/07/2015 00:00:00 3521 W COURT ST ALARM 1533896 09/05/2015 00:00:00 3521 W COURT ST UNFOUND 1539273 10/14/2015 00:00:00 3521 W COURT ST FOLLOWUP 1539843 10/17/2015 00:00:00 3521 W COURT ST NOISE/OR 1542751 11/07/2015 00:00:00 3521 W COURT ST NOISE/OR 71542963 11/09/2015 00:00:00 3521 W COURT ST UNFOUND v 1543706 11/14/2015 00:00:00 3521 W COURT ST NOISE/OR (o1544512 11/20/2015 00:00:00 3521 W COURT ST NOISE/OR W O N --- —. CASE ID ACTDATE STREETNSx2 STREET CSDISPOSIT 1544601 11/21/2015 00:00:00 3521 W COURT ST NOISE/OR 1533944 09/05/2015 00:00:00 3521 W COURT ST NOISE/OR 1544624 11/22/2015 00:00:00 3521 W COURT ST ASSAULT 1545361 11/28/2015 00:00:00 3521 W COURT ST NOISE/OR 1546277 12/06/2015 00:00:00 3521 W COURT ST NOISE/OR 1534595 09/11/2015 00:00:00 3521 W COURT ST NARCOTIC 1604347 02/01/2016 00:00:00 3521 W COURT ST MAL/MISC 1547674 12/16/2015 00:00:00 3521 W COURT ST NARCOTIC 1547755 12/17/2015 00:00:00 3521 W COURT ST PROPERTY 1604439 02/01/2016 00:00:00 3521 W COURT ST PASC EX/PATRO 1548449 12/22/2015 00:00:00 3521 W COURT ST INFO 1604995 02/05/2036 00:00:00 3521 W COURT ST UNFOUND 1605120 02/06/2016 00:00:00 3521 W COURT ST TRESPASS 1607620 02/24/2016 00:00:00 3521 W COURT ST SUSP/CIR 1607753 02/25/2016 00:00:00 3521 W COURT ST THEFT 1609469 03/08/2016 00:00:00 3521 W COURT ST FOLLOWUP 1610198 03/12/2016 00:00:00 3521 W COURT ST NOISE/OR 1610913 03/17/2016 00:00:00 3521 W COURT ST ALARM 1613185 04/01/2016 00:00:00 3521 W COURT ST A/FTSID 1613360 04/03/2016 00:00:00 3521 W COURT ST PASC EX/PATRO 1546417 12/07/2015 00:00:00 3521 W COURT ST TRESPASS 1600458 01/04/2016 00:00:00 3521 W COURT ST INFO 1619967 05/13/2016 00:00:00 3521 W COURT ST ALARM 1621196 05/21/2016 00:00:00 3521 W COURT ST TRESPASS 1622298 05/28/2016 00:00:00 3521 W COURT ST NOISE/OR 1622300 05/28/2016 00:00:00 3521 W COURT ST DISTURB 1622305 05/28/2016 00:00:00 3521 W COURT ST UNFOUND 1622344 05/29/2016 00:00:00 3521 W COURT ST INFO 1606169 02/13/2016 00:00:00 3521 W COURT ST DISTURB 1600224 01/02/2016 00:00:00 3521 W COURT ST FOLLOWUP 622707 05/31/2016 00:00:00 3521 W COURT ST THEFT/SL W1623151 06/02/2016 00:00:00 3521 W COURT ST TRESPASS (D ,1623556 06/04/2016 00:00:00 3521 W COUNT ST NOISE/OR X1624814 06/11/2016 00:00:00 3521 W COURT ST NOISE/OR a • Page 7 CASE_ID ACTDATE STREETNSR STREET CSDISPOSTT 1611889 03/24/2016 00:00:00 3521 W COURT ST THEFT/SL 1612598 03/29/2016 00:00:00 3521 W COURT ST DIS/GOND 1625960 06/18/2016 00:00:00 3521 W COURT ST NOISE/OR 1615664 04/18/2016 00:00:00 3521 W COURT ST ANIMAL 1616481 04/23/2016 00:00:00 3521 W COURT ST INFO 1630156 07/13/2016 00:OD:00 3521 W COURT ST THEFT/SL 1630583 07/16/2016 00;00:00 3521 W COURT ST FLD/CONT 1631146 07/19/2016 00:00:00 3521 W COURT ST FOLLOWUP 1631523 07/21/2016 00:00:00 3521 W COURT ST FOLLOWUP 1631816 07/23/2016 00:00:00 3521 W COURT ST THEFT 1632208 07/25/2016 00:00:00 3521 W COURT ST UNFOUND 1632230 07/25/2016 00:00:00 3521 W COURT ST ANIMAL 1635048 08/10/2016 00:00:00 3521 W COURT ST INFO 1636159 08/17/2016 00:00:00 3521 W COURT ST THEFT/SL 1623602 06/05/2016 00:00:00 3521 W COURT ST MISSING 1638233 08/31/2016 00:00:00 3521 W COURT ST THEFT/SL 1639787 09/10/2016 00:00:00 3521 W COURT ST FOLLOWUP 1627043 06/25/2016 00:00:00 3521 W COURT ST NOISE/OR 1627066 06/26/2016 00:00:00 3.521 W COURT ST DIS/COND 1635664 08/14/2016 00:00:00 3521 W COURT ST FOLLOWUP 1635863 08/15/2016 00:00:00 3521 W COURT ST FOLLOWUP 1636910 08/22/2016 00:00:00 3521 W COURT ST DUMPING 1637684 08/28/2016 00:00:00 3521 W COURT ST THEFT/SL OD CD CD cn O N User: PDVORAK Pasco Police Department 09/29/201.6 11:06:57 Agcy Cade Description 1 PENDING 10 REPORT REQUIRED 1 I UNABLE TO LOCATE 12 YES, CREATE A CASE NUMBER 2 COMPLETE 3 SEE INVESTIGATION REPORT 4 CANCELLED DUPLICATE EVENT 5 FIELD INTERVIEW 6 GONE ON ARRIVAL 7 NO CASE NUMBER 8 TEMPORARY DISP CODE 9 NO REPORT REQUIRED 911 HU 91.1 HANG UP A/DUI A/DUI A/FATAL A/FATAL A/FTSID A/FTSID A/IND A/IND A/OTH A/OTH APED A/PED AIV EH A/V EH ABDUCT ABDUCT ADULT/OT ABUSED/NEGLECTED ADULTS IN ASSTD ADVEVNT AL/EQMAL ALARM EQUIPMENT MALFUNCTION AL/OPER ALARM OPERATOR ERROR AL/RESC ALARM RESPONSE CANCELLED AL/UNC ALARM UNDETERMINED CAUSE ALNAL ALARM VALID ALARM ALARM ALARM/BU BUSINESS ALARM ALARM/RE RESIDENTAL ALARM ALARM/VE ALARMNEH ANIMAL ANIMAL APS ADULT PROTC. SERVICE ARSON ARSON AS/AIR ASSIST AIRCRAFT/OVER FLIGHTS AS/AMB AS/AMB AS/ATV ATV PATROL BY SOUTH END DEPUTY yscodel PagepIpp,of 429 Agcy Code Description AS/BAR AS/BAR AS/COMP COMPUTER CRIMES (NOT FITTING OTHER TITLES) AS/COURT AS/COURT AS/FIRE ASSIST FIRE AS/K9 AS/K9 AS/MSG AS/MSG AS/OTH AS/OTH AS/OUT AS/OUT AS/SCHOL ASSIST SCHOOL ASLT/DV ASLT/DV ASLT/OFC ASLT/OFC ASSAULT ASSAULT ASSNCASE CASE NUMBER ASSIGNED ATL ATL AUTO/THE AUTO/THEFT BACKGRND PRE-EMPLOYMENT BACKGROUND INVESTIGATIONS BIGAMY BIGAMY BOAT BOAT INSPECTION BOAT/AC BOAT ACCIDENT BOAT/AS BOAT ASSIST BOAT/OT BOAT- OTHER RELATED CALLS BOATER/A BOATER ARRESTSICITATIONS BOMB BOMB / EXPLOSIVES BOMB/SQU BOMB SQUAD RESPONSE/RPD BOMB/THR BOMB THREAT BUI BOATING UNDER THE INFLUENCE BURG/ATT BURG/ATT BURGLARY BURGLARY BUS/GOND CONDUCT VIOL ON TRANSIT BUS OR BUS STATION BUS/SCH COMPLAIN INITIATED BY SCHOOL BUS DRIVER BUSIICH BUSINESS CHECK BUSI/CHK BUSINESS CHECK CANCELLE CANCELLED CALL CANCEVT USED FOR CANCEL EVENT TESTING CE CODE ENFORCEMENT CHILD/OT CHILD/OTH CHILD/PH CHILD/PHYS CHILD/SE CHILD/SEX CIVIL CIVIL CONTR/JA INTRODUCTION OF CONTRABAND INTO JAIL COUNTERF COUNTERFEI CPS/REFE CPS REFERRAL Pagepl pf 429 Agcy Code Description CPTED CRIME PREVENTION TED REPORT SURVEY CURFEW CURFEW D&T DETAIN AND TRANSPORT DEATH DEATH DIS/COND DIS/COND DISTURB DISTURB DOG DOG DANGEROUS DOG/WARN DEEMD POTENTIALLY DANG (DECLARATION ISSUED) DOMESTIC DOMESTIC DRE/EVAL DRE EVALUATION DROWNING DROWNING DSHS DSHS ASSISTS DUI DUI DUMPING DUMPING DUMPSITE DUMP SITE DUPNCAN DUPLICATE AND CANCEL ELUDING ELUDING EMBZL EMBZL ESCAPE ESCAPE EX/PATRO EX/PATROL EXT EXTORTION/BLACKMAIL FA I FALARM FIELD FIELD EVENT FIREWORK FIREWORKS FIREWORK FIREWORK VIOLATIONS FLD/ARR FLD/ARR FLD/CONT FLD/CONT FOLLOWUP FOLLOWUP FORGERY FORGERY FRAUD FRAUD FT REG FT REG SEX OFFENDER FUGITIVE FUGITIVE GAMBLING GAMBLING GAME/VIO HUNTERS TRESPASS/VIOL OF FISH&GAME LAWS/FISH GANG GANG GANG/GRA GANG/GRAF HARASS HARASSMENT HAZIMAT HAZ/MAT HAZARD HAZARD HOMICIDE HOMICIDE NOUS/CK HOUSE CHECK 1D/THEFT IDENTITY THEFT PagepIpp3of 429 Agcy Code Description IN/INFO INMATE INFO INFO INFO INTIMIDA INTIMIDATE JAIL INCIDENT AT .TAIL NOT FITTING OTHER TITLE JAILCHCK JAIL CHECK KIDNAP KIDNAP LEW/COND LEWD/COND LIQ/LAW LIQ/LAW LITTER LITTERING LOCORDV LOCAL ORDINANCE VIOLATION LOIT LOIT LURING LURING FOR IMMORAL PURPOSE MAL/HARA MAL/HARASS MAL/MISC MAL/MISC MENIAL MENTAL METH/LAB METH LAB METRO METRO MINOR/TO MINOR IN POSSESION OF TOBACCO MISSING MISSING NARCOTIC NARCOTICS NO LOCAT AREA CHECKED, NO LOCATE NOISE/OR NOISE ORD LOUD PEOPLE/HOUSE OBSTRUCT OBSTRUCT OPN/BLDG OPNBLDG ORDERfVI ORDER/VIO ORV/COMP ORV COMPLAINT (DIRT BIKES, GO-CARTS, ETC) PANHANDL PANHANDLERS PARK CHE PARK CHECK PAWN PAWN PHONE PHONE POLY POLYGRAPH EXAMINATION POSS/SPR POSS/SPROP PROPERTY PROPERTY PROSTIT PROSTIT PROT PROTECTIVE CUSTODY PROWLER PROWLER PUB/TALK PUBLIC TALKING RADARTRL RADAR TRAILER RAPE RAPE REC/STLN REC/STLN REFERRED REFERRED RIDEALON RIDE A LONGS Page,,I?9,pf 429 Agcy Code Description RIVER/OT RIVER CALLS NOT INCLUDED IN BOAT TITLES ROAD/RAG ROAD RAGE THAT WAS CAUSE OF INCIDENT ROBBERY ROBBERY RUN/RTN RUNAWAY RETURNED RUNAWAY RUNAWAY SARBOT SEARCH / RESCUE ROBOT SCAM SCAM CALL SEC/FORM SEC/FORM SEX/FILE SEX OFFENDER FILE (NOT FT/REG) SEX/OFF SEX/OFF SOLICITO SOLICITOR SPRINKL SPRINKL SRCH/WAR SRCH/WARNT STALKING STALKING SUICIDE SUICIDE SUICIDE/ SUICIDE/AT SUSP/CIR SUSP/CIRCU SUSP/FIR SUSP/FIRE SUSP/PER SUSP/PERS SUSPNEH SUSPNEH SWAT SWAT TATTOOIN TATTOO OF A MINOR THEFT THEFT THEFT/SL THEFT/SL THREATS THREATS TMVWOP TMVWOP TRAFFIC TRAFFIC TRESPASS ON PROPERTY WITHOUT PERMISSION UIBC UIBC UNFOUND UNFOUNDED CALL UNLAWIMP UNLAWFULL IMPRISIONMENT VEH/ARAN VEH/ABAN VEH/IMP VEH/IMP VEH/MUSI VEH/MUSI VEH/PROW VEH/PROWL VEH/REPO VEH/REPO WALK WALK THROUGH WANT/PER INFO OR LOCATION RECEIVED REGARDING WANTED WARNT/OU WARNT/OUT WARNT/SE WARNT/SER WEAPONS WEAPONS WELF/CKS WELT/CKS Pagei�00 of 429 Agcy Cade Description WGT/CHK WEIGHT CHECK WORK/CRE WORK CREW DETAIL Page r ge of 429 PLANNING COMMISSION MINUTES 9/15/16 B. Special Permit Special permit to locate a nightclub in a C-1 zone (Bernardo Lopez & Alejandro Leon) (MF# SP 2016- 010 Chairwoman Roach read the master file number and asked for comments from staff. Rick White, Community & Economic Development Director, discussed the special permit for the location of a nightclub in a C-1 (Retail Business) Zone. The proposed site is at 220 N. 18th Avenue between Bonneville and Clark Street. Many years ago this location was the restaurant for the Black Angus Hotel and Restaurant. There are residential properties to the north and mixed residential and commercial properties to the east. There is a hotel style housing complex to the south and west. The provisions for dance clubs and night halls was added to the municipal code in 2014 to require a special permit in C-1 zones, otherwise it would have been an outright permitted use. The staff report goes into the square footage involved in various night club uses, parking issues and operating hours. The staff conclusion is that this proposal is not a good use at this location due to the transition to the residential nearby. However, staff has provided preliminary findings of fact and preliminary list of conditions should the proposal be approved. Chairwoman Roach asked if this location was the former Panda Woks after it was the Black Angus and if it went out of business as well. Mr. White responded that it was and is no longer operating. Chairwoman Roach asked if the hotel to the west is still in operation. Mr. White answered that it is still operating. Commissioner Polk asked what the hours of the bar and restaurant was when it was in business. Mr White stated that he didn't know what their hours of operation were. Commissioner Polk asked if the hotel that is still in operating is transitioning to apartments. Mr. White responded that there is a problem with the current owner and transitioning the property to apartments. It is a C-1 zone so apartments are not allowed, however, hotels are allowed. There was either misleading statements or staff error that allowed the business license in 2016 to be signed off on for conversion of the apartments. Code Enforcement staff is currently working with the owner to get the problem resolved. Chairwoman Roach asked why apartments are not allowed when there are apartments across the street. Mr. White stated that apartments are permitted in the R-2 and R-3 zones nearby but the -1- Page 202 of 429 site that the hotel is located on is C-1 which does not allow apartments. Commissioner Polk asked if its proximity to Lewis Street that keeps it zoned commercially. Mr. White stated that the site has been zoned C-1 for decades. Commissioner Portugal asked what the total occupancy would be for this proposed night club. Mr. White responded that it depends. There is a calculation in the staff report that pertains to the number of parking stalls based on the square footage. The occupancy is based on different factors and would be based on their submittal for their floor plan. Bernardo Lopez, 220 N. 18th Avenue, spoke on behalf of his application. Alejandro Leon, 943 W. Sylvester Street, spoke on behalf of his application. Mr. Lopez stated that they would like to bring something different to the Tri -Cities and they have been planning to do this for a while. Mr. Leon spoke in Spanish for Commissioner Portugal to translate. Commissioner Portugal stated that Mr. Leon wanted to say that this project is something they have been planning for 20 years. They plan to have a night club with some entertainment. Commissioner Bowers asked why they chose this particular location for their night club. Mr. Lopez responded that they have lived in Pasco most of their lives so they wanted to open the night club in Pasco. They saw that this property was for sale and came to the City Hall to speak with staff about this location to see if it would be permitted to operate a night club at this location. Staff told them yes so they purchased the property. After they purchased the property is when they were told that they would need a special permit. Had they known at the time they would need a special permit, they wouldn't have purchased that property. Commissioner Polk discussed a letter that was received by the Planning Commission from a neighbor of the proposed site who had concerns about a possible increase in gang related activities that could be associated with the night club. She asked if they had any plans to prevent any of that activity from impacting the neighborhood. Mr. Lopez didn't think gang activity would be an issue as they plan on having a classy night club. They only intend to operate Thursday -Sunday for the time being. They will try to have live entertainment, like when he worked at a bar in Spokane they would have a musician come and play the saxophone. Mr. Leon added that they want a nice night club for the Tri -Cities. -2- Page 203 of 429 Commissioner Portugal asked if they had a plan in case gangs to start hanging around the area or night club. Mr. Lopez asked if he meant during the hours of operation or after the hours of operation. Commissioner Portugal responded during the hours of operation. Mr. Lopez stated that when he worked at a night club before they would kick the problem people out and not allow then to come back to the establishment. Commissioner Polk stated that staff has made some approval conditions that would alter their planned hours of operation. She asked if they accepted those approval conditions. Mr. Lopez responded that they are in agreement with the approval conditions. They agree that 1:30 a.m. is a good time to close. Mr. Leon added that they are willing to work with the neighbors if they have any concerns or problems. Commissioner Mendez asked if he had experience running a night club and if he was familiar with security procedures. Mr. Lopez responded that he did have experience working at a night club. Commissioner Mendez asked how many people they anticipate serving on a nightly basis. Mr. Lopez stated that they have spoken with the Building Department and the estimated number they could serve would be 300-400, predominantly on Fridays and Saturdays. Commissioner Portugal asked if they have someone lined up for security. Mr. Lopez answered that there is currently a security officer that patrols the area and monitors the property and that is something they can continue. Commissioner Portugal asked if this security is trained. Mr. Lopez responded that it would be a trained security officer. He stated that when he worked in a night club he was security so he also has experience. Griselda Lopez, 943 W. Sylvester Street, spoke on behalf of this item. She stated that the proposed location is not just surrounded by residential, there is also commercial, such as, Subway, a bakery and a grocery store. She stated that she supports the special permit application and that they have been working on this for a long time. Tammy Garza, 2527 Duportail Street, Richland, WA spoke on behalf of this item. She stated that she is a property owner of the property to the north of multi -family residencies. She spoke with her tenants about this proposal and asked about their concerns and she received 53 letters. She emailed the letters to Associate Planner, Jeff Adams, and -3- Page 204 of 429 submitted them into the record for the evening. She said residents are concerned and unhappy about the idea of a night club locating by their residency. They were unhappy when it was the Panda Wok which had a bar and the type of crowd that it drew. She added that the alley between Bonneville gives concerns to many of the single mothers living there. She added that she spoke to the nearby daycare and they are concerned about their parking lot being used. Commissioner Portugal asked if she had the chance to speak with the applicants about this project. Ms. Garza stated that she had not but spoke with her residents. She said she didn't know how to get a hold of the applicants. Griselda Lopez, 243 W. Sylvester Street, spoke again on this item. She said that Panda Woks that included a bar was in business for about 18 years so she didn't see the difference of these applicants opening a night club at the same location. Personally, she has spoken with many people in the area excited about the night club. Hector Garza, 2527 Duportail Street, Richland, spoke on behalf of this item. He stated that he went with his wife to speak to the residents in the adjacent blocks to this proposed site. The biggest concern of the residents was the people that this establishment will attract. He respects their intent but he knows what night clubs bring with drinking. He said that drugs will show up. He stated that there had been shootings when the Panda Wok was open. His concern is that it will bring more violence to the neighborhood. Alejandro Leon, 943 W. Sylvester Street, spoke on behalf of this item. He stated that they would be bringing an opportunity for jobs to the area and more entertainment. With no further comments the public hearing was closed. Commissioner Polk asked if staff was aware of any code complaints or violations from this location or any criminal activity. Mr. White answered that he was not aware of any. The public hearing is closed and new evidence should not be presented unless the Planning Commission decides to continue the public hearing to the next meeting. Chairwoman Roach asked how many night clubs exist in Pasco. Mr. White said he was unsure but probably a hand full. Chairwoman Roach asked where they are located. Mr. White responded that there are 2-3 located on the outskirts of the central business district and downtown Pasco and there is 1 further north on 4th Avenue. Commissioner Bowers stated that the Planning Commission has not had a chance to look at the 53 letters from nearby residents that was submitted into the record. She asked if notifications went to these surrounding properties. -4- Page 205 of 429 Mr. White said yes, all addresses within 300' were notified of the public hearing. Chairwoman Roach asked if the Planning Commission will have a chance to look at the letters that were submitted. Mr. White responded that it would be good form to continue the public hearing to allow for new evidence into the public record. Chairwoman Roach stated that the Commissioners were in agreement to continue the public hearing. The public hearing was re -opened. Benardo Lopez, the applicant, stated that the notices were sent out for this public hearing and it was his understanding that this was going to be the only hearing. Chairwoman Roach stated that the public hearing will be continued to the next meeting so that the Commissioners can take in all of the appropriate information. Tammy Garza, 2527 Duportail Street, spoke again on this item. She said a lot of the population in this area is Hispanic and the notice was sent in English. Griselda Lopez, 243 W. Sylvester Street, spoke again on this item. She felt if the residents were so concerned, there would have been some at the public hearing. There was discussion between the Planning Commission and staff regarding the notification process and the possibility of sending notices out in English and Spanish. Mr. White stated that the process needs to be consistent with other hearings that have occurred this calendar year to appear fair and that any procedural change should occur at the start of a new year. There were was no further discussion on this item. Commissioner Mendez moved, seconded by Commissioner Lukins, to continue the public hearing to the October 20, 2016 Planning Commission meeting. The motion passed unanimously. Respectfully submitted, David McDonald, City Planner -5- Page 206 of 429 PLANNING COMMISSION MINUTES 10/20/16 A. Special Permit Special permit to locate a nightclub in a C-1 zone (Bernardo Lopez & Alejandro Leon) IMF# SP 2016- 010 Chairman Cruz read the master file number and asked for comments from staff. Rick White, Community & Economic Development Director, noted that the item was a continuation of the hearing from the previous Planning commission meeting, and that a number of letters were handed to the Clerk. Copies of the letters have been placed in Planning Commission packets. Mr. White also noted that the Commission requested additional information regarding the number of police calls to existing nightclubs in Pasco, which information was also included in the Commission packets. Mr. White cautioned commissioners that the totals shown on page 3 of the report are not yearly averages, but rather totals for the past 5 years. Mr. White reminded the commission that eh property is located at the southwest corner of 18th Avenue and Bonneville Street, and that the report details the proposed uses within the 10,000 square -foot building on the property, such as the bar area, the dance floor, dining area and kitchen space. Mr. White explained that the Environmental Impact Determination is being withheld until the conclusion of the public hearing process. It is anticipated that if the process moves forward we may be required to ask for additional information or a revised application addressing noise, land use, light, and glare. Mr. White noted that staff has prepared findings of fact and conclusions based on the requirements we need to follow for Special Permits, and a recommendation for denial based on those findings of fact and conclusions. Chairman Cruz reopened the public hearing and requested discussion on behalf of the Planning Commission. Commissioner Khan asked whether the definition of a bar differs from that of a nightclub or dance hall. Mr. White responded that he did not think the Code defined bars specifically but that it would be according to the common dictionary definition of a place that sold alcoholic beverages. Commissioner Khan asked if it would therefore not fall under the C-1 zoning district, but would require a Special Permit even if it were just a bar. Mr. White responded that a bar is not allowed in the C-1 zone except along with existing food services. Commissioner Bowers expressed some confusion concerning the opposition letters added to the Commission packets, that they were "translated letters" but that the letters are a standard form letter objecting to the permit being granted, with signatures. Mr. White responded that he did not remember the word "translated" being used, and that it is obvious they were indeed standardized form letters, probably walked around the neighborhood by the opponent and apparently signed by either the residents or the -1- Page 207 of 429 property owners. Chairman Cruz offered to read one of the letters for the benefit of the television audience: "Dear City of Pasco: This letter is regarding petition Master File Number SP 2016-010 to locate a night club at 220 North 18th Avenue Pasco, Washington. The purpose of this letter is to express objections to this permit being granted. This neighborhood has families and does not want a nightclub type of crowd in our residential area. Please consider this request and do not grant the permit." He also noted that there are "50-ish" letters, and that it was not an insignificant amount of paper. Commissioner Portugal asked if there was no address on the letter Chairman Cruz just read. Chairman Cruz responded that he just picked up one at random. Commissioner Portugal correctly noted that the first letter, from Hector 8v Tammy Garza had no address on it, and wondered where they lived. Commissioner Lukins responded that Mr. Garza is in the audience and spoke last month at the hearing, and that he owns property in the area, and we have his property on the record. Chairman Cruz asked for any other discussion on behalf of the Commission. Commissioner Portugal correctly noted that some of the letters came from the same residence. Commissioner Greenway responded that if they are all legal adults they can all sign separate letters—if there are ten legal adults in the home they can sign ten letters. Chairman Cruz again asked for any other discussion on behalf of the Commission. Commissioner Khan asked if it was true that a restaurant could be operated in the C-1 Zone without a Special Permit. Mr. White responded that yes, that is true. Commissioner Khan asked if it was true that a bar could be added to a restaurant in the C-1 Zone without a Special Permit. Mr. White responded that yes, that is true. Commissioner Khan asked if it was true that stand-alone nightclubs and dance halls require a special permit to operate in the C-1 Zone. Mr. White responded that yes, nightclubs and dance halls require a special permit to operate in the C-1 Zone. Chairman Cruz asked for any final discussion from the Commission and then re -opened the hearing, inviting the applicants to speak, and told them to state their name and address for the record. Bernardo Lopez stated his address as 220 N 18th Avenue, Pasco WA. Alejandro Leon stated his address as 943 W Sylvester Avenue, Pasco WA. Bernardo Lopez asked if the Commission was going to make a decision today. Chairman Cruz responded that they were going to open the public hearing and listen to public comments and incorporate that information, along with the letters and the police calls information into the record, and then the Commission would vote today. The -2- Page 208 of 429 recommendation would then go to City Council for a vote to accept or reject the Commission's recommendation. Bernardo Lopez commented the regarding the letters that some of the people didn't know what the letters said, that they just signed them. He also noted that the letters were all form letters, and that he had thought from the last meeting that all the letters were different. Chairman Cruz asked for any other input from the audience. There were no further comments from the audience. Chairman Cruz asked for any other comments from the Commission. There were no further comments from the Commission. Chairman Cruz entertained a motion from the Commission. Commissioner Greenaway moved, seconded by Commissioner Bykonen to adopt findings of fact and conclusions therefrom as contained in the October 20th, 2016 staff report. The motion passed unanimously. Commissioner Greenaway moved, seconded by Commissioner Bykonen, based on the findings of fact and conclusions therefrom, the Planning Commission recommend the City Council Deny a special permit for location of a nightclub at 220 North 181h Avenue. The motion passed 8-1 with Commissioner Portugal dissenting. Respectfully submitted, David McDonald, City Planner -3- Page 209 of 429 AGENDA REPORT FOR: City Council November 1, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 Rick Terway, Administrative & Community Services Director FROM: Dan Dotta, Facilities Division Manager Administrative & Community Services SUBJECT: Boating Facilities Program Grant - Authorizing Resolution I. REFERENCE(S): Site Development Plan Proposed Resolution II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve Resolution No. , authorizing submitting application for grant funding assistance for Boating Facilities Program (BFP) project (Marina Boat Launch and Restroom) to the Recreation and Conservation Funding Board as provided in Chapter 79A.25 RCW, WAC 286, and other applicable authorities. III. FISCAL IMPACT: CIP Funds - $154,800 IV. HISTORY AND FACTS BRIEF: The City of Pasco has a lease with the Army Corps of Engineers for the Pasco Boat Basin through 2054. The City has subleased the marina to Columbia Marine Center through 2022, with an option to extend the sublease to 2042. They have improved the marina building, added a Pump -out Station and added docks to the marina in the last three years with private and grant money. This marina is the only one on the Pasco side of the Columbia River. The City is responsible for operation and maintenance of Schlagel Park, including the boat launch, which was built by the Army Corps of Engineers in 1975. The condition of the dock and boat launch is poor, with one side of the launch closed due to dangerous conditions. The launch dock has stability issues and is not compliant with Page 210 of 429 federal ADA standards. The restrooms serving the park and boat launch have been closed for more than 15 years. A portable toilet is provided in its place. V. DISCUSSION: The Boating Facilities Program Grant, through the State Recreation and Conservation Office (RCO), has opened a special off-year application cycle. If this grant is awarded to the City, it would be used to rebuild the boat launch, the boat launch dock and replace the restrooms. This would not only restore the facilities, but also bring these facilities into ADA compliance and insure the facility would be open to all users. The grant is a 75% RCO/25% City split, with the cost of the project estimated at $516,000. Staff recommends applying for the grant with a 70%/30% split of costs to highlight the City's commitment to this project. With the 70%/30% split, the grant would reimburse $361,200 and city share would be $154,800 from CIP Funds. The proposed resolution authorizes the City to submit the grant application and states that we understand the City's commitment should the grant be awarded. Staff recommends approval of the proposed resolution. Page 211 of 429 EXISTING RESTROOM E. WASHINGTON ST. (CLOSED) ----------------- -------------------------------------- 1 // J ROJECT LI ITS GENERAL P � I 1 a k NEW 1 M � 1 1 1 RESTROOM X,rX ---------------------------------------------------------------------- xX. , I ii LU I i , q UJ I � ----------1--------- ------------------------- x O -J �\ r------� � ,,nn i I o -�� i i ----- 0 - N i x � x � I X Q O L _ LU RAMP I p O O NEW I , I LU I i , q UJ I Lu i � ' , L ' > ' O 0i NEW RAMP � ,,nn i I o , Q — N i x � x � I X i LU i L _ LU RAMP I L� ----- J NEW BOARDING FLOAT COLUMBIA RIVER �� US 395 LU W. COURT ST Q J Z Q t� i EASt ywY �0 24p CLOVER M O � ISLAND J� SITE VICINITY MAP NTS Project location map for: PRISIM #: 16-2716 DEV A P LCNEERING N Schlagel Park Boat Launch 5220 S. Auburn P1 /� Kennewick, WA 99337-4553 ° A site in the City of Pasco, V VA 509.551.8174 Nwww.JFEngineering.pro JF Eng. Job # Date: 0045.00 Oct 31, 2016 Drawn by: JEF Scale: 1"=100' 1 of 3 RESOLUTION NO. Marina Boat Launch and Restroom: 16-2716 DEV A RESOLUTION of the City of Pasco authorizing submitting application for grant funding assistance for Boating Facilities Program (BFP) project to the Recreation and Conservation Funding Board as provided in Chapter 79A.25 RCW, WAC 286, and other applicable authorities. WHEREAS, our organization has approved a comprehensive parks and recreation plan that includes this project; and WHEREAS, under provisions of the BFP program, state grant assistance is requested to aid in financing the cost of renovating the Marina Boat Launch and Restroom; and WHEREAS, our organization considers it in the best public interest to complete the project described in the application, NOW, THEREFORE, BE IT RESOLVED that: 1. The Admin & Comm Services Director, is authorized to make formal application to the Recreation and Conservation Funding Board for grant assistance. 2. Our organization has reviewed the sample project agreement on the Recreation and Conservation Office's web site at: http://www.rco.wa.gov/documents/manuals&forms/SampleProjAgreement.pdf and authorizes Admin & Comm Services Director to enter into such a project agreement, if funding is awarded. We understand and acknowledge that the project agreement will contain the indemnification and other terms and conditions that are contained in the sample project agreement. The sample project agreement may be revised periodically by the Recreation and Conservation Office. Our organization recognizes that such changes might occur prior to our authorized representative signing the actual project agreement, and we accept the responsibility and the presumption that our authorized representative shall have conferred with us as to any such changes before he/she executes the project agreement on behalf of our organization and so executes with our authorization. 3. Any grant assistance received will be used for only direct eligible and allowable costs that are reasonable and necessary to implement the project referenced above. 4. Our organization expects our matching share of project funding will be derived from Capital Improvement Funds and that pursuant to WAC 286-13-040 we must certify the availability of match at least one month before funding approval. In addition, our organization understands it is responsible for supporting all non-cash commitments to this project should they not materialize. 5. We acknowledge that if the Recreation and Conservation Funding Board approves grant assistance for the project(s), the Recreation and Conservation Office will pay us on only a reimbursement basis. We understand reimbursement basis means that we will only request payment from the Recreation and Conservation Office after we incur eligible and allowable costs and pay them. The Recreation and Conservation Office may also determine an amount of retainage and hold that amount until the project is complete. Page 213 of 429 6. We acknowledge that any property not owned by our organization that is developed, renovated or restored with grant assistance must be dedicated for the purpose of the grant for at least twenty-five (25) years after the project is complete unless otherwise provided and agreed to by our organization and the Recreation and Conservation Funding Board in the project agreement or an amendment thereto. 7. This application authorization becomes part of a formal application to the Recreation and Conservation Funding Board for grant assistance. 8. We provided appropriate opportunity for public comment on this application. 9. We certify that this application authorization was properly and lawfully adopted following the requirements of our organization and applicable laws and policies and that the person signing as authorized representative is duly authorized to do so. This resolution was adopted by our organization during the meeting held in the Council Chambers at Pasco City Hall on November 7, 2016. Signed and approved on behalf of the resolving body of the organization by the following authorized representative: Matt Watkins Mayor ATTEST: Debra L. Clark City Clerk Washington State Attorney General's Office Approved as to form: /s/ Brian Faller July 26, 2016 Assistant Attorney General Date APPROVED AS TO FORM: Leland B. Kerr City Attorney Page 214 of 429 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager FROM: Stan Strebel, Deputy City Manager Executive November 4, 2016 Regular Meeting: 11/7/16 SUBJECT: City Council Representation on Boards and Committees I. REFERENCE(S): Resolution Proposed list of Board and Committee Assignments for 2016-2017 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve Resolution No. , confirming Mayoral appointments of Councilmembers to various Boards and Committees. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: City Council representation is required on a number of municipal and regional boards and committees. The practice of the City Council has been to make Council appointments to the various boards and committees on a biennial basis; thus, appointments generally are for a two-year period. Changes to these appointments, if necessary, can be made at any time by action of the Mayor and City Council. V. DISCUSSION: With the appointment of Chi Flores to the Council, Mayor Watkins has suggested a few changes to board and committee representation, as outlined on the attached listing. Following approval of the resolution by Council, staff will notify those agencies affected by the revised appointments. Page 215 of 429 RESOLUTION NO. A RESOLUTION confirming Mayoral appointments of Councilmembers to various Boards and Committees. WHEREAS, various boards and committees, serving both regional and local purposes, require representation by the Pasco City Council; and WHEREAS, PMC 2.06.020 reserves authority to the Mayor for appointment of members to advisory committees subject to confirmation of the City Council; and WHEREAS, Mayor Watkins, after consultation with Councilmembers, has declared appointments to the respective boards and committees reflected in the list attached hereto; NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO RESOLVE AS FOLLOWS: Section 1: The Pasco City Council hereby confirms the appointments to the respective boards and committees reflected in the list attached hereto, until otherwise modified by action of the Mayor and City Council. Passed by the City Council of the City of Pasco this 7th day of November 2016. Matt Watkins, Mayor ATTEST: APPROVED AS TO FORM: Debra Clark, City Clerk Leland B. Kerr, City Attorney Page 216 of 429 CITY COUNCIL BOARD AND COMMITTEE ASSIGNMENTS CALENDAR YEARS — 2016-2017 Mayoral Appointments to Board and Committee Membership 06 L BOARD/COMMITTEEREPRESENTATIVE ALTERNATE Emergency Medical Services 1St Monday, Bi -Monthly 1:30 pm TRIOS Tom Larsen Al Yenney Franklin County Mosquito Control District 1St Wednesday 12:00 pm 2601 N. Capitol Avenue Bob Hoffmann Al Yenney Parks & Recreation Advisory Council * 1St Thursday 5:30 pm Parks & Rec. Classroom Saul Martinez Chi Flores Old Fire Pension Board 2nd Monday, Quarterly 6:00 pm Conference Room #1 Rebecca Francik Saul Martinez Tri -Cities Regional PFD Board 2nd Wednesday 5:45 pm Varies Matt Watkins, Rebecca Francik, Saul Martinez BFCG Tri -Mats Policy Advisory Committee 2nd Thursday 7:00 am Varies Bob Hoffmann Rebecca Francik Ben -Franklin Transit Board 2nd Thursday 7:00 pm Ben -Franklin Transit Matt Watkins Chi Flores Reserve Officers Board 3rd Monday, as needed 5:30 pm Conference Room #1 Matt Watkins and Rebecca Francik LEOFF Disability Board 3rd Monday 6:00 pm Conference Room #1 Matt Watkins and Rebecca Francik Good Roads & Transportation Association * 3rd Wednesday, Bi -Monthly 5:30 pm Varies Bob Hoffmann Rebecca Francik Manhattan Project Historical Park 3rd Thursday 4:00 pm 7130 W. Grandridge Matt Watkins Franklin County Emergency Management Council 3`d Thursday, Quarterly 3:30 pm Emergency Management Office Matt Watkins Tom Larsen Benton Franklin Council of Governments 3rd Friday 11:30 am Varies Ma! Watk ns Rebecca Francik Hanford Area Economic Investment Fund 4th Monday 4:00 pm Ben -Franklin Transit Al Yenney Saul Martinez TRAC Advisory Board * 4th Tuesday 5:00 pm TRAC Facility "�a**� Chi Flores and Al Yenney Visit Tri -Cities Board 4th Wednesday 7:30 am 7130 W. Grandridge Chi Flores Tom Larsen TRIDEC Board of Directors 4th Thursday 4:00 pm 7130 W. Grandridge Chi Flores Tom Larsen Hanford Communities Governing Board (and ECA) 4th Friday, Quarterly 7:30 am Richland Council Chambers Saul Martinez Al Yenney Franklin Count Solid Waste Advisory Committee County ry As called Franklin County Public Works Tom Larsen Matt Watkins Saul Martinez Matt Watki Franklin County Law & Justice Council * As called Franklin County Courthouse Bob Hoffmann Matt Watkins Local Housing Trust Fund Oversight Committee * As called 710 W. Court Street Rebecca Francik, Matt Watkins, Saul Martinez *Voluntary (does not require elected official as representative) November 2016 AGENDA REPORT FOR: City Council October 31, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 FROM: Bob Gear, Fire Chief Fire Department SUBJECT: Fire and Ambulance Services Master Plan I. REFERENCE(S): Fire and Ambulance Services Master Plan II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to adopt the 2016 Emergency Services Master Plan for Fire and Ambulance Services. III. FISCAL IMPACT: Projected impacts are discussed generally in the plan, and will be refined in the subsequent strategic plan. Future fiscal impacts will be determined by Council as part of the budget process. IV. HISTORY AND FACTS BRIEF: The City has seen tremendous population growth over the last fifteen years. In many cases the growth has exceeded the City's ability to maintain service levels at the same pace as the growth. Call volumes for fire and ambulances services have increased exponentially. While the City Council has supported increases in personnel and equipment to meet the service demands generated by a growing population, those requests and approvals have largely been reactive. Staff, in March of 2016, recommended to Council that the City engage in a Fire and Ambulance Service Master Plan to provide an independent overview of the fire and ambulances services of the City and develop strategic recommendations of findings for Council consideration. City Council authorized the development of a Fire and Ambulance Services Master Plan as part of the 2016 budget and approved the consultant agreement to assist the Page 218 of 429 City in preparing the plan. V. DISCUSSION: Emergency Services Consulting International (ESCI), a widely known and well respected firm within the industry was chosen to complete the study and explicate the presentation. ESCI was chosen in part because the company utilizes many consultants from the West Coast, which provided a more appropriate assessment of our services. The plan, as prepared comprehensively examines all operations, facilities, staffing and services provided by the City and the fire and ambulance service. The recommendations made in the fire services portion of the plan target two of the Council goal's relating to fire and ambulance service; improving the City's Community Safety Rating to a protection class four, and meeting the Council's adopted six -minute response time. The portions of the plan concerning ambulance services focus on managing the increasing call volume and options to manage the increasing cost of services. The plan as presented recommends the completion of two additional documents, a Standards of Cover, and a Strategic Plan. The Standards of Cover is an operating plan wherein the Department identifies the various type of events they expect to respond to and the equipment and staffing levels needed to mitigate the event. Upon completion of the Standards of Cover a strategic plan will be undertaken that addresses the recommendations within the Master Plan. The strategic plan should provide the timeline and decision points for Council consideration including a detailed financial plan to achieve the Council's objectives. This item was discussed at the October 24 Workshop meeting. Staff recommends Council adopt the Plan. Page 219 of 429 Pasco Fire Department Washington Emergency Services Master Plan Fall2016 Prepared by: Don Bivins Jim Mooney Martin Goughnour Rob Strong Stuart McElhaney Emergency Services Consulting International Providing Expertise and Guidance that Enhances Community Safety Page 221 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Table of Contents ExecutiveSummary............................................................................................................... 5 Evaluation of Current Conditions......................................................................................... 23 Organizational Overview......................................................................................................................... 23 City Governance & Structure..............................................................................................................23 Pasco Fire Department Structure.......................................................................................................24 Washington Surveying & Rating Bureau.............................................................................................26 ActivityComparisons..........................................................................................................................26 ManagementComponents.....................................................................................................................30 ManagementElements.......................................................................................................................30 Management Documents and Processes...........................................................................................31 CriticalIssues......................................................................................................................................31 Communications................................................................................................................................. 32 Record Keeping and Documentation..................................................................................................32 Fiscal Analysis of Current Conditions......................................................................................................33 EconomicContext...............................................................................................................................33 Historical & Current Revenues and Expenses of PFD.........................................................................48 Staffing.................................................................................................................................................... 68 Administrative and Support Staffing...................................................................................................68 Emergency Response Staffing.............................................................................................................69 Personnel Management.....................................................................................................................71 Emergency Medical Services...................................................................................................................73 EMS Service Delivery System and Logistical Support Services...........................................................73 Current Medical Control and Oversight..............................................................................................78 Quality Assurance/Quality Improvement Mechanisms......................................................................78 EMS System Integrity and Required Credentialing.............................................................................79 HazardousMaterials...............................................................................................................................81 PFDInfrastructure...............................................................................................................................81 RegionalTeam Make-up.....................................................................................................................82 TechnicalRescue.....................................................................................................................................83 Typesof Technical Rescue..................................................................................................................83 Technical Rescue Team Configuration................................................................................................83 AirportImpacts....................................................................................................................................... 85 Adequacy of the Current ARFF Response Capability at the Tri -Cities Airport....................................86 Potential Impact to Growth in Pasco Based on the Planned Growth of the Airport ..........................87 Recommendations Relative to Future Deployment Decisions and Response Demand .....................88 Training...................................................................................................................................................89 General Training Competencies..........................................................................................................89 TrainingAdministration......................................................................................................................91 TrainingSchedules..............................................................................................................................91 TrainingFacilities................................................................................................................................92 Training Procedures, Manuals, and Protocols....................................................................................93 A ►BSCf ■ Final Report i Page 222 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 TrainingRecord Keeping.....................................................................................................................93 FirePrevention........................................................................................................................................94 New Construction Plan Review and Inspection..................................................................................94 CodeEnforcement..............................................................................................................................96 Fire and Life -Safety Public Education Program...................................................................................97 CommunityRisk Reduction.................................................................................................................98 FireInvestigation Program..................................................................................................................99 Pre -incident Planning........................................................................................................................100 Statistical Collection and Analysis.....................................................................................................101 FireDepartment Planning.....................................................................................................................103 Emergency Preparedness & Response Planning...............................................................................103 AdministrativePlanning....................................................................................................................105 Capital Assets and Assessment of Current Infrastructure....................................................................107 Facilities............................................................................................................................................107 Apparatus..........................................................................................................................................112 Service Delivery and Performance........................................................................................................114 ServiceDemand Study......................................................................................................................114 DistributionStudy.............................................................................................................................118 ConcentrationStudy.........................................................................................................................127 ReliabilityStudy................................................................................................................................129 Response Performance Summary.....................................................................................................131 Mutual and Automatic Aid Systems.................................................................................................136 Incident Control and Management...................................................................................................137 Future System Demand Projections................................................................................... 139 Population Growth Projection..............................................................................................................139 PopulationHistory............................................................................................................................139 PopulationProjections......................................................................................................................140 ServiceDemand Projection...................................................................................................................141 CommunityRisk Analysis......................................................................................................................143 Future Delivery System Models......................................................................................... 151 Development of Response Standards and Targets...............................................................................151 Critical Tasks, Risk, and Staffing Performance..................................................................................151 PFD Response Time Performance Objectives...................................................................................154 Strategy Recommendations............................................................................................... 155 Short -Term Strategies...........................................................................................................................155 Priority 1— Items Involving Immediate Internal Safety Concerns ....................................................155 Priority 2 — Considerations That May Present Legal or Financial Exposure .....................................156 Priority 3 — Matters That Address a Service Delivery Issue..............................................................156 Priority 4 — Considerations to Enhance the Delivery of Services ......................................................156 Priority 5 — An Important Thing to Do..............................................................................................157 Mid -Term Strategies.............................................................................................................................158 ii Final Report Page 223 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Training Center/Training Manual......................................................................................................158 Shared System Status Manager........................................................................................................159 Develop a Combined Dispatch Center for Benton and Franklin Counties........................................160 PeakActivity Units............................................................................................................................161 Alternate Response Units.................................................................................................................162 StaffingIncreases..............................................................................................................................163 LogisticsCenter.................................................................................................................................163 StationRedeployment......................................................................................................................164 Long -Term Strategies............................................................................................................................167 AdditionalFire Station......................................................................................................................167 CostProjections................................................................................................................ 169 Revenue & Expenditure Forecast.........................................................................................................169 ForecastAssumptions.......................................................................................................................169 Financial Forecast Results.................................................................................................................173 Appendices....................................................................................................................... 187 AppendixA: Table of Figures................................................................................................................187 Final Report iii Page 224 of 429 Page 225 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Executive Summary Emergency Services Consulting International (ESCI) was engaged by the City of Pasco Fire Department to conduct an emergency service master plan for the fire department. urpose and Approach The purpose of a master plan for the fire service is to understand where the fire department is in relation to the risks the community is faced with today, anticipate community growth (and therefore risk growth) and recommend steps to take to position the fire department to address that growth in advance with appropriate resources and infrastructure. In short, a master plan keeps the fire department from lagging behind community growth and development, maintaining or enhancing service as the community grows. It is an effective policy-making and budgeting tool as well. Knowing where and how the community will grow into the future and what the fire department will need in terms of policy and budget support to address it—well in advance—is a critical element of city council deliberation. The first phase of this master plan was to conduct a baseline assessment of the current conditions and current service performance of the fire department. The purpose of this phase was to assess the agency's infrastructure, operations and service delivery in comparison to industry standards and best practices, as well as to create a benchmark against which the options for future service delivery can be measured. The second phase was to conduct an assessment of the potential future community conditions, service demand, and fire protection risks that the organization may be expected to serve. The purpose of this phase was to determine community growth projections and interpret their impact on emergency service planning and delivery. The third phase was to identify future service delivery system models to include developing response standards and targets, addressing critical task analysis, evaluation of community risk, identifying the appropriate staffing levels to increase the effectiveness of emergency incident actions, and addressing response time performance through the creation of realistic performance objectives. Finally, the fourth phase was to recommend short- medium- and long term strategies to meet the needs of the community now and into the foreseeable future, keeping pace with growth and address gaps in the existing system where possible. F_.vrihi ation of CurrentCondit or, The Pasco Fire Department is a modern fire department with appropriate equipment, some facilities that are in need of upgrade or relocation, and personnel who work harder than most comparable agencies in Washington and throughout the U.S. At .70 firefighters per 1,000 population served, PFD is lower than their regional median peers (.84)1 and substantially lower than the national median (1.24)2. 12015 National Fire Protection Association (NFPA) Benchmark Data. 2 Ibid. Final Report 5 am Page 226 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 This, in and of itself is not necessarily an indicator of workload, but when added to the frequency of emergencies, which is twelve percent higher than their regional peers3, and the frequency of fires, which is double their regional peers4, it is clear that PFD firefighters handle significantly more emergencies with substantially less resources than their counterparts in similar sized fire departments. This is an important fact to consider, given the growth ESCI projects for the community. If PFD is already behind the curve, growth will only exacerbate the strain. The current population of Pasco is 68,240 as of the initiation of this report, and grew by over eighteen percent in six years (between 2010 and 20165). In 2015-2016, Pasco has more than tripled the rate of growth of each of the other two cities that make up the Tri -Cities. ESCI used the more conservative growth factor to project a population of 92,114 in Pasco by 2025 (approximately 35 percent growth) with the population nearly doubling by 2040 (nearly 91 percent growth by 2040)6. It is ESCIs understanding that PFDs goal is to achieve a Washington Surveying and Rating Bureau (WSRB) Public Protection Class (PPC) four (4) by 2018. A reduced rating would reduce fire insurance premiums paid by businesses whose insurance companies rely on the PPC ratings. Improvements in hydrant testing, resource deployment, staffing, and fire code inspections will move PFD substantially closer to their goal of a lower PPC, which this report recommends. Service Delivery and Response Performance PFD has a typical frequency for EMS incidents at almost eighty percent (80%) of their total calls for service (demand). However, as stated earlier in this summary, PFDs fire occurrence is double their peer group and is anecdotally over two -and -a -half times greater (5.4% of call volume versus 2%) than the occurrence of fires for any fire department this ESCI team has ever studied, regardless of size. There appears to be no significant pattern of demand for service by month, with the highest volume occurring in July and not tapering off significantly until January and February. It is relatively quiet for the latter months of winter, but in March demand grows steadily until it spikes again in July, only to start the cycle over. The demand for service by hour of day is a very typical pattern, which begins to climb at 8:00 a.m. and stays high through 8:00 p.m. (sixty-four percent of calls for service), where it then begins to decline. It mirrors human activity. As people settle in for the night, human activity is slowed and call volume reflect that. The lowest time for emergencies is between the hours of midnight through 6:00 a.m. Paradoxically, while call volumes are low during the sleeping hours, life loss from the relatively few fires that occur also spike statistically. This is because people are asleep and more vulnerable to a fire, however rare, overtaking their escape once they are awakened. This underscores the importance of working smoke detectors, which provides an early alert for an early escape. 3 Ibid. 4Ibid. 5 As this report was drafted, OFM released 2016 population numbers, reporting Pasco's population at 70,560 6 Washington State Office of Financial Management. 6 Final Report { Page 227 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 The high demand during the day lends itself to establishing Peak Activity Units (PAUs) to augment foundational resources (twenty-four hour engines with a full complement of personnel) during those peak periods of demand. The lull in demand for service between 8:00 p.m. and 8:00 a.m. allows these PAUs to be shut down, as long as the foundational response capability remains intact. PFD service demand (both fire and EMS incidents) is concentrated in the central core area of Pasco, between Station 81 and Highway 395. Additionally, the commercial corridor along Road 68 and the residential neighborhoods north of Interstate 182 experience higher incident density as depicted in the following map. All Incident Types, 2014-2015 Pasco Fire Department 95 Study Area PFD Fire Station N i 46 Staffed Unstaffed a ,.•� ••—� 40 City of Pasco 5 j di Pasco UGB 1 t,? County Boundary Miles mna I - - erve — +Fj Id NBfr ems:. � _ PFD Study Area Incident Density, 2014-2015 40 r-- 4F i Incidents per Square Mile 06 Less than 10 f C3 11 to 50 395 C3 51 to 150 C3 151 to 300 More than 300 National consensus standards, such as the NFPA 1710,' specify that career staffed, urban fire departments should deploy resources such that 90 percent of emergency service demand can be reached in four minutes or less travel time. PFD has adopted a travel time standard of a six -minute travel time for the arrival of the first apparatus on scene. The following map displays the portions of the PFD service area that are within six minutes or less travel time of a staffed fire station. NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association 2010). 16=„r y, . s,.1Le Final Report 7 ns Itmg htcrno ,o ­l MW Page 228 of 429 Klf PIF 6ef:-. rA' i PFD 2014-2015 Incidents and 6 Minute Travel Time Model M Uealnalei Ave • 2014-2015 Incidents w Travel Time- ° w laln AN.` Staffed Stations n 6 Minutes Travel 1" V . eeoewick Ave Kennewick Fii s` E 1(Nh Ave r - F i Pasco Fire Department (WA) Emergency Services Master Plan 2016 Pasco Fire Department Study Area PFD Fire Station N d Staffed Unstaffed v do City of Pasco s rj Pasco UGB r_a;_ County Boundary Miles 0 1 2 3 0 `- ■ \ eurna The above illustrates the travel time potential from existing staffed fire stations (assumes each unit is in quarters and available for immediate response). Approximately ninety-five percent (95%) of the incidents which occurred in 2014-2015 were within six minutes' travel time from existing staffed stations, assuming the primary response unit was in quarters and available for immediate response. However, the following map demonstrates actual travel time performance within a distinct geographic area. As displayed, 2015 actual travel time performance did not meet the PFD travel time standard of six minutes in approximately 33 percent of the PFD service area. 8 Final Report ,►riser Page 229 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Travel Time Performance by Fire Management Zone, 2015 Ri � 4 ham— serve 'k Pri Pm - PFD PFD FMZ's and 2015 --- - 4D Travel Time Performance - W Actual Travel Time ea wets Ave 90% 6 Minutes or Less Compliant a W loth Ave& dr Non Compliant N No Data (2015) Kennewick Aye Kennewick-'�. i- L� c ' E 1Th Ave" r � Pasco Fire Department Study Area PFD Fire Station N Staffed a ws }� h Unstaffed v d2 City of Pasco 5 e� Pasco UGB r ,, County Boundary Miles 0 1 2 3 `t R '\v @urba In addition to the distribution of resources to provide an effective response time, concentration of resources is critical to the more significant responses, such as fire, motor vehicle collisions, and other multi -unit response call types. It is critical that sufficient resources (personnel and equipment) arrive to a significant incident quickly enough to have a positive effect on the incident (mitigation). The NFPA 1710 Standard specifies that the full first alarm assignment for a moderate risk structure fire (single story residential structure) should arrive within eight -minutes travel time, 90 percent of the time (901h percentile). The PFD full first alarm assignment for a structure fire calls for 11 personnel and apparatus from all three staffed fire stations. The following map demonstrates that only a small portion of the core area of Pasco is within eight minutes or less travel time of all three of the PFD stations. M Final Report 9 Page 230 of 429 Station Concentration, Staffed Stations Ric in- ur, Airport serve i I ' I –.L _ r I' Gage Blvd 40 ,. PFD Station Concentration Staffed Stations, w " Z 8 Minutes Travel Time earwaler A— .. kennewN Station Count 395 N Three Stations w loth AvaT _ ,,:..,- Two Stations y Single Station W 17*3 A.. Pasco Fire Department (WA) Emergency Services Master Plan 2016 Pasco Fire Department Study Area PFD Fire Station N Staffed ' Unstaffed City of Pasco 5 1 Pasco UGB a� c;;= County Boundary Miles 0 1 2 3 \ gu` PFD has adopted a travel time goal of 12 minutes for the arrival of the full first alarm assignment to a fire suppression event (measured at the 90th percentile). The following map demonstrates the portions of the PFD service area that are within 12 minutes or less travel time of all three staffed fire stations. At 12 minutes or less travel time, PFD is capable of assembling a full first alarm throughout the majority of the service area. Again, this map models potential travel time assuming all apparatus and personnel are available. In 2015, PFD actually required over 22 minutes to meet the adopted standard for a full first alarm (11 personnel) for a fire suppression event 90 percent of the time. Note that the PFD full first alarm assignment of 11 personnel does not meet industry best practice recommendations of 14 to 16 personnel for a moderate risk structure fire. Examination of the 2015 Performance Measures Report reveals that in 2015 PFD met the 12 -minute travel time goal for a full first alarm for 50 percent of fires suppression events. 8 Center for Public Safety Excellence/Commission on Fire Accreditation (CPSE/CFAI) Standards of Cover, 5th Edition. 10 Final Report Page 231 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Full First Alarm, 12 Minutes Travel Time (PFD Travel Time Goal) FM �y 1+� ■ 1 """IIIA= IIS'Llllli� I - JBPYe - - I Ir - Effective Response 40 Force (ERF) -12 Minutes Travel -Staffed Stations (PFD Goal) Kennewick 395 ERF Achieved -12 Minutes r dr Yes No Pasco Fire Department Study Area PFD Fire Station N Staffed ' Unstaffed City of Pasco 5 Pasco UGB c;;= County Boundary Miles 0 1 2 3 12 BurW Unit hour utilization (UHU) measures the amount of time that a unit is committed to an incident. The larger the number, the greater the unit's utilization and the less available it is for assignment to subsequent calls for service. Given that both NFPA 1710 and Washington State Statute (RCW 35.103 Fire Departments: Performance Measures) require that whatever standard is established, it be at the 90th percentile. If a unit is being utilized on an emergency more than ten percent of the time, it is not likely that said unit will achieve the 901h percentile. It is not surprising that each of the three medic units exceed ten percent utilization. Simultaneous or concurrent incidents can also negatively affect a fire department's ability to muster sufficient resources to respond to additional emergencies. The following graphic demonstrates the number of concurrent incidents experienced by PFD in 2014 and 2015. Concurrent Incidents, 2014-2015 2014 1,521 4,715 32.3% 2015 1,843 5,103 36.1% V.ft„ rg, s Final Report 11 am (ting International Page 232 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Over 30 percent of 2014 and 2015 PFD service demand occurred while another incident was in progress. The number of concurrent incidents increased from 1,521 to 1,843 between 2014 and 2015. With over 36 percent of the service demand occurring concurrently in 2015, the increase over 2014 reflects 21 percent growth year -over -year. PFDs overall performance is best summarized by the following graphic. Response Performance Goals versus Actual Performance, 2015 Fire Suppression 2:00 2:53 ° 63/ 6:00 5:59 ° 90.1/ Response (NFIRS 100- 199) Full First Alarm - Fire Suppression NA NA NA 12:00 22:31 50% Response First Arriving Medical Unit 2:00 1:51 93.1% 6:00 6:20 88.1% (BLS or ALS) First Arriving ALS 2:00 1:52 93.2% 6:00 5:21 92.9% Unit Hazardous 2:00 3:14 50% 6:00 5:21 92.9% Material Technical 2:00 1:37 91.7% 6:00 8:11 67.6% Rescue ARFF N/A N/A N/A 3:00 2:15 100% Wildland 2:00 3:28 58% 6:00 7:48 84.6% Overall 2015 Response 2:00 2:06 88% 6:00 6:02 89.8% Performance 12 Final Report reser Page 233 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Short-term Strategies The short term strategies listed in this report are a compilation of the recommendations aimed at improving the current conditions of the Pasco Fire Department. While the consulting team felt that PFD was a highly skilled, well managed and professional organization, there is always room for improvement. The recommendations compiled in the current conditions section of the report are distributed among five categories. The five categories, along with a brief definition and the number of recommendations in that category are as follows: • Priority 1— Items Involving Immediate Internal Safety Concerns (0) • Priority 2 — Considerations That May Present Legal or Financial Exposure (1) • Priority 3 — Matters That Address a Service Delivery Issue (8) • Priority 4 — Considerations to Enhance the Delivery of Services (20) • Priority 5 — An Important Thing to Do (17) Mid -Term Strategies The mid-term strategies are progressive enhancements of the current conditions and net improvements to the status quo. Many will likely require policy consideration and budget allocation. Training Center/Training Manual Fire departments in Benton and Franklin counties historically have unilaterally selected training manuals from a variety of options or developed their own, resulting in diverse training efforts and on -scene performance which varied within the region. The creation and application of a single standardized training manual will provide for a more consistent training, better on -scene coordination, and improved firefighter safety. With firefighters of Benton and Franklin County fire departments trained in the same techniques, responders to emergency incidents can have the confidence that they will be prepared to work effectively as a team. ESCI recommends that all fire agencies in Benton and Franklin counties develop and adopt common training standards as well as a single training manual. Currently, the Tri -Cities fire departments are in the infancy stages of developing a training manual for adoption by all of the agencies. To expedite the process, ESCI recommends that material from accredited existing model training manuals, hose evolutions, and standard operating guidelines be adopted, with modifications as necessary for local conditions. PFD has inadequate facilities to conduct training. Training facilities should offer a controlled and safe environment where simulations can develop and test the skill sets of emergency workers. Training involves individual, company, and multi company skills development in evolutions, the operation of firefighting equipment and apparatus. Best practices suggest that emergency workers have regular access to training grounds for repetitive drills and to develop new skills. PFD has contracted with WWCFD #5 for use of the training center in Burbank and has been granted rights to use the City of Kennewick's training facilities, however the arrangement has constraints and limitations to their use. Without a cooperative effort, PFD has used Final Report 13 Page 234 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 whatever space is available for apparatus operator skills training, practicing hose evolutions, and other manipulative undertakings. ESCI recommends that at a minimum the three municipal fire departments cooperate on fire training facilities. Ideally a cooperative venture would involve all Benton and Franklin County emergency service providers. It is financially unrealistic to expect that every fire department in the area build and maintain an independent training facility. Shared System Status Manager The three municipal fire departments that make up the Tri -Cities each perform a necessary but redundant function as it relates to EMS response and medical transportation. Those redundant activities include managing and maintaining balanced coverage of medic units to ensure rapid response time and immediate availability. The Tri -Cities fire departments have cooperated with each other on various EMS functions, including joint protocols, a shared EMS Medical Program Director, and EMS training activities. ESCI believes that it is in the best interest of the three fire departments to have a single, shared individual to manage EMS resources without regard to boundary. While it would be fiscally unfeasible for each fire department to employ a 24-hour EMS supervisor (System Status Manager), it is practical for them to collectively employ personnel for this function. This System Status Manager (SSM) can use their advanced paramedic training and leadership skills to oversee paramedics, monitor and coordinate resources, provide on -scene management at EMS incidents, and maintain a safe working environment. The SSM assist the Medical Program Director with personnel training and develop work improvement plans. Other duties include coordinating EMS unit deployment, providing backup, and promoting positive customer relations. They interact with the Medical Program Director, receiving hospitals, battalion chiefs, medical officers, and dispatch centers to intervene and solve problems or answer questions. Develop a Combined Dispatch Center for Benton and Franklin Counties During periods of high call volume, EMS resources are essentially depleted. On one morning in April 2016, eight medic units were responding, transporting, or at the scene of a medical incident at the same time in the Tri -Cities area. This illustration points out the need for coordinating fire and EMS response. One obstacle to establishing a seamless regional EMS response is the two Public Safety Answering Points (PSAPs). This was also a concern echoed by those interviewed by ESCI. Fire, hazardous materials, water rescue, and technical rescue responses consistently require responses from fire agencies from both counties, yet are handled by two PSAPs that have difficulty communicating and coordinating with each other. Currently, the Franklin and Benton County PSAPs are unable to automatically transfer calls to each other and instead rely on dialing a seven -digit phone number and transferring information verbally. This outdated communication method elongates the time to dispatch emergency calls and can lead to missing information or lost calls. Existing information technology (IT) resources lack the capability to automatically transfer 9-1-1 calls or automatically requesting resources from neighboring agencies. 14 Final Report Page 235 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Although consolidation of dispatch functions for Benton and Franklin Counties is almost universally supported and has been discussed for years, little progress towards a merger or consolidation has occurred. ESCI believes that a critical element of delivering timely, effective and efficient emergency services is to provide timely, effective and efficient communications and coordination. This is not currently being performed due in large part to the two PSAP system. Consolidating the two systems into one and taking advantage of new technologies will enhance regional emergency services perhaps more than any other single action. Peak Activity Units Staffing is typically a fire agency's single most expensive resource. A significant factor that drive cost are the 24-hour nature of the fire service demand. The rationale for staffing and deploying in this manner is the unpredictable nature of emergencies. Once a base emergency response capability is achieved throughout the 24-hour cycle, however, additional capacity can be gained with a more flexibly staffed and deployed model. This efficient and effective model includes resources which augment the traditional deployment of response resources. This flexible unit follows the observable trends in emergency calls for service (demand) which dictates to a significant degree the distribution of that flexible resource. Implementing this flexible unit reduces response times where demand is high or when prescheduled vacancies (i.e., training) occur. These flexible resources (Peak Activity Units, or PAUs) are deployed in a manner that mirrors the ebb and flow of emergency demand. PAUs are typically staffed and deployed during the most statistically busy times of the day and week, which make the unit less costly and more flexibly deployed, both by time of day and geographically. PAUs can be staffed with a medical crew if that is its primary purpose, with a fire suppression crew if that is tis primary purpose, or both. Regardless of staff capability, the staff can be obtained by hiring new personnel, by using callback crews on overtime, or converting a regularly assigned crew to a PAU. Staffing of a PAU should not be done through the use of cross -staffing (thereby taking a critical resource out of service), as it depletes the core resources and reduces agency capability. PAUs are not only assigned as an additional resource based on statistically busy times and locations. They can also be used as an incremental enhancement to service growth, to manage gaps in coverage (such as training activities), and could even be cooperatively staffed with a neighboring agency(s). Adding PAUs as an adjunct to existing staffing patterns adds flexibility to fire department emergency operations. ESCI recommends PFD evaluates the potential benefits of establishing a PAU jointly with its neighbors within the Tri -Cities area. If this configuration is deemed mutually beneficial, discussions should ensue with interested parties to implement this unit and share in the costs of operating the unit. If not deemed mutually beneficial, PFD should consider implementing a PAU by itself to be operated within the Pasco service area. Final Report 15 Page 236 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Alternate Response Units Non -emergent calls for service represent a drain on emergency service capability throughout the United States. A more cost effective and efficient model should be implemented, whose primary mission is focused on non -emergency, lower acuity emergency medical calls. Its purpose is to keep the primary fleet of emergency response vehicles and crews in service and available for the higher acuity, true emergency calls. Tualatin Valley Fire & Rescue (TVF&R) in Washington County, Oregon, implemented a 12 -month pilot of this program in 2011. The agency experienced positive results, so TVF&R permanently incorporated the units into its daily operation. The premise behind the unit is to reduce the expensive staffing and vehicle response to likely non -life- threatening calls for service. The units are sport utility vehicles, staffed by one Firefighter/Paramedic. The units are dispatched according to a protocol used by the dispatch centers, which medically triages the calling party. ARUs respond to lower acuity call types. In TVF&R, the ARUs also respond to minor non-medical calls such as lockouts, smoke detector problems, and burning complaint investigations. The four TVF&R ARUs deployed during the pilot responded to 2,134 incidents in 12 months, which represented 7.2 percent of the agency's total call volume for that year. It is important to understand, however, that ARUs do not provide recognized credit through the Washington Surveying and Rating Bureau. Emergency medical services response capability is not evaluated by WSRB since it is focused on property conservation and property risk. However, response time and unit reliability are improved by the use of ARUs, and the Spokane Fire Department, who also has recently implemented ARUs stated that, "...the public perception of the program has been overwhelmingly supportive and accepted throughout the community as simply, 'smart government"'. Staffing Increases The PFD is on the low end of the spectrum for administrative staffing for municipalities its size as a ratio to line personnel. There has been concern about the assistant chief's position not being appointed as a regular position. This leads to instability and a lack of clarity administratively. This is a critical position in the management team and must be solidified. The line staffing does not meet national standards and, more significantly, do not meet state or local norms. Two -person engine companies, augmented by a two -person medic unit (if available), creates an unreliable staff deployment for structure fires and therefore places a substantial burden on responders during emergencies. ESCI recommends that the City of Pasco follow a plan of ramping up staffing in the fire department over successive years. This improves incident safety, reduces worker fatigue, and increases the likelihood of PFD receiving a Class 4 rating from the Washington Surveying and Rating Bureau. It should be the goal of PFD to achieve three-person engine companies and two -person ambulances, discontinuing the practice of cross -staffing these two critical pieces of equipment. The cross -staffing of critical first response units creates a routine response compromise. The cross -staffing of brush units 16 Final Report { Page 237 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 (type 6 engines) or other support units is, however, an efficient practice to follow. As Unit Hour Utilization increases for the medic units, the urgency becomes greater to separate these two assets from required tandem responses. Logistics Center PFD sits in an urbanized core area where inefficient duplication exists as each of the municipal fire departments which make up the Tri -Cities provides logistical support to keep their assets in operational readiness and ensures that enough supplies, tools, and equipment are available. These siloed systems lend themselves to a regional approach. The agencies can jointly determine the proper level of inventory to maintain within the system. The use of system -wide inventory planning ensures that the most cost-effective inventory management can be established for the system participants. This is referred to as "Just -In -Time" Inventory. To a great degree, a just -in -time inventory process relies on the efficient monitoring of the usage of materials and ordering replacement goods that arrive shortly before they are needed. This simple strategy helps to prevent incurring the costs associated with carrying large inventories of raw materials at any given point. Standardizing specifications for the purchase, repair, and maintenance of apparatus, self-contained breathing apparatus (SCBA), communication devices, Personal Protective Equipment (PPE), uniforms, replenishable supplies and miscellaneous equipment often equates to less out -of -service time. Support personnel setting up a requisition and delivery system is a key efficiency of this type of approach. These economies of scale accrue to the benefit of each participating agency. Station Redeployment While PFD has done amazing work, it is clearly straining to keep up. The service level and capability are not sustainable without commensurate growth of resources to match the unprecedented growth of emergency demand and of the city itself. ESCI sees indications of the system declining in the following ways: • PFD is at the minimum performance for its own goal of the first apparatus on scene (89.7 percent). • PFD is currently only able to assemble a full first alarm in 12 minutes or less travel time (its self- imposed performance goal) at 50 percent of fire suppression events. The goal is 90 percent. Current service demand and the lack of additional resources negatively affects the time required to assemble a full first alarm. • PFD is currently rated as a Class 5 fire department by WSRB. Lack of engine companies and their staffing has been identified as a deficiency. • The population within the service area has increased by over 14 percent since 2010. • New development and population growth are projected to continue increasing, both in the near future and longterm. • Service demand has steadily increased and is projected to continue increasing; it will negatively affect response performance in the near future. Final Report 17 Page 238 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Currently, the three staffed PFD stations are physically located within six minutes or less travel time to over 95 percent of current service demand inside the Pasco UGB. However, the fact that PFD actually achieves this travel time less than 90 percent of the time is an indication that concurrent calls are negatively impacting service. ll� Ric +Nrta .. Pm- Current Staffed Station Deployment Gage Blvd •—i —_--I _f_..'� PFD 2014-2015 Incidents and 6 Minute Travel Time Model e C1— ales Av • 2014-2015 Incidents w H Travel Time- w IM A—& Staffed Stations 6 Minutes Travel 1 Cnlu� H.ar.neroick A—Kennewick -- U J E 1 rqh Are r' _ \ f O F.. Pasco Fire Department Study Area PFD Fire Station N Staffed' IV �I}� t Unstaffed v d2 City of Pasco 5 rj Pasco UGB C? County Boundary Miles 0 1 2 3 • Fba ESCI believes that Station 84 should be staffed but not at its current location. As depicted in the following map, ESCI recommends relocating Station 84 west of its current location to the area of West Court Street and Road 68. Further, ESCI recommends relocating Station 83 north to the area of Sandifur Parkway and Road 68. By making these changes, approximately 99 percent of current service demand inside the Pasco UGB is within six minutes or less travel time of a staffed station. The relocation of these two stations also provides PFD with the opportunity to construct either station with administrative offices in mind. Designing one of the stations to also house administrative offices with proper flow and separation can be done without compromising its function as an active fire station. 18 Final Report Page 239 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Proposed Four Staffed Station Deployment & Reconfiguration - Pasco Fire Department 95 Study Area PFD Fire Station N Staffedi #" wsQ}_ t Unstaffed ���v r 92 City of Pasco s • 1 Pasco UGB 1 c;� County Boundary Miles 0 1 2 3 Ric TIr+.-i1,i 4nF<,11. x rwe Proposed 4 Staffed ao Station Deployment ^ A (81,82,Relocated 83,`16 �••.00 Relocated 84) _ c1..,h,1. Ave "° ,� -- 12 K- ­Lk Ave Kenttrwick�� Staffed Station y .. 395 Travel Time -Proposed � 2 W tom Ar.& '^ s` E 1r4h a Ave � Burban Staffed Station a ; r s lJ 6 Minutes Travel ^ m5 W i 27th Avg This station redeployment anticipates increased future demand in the Riverview are as well as north of Interstate 82. The redeployment also increases the concentration of PFD resources available for concurrent (simultaneous) or higher risk incidents and increases the area covered in a balanced manner. Staffing of Station 84 can begin earlier than the time it takes to acquire a new site and construct the new station. ESCI believes it would be prudent to implement a Peak Activity Unit (see description earlier in this executive summary), temporarily housed at the existing Station 84 until such time as the new station is constructed and ready for staffing with an engine, which should then become part of the Pasco Fire Department's core response system and staffed traditionally. Final Report 19 nns I1mg Intcrn.�Sinnal Page 240 of 429 Page 241 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Lonna -Term Str-crteaafes The short and mid-term strategies discussed will move the organization forward substantially. A longer- term, high-level view of future needs is also important to provide a "big picture" view of how the organization may continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload and how both impact the future deployment of fire stations and personnel. Additional Fire Station The City of Pasco has a large area of open space that is currently home to mineral extraction in an open pit. The city has a study which lays out the Broadmoor Properties, a Planned Unit Development (PUD) which contains approximately 1,000 acres of available land. A range of between 2,000 to over 3,000 housing units are planned for, along with commercial, retail (including a 350,000 square feet big box store), and office development. Whether this PUD comes to fruition or is redeveloped in a more traditional form, it represents substantial growth on the west side of Pasco. At the point where it becomes clear that Broadmoor Properties begins to develop, PFD will have to plan for the probable construction of a fifth fire station. In the following map the siting of the fifth fire station is considered. Final Report 21 Page 242 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Five -Station Deployment Model . Pasco Fire Department 95 Study Area PFD Fire Station N 7 Staffed ' !—••� Unstaffed 92 City of Pasco s .._.._.._. i �� Pasco UGB � ••—,• j County Boundary Miles Rit L - ham - Proposed 5 Staffed Station Deployment (81,82,Relocated 83, - 40 'j Relocated) 84, = = ' .••�+� New Station 85) odwd� 12 ;. W Clea,w W Ave � Kenne-. k Ave Kennewick `. Staffed Station i-- 95 m _, Travel Time -Proposed a r W loth A—& � e 1T], A,- DUrban Staffed Station N n ry' 6 Minutes Travel While Station 85 is proposed very near the existing border of the City of Pasco, ESCI believes the City will likely annex to the urban growth boundary directly north of the Broadmoor Properties site. This would position the station to provide an effective reach not only to Broadmoor but also to the development and increased density likely to come to areas surrounding Broadmoor. This also takes advantage of property already owned by the City of Pasco. This location also provides good access to both sides of Interstate 182 and would address concerns identified by the Washington Surveying and Rating Bureau in the area of the possible planned unit development. Adding this station simultaneous to the development of Broadmoor also increases the concentration of resources available in the western portions of the service area east of Broadmoor. With an appropriately staffed engine company and medic unit at the station, the combined resources of the Pasco Fire Department, deployed as identified in the preceding map, will significantly enhance resource concentration—and ultimately effective response force. This resource deployment pattern is anticipated to address community growth and service demand growth into the foreseeable future. 22 Final Report Page 243 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Evaluation of Current Conditions The Pasco Fire Department (PFD or Department) Emergency Services Master Plan begins with ESCI's Evaluation of Current Conditions, an assessment of the agency as it was found to be operating upon initiation of the project in April 2016. Using organizational, operational, staffing, and geographic information system (GIS) models, this phase of the study identifies how the organization is currently operating and provides recommendations for improvement in services delivered to the community. ESCI bases this evaluation on data provided by the agency and collected in the course of ESCI's fieldwork. The information is compared to a combination of Washington State laws and regulations, National Fire Protection Association (NFPA) standards, Commission on Fire Accreditation International (CFAI) self-assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and generally accepted best practices within the emergency services community, as well as the experience of ESCI's consultants. There are 12 elements which make up the current conditions report for the Pasco Fire Department. Each element provides the reader with a general description; how PFD is structured or performs in that element; and any recommendations which, in ESCI's opinion, enhances the Department's performance, increases its efficiency or effectiveness, or are generally accepted practices in the fire service industry. ORGANIZATIONAL OVERVIEW The Organizational Overview component provides a summary of agency composition, configuration, and the services provided. Data provided by the administrative and management staff of the Pasco Fire Department were evaluated. In addition, interviews with line personnel, bargaining unit representatives, supervisory and administrative staff, city management, and allied governmental agencies were combined with information collected in the course of ESCI's fieldwork to develop the following overview. The purpose of this section is two -fold. First, it verifies the accuracy of baseline information along with ESCI's understanding of the agency's composition. This provides the foundation from which the Emergency Services Master Plan is developed. Secondly, the overview serves as a reference for the reader who may not be fully familiar with the details of the agency's operations. Where appropriate, ESCI includes recommended modifications to current observations based on industry standards and best practices. City Governance & Structure Pasco Fire Department is a municipal fire service provider for the constituents of the City of Pasco. It is one of 25 distinct departments, divisions, or programs provided to the citizens of the city. The Pasco City Council is comprised of seven elected officials, each serving four-year terms. Five council members are elected within geographic districts of the city while two are elected at large. The council elects a mayor from among the seated councilmembers. The City of Pasco operates under the "Council -Manager" form of government, per the Revised Code of Washington Chapter 35.18. Under the Council -Manager form of city government, the councilmembers are the elected officials of the City, who then in turn appoint and oversee the city manager. The city council sets policy for the city, adopts a budget and supervises the Final Report 23 Page 244 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 city manager. The city manager implements policy as set by the city council, manages the adopted budget, and manages the day-to-day operation of the city through subordinate department heads within the city, including the fire chief. The following map reflects the service area of the Pasco Fire Department. Figure 1: Service Area Map Pasco Fire Department Structure The Pasco Fire Department was established by council action on July 16, 1908, after a series of fires destroyed portions of the town. It currently serves approximately 70,560 persons9 within the service area. The city service area encompasses approximately 37 square miles, with an additional seven square miles in the urban growth boundary. The fire chief, Bob Gear, was appointed through a competitive process by the city manager in 2009. The fire chief is an at -will employee and is under contract with the city. The fire chief recommends hiring and termination actions to the city manager, but otherwise administers discipline at his sole discretion. Legal counsel is available to the fire chief 9 Source: Washington State OFM Population Estimate. July 2016. 24 Final Report Page 245 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 through the city attorney and personnel advice is available from the Human Resources Director. The Pasco Fire Department organization chart follows: Figure 2: Organizational Chart Citizens City Council City Manager Fire Prevention Fire Chief Specialist Assistant Chief Training Captain EMS Captain Shift Battalion B Shift Battalion [7-- A Shift Battalion Chief Chief Chief D Shift 2 FF's Each station on each shift has paramedics assigned — the rank of the paramedics varies Sta. 81 sta. 81 Sta. 81 1 Capt. 1 Capt. 1 Capt, 1 Lt. 1 Lt. 1 Lt. 4 FF 4 FF 4 FF Sta. 82 Sta. 82 Sta. 82 1 Capt. 1 Capt. 1 Capt. 1 Lt. 1 Lt. 1 Lt. 4 FF 4 FF 4 FF Sta. 83 Sta. 83 Sta. 83 1 Capt. 1 Capt. 1 Capt. 3 FF 3 FF 3 FF Administrative Assistant EMS Billing As with most fire departments, Pasco Fire Department is hierarchical, reflecting the paramilitary structure of the fire service. However, PFD makes a distinction about its hierarchy in that it is scalar during emergency incidents and project -oriented day to day. The functional program management structure is circular, where the process owner (the PFD administration) is in the center, surrounded by the many routine program activities required to maintain emergency operational readiness. They include such things as facilities, equipment, apparatus, training, EMS, Safety, Haz-Mat, and ARFF. Mid - managers are assigned these program areas, with additional, smaller projects connected to the major programs. The processes are interdependent and better and faster decisions can be made. Final Report 25 Page 246 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 All suppression employees from battalion chief down are covered in a collective bargaining agreement. The span of control in the fire department is within industry standards at 1:6 for the fire chief. The fire department has three career -staffed fire stations within the city and an unstaffed fire station within an area of the city which was recently annexed from the district area bordering the city. In addition, PFD has a vehicle and logistics supply building located in the back of Station 83. PFD provides fire suppression, advanced life support emergency medical services and ambulance transport services, technical rescue services, and hazardous materials services (through a regional partnership) to its constituency. Washington Surveying & Rating Bureau PFD enjoys a Public Protection Class (PPC) 5 from the Washington Surveying & Rating Bureau (WSRB). This rating is what many insurance companies base their insurance premiums on for privately insured properties. The higher the PPC class, the greater the likelihood that individual property insurance premiums will increase, especially for commercial properties. The WSRB rates four major areas: Fire Department (40 percent of total PPC), Water Supply (35 percent of total PPC), Fire Safety Control (fire prevention — 16 percent of total PPC), and Emergency Communications (9 percent of total PPC). Within these major areas are subcategories. The combined total points issued in these areas is compiled to provide a total classification on a scale of 1 to 10, with 10 being without fire protection and 1 being the best fire protection available. There are opportunities to improve in areas of the PPC that increase the likelihood of PFD receiving a Class 4 in its next rerate. The following specific areas represent opportunities for significant improvement: • Continue conducting annual hydrant inspections, including operation and checking static pressure. Flow testing the system grids should occur every five years, which is not currently being performed. • Positioning staffed fire apparatus in a strategic manner to extend an effective reach to the structures within the city. This topic is addressed in greater detail in the Service Delivery and Performance section of this report. • Increasing the staffing on existing deployed fire apparatus. EMS units may be factored into overall staffing, depending on how often they are actually available to respond to fires. • Continue conducting annual fire code inspections of commercial occupancies by certified fire code inspectors. Activity Comparisons ESCI has compared PFD against similar sized fire agencies within the 13 western states using National Fire Protection Association (NFPA) benchmark data for 2015. "Region" as used in the following figures is defined as fire agencies in Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming serving a population of between 50,000-99,999. For a primarily suburban fire department, PFD is a very busy department, as the following figure depicts. 26 Final Report Page 247 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 3: Total Incidents per 1,000 Population, 201510 100 90 80 70 60 50 40 30 20 10 0 In total incidents, PFD experienced 74.7 emergency responses per 1,000 population in its service area, which is eight more responses per 1,000 population served (or 544 total responses more per year) than the regional median. A similar comparison is offered in the following figure, referencing only fires that occurred on a per 1,000 population basis. 10 2015 National Fire Protection Association (NFPA) Benchmark Data. t Final Report 27 Page 248 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 4: Fires per 1,000 Population, 201511 5 4 3 2 1 0 Regional PFD Median At four fires per 1,000 population served, the occurrence of fires in the PFD service area is double the regional median, or 136 more fires annually than the regional median. The following provides a comparison of dollar losses to fires on a per -capita basis compared to regional and national averages. 11 Ibid. 28 Final Report Cr 0 Page 249 of 429 $40 $35 $30 $25 $20 $15 $10 $5 $0 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 5:Fire Loss per Capita, 201512 Regional Average National Average PFD Given that PFD's service area experiences fires at double the regional median, it is remarkable that the fire loss per capita is significantly less than half the regional median and less than half the national average. This is likely an erroneous data set from Pasco. The PFD crews roughly estimate the fire loss for a given property. Contacting the insurance carrier for actual losses will improve fire loss reporting accuracy, likely increasing the fire loss per capita rate. It is important to note that the above referenced data sets are a one-year snapshot; they may not be an accurate representative of overall trends. Recommendations: • Consider implementing improvements in hydrant flow testing, resource deployment, and staffing to achieve a PPC 4 rating. 12 Ibid. t Final Report 29 Page 250 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 MANAGEMENT COMPONENTS Effective fire department management is a complicated and expanding challenge for fire service leaders. With increasing complexity comes increased cost. Today's fire department must address management complexities that include an effective organizational structure, setting and measuring levels of service, staying abreast of new technologies and methods, evaluation and maintenance of a qualified work force, staff development for effective succession, and financial sustainability for the future. This section of the report deals with the elements typically found in the management structure of an organization. Management Elements An organization must have a plan in place, goals and objectives established and communicated, and metrics in place to measure effectiveness or achievement. PFD has established goals and objectives, which are reviewed and reported on annually. The Department has an established mission statement, but no vision statement or organizational values/guiding principles. The elements PFD has in place and the elements that are missing (vision and values) are usually combined into a single document referred to as a strategic plan. A strategic plan typically has the following elements: • Internal and external environmental scan (SWOT Analysis) • Mission, vision, values • Initiatives, goals and subordinate objectives with performance metrics or outcome statements • Timelines assigned to each objective • Initiative manager assigned to each initiative • Responsible persons assigned to coordinate achievement of each objective The strategic plan establishes timelines for the goals and objectives to be accomplished and assigns them to appropriate personnel to complete. In compiling a strategic plan, the goals and objectives are aligned as prioritized work flow, timelines ensure they stay on track, and the personnel assigned to achieve them are accountable for keeping the work product moving forward. The work is consistent with the mission, propels the agency toward its vision, and the values reinforce how personnel treat each other (culture) in the process of achieving the strategic plan. PFD should either conduct a full-fledged strategic plan for a three to five-year period or compile all of the current work products into a strategic plan and add the missing elements. Adopting a strategic plan in either circumstance ensures that all personnel have a clear understanding of what is to be accomplished, by when and by whom. All non -emergency work that does not align with the strategic plan should be evaluated for its importance, since work not reflected in the strategic plan robs energy away from accomplishing the strategic plan. 30 Final Report Page 251 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Management Documents and Processes PFD also has regulatory documents, which are current as of January of 2015, with some position descriptions requiring review and revision as they are recruited for. As in many organizations, some policies and practices are in writing but are not regularly reviewed. Most regulatory, policy and guidance documents vary from one agency to the next, reflecting the personality of the leadership and philosophy of the organization. However, ESCI recommends that PFD take care to segregate the documents into three categories: Regulatory, Policy, and Guidance. Examples of the contents of each of these categories include: • Regulatory — includes rules and regulations, code of conduct, code of ethics, and other actions or inaction where violation can result in serious consequences for the violator and/or the organization. • Policy — includes those adopted by the city council, whether written by the council itself, by its legal counsel, or by the fire chief. These are essentially the rigidly enforced practices of the department. Violation has serious consequences for the violator and the organization, potentially with legal implications. • Guidance — includes standard operating procedures or guidelines and issues where process or the leader's intent is explained to the members. These documents explain how something is performed or provides a framework for decision-making. Violation may or may not have serious consequences for the violator and/or the organization. All of these documents should be reviewed and revised as appropriate on a planned cycle. ESCI recommends that one-third of the documents be reviewed each year so that the complete set is reviewed and revised every three years. There should also be established a formal process to develop new regulations, policies, and guidelines. Critical Issues Public safety agencies routinely face a complex array of new critical issues and emerging challenges. Some public safety leaders unwisely choose to face these issues and challenges alone and forego the benefits of involving numerous talented and capable members of the organization at all levels. The PFD administration has listed the following critical issues facing the organization: Figure 6: Critical Issues • Low line staffing levels • Lack of sufficient number of operational stations • Poor distribution of stations • Prevention and inspections not performed within PFD The items in the previous figure require engaging with city management to develop strategies to address these issues. Doing so not only improves service to the community, it will likely result in an improved Public Protection Class, lowering some insurance premiums within the city. Final Report 31 Page 252 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Communications PFD invests significant time and effort into its internal communication. Staff meetings are convened regularly, with minutes taken. Written memoranda are occasionally used to supplement staff meeting information and member forums are conducted (all hands meetings) to address urgent issues of global impact. The fire chief and his command staff subscribe to an open door policy. While the organizational chart clearly depicts formal authority, it reflects the emergent nature of the fire service. The routine, day-to-day communication and activities in the department are less formal. Programs are often assigned to personnel that deviate from the formal org chart. External communication is more dependent upon the broader city. PFD does have a formal complaint process in place and does rely occasionally on community surveys, performed by the city on behalf of all departments. A community newsletter, which occasionally has articles of interest about the fire department, is distributed by the city. Record Keeping and Documentation In any organization, documentation of activities is of paramount concern. Sound management decisions cannot be assured without sound data, which is gathered in records routinely. The Department has a process for public records access in place and has hard copy files protected in office file drawers. The fire chief's office is not routinely locked but should be if sensitive files are maintained in the office. Electronic files are secured by passwords assigned to users with rights to appropriate documents and the file server is backed up daily off site. These are sound practices in the fire service industry. At fire stations, public access doors are secured with combination locks. Apparatus bay doors are occasionally left open—both intentionally and unintentionally—which may compromise perimeter security. Response vehicles rely on locked fire stations to provide security (which can be defeated with open bay doors as identified above), but staff vehicles are typically unsecured in the parking lot. All testing records are in place for self-contained breathing apparatus, hose, ladders, pumps, and breathing air from the cascade system. Hose, ladder, pump and breathing air testing is contracted to a third party. Vehicle maintenance records are retained at city shops. The rest of the testing, including gas monitor calibration, occurs internally. Recommendations: • Review and update all regulatory documents on at least a three-year cycle. • The fire chief's office should be secured if sensitive files are kept there. 32 Final Report Page 253 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 FISCAL ANALYSIS OF CURRENT CONDITIONS This section provides information on the financial condition of the Pasco Fire Department and the local/regional economic context affecting its future operations. It begins with a review of selected national, state, and local economic/demographic data to provide for the Department's current condition and forecast outlook. Historical revenues and expenses are examined, highlighting key aspects and factors affecting the Department's revenue and expense trends. Finally, using information provided by Department staff and regional economic contextual information, a forecast of revenues and expenses through 2021 is provided. This presentation and analysis, as well as various staffing and funding cases modelled, relied on the financial documentation provided by the Department. Additional information sources included; the U.S. Census Bureau, U.S. Department of Commerce Bureau of Economic Analysis, the U.S. Department of Labor (Bureau of Labor Statistics), the State of Washington Office of Financial Management, the Washington Center for Real Estate Research, the Franklin County Tax Assessor, the Pasco Building Permits & Inspection Services, and the Pasco Comprehensive Annual Financial Reports (CAFRs). The assumptions used in the forecast were developed by ESCI and reviewed by Department staff. Economic Context Economic data from Franklin County and the Kennewick -Pasco -Richland Metropolitan Statistical Area (MSA) suggests that the local economy may not have suffered as much as other parts of the country during the 2008-2011 recession and some indicators suggest that the area's economy has met or exceeded pre -recession highs in some respects. Economic activity including levels of employment, one and two-family residential permits, residential home sales in the region, per capita and median family income among other measures have generally recovered and in some cases exceeded their pre - recession peaks. The following figure shows non -seasonally adjusted average annual trends in total employment and available total labor force on the left-hand axis (red and blue lines; respectively) and unemployment rates on the right-hand axis (green bars) for the Kennewick -Pasco -Richland MSA from 2006 through 2015. As shown, both the available labor force and number of workers employed have trended similarly throughout the period, rising rapidly to their respective peaks in 2010. Both measures gradually declined to respective lows in 2013-14 after which they again began to climb, almost reaching their 2010 peak values by 2015. { Final Report 33 Page 254 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 7: Tri -Cities Employment, Available Labor Force and Unemployment Rate, 2006-2015 140,000 130,000 120,000 110,000 100,000 90,000 80,000 70,000 12 11 10 9 8 7 6 5 4 ti13136 tiVti�1� ti�1� ti�tiv OTri-Cities Unemployment Rate --*--Labor Force (Employed Source: U.S. Department of Labor, Bureau of Labor Statistics The unemployment rate declined from 6.6 percent in 2006 to a low of 5.7 percent in 2008, after which it rose rapidly to its highest level of the period at 9.4 percent by 2012, slightly later than experienced in other parts of the country during the recession. The following figure compares the unemployment rate for the Washington State with that in the Tri - Cities area. The state reached its peak unemployment rate of 9.9 percent in 2010, the low point of the recession generally observed elsewhere in the country; whereas the Tri -Cities area's unemployment rate while climbing during the recession, did so at a slower rate and did not reach its peak until 2012. While both the state and Tri -Cities area are continuing to recover jobs, the Tri -Cities area did not experience as great a fluctuation in total employment as seen statewide. 34 Final Report reser Page 255 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 8: Comparison of State of Washington and Kennewick -Pasco -Richland MSA Unemployment Rates, 2006-2015 12 10 8 6 4 2 0 --o—Tri-Cities Unemployment Rate (State Unemployment Rate Source: U.S. Department of Labor, Bureau of Labor Statistics The following figure shows inflation adjusted per capita income in 2013 dollars for Washington and the United States for the period 2005 through 2014. Both show similar trends with income peaking in 2007- 2008 just ahead of the recession and reaching recession lows in 2010 before beginning to recover in 2011. By 2012, per capita income in both the United States and Washington had surpassed respective pre -recession highs and continues to climb. Per capita income in the state has been higher than the national average throughout the period and was about 7.5 percent above the U.S. average in 2014. M Final Report 35 Page 256 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 9: Comparison of Per Capita Income (Inflation Adjusted 2013 Dollars) United States and Washington, 2005-2014 $55,000 $53,000 $51,000 $49,000 $47,000 $45,000 $43,000 $41,000 $39,000 $37,000 $35,000 IQti2 TO- -0- Source: State of Washington Office of Financial Management The following figure compares median household income for Washington State and Franklin County for the period 2005-2014. Statewide median household income parallels the trend seen across the state for per capita income in the previous figure. That is, income peaked at $57,858 in 2008 and then declined during the recession to a low of $54,888 in 2010 for a loss of 5.1 percent. Statewide per capita income dropped from $47,981 in 2008 to $45,523 in 2010, also a loss of 5.1 percent. Median household income for Franklin County followed a rather different trend than that observed statewide. Income rose slightly between 2005 and 2006 before spiking in 2007 at $49,337 after which it fell to a low in 2009 of $43,754 for a decline of 11.3 percent. However, the very next year the median increased to $53,355 surpassing the pre -recession high by $4,018 or 8.1 percent. Thereafter, median income steadily increased to the point where it essentially matches the statewide median income. 36 Final Report rascr Page 257 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 10: Median Annual Household Income, Washington State and Franklin County, 2005 to 2014 $70,000 $65,000 $60,000 $55,000 $50,000 $45,000 $40,000 $35,000 $30,000 -4—Franklin County (Washington Source: State of Washington Office of Financial Management 2�ti3 'L�tiD One fairly consistent indicator of economic conditions is the volume of residential home sales and median sales price of those homes. The following figure shows the long-term trend of median sales price for homes sold in Washington from 2000 through 2014. The run-up of prices prior to the 2008- 2011 recession is a fairly common trend seen in most areas of the country. Prices peaked in 2007 at $309,600 and then dropped to recession lows in 2011 of $224,180, a loss of $85,420 or 27.6 percent of their peak value. Since 2011, values have been recovering at a rate approximating that seen from 2000-01 through 2003, which seems to be a reasonable "background" rate of rise in value. By 2014, median home prices have recovered to $268,400 gaining back a bit over half of the value lost from the pre -recession peak. If the "bubble" is removed from this trend, values have risen from $176,300 in 2000 to $268,400 in 2014 an increase of $92,100 or 52.2 percent over 14 years, an average of 3.7 percent per year. Final Report 37 Page 258 of 429 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 11: Median Home Sales Price in Washington State, 2000 to 2014 ,yO .LO ,LO ,LO ,tiO ,10 .LO ,LO ,LO ,LO ,LO ,tiO ,10 ,LO ,tio Source: State of Washington Office of Financial Management 38 Final Report Cam U ng Irt[crn itiun.il Page 259 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 12: Median Home Sales Price and Sales Volume (Seasonally Adjusted First Quarter Sales) in Washington State and Franklin County, 2008 to 2016 $400,000 =Washington Sales Volume Washington Median Sale Price $350,000 _ $300,000 $250,000 $200,000 $150,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 M Franklin County Sales Volume Franklin County Median Sale Price Source: U.S. Census Bureau, Washington Center for Real Estate Research 120,000 100,000 80,000 60,000 40,000 20,000 1,400 1,200 1,000 800 600 400 200 0 The previous figure focuses in on the period from 2008, close to the pre -recession peak, through 2016. The data in this figure represents seasonally adjusted sales volume for the first quarter of each year shown. It is interesting to note the stark difference between what happened statewide and locally in Franklin County. While median values in the state fell significantly during the recession to their lowest point in 2012, a trend similar to that seen across the nation during the recession, values in Franklin County merely stayed relatively flat through the recession. Sales volume statewide has not really shown any particular trend while volume in Franklin County was relatively flat from 2008 through 2012. From 2012, first quarterly sales volume began a healthy trend almost doubling from 650 in 2012 to 1290 in 2016, an increase of 98.5 percent in four years or almost 25 percent annually. �Lft7, Final Report 39 —ulimg htcrno ,o ­l Page 260 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 13: Single Family Residential Permits and Total Value and Commercial/Industrial Permits Issued by Pasco Building Permits & Inspection Services, 2005-2014 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 'Poo fSFR Value --*--SFR Permits Commercial/Industrial Permits Source: City of Pasco Building Department tiC3 tiQN1' 1,200 1,000 800 600 400 200 0 The previous figure shows the number of single-family residential permits issued by the Pasco Building Permits & Inspection Services along with total value of the projects over the period 2005-2014 as well as the number of commercial and industrial permits issued for the same period. Unlike other parts of the country where residential construction activity rose through 2008 and then declined during the recession, the trend in Pasco was that of a sharp decline from 1,027 residential permits issued in 2005 to a low of 404 permits issued in 2008 for a drop of 60.7 percent in three years. Residential construction investment dropped by almost $88 million or 53 percent during the same period. However, residential activity picked up again by 2009 reaching a post -2008 peak of 544 permits issued in 2010 when most of the country was in the middle of the recession. After 2010, residential construction activity again fell to its lowest point of the period at 220 permits issued in 2013 with only three more issued in 2014. Commercial and Industrial permits have generally fluctuated between a low of 274 permits in 2008 and a high of 408 issued in 2013. Other than a slight rise in 2009, activity in this sector generally fell from a high in 2006 to a low in 2008 and 2010 after which activity increased to its highest level in 2013, falling off slightly in 2014. 40 Final Report , Page 261 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 14: State of Washington, Franklin County and City of Pasco Historical Population, 2005-2015 8,000,000 140,000 7,500,000 - 130,000 7,000,000 - 120,000 6,500,000 110,000 6,000,000 100,000 5,500,000 90,000 5,000,000 80,000 4,500,000 70,000 4,000,000 = 60,000 3,500,000 - 50,000 3,000,000 40,000 ��p5 �pp6 2�p'I ��pS �Op9 'L�10 'L�11 `L�1ti 'L�ti'' 'L�1D'L�tiS Washington (Franklin County Pasco Source: U.S. Census Bureau, State of Washington Office of Financial Management The previous figure graphically illustrates population trends for Washington State (blue line on the left axis), Franklin County, and the city of Pasco (red and green lines, respectively, on the right axis) from 2005 through 2015. Pasco has comprised between 73 and 78 percent of the total Franklin County population over the ten-year period, gaining slightly by 2015. The city has grown from 45,846 in 2005 to 68,240 in 2015, an increase of 22,394 residents or 48.8 percent during this period. The growth has been relatively steady at just under 5 percent per year and is the major driver of Franklin County's population increase, accounting for 91.1 percent of the county's growth. During the same period, the state's population increased by 762,594 or 12.1 percent which equates to just over 1 percent annually. The following figure shows high, medium, and low population projections for the total Franklin County population through 2030. If the major growth continues to occur within the city limits of Pasco as seen historically, this may significantly increase demand for emergency services. Further, population demographics may play an increasing role in the demand for emergency services. While projections were not available specifically for the City of Pasco, data for the state shows that the fastest growing demographic by far is the over age 65 population class. This trend may or may not impact Pasco into the future as the median age in the Benton and Franklin County region between 2005 and 2015 has only averaged approximately 33 years. Final Report 41 Page 262 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 15: High, Medium, and Low Population Projections for Franklin County through 2030 200,000 - 180,000 160,000 140,000 120,000 - ' 100,000 - 80,000 ' - :: - - 60,000 40,000 20,000 0 4- High - ❑- Medium Low Source: U.S. Census Bureau, State of Washington Office of Financial Management Figure 16: Washington State Selected Historical and Projected Population by Age Group, 2005-2030 Source: U.S. Census Bureau Inflation is another measure of economic activity. Section 2 of the agreement between the City of Pasco and the Port of Pasco (airport) for fire service refers to increases in the annual payment for service and how this is calculated. Generally, annual payments are based upon actual personnel costs established through collective bargaining. However, in the event that the city and union do not reach agreement, "...the annual service payment shall be increased by the Consumer Price Index issued by the U.S. Department of Labor for the West Coast Class B/C Cities." The following figure shows the trend from 2000 through 2015 of the West Coast Class B/C Cities Urban Consumer Price Index for All Urban 42 Final Report Page 263 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Consumers (CPI -U). The index averaged 3 percent in 2000-2001 after which it dropped to 1.5 percent and then climbed steadily to a pre -recession high of 3.5 percent in 2008. During the nine years preceding the recession, the average annual inflation factor was approximately for West Coast B/C cities was 2.73 percent, slightly lower than the national average of 2.89 percent. It actually dropped to -0.6 percent in 2009, immediately after the pre -recession peak of the economy in 2008 and jumped to 3.0 percent by 2011, generally regarded as the low point in the recession economy. As the economy began to show signs of recovery, the annual inflation index dropped to 1.7 percent in 2012 and then appeared to stabilize around 1.2 percent over the next two years before again falling in 2015 to 0.4 percent. The average post -recession high has been 1.3 percent. Figure 17: Inflation Trends: Urban CPI -U West Coast Class B/C Cities, 2000-2015 4.00% 3.50% 3.00% a 2.50% U 5 2.00% W OA r- 1.50% 1.00% 3 Q 0.50% 0.00% -0.50% -1.00% 3.5% 3.1% 2.9% 2.9% 3.1% 2.9 % 3.0% . a 2.0% 1.5% Pre -Recession Nine -Year Average CPI -U 2.73% 1.0% o 0 1.1% 0.4% -0.6% TOpL T�pD T��6 T�pS T�tiO T�tiL T�tiA Source: U.S. Bureau of Labor Statistics Taxable retail sales and shared plus local option sales tax revenues respond very quickly to changing economic conditions and are a good indicator of the health of an area's economy. The following figure provides a comparison of Franklin County and city of Pasco taxable retail sales (red and blue lines; respectively) for the period 2005 through 2014. Taxable sales in both jurisdictions rose from 2005 to their respective pre -recession peaks in 2007-08 and 2008 for Franklin County and Pasco, respectively, before falling to a recession low in 2009. Pasco fell off by 8.5 percent while Franklin County dropped 13.2 percent. Both Franklin County and Pasco have seen an increasing trend in sales from their 2009 lows and had surpassed their pre -recession peak between 2012 and 2013. Franklin County taxable retail sales have increased 30.4 percent between 2009 and 2014, approximately 6.1 percent each year. Pasco has seen its sales increase by 26.7 percent, or 5.3 percent each year, over the same period. Both economies appear to be improving at a significant rate. Final Report 43 Page 264 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 18: Franklin County and City of Pasco Taxable Retail Sales Trends, 2005-2014 e Ann nnn Source: State of Washington Department of Revenue The improvement in taxable retail sales seen in the previous figure translates into increased local option and shared sales tax revenue for the city. This is illustrated in the following figure, which divides the revenue into four categories: basic, optional, criminal justice and public safety/health. Aggregate sales tax revenue is shown for each year. Specifically, sales tax revenue climbed from $7.82 million in 2005 to a peak of $8.98 million in 2008 before falling to a recession low of $7.92 million in 2009. Total sales tax revenue had recovered from the recession low point and had already surpassed its pre -recession peak between 2011 and 2012. Revenue has continued to climb at a steady rate to $12.61 million in 2015 for total increase since 2009 of 59.2 percent or approximately 9.9 percent annually. 44 Final Report Page 265 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 19: Pasco Local Sales and Use Tax Distribution by Major Function, 2005-2015 $14,000 $12,000 to 7 s $10,000 H $8,000 $6,000 X $4,000 D °' $2,000 LM a $0 $11,508 $10,563 , $9,454 , $8,653 '•""". aa,ao: $7,819 $8,063 $7,919 $8,299 ti��L��'I ti��a 2Qp9 Lp�� L��1 ti��2 Lpti3 LQtiA LT6010QN ■ Public Safety/Health Criminal Justice ■ Optional ■ Basic Source: State of Washington Department of Revenue The following figure shows property values for the city of Pasco from 2005 through 2014. Residential values are shown as blue bars, commercial as red, and other property as green. Combined property value (in thousands of dollars) is shown numerically above each year. After dropping slightly in 2006 to $1.83 billion, total property value continued a slow climb to its 2014 high of $3.48 billion, a total increase of 90.1 percent over the period or approximately 11.3 percent annually. Residential values declined to a low point in 2009, but overall values were sustained by an increase that year in commercial and other property values. Final Report 45 Page 266 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 20: City of Pasco Residential, Commercial, and Other Property Values, 2005-2014 $4,000,000 $3,219,889 $3,480,999 $3,500,000 i $7,91 34 $3,008,528 $3,330,794 N C $2,861,340 $2,901,913 $3,000,000 — 3 $2,483,167 O $2,500,000 $1,972,610 $1,825,363 $2,000,000 — — v $1,500,000 — — CL ° $1,000,000 CL $500,000 $0 Lp�S Lp�6 Lp�'I Lp�a Lp�°� LpL� Lpti� LpL� LpL'' ,Lp'L�` OOther ■Commercial ■Residential Source: Franklin County Tax Assessor The following figure illustrates the relationship between combined property values for the period 2005 through 2014 and the city debt service and operating millage rates, which ultimately determine city property tax revenue each year. City council sets the millage rates each year, which are then applied to taxable property value as determined by the county tax assessor. As overall property values have risen from 2006 to 2014, the city council has been able to reduce the millage or tax rates each year. Typically, as taxable value goes up, the same tax rate will generally provide the taxing entity with more revenue. In order to maintain the same annual revenue stream then, if the taxable value goes up, the tax rate is reduced and vice versa. 46 Final Report reser Page 267 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 21: City of Pasco Debt Service and Operating Millage Rates vs. Total Property Value, 2005-2014 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 RM ti1306 tiV�� ODebt Service Millage Operating Millage --*--Total Property Value Source: Franklin County Tax Assessor 4 3.5 3 2.5 2 1.5 1 0.5 0 Between 2006 and 2014, when the taxable value was going up at a fairly steady rate, the tax rate was similarly reduced leading to lesser revenue than would have otherwise been received by the city. However, the tax rate was still not reduced sufficiently to maintain the previous year's revenue amount so revenue still increased despite a reduction in the tax rate. The following figure shows two of the city's major revenue sources, sales and property tax. As discussed above, sales tax revenue (shown in red) has been increasing at a relatively higher rate than property taxes (shown in blue) due to the reduction in millage each year. M Final Report 47 Page 268 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 22: City of Pasco Sales and Property Tax Revenue Trends, 2005-2014 14,000 12,000 N N 10,000 3 8,000 3 6,000 c v 4,000 2,000 0 L005 1 0 06 ,L009 L6 LQN 'L, 'N LO'L'' -w +Property Tax —■—Sales and Use Tax Source: City of Pasco 2014 Comprehensive Annual Financial Report (CAFR) Historical & Current Revenues and Expenses of PFD An analysis of departmental historical revenues and expenses for the Pasco Fire Department (PFD) was completed in order to help identify relevant financial trends, strengths and weaknesses, and to lay the groundwork for the financial forecast presented in the Strategy Recommendations section of the report. The Department is actually comprised of two separate budgets; the fire rescue side, which is one of several City General Fund budgets; and the ambulance side, which is operated as a city Utility Fund with its own revenue, expense, and fund balance. Pasco Municipal Code (PMC) Section 3.05.020 establishes ambulance service in the city and certain extraterritorial areas, as provided by the Pasco Fire Department, as a public utility. Further, PMC Section 3.05.030 establishes a utility revenue fund known as the ambulance services fund separate and apart from all other funds of the city. This section requires that, "Any and all revenues received by this utility [PFD Ambulance Service]... shall be credited to the ambulance services fund, along with appropriations from the general fund..." Further, "All expenditures for the regulation, operation, and maintenance... shall be paid out of the ambulance services fund..." and "Capital costs ... shall be paid only from a separate established account within the ambulance services fund and shall not be paid from the [Ambulance Utility] service fee." The city uses an annual interfund transfer to the City General Fund in the ambulance line item operating budget to fund capital apparatus replacement as needed. This is an annual recurring expenditure. PMC Section 3.05.020 also states that, "Money in the ambulance services fund shall not be transferred to the general fund, nor to any other fund of the City, except as payment for services rendered by the utility." The city uses a cost allocation methodology to determine such services provided to each 48 Final Report Page 269 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 operating department, including the ambulance utility. The fire and ambulance budgets contain interfund transfers to the extent required by the allocation methodology to move funds into the appropriate General Fund departments that provide services or materials/consumables to the Department. For example, fuel is allocated based upon usage, facilities costs are charged, administrative costs are charged, and each budget allocates a certain amount of funding for capital equipment replacement each year, as mentioned above. For clarity, the following analysis includes the interfund transfer for apparatus replacement, currently a line item in the fire and ambulance operating budgets, into the capital portion of the budget rather than the operating portion. As noted above, this replacement funding is considered a recurring expense item. In order to provide staff and elected officials with a comprehensive perspective of the fire department and yet to account for ambulance revenue and expense as required by city code, the following section includes separate analyses of the General Fund fire budget and the Utility Fund ambulance budget, as well as the overall department budget where applicable. The historical analysis helps illustrate how the PFD funds its services — where the money comes from and where it goes. Historical budget data for the Department was provided by staff and was supplemented with a review of past city audits and historical budget records. The historical analysis should provide administration and elected officials with a solid basis upon which to evaluate recommendations and develop sustainable future policy. The data provided by staff was comprehensive and presented in excellent condition. Revenue The following figure identifies the major recurring revenue sources for the Department as well as annual interfund transfers from the General Fund into the ambulance fund and the ambulance fund's beginning fund balance. Since the fire side of the Department is just one of several General Fund departments, only those revenues specifically contractual and/or fire service fee -related in nature are shown as recurring fire revenue sources. The difference between these fire department -specific revenues and the cost of operating the fire portion of the Department is funded with other, unrestricted General Fund revenues such as property taxes and sales taxes. On the other hand, as discussed above, the ambulance portion of the Department is operated as a utility. Thus, it must show all of its recurring revenues as well as fund balance and transfers from the General Fund that make up the difference between recurring revenue and recurring expense and reserve targets. The following figure shows all available financial resources for the ambulance fund and fire -specific recurring revenue sources ("Total Fire Resources") for the fire budget in the General Fund. Final Report 49 Page 270 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 23: Pasco Fire Department Financial Resources (Fire and Ambulance), FY 2011- FY 2016 Airport Fire Protection Agreement $396,281 $487,609 $417,936 $513,724 $666,723 $700,000 Charge for Services/Misc Sources $42,575 $50,949 $31,698 $36,033 $67,894 $29,000 Ambulance Utility Fee $876,842 $1,262,574 $1,628,558 $1,999,850 $2,095,864 $3,466,019 Ambulance Billing $1,148,437 $1,241,466 $1,204,939 $1,331,715 $1,332,990 $1,500,000 Contractual Services/Misc Sources $4,988 $3,246 $6,439 $29,804 $29,085 $27,650 Ambulance Recurring Revenue $2,030,267 $2,507,287 $2,839,936 $3,361,368 $3,457,939 $4,993,669 Interfund Transfer $420,000 $890,000 $1,157,000 $420,000 $420,000 $420,000 Beginning Fund Balance $318,894 $82,492 $255,701 $563,575 $927,533 $857,991 IExcludes unrestricted General Fund sources such as property taxes, sales taxes, etc. Source: Departmental Audited and Adopted Budget Documents The following figure graphically shows actual recurring revenues specific to fire and ambulance service from FY 2011 through FY 2015 and the amended revenues for FY 2016. Fire revenues have grown from $438,856 in FY 2011 to $729,000 in FY 2016, an increase of 66.1 percent or an average annual increase of 8.27 percent. Ambulance revenues have grown at a relatively steady rate from $2,030,267 in FY 2011 to $3,361,368 in FY 2014, an increase of 65.6 percent or an average annual increase of 14.5 percent ($444,000) per year. Figure 24: Fire and Ambulance Recurring Revenues, FY 2011- FY 2016 $6,000,000 --*--Total Recurring Fire Revenue $4,993,669 $5,000,000 (Total Recurring Ambulance Revenue z,so7,z87 $4,000,000 $3,457,939 $3,361,368 $734,616 $729,000 $438,856 $53 ,558 $449,634 549,756 $2,839,936 $3,000,000 $2,000,000 $1,000,000 $0 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents The following figure shows the fire -specific recurring revenue sources in more detail. • The major source, and driver of the changes seen in the previous figure, is the revenue derived from the airport fire protection agreement. Through an interlocal cooperation agreement, PFD provides aircraft rescue and firefighting (ARFF) services as well as structural fire protection and 50 Final Report Page 271 of 429 z,so7,z87 $2,030,267 $734,616 $729,000 $438,856 $53 ,558 $449,634 549,756 Source: Departmental Audited and Adopted Budget Documents The following figure shows the fire -specific recurring revenue sources in more detail. • The major source, and driver of the changes seen in the previous figure, is the revenue derived from the airport fire protection agreement. Through an interlocal cooperation agreement, PFD provides aircraft rescue and firefighting (ARFF) services as well as structural fire protection and 50 Final Report Page 271 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 other associated services to the Tri -Cities Airport as operated by the Port of Pasco, a separate Washington Municipal Corporation from the city of Pasco. Figure 25: Fire Recurring Revenues, FY 2011 - FY 2016 $800,000 $734,616 $729,000 $700,000 $600,000 $538,558 $549,756 $500,000438 $449634 856 , $400,000 $300,000 Airport Fire Protection Agreement Charge for Services/Misc Sources $200,000 o Total Recurring Fire Revenue $100,000 $0 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents • The interlocal agreement, dated April 20, 2015, provides that the Port will pay $699,996 in monthly installments to the City for ARFF services in FY 2016. This amount essentially provides for the cost of PFD personnel assigned to the airport fire station and increases each year based upon actual employee costs. In the event of protracted contract negotiations, the annual fee increases by the Consumer Price Index for West Coast Class B/C cities. • Maintenance and utilities costs for operation of the airport station are split between the Port and City on a 40/60 basis, respectively. The Port is responsible for acquiring ARFF-related equipment and supplies while the City is responsible for structural equipment and supplies. • The contract payment to the City has grown from $396,281 in FY 2011 to $699,996 as amended in FY 2016, an increase of 76.6 percent over the period or an average of 9.68 percent per year. • Charges for services and other miscellaneous fire revenues have varied considerably from a low of $29,000 in the amended FY 2016 budget to a high of $67,894 in FY 2015 with an average of $43,000 over the period FY 2011 through FY 2016. Figure 26 shows ambulance fund recurring revenue in more detail. The two primary sources are ambulance billing and the ambulance utility fee. Final Report 51 Page 272 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 26: Ambulance Recurring Revenues, FY 2011- FY 2016 Source: Departmental Audited and Adopted Budget Documents • The Revised Code of Washington (RCW) in Section 35.21.766 gives cities the authority to establish an ambulance service as a public utility and to set and collect rates and charges for services; PMC Section 3.05.020 establishes the ambulance service as a city of Pasco utility and provides authority to charge rates for this service as approved by council. • PMC Section 3.05.040 establishes the following rate categories for emergency medical services: resident, non-resident, non -transport emergency medical services and mileage. PMC Section 3.07.010(A) sets the rates for resident and non-resident ambulance transport, including mileage charges and non -transport emergency medical services. • Ambulance billing revenue has risen from $1,148,437 in FY 2011 to a projected $1,500,000 in FY 2016 an increase of 30.6 percent or an average of 5.66 percent ($70,000) per year. • PMC Section 3.05.025 states that, "A monthly service utility fee ... shall be established from time to time by ordinance of the City Council in conformity with RCW 35.21.766." • RCW 35.21.766(3) requires a cost of service rate study. The FCS Group performed a cost of service and rate study for the City, which was completed November 18, 2015. • PMC 3.05.025 designates the utility fee formula, the classifications of fee payors, and distinguishes between rates paid for emergency medical services by resident fee payors and non-residents who are not subject to the monthly fee. • PMC 3.07.010(6) sets the monthly ambulance utility fees by payor classification. These rates were last set by City of Pasco Ordinance 4253 in 2015 to take effect in January 2016. • Utility Fee revenue increased from $876,842 in FY 2011 to $2,095,864 in FY 2015 for an increase of 139 percent or an average of 25.1 percent per year. This was due in part to the growth in the 52 Final Report { Page 273 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 city through new construction and annexation as well as actual increases in the rates. Revenue remained flat in FY 2015 pending the results of the FCS Group rate study. • Rates were increased significantly in FY 2016 and revenue is expected to increase from the $3,457,939 that was received in FY 2015 to $4,993,669 in FY 2016 or 44.4 percent year-to-year as council works to implement the recommendations of the FCS Group rate study and more fully fund ambulance service from user fees and billing. • As shown in the preceding figure, other recurring revenue sources comprise a very minor component of the total recurring revenue stream. This source averaged just $4,981 from FY 2011 through FY 2013, after which it jumped in FY 2014, and has averaged almost $29,000 since. This increase is attributed to county fire district and contract ambulance service revenue beginning in FY 2014 of between $25,400 and $27,100 per year. Other financial resources available to the ambulance utility include the annual interfund transfer from the City General Fund (GF) and the beginning fund balance. Figure 27 illustrates the relationship between total recurring ambulance revenue, the GF interfund transfer and beginning fund balance. Between FY 2011 and FY 2013, the GF transfer increased from $420,000 to $1,157,000 an increase of 175 percent or an average of 71 percent per year. Even with this increase and rising recurring revenue, the beginning fund balance was declining, going from $318,894 in FY 2011 to just $82,492 in FY 2012. It began to increase the following year to $255,701 in FY 2013 and continued to rise through FY 2015 to $927,533. Council reduced the GF interfund transfer to the ambulance utility in FY 2014 to $420,000 where it has remained through FY 2016. With increases in the monthly utility fee and billing revenue, the pressure to subsidize the utility with GF revenues has significantly declined. Figure 27: Ambulance Recurring Revenues, GF Subsidy, and Beginning Fund Balance, FY 2011- FY 2016 Source: Departmental Audited and Adopted Budget Documents Final Report 53 Page 274 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Expenditures Figure 28 shows in tabular format actual PFD expenses for the period FY 2011 through FY 2015 and amended FY 2016 according to PFD budget records. As with revenue, expenses are shown separately for the General Fund fire budget and the Utility Fund ambulance budget. Figure 28: Pasco Fire Department Expenditures (Fire and Ambulance), FY 2011- FY 2016 - Tabular Format Wages $2,977,219 $3,046,092 $4,134,937 $3,580,536 $4,320,485 $3,432,779 Benefits $591,682 $627,221 $876,047 $947,315 $1,085,707 $972,163 O&M Supplies $214,717 $131,167 $106,394 $121,191 $202,009 $234,646 Other Services/Charges $275,106 $318,780 $292,183 $377,685 $476,544 $603,499 Capital - I/F ER Replacement $222,148 $244,827 $250,760 $245,570 $243,345 $281,660 Capital - Other $0 $50,568 $0 $55,129 $7,521 $78,000 Total Fire Expenses :0 Wages $1,629,611 $1,765,019 $2,182,955 $1,810,210 $2,084,988 $2,993,627 Benefits $333,705 $358,845 $445,948 $478,304 $507,119 $833,654 0&M Supplies $75,028 $88,407 $125,091 $131,728 $174,575 $249,215 Other Services/Charges $442,020 $801,181 $714,243 $787,968 $967,845 $1,186,340 Capital - I/F ER Replacement $198,770 $210,625 $220,825 $209,200 $212,955 $257,215 Capital - Other $7,535 $0 $0 $0 $0 $49,500 Source: Departmental Audited and Adopted Budget Documents The following figure shows total expenses for each budget (fire in red bars, ambulance in blue bars) and then the total expenditures for the Department in the green dashed line for the period FY 2011 through FY 2016. • The Department's total recurring expenditures increased from $6,967,542 in FY 2011 to $11,172,298 in FY 2016, an increase of 60.3 percent or average of 10.4 percent per year. The fire budget increased from $4,280,872 in FY 2011 to $5,602,747 in FY 2016, an increase of 30.9 percent or average of 6.6 percent annually. The ambulance budget increased from $2,686,670 in FY 2011 to $5,569,551 in FY 2016, an increase of 107 percent or average increase of 16.7 percent annually. 54 Final Report Page 275 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Fieure 29: Expenditures (Fire and Ambulance). FY 2011- FY 2016 — Granhic Format Source: Departmental Audited and Adopted Budget Documents Figure 30 shows the relative proportion of departmental expenses allocated to each budget from FY 2011 through FY 2016. • From FY 2011 through FY 2016, fire expenditures have generally averaged 60 percent of the total Department expenditures while ambulance expenditures have averaged 40 percent. • As of FY 2016, expenses have been balanced almost equally between the two budgets. Figure 30: Fire and Ambulance Expenses as a Percentage of Total Department Expenses, FY 2011- FY 2016 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents y.. s,,iiza Final Report 55 mulimg htcrno ,o ­l MW Page 276 of 429 Sub -total Ambulance $12,000,000 - 100.0% Sub -total Fire $11,172,298 $11,000,000 p Total Department $1o,zs3,o9z 90.0% $10,000,000 - $9,349,382 80.0% $8,744,838 $9,000,000 - � 70.0% $8,000,000 $7,642,7321 60.0% $6,967,542 $7,000,000 50.0% $6,000,000 40.0% $5,000,000 61.4% 57 8% 60.5% 60.9% 61.6% 30.0% 49.9° 50.1 % $4,000,000 38.6% 42'2% 39.5% 39.1% 38.4% 20.0% $3,000,000 10.0% $2,000,000 0.0% 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents y.. s,,iiza Final Report 55 mulimg htcrno ,o ­l MW Page 276 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 The allocation of expenses between the General Fund fire budget and the ambulance utility budget are beginning to more closely approximate the allocation based upon call volume and time spent on calls as discussed by the FCS Group in its November 2015 rate study. In simple terms, since almost 80 percent of emergency calls responded to by the Department are EMS -related, then more of the expenses than 40 percent should appropriately be allocated to the ambulance budget. The City is moving in this direction, which will continue to relieve pressure on the General Fund. Figure 31: Combined Fire and Ambulance Wages and Benefits, FY 2011- 2016 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 $6,317,892 $6,405,473 $6,4 6,406 $5,390,746 $4,606,830 $4,811,111 X11=' 60.2 6.2 _52.2L 52.2 56.2 — $1,592,826 — $1,805,817 $1,321,995 $1,425,620 $925,387 $986,066 LQN Lp1ti Lp1'' Lp1� yp1`' Zp1�' Total FTEs -4 --Wages (Benefits Source: Departmental Audited and Adopted Budget Documents 80 70 60 50 40 30 20 10 • Total fire department wages and benefits as well as total staff count (FTEs) are provided in Figure 31 above. Wages include regular, specialty and other pay as well as overtime pay. Fiscal Year 2013 reflects a significant retroactive wage increase, as well as the addition of several positions, accounting for the spike. The annual increase observed in wages and benefits reflects the addition and/or reclassification of various positions each year as well any annual increases that were applied to both represented and non -represented employees in the department. • Department wages have increased in a non-linear manner from $4,606,830 in FY 2011 to $6,426,406 in FY 2016, an increase of 39.5 percent or approximately 7.9 percent per year. • Total wages jumped from $4.8 million in FY 2012 to $6.3 million in FY 2013 reflecting the retroactive wage increase as well as added positions, but then fell back to just under $5.4 million in FY 2014 before climbing back up to $6.4 million in FY 2015 where they remained for FY 2016 with a slight increase. • Departmental benefits on the other hand have increased linearly from FY 2011 to FY 2016. They were $925,387 in FY 2011 and $1,805,817 in FY 2016 for a total increase of 95.1 percent or average increase of 15.1 percent per year. 56 Final Report ►ascr Page 277 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Since so many positions have been added and/or reclassified over the period from 2011 through 2016, it is beneficial to discuss the impact of these changes on the Personal Services categories in the fire and ambulance budgets. This will be significant when reviewing expenditure forecast assumptions later in the study. The goal of the following analysis is to develop a forecast increase percentage for the wages and benefit line items that can be applied to each budget. • With the exception of 8 line positions (2 in fire and 6 in ambulance) added in 2013 and the subsequent loss of 4 line positions in 2014, overall department staffing has increased from 51.2 to 66.2 between 2011 and 2016. Figure 32 shows the allocation of positions between each budget, by fiscal year, with department total FTE count at the bottom. Figure 33 displays the allocation of total positions between the fire and ambulance budgets along with total wages. Figure 32: Fire Department Staff County by Position and Budget, FY 2011- 2016 EMPLOYEES POSITION FIRE CHIEF 2011 FIRE 0.5 2012 BUDGET 0.5 2013 0.5 2014 0.5 2015 0.5 2016 0.5 ASSISTANT CHIEF 0 0 0 0 0 0.5 TRAINING SAFETY/BATTALION CHIEF 1 1 1 1 1 0 TRAINING SAFETY/CAPTAIN 0 0 0 0 0 1 BATTALION CHIEF 0 3 3 3 3 1.5 CAPTAIN 3 8 8 8 7 7 LIEUTENANT 9 3 3 3 5 5 FIREFIGHTERS 22 17 19 20 22 19 DEPARTMENT ASSISTANT II 0.5 0.5 0.5 0.5 0.5 0.5 PARTTIME FIRE PREVENTION 0.20.2 0.2 0.2 0.2 0.2 SUB -TOTAL FIRE BUDGET FTES 36.2 33.2 35.2 36.2 39.2 35.2 FIRE CHIEF 0.5 0.5 0.5 0.5 0.5 0.5 ASSISTANT CHIEF 0 0 0 0 0 0.5 BATTALION CHIEF 0 0 0 0 0 1.5 CAPTAIN EMS OFFICER 1 1 1 1 1 1 CAPTAIN PARAMEDIC 0 1 1 1 2 2 LIEUTENANT/PARAMEDIC 0 0 0 0 1 1 PARAMEDIC 13 16 22 17 19 24 DEPARTMENT ASSISTANT II 0.5 0.5 0.5 0.5 0.5 0.5 SUB -TOTAL AMBULANCE BUDGET FTES 15 19 25 20 24 31 TOTALDEPARTMENT Final Report 57 Page 278 of 429 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 33: Fire and Ambulance Budget FTEs and Wages, FY 2011 - 2016 2011 2012 TOTAL Fire FTE - - Wages (Fire) 2013 2014 2015 2016 ® TOTAL Ambulance FTE - • Wages (Ambulance) 40 35 30 25 20 15 10 5 0 • In order to estimate the impact of annual salary and benefit increases due to collective bargaining or other salary drivers, the cost of the added/reclassified positions must first be removed to arrive at an adjusted amount. An approximation of the cost of the new/reclassified positions between 2011 and 2016 was made using the above data and salary information obtained from the department for 2016. • Figure 34 below shows the change in FTE count by category (Command, Company Officer, Line and Staff positions) from 2011-2016. • Line positions are defined as paramedics and firefighters. • Company officers are first-line operational supervisors and are defined as Lieutenants and Captains (regardless of whether they are paramedics or not so long as they are on shift riding out of fire stations). • Command staff positions are defined as field or administrative officers not assigned to specific fire stations riding on apparatus such as engines, ladders or ambulances. Rather, these officers may respond to emergencies individually and serve in various command functions. • Staff or other positions are defined as non -uniformed office or other support. 58 Final Report rascr Page 279 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 34: Staff Changes by Category, FY 2011- 2016 50 45 a3 a1 a1 40--035— 37 - 35 33 --*.--Other Paramedics/Firefighters 30 (Company Officers u 25 -4—Command Staff W 20 LL 15 15 15 12 12z.J12 12 10 7 6 6 6 6 5 3 1.2 1.2 1.2 1.2 1.2 1.2 0 2011 2012 2013 2014 2015 2016 rrsscr • Line positions increased between 2011 and 2016 by 8 with the addition of 5 new paramedics (assumed at the base paramedic hourly rate) and the reclassification of 3 firefighter positions to paramedic (assumed to be difference between the 24-36 month firefighter hourly and base paramedic hourly rates). Total added wages for 5 new and 3 reclassified positions would be approximately $363,552. The benefit total using the calculated ratio (30.7% of wages) would be approximately $111,610. • These line positions would be subject to overtime and using the average OT to wages ratio of 11.47% then total added wages for these positions would be approximately $405,251. The benefits will increase by a like amount and would be approximately $124,412. • Company officer positions have increased between 2011 and 2016 by 3 overall, with the addition of 2 captain/paramedics and 1 lieutenant /paramedic. However, 4 lieutenants have also been reclassified to captain which is an incremental increase of approximately 4.6%. Total added wages would be approximately $305,424. The benefit total would be approximately $93,765. • These positions are also subject to overtime and using the average OT to wages ratio of 11.47% then total wages would be approximately $350,321. The benefits will increase by a like amount and would be approximately $107,548. • Command staff positions have increased from 3 to 7 between 2011 and 2016. This increase occurred through the addition of 2 battalion chiefs, 1 assistant chief and 1 staff captain. The total added wages would be approximately $480,000. The benefit total would be approximately $147,360. Final Report 59 Page 280 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Since the 2 battalion chief officers are field positions, it is assumed that overtime also accrues to them but not to the assistant chief or the staff captain. Using the average OT to wages ratio of 11.47% then the wages for these two positions would be approximately $275,280. The benefits will increase by a like amount and would be approximately $83,685. • Total wages for all 4 additional command positions would be approximately $515,280 while total benefits would be approximately $156,645. • In order to gain a more accurate picture of Personal Services increases between 2011 and 2016, the adopted 2016 budget for forecast purposes will be adjusted by subtracting the calculated incremental costs of adding the above 15 new positions and reclassifications. Total Wages (including OT) of the new/reclassified command, company officer and line positions would be approximately $1,225,955 while total benefits would be approximately $388,605. • Therefore, adjusted 2016 wages, for comparison with 2011 wages should be approximately $5,200,451 for a total increase of $593,621 or 12.9 percent over five years. This is an average annual increase of 2.58 percent. Adjusted 2016 benefits for comparison purposes with 2011 should be approximately $1,417,212 for a total increase of $491,825 or 53.2 percent over five years. This is an average of 8.9 percent annually. 60 Final Report rasa Page 281 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 35: Fire and Ambulance Regular Wages and Overtime, FY 2011- FY 2016 $7,000,000 $6,317,892 $6,405,473 $6,426,406 $6,000,000 $5,390,746 $4,606,830 $4,811,111 $5,000,000 - - $4,000,000 $3,000,000 ❑ Overtime (Ambulance) $2,000,000 _ ■ Wages (Ambulance) ❑ Overtime (Fire) $1,000,000 ■ Wages (Fire) $0 - Source: Departmental Audited and Adopted Budget Document Figure 35 shows regular wages and overtime for the GF fire budget and the ambulance utility budget for FY 2011-2016. Total wages are shown by the green dashed line with the total amount shown above. This reflects retroactive pay in FY 2013, increases in staffing within the fire budget as mentioned above, and a shift from general fund support to ambulance utility support in FY 2016. Ambulance wages have increased from $1,477,995 in FY 2011 to $1,832,558 in FY 2015 for an increase of 24 percent or average increase of 7.0 percent annually. The amount jumped to $2,919,079 in FY 2016. This reflects retroactive pay, increases in staffing and a shift from general fund support to ambulance utility support. Fire wages have varied throughout the period averaging $2.65 million in FY 2011-12 then climbing to $3.67 million in FY 2013, falling back to $3.2 million in FY 2014, then rising back up to $3.74 million in FY 2015 before falling back to $3.2 million in FY 2016. The change in ratio between the fire and ambulance budgets is driven by the change in wages and coincides with a change in allocation of shared personnel costs following the November 2015 FCS Group rate study as implemented in the FY 2016 budget. Overtime is generally 15 percent or less of the regular wages expense for both budgets. Final Report 61 Page 282 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 36: Fire and Ambulance Operating Expenses, FY 2011— FY 2016 $2,500,000 $2,273,700 — Sub -total Ambulance Operating — Sub -total Fire Operating $2,000,000 Total Department Operating $1,820,97399® $1,500,000 - $1,418,573 $1,435,555 $1,339,535 $1,237,910 $1,142,419 $1,006,872 $1,000,000 $919,696 $889,588 839,333 $ $517,049 $500,000 $838,145 $678,553 $489,823 $449,947 $398,577 $498,877 $0 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents • Total operating expenses for the Department are shown in Figure 36 by the dashed green line with the totals above the triangular symbol. • Each budget includes a line item (54.4910) for I/F ER Replacement which is a recurring amount funded each year for capital apparatus replacement. For the purposes of this analysis, this amount is shown as a recurring capital expense rather than an operating expense to clarify that this is for capital equipment. • Department operating expenses have increased from $1,006,872 in FY 2011 to $1,418,573 in FY 2014 for an increase of 40.9 percent or approximately 13.4 percent per year for three years. • This increase was driven primarily by ambulance operating costs, which increased 77.9 percent over the period through FY 2014 or approximately 25.3 percent per year. Fire operating costs remained relatively flat during this period. • The rate of increase in operating costs increased between FY 2014 and FY 2015, a rate sustained through FY 2016. The operating costs went from $1,418,573 in FY 2014 to $2,273,700 in FY 2016 for an increase of 60.3 percent or an average increase of 26.6 percent per year. • Both fire and ambulance operating costs increased at a high rate (average annual increase of 29.8 and 24.9 percent, respectively) from FY 2014 to FY 2016. 62 Final Report rasa Page 283 of 429 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 37: Fire and Ambulance Capital Expenses, FY 2011— FY 2016 Sub -total Fire I/F ER Replacement — Sub -total Ambulance I/F ER Replacement Total Department I/F ER Replacement $471,585 $455,452 $454,770 $420,918 -160------ r- __I $210,625 $220,825 $198,770 $222,148 $244,827 1$250,760 $456,300 $538,875 P°1 —1 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents • Figure 37 shows total Department I/F (interfund) ER Replacement costs for the period FY 2011- 2016 as a green dashed line with the total over each green triangle. As stated, although this is a recurring expense and is budgeted as an operating cost, this expense is for replacement of capital apparatus in each fund and is shown as a recurring capital expense for the purposes of this analysis. • Department costs have averaged $450,000 per year from FY 2011-2015 and jumped in FY 2016 to $540,000. • Costs have generally been split equally between the fire and ambulance budgets. • Other non -emergency response capital apparatus costs are shown by fund for fire and ambulance budgets in Figure, which follows. • These expenses are sporadic and relatively minor when compared with the ER replacement expenditures discussed above. 7,,,,'YS",iiza Final Report 63 —ulimg htcrno ,o ­l Page 284 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 38: Fire and Ambulance Non -Apparatus Capital Expenses, FY 2011— FY 2016 $140,000 $120,000 Non -apparatus Capital (Ambulance) $100,000 E Non -apparatus Capital (Fire) $80,000 $60,000 $40,000 $20,000 $0 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents Net Income/Deficit Figure shows graphically the department sub -total of actual fire expenses for FY 2011 through FY 2015 with amended for FY 2016 in red. Revenue shown for the same period represents the contractual payment from the Port to the City under the interlocal agreement for ARFF services as well as other fire specific fees. Since the fire budget of the PFD is a budget within the General Fund, the "operating deficit" reflects that portion of the expenditures budget funded by City general revenues other than the specific recurring fire revenue sources; for example, tax revenues such as sales and property taxes. 64 Final Report rascr Page 285 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 39: Fire Recurring Revenue, Expenditure, and Net Surplus/(Deficit) Trends, FY 2011– FY 2016 $8,000,000 $6,335,611 $6,000,000 $5,660,320 $5,327,428 MIL $5,602,747 $4,280,872 $4,418,654 $4,000,000 $2,000,000 $438,856 $538,558 $449,634 $549,756 $734,616 $729,000 $0 -$2,000,000 -$4,000,000 -$3,842,016 -$3,880,096 -$6,000,000 777,671 _$4,873,747 -$5,600,995 -$8,000,000 OOperating Surplus(Deficit) —4—Total Fire Revenues (Total Fire Expenses Source: Departmental Audited and Adopted Budget Documents Conversely, Figure illustrates in graphic format the Department sub -total of actual ambulance expenses for FY 2011 through FY 2015, with amended FY 2016 in red. Revenue shown for the same period represents primarily ambulance billing and the ambulance utility fee. Since the ambulance budget of the PFD is a self-contained budget, the "operating deficit" reflects the difference between recurring ambulance revenue and recurring expense. To the extent that there is an operating deficit, it must be made up through other funding sources available. These include the General Fund transfer (subsidy) discussed above and the beginning fund balance each year. M Final Report 65 Page 286 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 40: Ambulance Recurring Revenue, Expenditure and Net Surplus/(Deficit) Trends, FY 2011— FY 2016 $6,000,000 $5,569,551 $2,686,670 $3,224,077 $5,000,000 $2,839,936 $3,361,368 $4,000,000 $3,689,061 sa 7110 $3,947,48 $4,993,669 -$656,402 -$716,791 -$849,126 -$56,042 -$489,543 -$575 8$2— $3,000,000 $2,000,000 $1,000,000 $0 -$1,000,000 -$2,000,000 Lfj 1��2 ti��3 TV DOperating Surplus(Deficit) Recurring Revenue (Recurring Expenses Source: Departmental Audited and Adopted Budget Documents The following figure illustrates the relationship between the annual operating surplus/(deficit), General Fund transfer into the Ambulance Utility Fund, and the beginning fund balance each year. As in Figure , the green bars represent the annual operating surplus or the operating deficit. Even though the above figure shows recurring revenue increasing each year, expenses are as well and continue to exceed revenues. Therefore, the ambulance fund runs a deficit each year. This deficit, despite an infusion from the General Fund, causes fund balance to decrease (as shown by the blue line) which decreases from FY 2011 through FY 2012. As the General Fund subsidy is significantly increased, the decrease in fund balance is arrested and reversed. Expenses were significantly reduced in FY 2014 and the annual operating deficit was almost reduced to zero, allowing the fund balance to continue increasing and allowing the City to reduce the subsidy to the ambulance fund. The City keeps the subsidy flat at $420,000 from FY 2014 through FY 2016 and, as operating deficits again increase, the fund balance begins to react by decreasing between FY 2015 and FY 2016. 66 Final Report Page 287 of 429 $2,686,670 $3,224,077 $2,839,936 $3,361,368 3,457,939 $2,507,287$2,030,267 -$656,402 -$716,791 -$849,126 -$56,042 -$489,543 -$575 8$2— Source: Departmental Audited and Adopted Budget Documents The following figure illustrates the relationship between the annual operating surplus/(deficit), General Fund transfer into the Ambulance Utility Fund, and the beginning fund balance each year. As in Figure , the green bars represent the annual operating surplus or the operating deficit. Even though the above figure shows recurring revenue increasing each year, expenses are as well and continue to exceed revenues. Therefore, the ambulance fund runs a deficit each year. This deficit, despite an infusion from the General Fund, causes fund balance to decrease (as shown by the blue line) which decreases from FY 2011 through FY 2012. As the General Fund subsidy is significantly increased, the decrease in fund balance is arrested and reversed. Expenses were significantly reduced in FY 2014 and the annual operating deficit was almost reduced to zero, allowing the fund balance to continue increasing and allowing the City to reduce the subsidy to the ambulance fund. The City keeps the subsidy flat at $420,000 from FY 2014 through FY 2016 and, as operating deficits again increase, the fund balance begins to react by decreasing between FY 2015 and FY 2016. 66 Final Report Page 287 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 41: Ambulance Operating Surplus/(Deficit), Fund Balance, and GF Transfer (In) Trends, FY 2011— FY 2016 Sc $1,500,000 $1,000,000 $500,000 $0 -$500,000 -$1 000 000 $1,157,000 $890,000 $927,533 $857,991 $563,575 $420,000 $255,701 $82,492 0 $420,000 F$420,000$318,894 $420,00 -$56,042 X011 ��12 ��13 tio1pl 161 IO16 OOperating Surplus(Deficit) General Fund Transfer In (Beginning Fund Balance urce: Departmental Audited and Adopted Budget Documents Final Report 67 Page 288 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 STAFFING The most valuable asset of any organization is its people. The effective management of human resources requires a balance between the maximum utilization of the overall workforce and the experience of a high level of job satisfaction by individual workers. To achieve this goal consistently, management must combine reliability with a safe working environment, fair treatment, the opportunity to provide input, and recognition of the individual's commitment and sacrifice. Job satisfaction depends upon this combination of factors. Administrative and Support Staffing One of the primary responsibilities of a fire department's administration is to ensure that the fiscal, infrastructure, and support elements are in place and functioning smoothly and effectively so that the core mission—responding to and mitigating emergencies—can be accomplished in a safe and efficient manner. Like any other part of a municipal fire department, administration and support need the appropriate resources to function properly. In this section of the staffing analysis, the ratio of administrative and support positions to total organizational staffing is compared to industry best practices and similar organizations. Too large an emphasis on administrative staffing can have as detrimental an influence on the efficient functioning of an organization as too little. It is important to achieve an appropriate balance between administration and support and the operational sides of a department. Organizational success may depend upon it. The level of administration and support staffing represents 10.5 percent of Pasco Fire's total staff. This ratio is on the low end of what ESCI sees when studying fire departments in the northwest. Fire districts often have ratios in the 15 to 18 percent range, but this is because districts must provide all of the support functions that cities are able to provide through other departments within the city's organizational infrastructure. Human resources, information technology, and building and apparatus maintenance are some of those functions. Pasco has done a good job of integrating the needed fire department support under other civilian divisions within the city. Still, Pasco Fire Department's administrative and support function is very lean. While Pasco Fire should be complimented for maintaining an efficient administrative profile, the lack of adequate staffing can create problems in two areas. First, the lack of functional redundancies can result in the crippling of normal operations when the unexpected arises. There should be adequate staffing such that if any member of staff were to become unavailable for work for an extended period, someone else can step in to pick up that load. Second, lacking adequate staffing in administrative or managerial functions can lead to lost opportunities because it is personnel at these levels who are likely to recognize potential needs or exposures within the community. Personnel who are over -burdened with current workload are prone to "tunnel vision" when the organization needs them looking out on the horizon. Most of the administrative functions are physically centralized at PFD's main station. This centralized 68 Final Report 4 Page 289 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 structure serves to facilitate good communications between divisions and elements; however, unlike most smaller departments with a shared fire station and administrative facilities, PFD's is not designed in such a way that administrative offices are housed together and separated (if only slightly) from the operations side of the facility. The result is at least twofold: there is a lack of space for chief officers who may need to be engaged in confidential conversations, and the "walk through" nature of the facility creates too many distractions for those who are working in the space. Casual interactions between managerial staff and line personnel can be positive, but they can also serve to cause inefficiencies in the work place. The issue of better organizing the work environment for administrative staff will be addressed in the Capital Needs section of this report. Emergency Response Staffing An adequate number of properly trained staff of emergency responders is required for putting the appropriate emergency apparatus and equipment to its best use in mitigating incidents. Insufficient staffing at an operational scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved. The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. This general concept is applicable to fire, rescue, and medical situations. Critical tasks must be performed in a timely manner in order to control a fire or to treat a patient. Pasco Fire Department is responsible for assuring that responding companies are capable of performing all of the described tasks in a prompt, efficient, and safe manner. The following figure lists PFD's emergency response staffing. Figure 42: Emergency Response Staffing per Shift Minimum Staffing 4 6 4 1 15 Maximum Assigned 5 7 5 1 18 Considerable ongoing local, regional, and national discussions and debates around large incidents of significant consequence have brought attention to the matter of firefighter staffing. Frequently, this discussion is set in the context of firefighter safety. While there are published standards regarding firefighter staffing, they generally speak in terms of the number of firefighters assigned to a particular apparatus, often characterized as a preferred standard of, "...a minimum of four personnel per company." ESCI notes that the more critical issue is the number of firefighting personnel assembled in a reasonable amount of time at the scene if an emergency that can perform the required critical tasks to mitigate the emergency regardless of the type or number of vehicles upon which they arrive. Complicating the issue of operational staffing for large incidents is the continued responsibility of the fire service in providing their communities' first line of emergency medical response. These responses { Final Report 69 Page 290 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 often require fewer personnel resources while occurring in much greater numbers than fires. Whether a fire department provides emergency transport to the hospital or not, medical emergencies have continued to challenge many fire service organizations' abilities to keep up with service demands. PFD is no exception. PFD's response protocols necessitate transferring Medic Unit crews to "swing" over to the fire apparatus when a multi -unit fire response is dispatched (i.e., structure fire), resulting in a four -person company. If the medic units are in quarters and available, as well as their counterpart fire engine, the crews will merge on the engine to respond, leaving the medic unit unstaffed and out of service. If the medic unit or fire engine are separated when the dispatch occurs, they respond to the fire incident separately. In either case, medical incident response capability is compromised, yet the additional staffing is critical to the structure fire response. By increasing the staffing on the engine companies, structure fire responses are less dependent upon the added staffing medic units represent. This maintains an effective EMS response capability while improving the effective response force for structure fires (discussed in greater detail in the Service Delivery & Performance section of this report). Regarding fires and other major emergencies, the number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of incidents. In the absence of adequate personnel to perform concurrent action, the incident commander must prioritize the tasks and complete some in chronological order rather than concurrently. Many fire departments develop Standards of Cover to define how they will respond to a variety of emergencies. Standards of Cover (or SOC) take into account the particulars of each organization, recognizing that how fire departments respond to various situations depends upon their size, their available resources, and the priorities of that agency's community. SOCs also communicate to employees and to citizens how the agency expects its responders to approach emergency situations. PFD does not have a Standards of Cover. Absent such a document, fire departments may be held to state and/or national standards that may not take into consideration the practical realities of the given locale. This is discussed in greater detail in the Future Delivery System Models section of this report. When looking at the minimum requirements for accomplishing the tasks necessary in responding to a residential house fire, it should be noted that Pasco Fire Department's minimum daily staffing does not provide adequate personnel resources even when all on -duty units are available. This is due in part to the requirement that two firefighters remain at the airport at all times. This deficit is addressed in several ways. Off-duty firefighters are permitted to check out pagers from the department if they are available to return to work in the event of one larger incident or many smaller ones. Also, PFD and its neighboring fire departments rely upon a system of mutual and automatic aid to assist one another in gathering adequate resources to mitigate any emergencies that are too large for one department to manage. Another means of comparison, also used on a national basis, is that of measuring the number of firefighters per 1,000 population of the service area. The following figure illustrates the current 70 Final Report Page 291 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 comparison of PFD staffing with both national and regional medians as reported by the National Fire Protection Association. Note that this analysis does not take into account whether the fire departments in question provide ambulance transport to their communities 1.4 1.2 1 0.8 0.6 0.4 0.2 0 Figure 43: Staffing Comparison, 2015 Regional Median National Median PFD Using this comparison, PFD is 16.67 percent below the regional median for career personnel and 56.46 percent below the national median. Personnel Management The following review relates to the baseline personnel management components typically found in an appropriately administered organization. Pasco Fire Department uses officer level staff to perform tasks that could be more efficiently delivered through non -uniformed staff. For example, the EMS Officer delivers supplies to each of the stations although such work could be performed by less expensive staff, freeing officer time for higher value- added activities. Operations personnel in the fire service in Washington most commonly work 24-hour shifts. Under federal labor regulations they can work up to 53 hours per week before their employers are obligated to pay them at an overtime rate, and those 53 -hour weeks can be averaged over a longer period than one week. Each employer may adopt a period of time for averaging the employees' work week from a maximum of 28 days to a minimum of 7 days. In the fire service in the northwest, these time periods, known as "FLSA (Fair Labor Standards Act) cycles" tend to run from 24 to 28 days. Twenty -four-hour shifts are broken up by off-duty periods that can be regular or varied. For example, a common schedule is one 24-hour shift on -duty followed by two 24-hour shifts off duty. Another common variation is one shift on, one shift off, one shift on, one shift off, one shift on, four shifts off. Both examples provide an Final Report 71 Page 292 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 average of 48 hours off duty for every 24 hours on duty. Both also result in a work week that averages 56 hours and therefore requires that the employer pay over time for the extra hours. PFD, like many other fire departments in Washington, schedules additional off-duty shifts to bring the average work week below 56 hours. Almost all firefighters in Pasco work the one shift on followed by two shifts off with one additional shift off in each 28 -day FLSA cycle, resulting in an average work week of 50 hours. The 50 -hour work week is common throughout Washington State. In addition, PFD currently employs two firefighters on a floating work schedule (called "D" shift) that is designed to give the Department the flexibility to place these "extra" firefighters where they are needed to cover vacancies created by injuries, vacations, or other absences. This new schedule is an example of the City's and the Union's willingness to look at creative ways to address a common emergency services issue—staffing for vacancies that occur in an unpredictable way. A growing trend in the fire service has been the introduction of the 48-hour work shift; that is, 48 hours on duty followed by 96 hours off duty. This schedule has developed in response to the greater distances that some fire service personnel are living from the communities which they serve. This phenomenon is a product of the explosion in real estate values in some communities (making it impossible for public service employees to afford housing in the cities where they work) and the competitiveness of the fire service industry (leading candidates for employment to compete for jobs farther and farther from the places where their families already live). Both of these instances result in longer and longer commutes. They can also result in fewer firefighters living within a reasonable distance from their place of employment should emergency callback of off-duty workers be an issue. For busier fire departments, the issue of being able to work safely for this increased amount of on -duty time is being studied. Anecdotally, the 48-hour shift has proven to be very popular with firefighters but less so with fire administrators. PFD currently uses the 24-hour on -duty schedule with an average 50 -hour work week. Both are within regional norms and make effective use of the currently available personnel. Another approach to staffing that is not currently being used in Pasco is "Peak Activity Staffing." Peak Activity Units (PAUs) are staffed during those periods when fire department activity is predictably at its highest, according to a careful analysis of past response and activity data. Recommendations: • Redesign or relocate the administrative offices so that they have adequate space and separation from the operations side of the facility. • Develop a plan to assure that all administrative functions have a "back up" provider. 72 Final Report Page 293 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 EMERGENCY MEDICAL SERVICES An EMS (emergency medical services) system includes personnel, facilities, and equipment for the effective and coordinated delivery of emergency medical services within a geographical area. An effective EMS system involves many different agencies, organizations, and the public working together to provide rapid recognition, notification, response, treatment, and transport to those in need of immediate medical attention. Generally, most EMS systems include at least system access and dispatch components, first response, ambulance transport, and definitive hospital care. The addition of a trained public component has proven to improve patient outcomes. King County, Washington, is touted as the county where someone who has a cardiac arrest has a greater chance of survival than anywhere else in the world.13 The survival rate for cardiac arrest in King County hit an all-time high of 62 percent in 2013. Incorporating the use of High Performance CPR (cardio pulmonary resuscitation), an ambitious goal for a 75 percent survival rate for witnessed cardiac arrest was set for Benton and Franklin Counties. In 2014, the survival rate for witnessed cardiac arrest in Benton and Franklin Counties climbed to 63 percent. By comparison, the cardiac survival rates in New York City, Chicago, and other urban areas have been recorded in the single digits.14 Kudos: • To the Benton/Franklin Counties' EMS system for achieving a substantial increase in the survival rate from witnessed cardiac arrest. EMS Service Delivery System and Logistical Support Services Besides PFD, there are five other fire departments which provide 9-1-1 generated ambulance transport services, with one private ambulance service providing inter -facility and BLS (Basic Life Support) services. • Richland Fire Department • Kennewick Fire Department • Walla Walla Fire District #5 • Benton County Fire District #4 • Franklin County Fire District #3 • AMR (American Medical Response), BLS Tri -Cities fire departments currently operate very similar fire and EMS response services but not in a systematically planned and coordinated manner. While certain efficiencies are realized in an ad hoc fashion through automatic aid, it is primarily based upon obvious service gaps in the system. There has 13 Public Health News, King County has world's highest survival rate for cardiac arrest, Seattle and King County Health, May 19, 2014. 14 Ibid. Final Report 73 mulimg htcrno ,o ­l MW Page 294 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 been no thorough risk assessment, data analysis, and response planning between the agencies to achieve the optimum use of combined resources. Fittingly though, EMS is the single most uniformly operating section of the Tri -Cities fire departments. Joint protocols, a shared EMS Medical Program Director, and EMS training are all uniform to the fire departments in Franklin and Benton counties. Mid -Columbia (Benton/Franklin) EMS and Trauma Care Council provides the focal point for coordinating emergency medical services. The mission and vision of the Mid -Columbia Council is: Mission: To advance the emergency medical service and trauma care system. Vision: Be the best Emergency Medical Service (EMS) and Trauma Care system (TCS) we can be through: providing a continuum of care from prevention to return to the community with the highest quality of life possible, collaborative coordination of all stakeholders; producing the highest level of efficiency and effectiveness; and being a model EMS and TCC in Washington State. Organized as a private, non-profit organization, the Council works with the Washington State Department of Health, hospitals, pre -hospital EMS providers, airborne medical transport, and other regional healthcare partners to develop and enhance the EMS and trauma care system. In ESCI's experience, the Mid -Columbia Council functions at a level above other EMS organizations and is commendable. Kudos: • To PFD and the other member organizations of the Mid -Columbia (Benton/Franklin) EMS and Trauma Care Council for their leadership and dedication to pre -hospital medical care of the sick and injured. EMS is the most frequent service provided by the Tri -Cities fire departments. During periods of high call volume, EMS resources are essentially depleted. On one morning in April 2016, eight medic units were responding, transporting, or at the scene of a medical incident at the same time in the Tri -Cities. This illustration points out the need for coordinating fire and EMS response. One obstacle to establishing a seamless regional EMS response is the two PSAPs (Public Safety Answering Points). This was also a concern echoed by those interviewed by ESCI. Recommendation: • Complete the current efforts to combine emergency communications for Franklin and Benton counties in a single PSAP. Traditional municipal fire and medic companies are staffed and continuously available 24 hours per day to respond to emergencies. As more powerful analytical tools have become available, some fire departments are being more aggressive with move -ups, posting, and deployment spawning such terms as "dynamic redeployment" and "system status management". 74 Final Report Page 295 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 EMS systems structured and based on traditional paradigms are changing. Many people view EMS as simply ambulance transportation or fire department response to medical events. However, those views are being challenged as insurance companies, including Medicare, demand more accountability for ambulance transport and emergency treatment, and fire departments seek better use of resources to extend services to the communities they serve. One technique of managing costs is to staff emergency response units as needed, increasing apparatus and personnel resources during times that have and/or are forecast to have greatest service demand. These staffed units are commonly referred to as Peak Activity Units (PAU). PAUs (i.e., fire engine, medic/ambulance) staffing occurs for scheduled events, for periods of peak service demand, or to cover a response zone while fire personnel attend training. Adding a PAU as an adjunct to current staffing patterns adds flexibility to fire department emergency operations. As with several other recommendations, a shared PAU between multiple Tri -Cities fire departments would be the most efficient and cost effective operating model. This is further discussed in the Mid -Term Strategies section of this study. Recommendation: • Deploy a shared agency staffed PAU during times of greatest EMS service demand. A variation on the PAU model is the use of Alternative Response Units (ARUs). While a PAU's primary mission is to respond flexibly to peak demand for emergency services, an ARU answers non -emergency and lower acuity emergency medical calls. Its function is to keep the primary fleet of emergency response vehicles and crews in service and available for true emergency calls. Tualatin Valley Fire & Rescue (TVF&R) in Washington County, Oregon, implemented a 12 -month pilot of this program in 2011; Spokane Fire Department (SFD) implemented a six-month pilot of this program in 2013 and recently extended it an additional 18 months. Both agencies have experienced positive results, with TVF&R permanently incorporating the units into its daily operation. The premise behind ARUs is to reduce the expensive staffing and vehicle response to likely non -life- threatening calls for service. ARUs are sport utility vehicles, staffed by one firefighter/paramedic in Tualatin Valley's model. Dispatching is according to a protocol used by the dispatch centers, medically triaging the calling party. SFD's Spokane Combined Communication Center communication specialists are certified Emergency Medical Technician/Emergency Medical Dispatch (EMT/EMD). In TVF&R's case, communication specialists at Washington County Communications Center are not necessarily EMTs but are trained to the EMD certification level. Spokane's ARU pilot included three units deployed strategically throughout the SFD service area. Initially, SFD deployed ARUs Tuesday through Friday from 8:00 a.m. to 6:00 p.m., times of peak activity. In the six-month pilot, the units handled 1,193 incidents that would have been handled by an engine company, medic unit or ladder truck. In TVF&R, ARUs also respond to minor non-medical calls such as lockouts, smoke detector problems, and to investigate burning complaints. The four TVF&R ARUs Final Report 75 Page 296 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 responded to 2,134 incidents in 12 months, which represents 7.2 percent of the agency's total call volume for that year. Recommendation: • Consider alternative deployment options as demands for service increase, including a shared agency ARU. At the heart of any fire department are the activities and functions that support the delivery of emergency services. Logistics are actions that keep assets in operational readiness and ensure that enough supplies, tools, and equipment are available to mitigate emergencies. PFD personnel dedicate a certain level of daily effort in maintaining emergency apparatus and equipment and ordering and stocking firefighting and EMS supplies. Although PFD is an emergency services provider, it is also a business spending tens of thousands of dollars each year to ensure emergency mission readiness. Like all businesses, fire departments need to be receptive to new practices to maximize the value of budget dollars. Such practices may take the form of economies of scale, administrative efficiencies, paperwork reduction, technological advances, and innovative cost saving concepts. Logistics and support services for EMS represent a labor-intensive process requiring good policies and attention to detail. The procurement and distribution of EMS supplies is also an important behind -the - scenes practice that needs hands-on work and meticulous record keeping. Filling the demand for logistical services is a constant necessity in any organization and vital to ensure the operational readiness of the agency. A significant amount of the PFD EMS officers' time is consumed with logistics duties. A process repeated by EMS officers at each fire department in the Tri -Cities area. The Tri -Cities fire departments have on occasion cooperated on purchasing. Collaborating for supply and logistics in an EMS system allows agencies to achieve "right -column" pricing on EMS supplies and equipment, reduces average transaction costs, and realizes benefits of standardizing equipment. Creating a joint purchasing and logistics program for EMS, and potentially other supplies, offers the ability to create joint bids for supplies and equipment and achieve additional benefits such as integrated inventory of supplies that can accommodate lag times in deliveries from manufacturers and suppliers. A multi -agency purchasing program could improve the management of PFD's and partner agencies' supply chains. In theory, the agencies would collectively create or contract for a logistics center to manage the purchasing process of EMS supplies. 76 Final Report Page 297 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Recommendation: • Standardize EMS equipment and supply purchases through a group purchasing and distribution system. The RCW (Revised Code of Washington)" requires a cost of service study to identify the total cost necessary to regulate, operate, and maintain the ambulance utility. In 2015, the City of Pasco contracted with the FCS Group for an Ambulance Utility Cost of Service and Rate Study. The rate study states that "with a net ambulance utility costs of $5,790,137 and 22,840 regular billing units, the ambulance rate per unit is $253.51 a year, or $21.13 a month." If adopted it would have represented a 173 percent increase over the previous utility rate of $93.00 a year or $7.75 a month. Understandably, an increase of that magnitude was not palatable for the Pasco community or City Council. A more restrained ambulance utility rate increase approved in 2016 resulted in an annual charge of $151.80 or $12.65 a month. Even with the rate change, the City had to continue making annual General Fund contributions, albeit smaller ones, to fully fund ambulance service. Rate issues identified in the FCS study for the City of Pasco to consider in order to close the gap were: • An exemption of nursing homes from paying the monthly ambulance utility rate fee. • Commercial, industrial, and other businesses and properties pay a single monthly fee (the same rate as a single-family residence). • Hotels and motels pay a single monthly fee (the same rate as a single-family residence). At the time of the rate increase, a determination was made to maintain the ordinance in its original form. Nursing homes, hotels, motels, RV and mobile home parks, and commercial businesses were considered one billing unit, keeping them listed in their current billing category (the same rate as a single-family residence). As a matter of equity and in proportion to ambulance services usage, the ambulance utility charge is low. Any change in how the City of Pasco addresses this issue could increase the number of billing units. These changes primarily would affect rates paid by businesses. As a result of increasing the number of units, the current utility rate can be maintained to increase revenue or lowered as a result of spreading the costs across more billing units. There is a demonstrated need for PFD to increase staffing in an effort to mirror increases in the area served, services provided, and service demand. ESCI recommends increasing the number of billing units for businesses, lodging, and properties with multiple dwellings to accurately reflect ambulance service usage. It would be appropriate at the same time to adopt an increase to more closely align revenue with the cost of operating the ambulance service. is RCW 35.21.766 (3), Ambulance services—Establishment authorized. Final Report 77 Page 298 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Recommendation: • Revisit the practice of a flat rate utility fee structure of support for ambulance service. • Keep the ambulance utility cost analysis and cost of service updated regularly. Current Medical Control and Oversight The Medical Program Director (MPD) is responsible for providing medical oversight and guidance to Emergency Medical Services Technicians and Paramedics. The MPD must develop or adopt written prehospital patient care protocols to direct Emergency Medical Services personnel in patient care.16 Medical control and oversight in Benton and Franklin Counties is directed by an ABEM (American Board of Emergency Medicine) board certified M.D. (Doctor of Medicine) and FACEP (Fellow of the American College of Emergency Physicians). The current MPD is uniquely qualified for the position, having been an EMT and paramedic prior to his medical career. The MPD's passion for delivery of quality EMS in the Tri -Cities region is highly regarded by paramedics and fire department leadership. Funded by the local council, a part-time administrative assistant provides recordkeeping services. PFD's paramedics, as well as those in the other local agencies, are well trained and held to a high standard of patient care by the MPD. Contributing to the success of the EMS program and quality patient care is the low turnover rate of paramedics. In our experience, many EMS providers struggle to retain experienced, well-trained paramedics. One probable reason for the high retention rate is that PFD and other Tri -Cities fire departments are desirable places of employment. PFD paramedics have the option of involvement in other facets of emergency services. There were concerns that must be addressed for the pre -hospital delivery system to continue the provision of quality care in Pasco and the two counties. Separation of PFD from other fire departments is not realistic when discussing concerns as there is a symbiotic relationship connecting them together. EMS concerns raised consist of: • Communication system incompatibility between the two counties, two dispatch centers. • Growth in Franklin County and Benton County is not reflected in additional facilities, apparatus, and personnel. • PFD's ASA (Ambulance Service Area) is larger than the City of Pasco. • A shortage of Senior EMT Instructors (SEls); there are only two in Northern Franklin County. SEI certification and recertification requirements are an obstacle. • Paramedic burnout. Quality Assurance/Quality Improvement Mechanisms The goal of QA (Quality Assurance) and QI (Quality Improvement) in EMS is to ensure the provision of the highest level of paramedicine. QA/QI activities are monitored by the MPD with support from 16 WAC 246-976-920, Medical Program Director. 78 Final Report Page 299 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 individual agency EMS officers, including PFD's. QA and QI is a quality management process that encourages all health care providers to continuously ask the questions, "How are we doing?" and "Can we do it better?" 17 QA monitors, investigates, studies, and makes recommendations regarding the quality and level of health care provided by the EMS system. Effective QA/QI is accomplished through education and the correction of inappropriate practices and conduct. Each PCR (Patient Care Report) prepared by PFD's paramedics is reviewed. The oncoming shift reviews PCRs from previous shift and flags reports based on five criteria. The criteria are established and changed monthly by the MPD. PFD's Medical Officer reviews random PCRs, patient refusals, and those with flagged criteria. PCRs with flagged criteria are then forwarded to the MPD. PCRs selected by the MPD, along with the medical officer and QA Committee, are presented at monthly case review sessions. Individual paramedics receive feedback on a routine basis. Kudos: • For a process that ensures the systematic review of every PCR. EMS System Integrity and Required Credentialing Pasco FD is licensed by the WSDOH (Washington State Department of Health), Office of Community Health Systems to provide pre -hospital EMS ALS (Advanced Life Support). Licensure of EMTs and paramedics lies with the WSDOH. EMT and paramedic applicants applying for certification require the recommendation of the supervising MPD. The MPD is accountable for ensuring that PFD's EMS personnel meeting CE (continuing education) requirements and clinical skill maintenance. PFD's documentation for CE and recertification presented to the MPD is complete and accurate. Recertification and CE documentation is maintained electronically. Medical protocols are developed to standardize the emergency patient care that EMS providers deliver at the scene of illness or injury and while transporting the patient to the closest appropriate facility for definitive care. Protocols are a form of "standing orders" for emergency patient care intervention in a patient who has a life-threatening illness or injury. PFD'S EMTs and paramedics operate under patient care protocols adopted in 2014. Protocols are updated bi-annually with an updated version scheduled for July 2016 release. Three hospitals in the Tri -Cities area operate four EDs (emergency departments): • Lourdes Medical Center • Kadlec Regional Medical Center • Trios Southridge Hospital • Kadlec Emergency Room, Kennewick 17 Edwards PJ, et al. Maximizing your investment in EHR: Utilizing EHRs to inform continuous quality improvement, JHIM (Journal of Healthcare Information Management), 2008. ....... y,, r Final Report 79 ns kmg h1re .1innal Page 300 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Two of the receiving EDs are designated trauma centers. Kadlec Regional Medical Center is a Level 3 trauma center and Trios Southridge Hospital is Level 3 and Pediatric Level 3. The three designated stroke centers are Lourdes Medical Center, Level 2; Trios Southridge Hospital, Level 2; and Kadlec Regional Medical Center, Level 2. Transporting EMS medic units receive on-line medical control from the receiving hospital. Paramedics can consult with receiving hospitals via cellular phone, the radio HEAR (Hospital Emergency Administrative Radio) system, and with 12 -lead telemetry to Kadlec Regional and Lourdes Medical Centers. Innovation, advancement, and the evolution of EMS continue to accelerate. In the past, training and certification of the public in CPR (Cardio -Pulmonary Resuscitation) and first aid were the only expected EMS outreach services. Contemporary outreach programs in EMS may involve fall and injury prevention, the treatment and release of patients, follow-up of patients released from the hospital, inoculation clinics, and community health programs. Within the region, Prosser Medical Center's ambulance service provides home visits to patients who have been in the hospital. The purpose of the program is to keep patients from being readmitted to a hospital. Improvements in technology have made it possible for once cost prohibitive equipment to be available to the public. It is now common to have relatively inexpensive AEDs (Automated External Defibrillators) deployed in businesses and places of public assembly. To increase the chance for survival requires a person trained in the use of an AED and/or CPR. Scientific studies demonstrate when CPR is performed according to guidelines, the chances of successful resuscitation increase substantially. Minimal breaks in compressions, full chest recoil, adequate compression depth, and adequate compression rate are all components of CPR that can increase survival from cardiac arrest. SCA (Sudden Cardiac Arrest) can happen to anyone, at any time; CPR -trained citizens have been improving patient outcomes and saved many lives by reducing collapse -to -CPR and collapse -to - defibrillation times. Smartphone applications are available that alert CPR -trained bystanders to someone having an SCA that may require CPR. Activation by the public safety communication center occurs simultaneous with the dispatch of EMS resources. Notification includes the locations of AED (automatic external defibrillators) with real-time mapping of nearby devices. Activation of the app happens only if the event is occurring in a public place (the application is not activated for residential addresses). Recommendation: • Deploy a Smartphone app to notify CPR -trained citizens of a Sudden Cardiac Arrest incident. 80 Final Report Page 301 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 HAZARDOUS MATERIALS Hazardous materials response capability had, for many years, been a military mission commonly called nuclear, biological, and chemical (NBC) defense. With the increased use of chemicals and chemical processes in communities and their shipment throughout the United States, municipal fire departments began adapting this military mission, coining the term "hazardous materials" and adding this capability to the list of services provided to primarily large urban cities in the 1980's. Since 9-11, the possibility of intentional hazardous materials releases caused many fire departments to add this capability regardless of the size of the community served, mostly in concert with other regional partners. In turn, the terminology changed, with weapons of mass destruction (WMD) the threat of chemical hazards being expanded to include Chemical, Biological, Radiological and Nuclear (CBRN), which replaced the former acronym NBC (nuclear, biological, chemical). In the military, an "e" was added for explosive devices; for standardization, the fire service has also expanded to include the "e". Informally, hazardous materials and CBRNE are essentially one in the same, with CBRNE typically used to describe possible acts of terror and hazardous materials used to describe accidental exposure to civilian populations. In 2007 and 2008, the Washington Fire Chief's Association attempted to establish nine regional CBRNE teams dispersed throughout Washington State, along with a funding mechanism to ensure sustainability. The intent was to provide a regional response team with technical expertise and equipment. The teams were to be selected from among applicant fire departments that were well positioned for response within their region, and had already demonstrated some level of expertise or the commitment to achieve that level of expertise. Multiple funding mechanisms were identified to provide for these teams, but proposed legislation was held up in committee. The economic downturn also hobbled the effort as funds dried up nationally. Virtually all fire departments in the United States have received hazardous materials—operations level training, but this does not constitute a hazardous materials team. A true hazardous materials or haz- mat team is capable of offensive actions once a substance is identified and a proper course of action determined. Hazardous materials teams are made up of technicians certified in these various risk factors. The most advanced civilian hazardous materials team offensive capability is referred to as Level A. PFD Infrastructure All firefighters in Pasco are trained to at least the operations level, but Pasco Fire maintains only minimal resources for decontamination. Chief officers and some company officers are trained to the Haz-Mat Incident Commander and Haz-Mat Safety Officer level. Equipment for "plume modeling," that is, using a computer program to predict, given current weather conditions and the characteristics of the leaking chemical, the spread of a hazardous spill (CAMEO/ALOHA) is maintained by the Franklin County Emergency Manager (FCEM). A gas monitor is kept on each of Pasco Fire's Type 1 engines. Final Report 81 Page 302 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Regional Team Make-up Pasco Fire is a member of the Tri -County Regional Hazardous Materials Team. Its major partners are the cities of Kennewick and Richland, locally, and the cities of Yakima and Walla Walla, regionally. Equipment for Levels A and B entries and for decontamination are stored in a central trailer on Highway 395 near Kennewick. PFD maintains six personnel trained to the "Technician" level and tries to assure that at least one of them is on duty every day. The target for assembling a team and being prepared to make a Level A entry is one hour. Because of the presence of a significant Burlington Northern Rail terminal in the area, PFD'S participation in a regional haz-mat team is vital to the community it serves. Much of the region's hazardous materials cargo is transported by train or, alternately, by commercial trucking over the region's highway system. Even so, activations of the regional team are estimated to be about once per year. At that level of activity, no meaningful statistics regarding performance can be developed. As part of the pre -planning process for a possible hazardous materials incident, many communities perform a "Commodity Flow Study" with the purpose of identifying the kinds and amounts of hazardous products that typically pass through the region. To ESCI's knowledge such a study has not been conducted. PFD and the other regional haz-mat team partners should ask the Franklin County Emergency Management Division to coordinate such a study. The team participates in a training schedule that meets or exceeds the state's annual maintenance minimums. Because each of the Tri -Cities is actively involved, each department takes the lead in planning and providing a monthly Haz-Mat training drill on a rotating basis. Because each of the departments provides a monthly drill, a team member from Pasco who misses the Pasco drill can "make up" the training with one of the partner agencies. Recommendations: • Maintain a hazardous materials equipment inventory that includes useful life of all equipment for which Pasco Fire is responsible so that replacement, repair, and maintenance can be planned for. • Establish and maintain a minimum staffing requirement for the haz-mat technicians. • Periodically review Pasco's financial ability to maintain its participation in the regional haz-mat team, assessing the cost -benefit ratio. • Request that the county emergency manager coordinate a Commodity Flow Study for Pasco and its surrounding neighbors. 82 Final Report Page 303 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 TECHNICAL RESCUE Technical rescue is the term applied collectively to several rescue disciplines that require training and certifications in excess of those generally held by most firefighters. Types of Technical Rescue Building collapse is one of the technical rescue disciplines. As the name suggests, it relates to the advanced ability to determine if a building is in danger of collapse (after a fire or an explosion for example) and training in the techniques used to stabilize a compromised structure so that other firefighting tasks (such as rescue or extinguishment) can be performed safely. Trench rescue is another technical specialty. Personnel trained in this area have special skills in the area of shoring up a collapsed trench or hole. Confined space rescue, similar to trench rescue, focuses on a likely rigid space, above or below grade, that may have an oxygen deficient or toxic atmosphere and requires special care in rescuing trapped victims. High -angle rescue is the discipline that addresses the rescuing of victims over the sides of cliffs, down steep embankments, or from building locations that cannot be reached by means of a ladder. Some departments include swift water rescue as a part of its technical rescue operations. Other departments consider water rescue to be a rescue discipline separate from technical rescue. PFD includes water rescue within its technical rescue program. Although all firefighters receive training in the area of vehicle extrication, technical rescuers will have advanced training and access to additional tools that make possible the rescue of more elaborately trapped victims (an example of this might be the medical patient trapped under a rail car or a large truck). In some departments, technical rescue is taken on by interested firefighters as an "additional duty". This was more common before the development of state certifications in these disciplines and the realization that poorly trained staff who perform these functions can be a danger to themselves, their co-workers, and the public. Since the terrorist attacks of September 11, 2001, the federal government has given financial support in the form of training and tools to fire departments around the country to develop and improve their urban search and rescue (USAR) teams. These are teams made up of firefighters trained in some or all of the technical rescue disciplines described above. Technical Rescue Team Configuration PFD's firefighters all receive training in basic technical rescue skills and are certified to the "awareness" level for Structural Collapse Rescue. Additionally, members of the Technical Rescue Team are trained to the technician level in specific areas of expertise. These disciplines are: confined space, rope/high angle rescue, trench collapse rescue, and vehicle/machinery rescue. Pasco maintains teams in each of these disciplines with personnel often cross -trained in multiple technical rescue specialties. Initial training for team members is through recognized expert providers and on-going training is managed locally and regionally. Pasco Fire meets or exceeds annual maintenance training standards, with team members Final Report 83 Page 304 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 from each discipline receiving technician level certification. This is the highest level of certification achievable for these technical team members. While Pasco Fire is still waiting for the delivery of the required boat, it also has members trained to the technician level in swift water rescue and is planning training for firefighters not assigned to the team to provide support for technicians involved in water rescues. Members of the Technical Rescue Team are evenly assigned across the three shifts, and training is scheduled on a monthly basis and coordinated with the Technical Rescue Teams in Kennewick and Richland. Combined, the technical teams from the Tri -Cities form a robust regional response capability. As with the Hazardous Materials Team, this partnership increases the opportunities for members to access training and provides for each agency's personnel to become familiar with each other's members and equipment. PFD has a goal of maintaining two technicians in each discipline on each shift as a form of minimum staffing, but this goal is not consistently achieved. Recommendations: • Maintain an inventory that includes useful life of all equipment for which Pasco Fire is responsible so that replacement, repair, and maintenance can be planned for. • Establish and maintain a minimum staffing requirement for the Technical Rescue Team. • Periodically review Pasco's financial ability to maintain its participation in the regional team, assessing the cost -benefit ratio. 84 Final Report rasa Page 305 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 AIRPORT IMPACTS The Tri -Cities Airport operated by the Port of Pasco serves Southeastern Washington and Northeastern Oregon. It is now the third largest airport by passenger boarding in the state of Washington with over 300,000 enplanements in 2010.18 Since then, enplanements have continued to grow to nearly 350,000 in 2015, an increase of 6 percent over 2014 (as illustrated in the following figure). Signs point to continued increases in passenger traffic at the airport. The number of flights continues to swell with the addition of three daily Delta Airlines flights to Seattle and an Alaska Airlines early evening flight to Seattle. In 2015, the Port of Pasco Tri -Cities Airport was awarded a $750,000 Small Community Air Service Development (SCASD) grant to recruit and support daily, non-stop service to Los Angeles International Airport (LAX). Flights to LAX could begin as early as June 2016. A historical view of passenger enplanements for the past decade is provided in the following figure. 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Figure 44: Tri -Cities Airport Passenger Enplanements, 2006 — 2015 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Terminal improvements totaling $41.9 million are continuing. Phase 1 terminal improvements are complete with Phase 2 on schedule for completion in the summer of 2016. Phase 3 will run from summer 2016 to January 2017. The City of Pasco and the Port of Pasco have entered into a 50 -year interlocal agreement for the City to provide ARFF (Aircraft Rescue and Firefighting). Terms of the most recent iteration of the agreement, dated April 20, 2015, prescribes what each signatory's responsibility. Key elements are: • Port will provide full access to the airport fire station to the City. • City will provide ARFF services. • City provides equipment for firefighting, EMS, and hazardous materials. 18 FAA, Enplanements at Primary Airports (Rank Order) CY10, ACAIS (Air Carrier Activity Information System). y_ y,.1Le Final Report 85 nsulimg htcrno ,o ­l Page 306 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Port provides ARFF equipment. • Specificities for shared payment of utilities, facility maintenance, training costs, and inspection services. • Requirements for staffing and minimum skills qualifications. • Port designates the City Fire Chief to be the Airport Fire Chief. In consideration of the services provided by the City to the Port, the Port will compensate the City the amount of $699,996 in 2016. Increases in payment beginning in 2017 are based on the actual cost of personnel. While ARFF services are required for airport operations, there are benefits to collocating ARFF, EMS, and fire services in an on-site facility. For the airport, colocation offers more emergency resources within a shorter response time. For the Department, PFD personnel can gain a depth of knowledge of the airport property. For both the Port and City, there are cost sharing benefits. Requests for ARFF services and response activity at the airport have remained relatively flat. Adequacy of the Current ARFF Response Capability at the Tri -Cities Airport Airport and PFD administrators describe a positive working relationship that is beneficial to both parties. A study of ARFF was conducted by Safety & Security Instruction and W.A.M.D.I. Aviation Consultants, LLC, for the Port, the City, and the PFD in 2013. The study concluded that the Port and City are working together and currently the airport maintains all requirements for Federal Aviation Regulation (FAR) 139 in relation to the ARFF program.19 The Port of Pasco and the Pasco Fire Department developed a stated set of mutual goals for ARFF (Aircraft Rescue Fire Fighting) for the Tri -Cities Regional Airport. 1. To have ARFF personnel more proactive in airport safety and security during daily airport operations. 2. To form a more effective and efficient partnership to deliver customer service that exceeds management and customer expectations within a defined budget. 3. To involve the ARFF team with the airport and all of its tenants. PFD and the Port have addressed and continue to address recommendations made in the 2013 study. One improvement accomplished was increasing ARFF staffing to two personnel to ensure better coverage. This brings to six the number of personnel assigned to Fire Station 82 (Airport Fire Station) per shift. Challenges related to ARFF as identified by the Port include: • Recordkeeping for the FAA (Federal Aviation Administration) Part 139. • Annual FAA evaluation. • Need for a DEF (Discreet Emergency Frequency). 19 Aircraft Rescue Firefighting Study, SSi, Inc. and W.A.M.D.I. Aviation Consultants, LLC, 2013. 86 Final Report 4 Page 307 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Securing FAA grant funding for a replacement ARFF unit. • Annual ARFF vehicle pump and sodium bicarbonate testing and fluffing the Purple -K. • Keeping ARFF personnel engaged with little response volume. PFD firefighters certified to perform aircraft rescue firefighting duties (National Fire Protection Association Standard 1003) must meet FAR 139 refresher burn requirements. Additionally, there are other knowledge and skill maintenance requirements in place to meet FAA regulations and job proficiency. They involve FAA rules and regulations, aircraft and airport familiarization, fire behavior, ARFF apparatus, PPE (Personal Protective Equipment), rescue and firefighting procedures, hazardous materials, incident command, and airfield communications. Practical skills include forcible entry and disentanglement; live fire truck operations; live wheel/brake; engine, galley, and cabin fires; and flammable liquids foam firefighting and tactics. Current training of ARFF personnel is the responsibility of the PFD Training Officer. All ARFF personnel receive annual training that meets or exceeds FAR 139 and NFPA 1003 Standards for Airport Fire Fighter Professional Qualifications. PFD is the repository of training records. Initial ARFF certification training is conducted at the Moses Lake, Washington, Airport. It involves 40 hours of basic ARFF training and live - fire burn exercises. Continuing education requirements involve in-house classes, a contactor delivering didactic ARFF specific training to PFD personnel on-site, and live fire burns at Moses Lake. It is beyond the capacity of any fire department to operate and maintain enough resources for every eventuality. For this reason, best practices are for fire and EMS agencies to enter into automatic and mutual aid agreements that are mutually beneficial to the participants. The City of Pasco maintains automatic and mutual aid agreements and contracts with other cities, fire districts, and the Tri -Cities Hazardous Materials Response Team for response to major incidents. FCEM (Franklin County Emergency Management) is responsible for coordinating, establishing, and maintaining the agreements and emergency response plans. Potential Impact to Growth in Pasco Based on the Planned Growth of the Airport With the increase in enplanements, the Port of Pasco revised the airport's 20 -year Master Plan .20 From this information, the Port determined the need to expand and modernize the terminal. The development in progress is the largest expansion and modernization project since the original construction of the terminal.zl Three methods are used to forecast enplanements in the Pasco Airport Master Plan, CAGR (Compound Annual Growth Rate), market share, and socioeconomics.22 The 20 -year master plan forecast enplanements to grow to 337,489 in 2018; this number was exceeded in 2015. Increasing passenger count could translate to more direct flights and the airlines using larger aircraft to serve the Tri -Cities. 20 Pasco Tri -Cities Airport Master Plan Update, prepared by Mead & Hunt, Inc., November 2011. 21 Tri -Cities Airport, Terminal Expansion and Modernization Project. 22 Ibid. Final Report 87 am Page 308 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Even with continued increases in aircraft activity, analysis showed that Pasco's airport runway configuration is expected to be adequate through 50 years; no additional runways are expected .23 A PFD concern in the 2013 ARFF Study was a runway extension may potentially increase air -carrier operations to Index C. The consultants stated, "Expansion of runway system will increase attractiveness of PSC as alternate landing site for large aircraft with emergencies." Lengthening Runway 12 is possible but not likely. According to Port administration, the current configuration of taxiways and the runways' length, width, and strength, can accommodate present operations and have the capacity for most aircraft configurations for the near future. PFD and Pasco have in the past experienced the diversion of a large aircraft to the Tri -Cities Airport. On October 21, 2013, the middle -of -the -night arrival of a diverted B757 which indicated a cargo hold fire necessitated rapid evacuation of passengers. PFD not only supported the diverted flight landing and verified no fire, but also developed support for the feeding and sheltering of 183 passengers and six crew members overnight. This positively demonstrated results of the cooperation between the Port and PFD. Recommendations Relative to Future Deployment Decisions and Response Demand PFD incident commanders and operations personnel need to have a working knowledge of the Pasco Tri - Cities Airport AEP (Airport Emergency Plan). In particular, ARFF personnel require an in-depth understanding and should participate in regular (if not frequent) exercises of the AEP. Per the AEP, the Airport Director and Deputy Airport Director assume the role of agency administrator of incidents that occur on airport property. Customarily and appropriately, their presence at the airport is during regular business hours. Tri -Cities Airport law enforcement officers and ARFF personnel are the first responders for emergency incidents at the airport. This is true for times of scheduled commercial air operations, General Aviation, and during the hours of non-scheduled airline activities. In this capacity, as first on the scene, and in keeping with the AEP and best practices, ARFF personnel would establish command of the incident. With on-going improvements to the Tri -Cities Airport terminal, AEP Annex A, dated January 2012, will require amendments to reflect current conditions. In light of continued construction and terminal improvements, PFD and ARFF personnel should be interacting with airport staff and tenants at least weekly. Recommendation: • Modify AEP Annex A to reflect improvements to the terminal. • PFD and ARFF personnel at Fire Station 82 conduct familiarization and interact with airport staff and terminal tenants weekly. 23 Ibid. 88 Final Report Page 309 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 TRAINING The importance of the initial and on-going training and continuing education of firefighters, EMTs, and paramedics cannot be overstated. The actions of fire department personnel on emergency responses that are less than stellar are generally a direct reflection of a substandard training program. Personnel that receive training that focuses on continuous improvement are safer and more efficient and effective on emergency incidents. PFD has had the luxury of hiring only experienced (lateral entry) firefighters, EMTs, and paramedics. Initial training of new hires begins with an indoctrination while assigned to day shift for ten weeks. During the first year (probation) of employment, task book assignments are completed. The most recent graduates of probation mentor recruits (new hires). This unique method of mentorship has been successful for several reasons. The mentor is familiar with the material having recently completed it themselves, they can relate to what the probationary employee is experiencing, and they are approachable. Following the probation period, personnel need on-going training and skill maintenance. To this end, there has to be a sufficient number of instructors, training grounds, and adequate training materials either internally or available from outside sources. Training sessions should be formal and follow a prescribed lesson plan that meets specific objectives. Additionally, training sessions involving manipulative exercises should include a safety message and have a dedicated safety officer. In this section, ESCI reviews PFD'S training practices, compares them to national and other applicable state standards and best practices and offers recommendations as are appropriate. General Training Competencies The basis for effective training is established standards. There exists a variety of training standards including those from the National Fire Protection Association (NFPA), the International Fire Service Training Association (IFSTA), the International Fire Service Accreditation Congress (IFSAC), and applicable Washington Administrative Code (WAC)24 firefighter safety and training requirements. EMTs and paramedics must comply with the Washington State Department of Health (WADOH) Ongoing Training & Evaluation Program (OTEP) for continued certification. Accountability of PFD personnel at emergency incidents is with the Passport Accountability System. Policies developed in-house outline the use of passports. Safety procedures for training activities are in the PFD health and safety manual. Fire department employees receive monthly training on a rotating variety of selected safety topics. Beyond firefighting and EMS, PFD personnel are involved in a variety of specialized disciplines. Specialized services provided by the department include: • High/Low angle rescue • Swiftwater rescue 24 Chapter 296-305 WAC, Safety standards for Firefighters. Final Report 89 am Page 310 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Confined space rescue • Trench rescue • Active shooter • Hazardous materials response • Wildland firefighting • Vehicle extrication Each specialized service requires personnel to have initial and on-going training to maintain the level of skills necessary to operate efficiently and safely. PFD cooperates with other fire departments in the delivery of some specialized services. Hazardous materials response, wildland firefighting, and fire investigation are the most highly organized. There are plans for greater cooperation for additional specialized services including swift water rescue. Firefighters must learn and retain a vast number of skills. Training should be on maintaining skills and acquiring new abilities. This can be accomplished with competency -based training (CBT). CBT is training designed to allow a learner to demonstrate the ability to do something. The key being that they either can or cannot yet do the task that they are learning. They do not have to be better or faster than others, they simply have to demonstrate the task, exercise, or skill well enough to be competent. When a firefighter demonstrates competency to complete a task, the focus can be shifted to advanced training or learning additional skills. PFD uses CBT for evaluating manipulative skills with monthly scheduled exercises for ladders and hose, and quarterly for SCBA (self-contained breathing apparatus). Although scheduled, monthly manipulative skills training is reportedly not always completed. Using CBT, PFD is able to meet WSRB firefighter training requirements. PFD conducts a variety of drill activities involving more than a single fire station or company, including: Night drills Multi -agency drills Inter -station drills Disaster drills conducted Pre -fire planning included in training Annually, multi -company and multi - agency Quarterly, generally Monthly Annually, or with greater frequency Limited; engine companies conduct vulnerability assessments of large commercial structures On-going firefighter training is predominantly for skill maintenance and learning new techniques for established practices. In addition to regular on-going training, a path for developing future company and chief officers should be offered. Placing individuals aspiring to greater responsibility in a position of authority without preparation will often have a disappointing outcome. PFD has developed a task book to prepare a person to be a company officer. 90 Final Report Page 311 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Training Administration Until April 2016, a PFD battalion chief assigned to days coordinated the training program. Coordination of the training program was only one of the various job duties assigned to the battalion chief. ESCI was delighted to be in attendance on the day that PFD promoted a captain to the full-time position of training officer. Kudos: • To PFD and the City of Pasco for creating, funding, and filling the full-time position of training officer. Much of the day-to-day training is the responsibility of on -duty company officers. PFD has had mixed success with officers completing and recording scheduled training activities. It is ESCI's opinion that this will be resolved with the recent addition of a full-time training officer to monitor compliance with training requirements. Training Schedules With the number of skills required for firefighting, it is necessary to assess a firefighter's abilities and skill level. PFD uses CBT for evaluating manipulative skills with monthly exercises for ladders and hose, and quarterly exercises for SCBA (self-contained breathing apparatus). Firefighters complete EVIP (Emergency Vehicle Incident Prevention) training bi-annually and pass a checkout for each vehicle they operate. An annual calendar is prepared with training subjects prescribed for each month. Columns of each major subject area are broken down to include the topic and tasks to be accomplished during the training session. Monthly subjects include hose drill, ladder drill, technical rescue training, ARFF, hazardous materials safety, driving, and SOG (standard operating guideline) review. A sample PFD monthly training schedule is provided in the following figure. Figure 45: Master Training Schedule, January 2015 January Blind Alley Ropes Family Airport ERG Infectious 30-6.2.2 Rope Care of 8's knots Familiarization Review Disease Control & Maintenance Task: Structural PPE Inspection, Safety Belt Inspection (A Shift) Utility and Rescue Rope Inspection (B -Shift Utility Rope, TRT -Rescue Rope, Rescue Harness), Facility Safety Inspection (C Shift) Program Emphasis: Water Rescue Awareness Recommendation: • Define outcomes for training classes. 4) Final Report 91 Page 312 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Training Facilities An effective, standards -driven training program is a vital part of a fire department's safety and accident prevention program and vice versa. Training is especially important for high risk/low frequency scenarios, such as building collapse or rail accidents. Regular participation in an effective and continuous training program results in safer, more efficient, and effective emergency operations. Proficient emergency responders develop confidence in their abilities to handle emergency incidents through regular access to training centers for repetitive drills (skill maintenance and refinement) and to develop new abilities. Emergency responders must be equipped with a balance of knowledge and skills that are periodically exercised in a realistic but safe environment. Modern fire training centers continue to evolve with the blending of suitable space, durable yet adaptable structures, and current technology. Training center facilities must incorporate classroom resources, computer resources, incident simulation equipment, and individualized study resources. While ideally every fire department should have a training facility, practically and financially this is not always feasible. Realistically though, a fire department needs access to an area where firefighters can safely practice and maintain manipulative skill proficiency. Equally important are open spaces that include devices (props) that provide or create the realistic effects associated with fire, EMS, and rescue incidents. Training facilities provide a controlled and reasonably safe environment to simulate emergencies in order to develop and test the skill sets of emergency workers. Training involves both individual and group manipulative skills development in the operation of firefighting equipment and fire apparatus. NFPA 1402: Guide to Building Fire Service Training Centers is a standard that describes the appropriate design and construction of facilities for fire training. 15 PFD contracts with Walla Walla County Fire District #S for use of its training center in Burbank; PFD has also been granted rights to use Kennewick's training facilities on a case-by-case basis. It was reported that the grounds are frequently out of service and unavailable. The Burbank training center has a fire prop and is used for live fire training exercises. PFD will resort to using any space that is available for driving skills training and to practice hose line stretches. Tri -Cities fire departments have had and will continue to have informal discussions on cooperatively developing joint training facilities. Space to deliver didactic instruction involves having adequate classroom facilities with audiovisual capabilities. PFD lacks adequate dedicated classrooms for instruction. The airport fire station (Fire Station 82) has one classroom that can accommodate approximately 24 people. The day rooms at PFD's two other fire stations serve double as classrooms. Large monitors electronically linked through the internet offer simultaneous interactive delivery of lessons to on -duty firefighters. 2s National Fire Protection Association, Standard 1402 Guide to Building Fire Service Training Centers, 2012 Edition. 92 Final Report { Page 313 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Recommendation: • Construct or acquire access to a centrally located fire -training center. Training Procedures, Manuals, and Protocols A training manual is the playbook that firefighters use to practice and prepare to operate safely and efficiently. A playbook is used to standardize techniques and processes for individual companies, fire stations, and between shifts. Within a geographic region with interdependency for most fires and larger emergency incidents, it is appropriate that there be a regional training manual. In discussions with Tri - Cities area fire chiefs, there is a willingness to collaborate on a common set or manuals. Recommendation: Develop a common training manual for Tri -Cities fire agencies A single training manual should be broad enough to take in the unique requirements of individual jurisdictions. While one agency has a need for aerial operations, another will need rural water supply tactical operations. Meeting the discreet needs of a fire department will encourage buy -in. PFD has a series of manuals describing practices for hose, ladders, operating motorized fire apparatus, ropes, tactics, hazardous materials, etc. Changes will occur over time in how fire departments operate. It is a best practice to include the adoption date of a manual, a scheduled for review interval, and authorizing signature of the fire chief. Training Record Keeping Individual training records are entered and archived on ERS (Emergency Reporting System), the Department's RMS (record management system). Company -training activities are not logged. Company officers have responsibility for recording training activity. In some instances, company officers have been failing to record training. ERS has the capability to produce reports showing the training received by individual employee, category, or type of training received and number of hours of instruction. As a tool, the RMS can assist in the development of training activities and certification plans. In 2015, 56 PFD personnel received a total of 16,800 hours of training. Fire -related training averaged ten hours per month per employee and five hours of EMS training per month per employee. Other training activities, technical, specialty team, and instruction outside the Department averaged ten hours per month per employee. Company officers must be diligent in recording training activity. Recommendation: • Memorialize training manuals and policies with adoption date, scheduled review interval, and authorizing signature of the fire chief. • Company officers must record training activity accurately and consistently. 4) Final Report 93 Page 314 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 FIRE PREVENTION Fire prevention should be the cornerstone for all activities performed by a fire department. The prevention of fire and loss of life, human suffering (injuries to the public and firefighters), environmental harm, and property damage is the optimum return on investment for fire agencies. Proactive involvement in construction, code enforcement, and educating the public to prevent destructive fires and training the public to survive them is the best accomplishment of fire prevention. There are five fundamental components that together work to create an effective fire prevention program: • New construction inspections and involvement • Code enforcement • Fire safety and public education • Fire cause determination • Statistical collection and analysis New Construction Plan Review and Inspection Plan review and permitting for a new development or building in Pasco is the responsibility of the City's Inspection Services Division. Once constructed, the City will have the responsibility to protect the structure and building occupants. As a result, the City and PFD have an interest and fiduciary duty to ensure that development and building construction meets adopted fire and life safety code. Pasco's issuance of industrial, commercial, and residential new construction permits, along with a wide variety of other construction projects, continues to remain strong. The figure below offers a historical review of the number of building permits issued annually for the last 15 years. 3,000 2,500 2,000 1,500 1,000 500 0 Figure 46: Annual Building Permits Issued, 2001— 2015 LO�� LOl� QIP LO1� LOP 94 Final Report i Page 315 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 The City adopted the 2012 IBC (International Building Code) and the 2012 IFC (International Fire Code). Amendments to the two model codes that meet local conditions and requirements have been adopted. The model codes and local amendments are applied to all new construction projects. Adoption of the 2015 IBC and IFC code is slated for July 1, 2016. Pasco's Inspection Services Manager and his staff perform reviews of submitted building plans for the City, which may include consultation with a PFD representative for larger projects. Consultation with PFD does not occur on proposed tenant improvements. The Inspection Services Division conducts on- site compliance inspections during construction. Recently the PFD added a part-time employee who is available for consultation during the pre -application process. The Inspection Services Manager holds monthly meetings with a PFD battalion chief for the purpose of updates on pending and progress of projects under construction. During ESCI's onsite visit, interviewees reported that outside of the monthly meetings, there is an open dialogue between the PFD and Inspection Services Manager on any questions or concerns related to construction projects. Recommendation: • Have PFD representative review commercial tenant improvement applications. Advances and an expanding range of construction methods and building products are now being widely used by builders for economy and functionality. This is particularly true of wooden truss roofing systems and wood floor I -joists commonly referred to as lightweight construction. Lightweight construction owes its beginning, at least in part, to a publication developed by the Douglas Fir Plywood Association and first began appearing nearly 50 years ago .26 From an engineering perspective, lightweight materials and construction techniques often outperform traditional dimensional lumber and assembly methods. A downside of lightweight construction is that lightweight constructed trusses and I -joists can quickly collapse during a fire. Because of the potential risk, New York State enacted a law mandating property owners inform first -responders when they build or rehabilitate a building using "truss -type" pre- engineered wood or timber. This information must be stated on the building permit application if truss (lightweight) construction method is being used. For this reason and others, we recommend that a summary list of projects under construction including information on the construction methods be circulated to PFD personnel. Tours of larger building projects during the construction phase will allow PFD personnel to observe construction methods. Recommendations: • On -duty personnel tour larger building projects during the construction phase. • Distribute a summary of active construction projects to PFD personnel. 26 History of Lightweight Construction, APA — The Engineered Wood Association, sourced April 27, 2016. Final Report 95 Page 316 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Code Enforcement Consider that a new building in a community becomes a benefit and a liability for the entire life of the structure. It is in the best interest of the owner of the structure, occupants, and others that frequent the building for it to continue to meet fire and life safety standards. Regular fire and life safety inspections and correcting deficiencies have proven to reduce the frequency of fire incidents, loss of life, and damages. Jurisdictions conducting inspections in almost all public structures had much lower fire losses than those that did not, the fire rate in jurisdictions without code enforcement was more than twice as high as those with code enforcement.27 The same study found that of the jurisdictions with inspection programs, those that used suppression companies for a majority of inspections had lower fire rates than those using only dedicated fire inspectors. The collective bargaining agreement currently precludes fire personnel from conducting code enforcement inspections. In January 2015, the City of Pasco reactivated a Fire Safety Inspection Program through the City's Inspection Services Division. The program has a stated goal to increase fire safety throughout the City and dovetail efforts of the Pasco Fire Department in working toward the City Council's goal to maintain the Class 5 fire insurance rating and lower it over the next few years .28 The program applies to businesses and multiple -family units. The City Council determined to reinitiate a fire inspection program in 2014 following a highly publicized public process. The City of Pasco had not had a formal Fire Safety Inspection Program since 1987. Fire code enforcement and administration is the responsibility of the Inspection Services Division with the Inspection Services Manager holding the title of fire marshal. Certified inspectors are devoted to the inspection program to verify and enforce fire and life safety code compliance. Inspections of existing occupancies classified as moderate risk are bi-annual; high-risk occupancies are inspected annually. The program includes a biennial rental inspection for all properties offered to the public. Of the 2,236 rental units inspected in 2014, 15 rental units failed and three properties were brought into code compliance. Prior to the issuance of a City business license, an inspector from the Inspection Services Division inspects each new business. At the time of the final inspection, a determination is made categorizing the business as a low, moderate, or high-risk occupancy. Factors are the occupancy (business type), type of building construction, size of building, building use, and built-in fire protection systems. Examples of risks are: • Moderate risk — Restaurants, contractors, landscapers with equipment, feed stores, small chemical and storage areas, large retail stores, markets, and taverns 27 Code Enforcement: Critical for a Successful Fire Prevention Program, Fire Engineering, January 1, 2013. 28 Troy Hendren, Inspection Services Manager, City of Pasco Memo, RE: Fire Safety Inspection Program, December 29, 2014. 96 Final Report 4 Page 317 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • High risk — Food processing plants, chemical plants, agricultural warehouses, auto repair shops, auto body shops, lumberyards, fueling and gas storage and distribution centers There are approximately 1,200 inspectable occupancies in Pasco. Of that number, an estimate is that 1,000 are moderate risk and 200 are high-risk businesses. There were roughly 800 business inspections completed in 2015. Recommendation: • Involve on -duty suppression crews in fire and life safety inspections. This must be negotiated in the current collective bargaining agreement. Firefighters are capable of conducting straightforward, uncomplicated fire and life safety inspections. However, even seemingly "simple" fire code compliance inspections can be complicated. Having on - duty personnel participate in high-risk fire and life safety inspections allows them to observe the situation they could face in the event of a fire. Time spent by on -duty personnel inspections could be leveraged to develop a pre -incident fire plan. Fire and Life -Safety Public Education Program The purpose of public fire and life safety education is to minimize the number of emergencies and training the community in appropriate actions to take should an emergency occur. Life and fire safety education provides the best chance for minimizing the effects of fire, injury and illness to the community. Additionally, public education can correlate to firefighter safety. As an example, arriving at the scene of a house fire, the first arriving fire officer finds that the residents have all evacuated safely and are accounted for in a meeting location. Their actions have accomplished the first priority of the fire department, life safety, and the firefighters can concentrate on fire suppression. Public fire and life safety can be a simple or an in-depth program covering a variety of topics. Example topics include: fire extinguisher -training, smoke detector education and installation, CPR, first aid courses, fall prevention, home fire safety, fire prevention materials in multiple languages, fire brigade training for business, and many others. Even the largest fire departments cannot cover all fire and life safety topics and so a fire department needs to decide where to direct resources. Official establishment of PFD's public education program occurred recently. Historically, PFD's public education program was limited to providing annual E.D.I.T.H. (Exit Drills in the Home) education to first and third grade elementary students. Estimates are that 3,000 students participate in the program annually but there is little data on previous education actions, outcomes, or effectiveness before this year. Since July 2015, public education activities have included: • Senior citizen smoke alarm program in cooperation with the American Red Cross. The program installs smoke detectors and/or batteries and provides in-home voluntary fire safety inspections. Final Report 97 Page 318 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Monthly PSAs in collaboration with a local radio station. • Participation in community events including Cinco De Mayo festivities. • Fire station tours. • Public fire safety presentations. The process of collaborating and regionalizing the public education activities with fire departments in the Tri -Cities area has begun. Planning for a regional community risk reduction program is set to kick-off in late 2016 and run into fiscal year 2017. Blurred geopolitical boundaries in the Tri -Cities area makes it appropriate that some public education activities be delivered regionally. The Public Education Committee creates monthly reports documenting public education activities. PFD has three certified public fire educators assigned to the program. Fire educators receive a specialist incentive of 2 percent of top -step firefighter pay. Community Risk Reduction A significant trend in the fire service nationally is a concept called Community Risk Reduction (CRR). CRR is an integrated approach to risk management that marries emergency operations and prevention strategies into a more cohesive approach to reducing risks in any community. It includes the fire department partnering with the community, non-profit organizations, and private sector agencies with a mission nexus to an identified community risk. The concept starts with the fire department mining data to quantify community risk. Once the community risks have been identified, they are prioritized based on frequency of emergency service demand or consequence (to the victim, to the community, to the local economy). Upon prioritizing the risks, strategies are developed to mitigate the risks. These strategies are incorporated into a CRR plan, which integrates resources across the fire department, partner agencies and the community to implement the various strategies in an integrated way. After plan implementation, the results are reviewed to determine the impact on the risks. Adjustments are made, as necessary, based on the results and the process is refined and continuously re -implemented. The risks are not limited to structure fires. They can include falls, drowning, interface exposure, or any risk requiring fire department response. Risk can also be localized by station area. Station captains, in collaboration with fire prevention staff, can develop and manage a station -specific CRR plan as a subset of the fire department's plan. Recommendation: • Develop a comprehensive Community Risk Reduction plan. Use Vision 20/20 as a resource. 98 Final Report Page 319 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Kudos: • PFD and the City of Pasco are commended for their commitment and investment in fire and life safety education. Evidence is the assignment of four public educators on shift to the program. Fire Investigation Program According to NFPA Standard 921,29 there are four possible determinations when investigating the causes of fire: • Accidental fire cause • Natural fire cause • Incendiary fire cause • Undetermined fire cause Accurately determining the cause of fires often provides clues to preventing future incidents. Identifying fires that are set intentionally (incendiary), along with the identification and/or prosecution of the responsible parties, can prevent additional fires. If the cause of a fire is natural or accidental, it is also of great value in knowing and understanding its origin. It is of value in identifying where to direct fire prevention and public education efforts to reduce or prevent reoccurrences. PFD has four internal personnel available for fire cause determination. There is one fire investigator assigned to each shift and a program manager on days. Two of the fire investigators have certification from the National Association of Fire Investigators, National Certification Board as Certified Fire and Explosion Investigators (CFEI) and two are in the process of being certified. Fire investigators receive a specialist incentive of 2 percent of top -step firefighter. There is a depth of internal and external resources available to PFD fire investigators. PFD participates in the Tri -County Fire Investigation Task Force and collaborates with the law enforcement on investigations. Pasco Police Department (PPD) has assigned an investigator to work with PFD investigators on fire investigations. Equipment is available for investigations, as are additional personnel for larger fire incidents. PFD investigators are responsible for photographing and scene documentation. As a part of fire investigations, the PPD secures and manages physical evidence that is collected. Over the past 12 months (April 26, 2015, to April 25, 2016), there were 277 reported fires. Per Revised Code of Washington (RCW), PFD investigates each fire to determine cause. 30 Of the 277 reported fires, four were determined to be of natural cause, 49 incendiary, and 44 of undetermined origin. Some investigations are less formal and only documented in the PFD's RMS (Record Management System) by 29 NFPA 921: Guide for Fire and Explosion Investigations, (National Fire Protection Association 2014). 30 RCW 43.44.050, Reports and investigation of fires—Police powers, 1996. { Final Report 99 Page 320 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 the incident commander. A certified investigator investigates those fires considered to be of suspicious origin, having significant loss, or by determination of the incident commander. Pre -incident Planning Pre -incident plans give firefighters information on specific structures and processes and are a tool for firefighters to engage in strategy and tactical tabletop discussions before an emergency occurs. Pre - incident planning involves evaluating protection systems, building construction, contents, and operating procedures that may influence emergency operations. A firefighter typically works in an alien environment of heat, darkness, confusion, and extreme danger. Often, a firefighter's first visit to a building is when he or she is summoned to an emergency at the facility; the very time that the internal environment of the structure may be at its worst. Contrary to Hollywood's portrayal of the inside of a building on fire, visibility is likely to be nearly zero due to smoke. A lack of familiarity with the layout of a structure can easily cause a firefighter to become disoriented and subsequently suffer injury. It is important that firefighters and command staff have accurate information readily at hand to identify hazards, direct tactical operations, and understand the proper use of built-in fire resistive features of structures. This is accomplished by routinely touring structures, developing pre -incident plans, and conducting tactical exercises — either on-site or tabletop. The standards set forth in NFPA 1620, Standard for Pre -Incident Planning, guide the development of pre -incident plans. To have value, pre - incident plans need to be current. Pre -plans should be distributed to all mutual/automatic aid partners. An ideal pre -incident planning system uses standardized forms and protocols. Data is collected in a consistent format and presented in a manner that permits commanders and emergency workers to retrieve it quickly and easily. All require the use of consistent methods for collection, verification, storage, presentation, and update of emergency plans. PFD pre -fire plan development is in its infancy with first plan iterations designed as a one-page overview of buildings for company officers. Final format and design of pre -fire incident plans has not yet occurred. Deployed pre -fire plans will be available in emergency response vehicle MDTs (mobile data computers/terminals). A sample is provided below. 100 Final Report Page 321 of 429 9 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 47: PFD Pre -Incident Plan Template 2X4 North 22nd Avenue - Avalon Ilca]Lh & Rehabibution C'enler 6u1dir7 Fo-11wrimllon Srgla dory, melll'2lwarl buldr —k—td oh— lorry bMck m•oonsrokr olib. nooru plmerky lawUnpr vnkh rail rao BnIr end parl.lano or m"od rod lNohod Win aophMl. Lhk•{N& lFan err caobrK L LoLr"rmillln an Lba. -��i 0 a 4 E J* it I —_ !G C.". AUTOtiv,n,ULL Innk FIX Flr• Pwl Spdnk Nr florfLPO [Yr•ck r�sol Wamr I Am Thi. �o39,Si7oc,_r-A F'+Wh a rohadktrskokd— Nrrnrl. 24 hwve o doM. ILarnortl -.I G3 6od hacl Yklrwilh {G rrrudrrA roams. Recommendations: M aInlononu Foom,+a Rlca b3 r*hd arpin irp F6 orfimmo. FCCOMO&PXLIC err rl co-k:ukad an melnlonear edam. MaInlononco Srpmrvh.:r b Brod Shlw i; alkw houm lho key to M aInlonenro a —ilabla it khr Tail hik—Iy; SLollom ALo !, r I oo are p—Fd<d by PA— Sosrrllp rM!I.LFJ!'f. Thw■ Ii i FH' LhiA a Ira u11Y3a !hr ra nc ■ oar Iho rarlh —Im of kha p-oprhy,. Thorn ki o pwlmokw d—m Ihar 1h L weak Adore of lha lxaldnF IYrrkk'i ■czrmb4lkV i¢r rriodoropwa11— Thwo Ir rm rc f omni. Thwo le a ck Mp—rd —1—V Focalyd ra ea i.hr M.I t --r Boom. PUUVIhT: 71 -am err khror a pxriko ilorip Bream Aar porkabhr BOG irto MA here IPa oNyt prooeodpwo m olio. • Create a procedure for pre -incident plan development. FM FLOWCALCULATi an 'X IN O P M F f4Involmoord zM lh I—d-onord 5756 3,4I—d-oonk 9925 Fulhr I rwoi`»d'. 57399 • Set a goal and objectives for completion of pre -incident plans. Statistical Collection and Analysis The U.S. Fire Administration states that, "A compelling reason for documenting fire and EMS incidents is a legal requirement.i31 Insurance companies, victims, regulatory agencies, and others may require documentation of the facts surrounding an incident. Incident reports of fire response can yield a bevy of insight. Proffering elementary data in fire department annual reports is common. However, the details can be beneficial to fire departments by yielding information into the origin of fires, how people are being injured, and the geographic locations where events are occurring in a jurisdiction, among other evidence. PFD uses Emergency Reporting System as an RMS for recording incident data. Analysis of response data occurs in-house. An annual report is prepared for the Pasco City Council. Analysis is typically done by 31 Fire Data Analysis Handbook, U.S. Fire Administration, Second Edition, FA 266/January 2004, page 1. ►B5£P f Final Report 101 Page 322 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 the PFD staff for a three-year historical period (although PFD has the ability to search further) to identify trends or areas of concern. PFD'S RMS has limited analytical capabilities and PFD makes use of it to the software's ability. Occasionally, PFD has used the services of an outside specialist to validate RMS data and to assist in identifying/validating trends. The fire investigation team conducts informal analysis of fire investigation data. This analysis has proven effective. On several occasions, this informal analysis has assisted the Pasco PD, including the investigation and prosecution of a nuisance burner. The fire investigation program is relatively new to PFD, and they are working to formalize the data analysis process. Recommendation: • Complete formalization of the fire investigation and incident analysis process. Similar to plans review, fire and life safety inspections, fire cause determination, and analysis, PFD and the City have made constructive strides by dedicating personnel resources to their public education program. The next step is to draft procedures and policies outlining how information and data from each program area is captured, analyzed, and reported. 102 Final Report Page 323 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 FIRE DEPARTMENT PLANNING The fire service nationally creates and gathers large volumes of data in the performance of their duties, both from their emergency response activities and in preparation for and anticipation of large-scale disasters. However, many of these same organizations do not analyze the data sufficiently to evaluate effectiveness and adjust as necessary to become more effective or efficient. The Pasco Fire Department is an exception to this unfortunate trend. While there are areas for improvement, PFD does quite a lot, given the resource constraints it faces. There are two major types of planning fire departments should employ: emergency preparedness and response planning and administrative planning for the future of the organization. Each of these are described in the following pages, as well as how PFD fares in these major categories. Emergency Preparedness & Response Planning As emergency response agencies, fire departments must thoroughly understand their community risks. These risks must be quantified. There are numerous risk/consequence or risk/probability matrices available; but regardless of the labels on the axes, they usually fall into one of the quadrants in the following figure. Figure 48: Risk/Probability Matrix32 High __ L 14igh-Level Risk Risk r a a T P F O Low -Level Medium -Level Risk Risk Low Low Impact of Risk High As the risk is quantified generally into one of the four quadrants, a decision is made based on the level of risk. Communities cannot create a zero chance of a risk, which would indicate there is no risk. Likewise, there cannot be 100 percent chance of a risk, since that would make it a certainty, not a risk. Every community must come to grips with an acceptable level of risk, recognizing that it is improbable, impractical, and unaffordable to eliminate risk in a community. Using a matrix helps fire department 32 "Risk Impact/Probability Chart: Learning to Prioritize Risks." Risk Impact/Probability Chart. N.p., n.d. Web. 22 June 2016. �Lft7, Final Report 103 —ulimg htcrno ,o ­l Page 324 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 officials determine approximately where the line is between an acceptable and unacceptable risk. It is important to note that for the individuals directly involved in an incident, it is never considered an acceptable risk. The quadrants in the previous figure may be defined as follows. • Low impact/low probability — Risks in the bottom left corner are low level, with acceptable consequences if the incident occurs. These can often be considered an acceptable risk and require no further action. • Low impact/high probability — Risks in the top left corner are moderate level — if the incident happens, the fire department can usually handle it with existing resources. However, effort should be given to reduce the likelihood that these incidents occur. This is where community risk reduction strategies pay significant dividends to a community. • High impact/low probability — Risks in the bottom right corner are high level if they do occur, but they are very unlikely to happen. Risks in this quadrant are prime candidates for training and contingency planning. A fire department may spend time and energy preparing for such an incident and may even acquire specialized equipment and other non -staff resources to prepare for this risk. These risks also lend themselves well to community risk reduction strategies, such as public education, community engagement, and code enforcement. • High impact/high probability — Risks toward the top right corner are critical. These should be the highest priorities for the fire department and for the community. Aggressive action is required, such as staffing for these risks, equipping for these risks, and engaging the community in risk reduction and preparedness. Once the community risks are identified and appropriately categorized, plans of action are developed consistent with their category. In many instances, high-risk facilities are preplanned in the event of an incident occurring there. Fire personnel become very familiar with these facilities, understanding what risks each of these facilities poses and what features the building has that can be used to gain a tactical advantage, such as area separation walls or built-in fire deluge systems. These facilities are known as target hazards. PFD has been working with the City's Inspection Services Manager to identify these buildings since 2015. The PFD engine company crews use the Occupancy Vulnerability Assessment Profile (OVAP) to identify the buildings which fall into a "maximum" or "significant" rating. To date, PFD has identified 27 such buildings in its service area out of the over 300 buildings evaluated. The Department is currently developing incident scenarios through a fire simulation software platform on those identified buildings that can be assigned to the crews or provide a guided discussion at the shift level. Further, for those buildings that have been identified that meet the risk levels, PFD has developed a one-page pre -incident "site plan" that is uploaded to the CAD system and is accessed by the crews on scene by hyper -links on the response page of the Mobile Data Terminals (MDTs). A key component of response planning is developing a critical task analysis and deployment plan for various incident types within the community. These elements are collectively referred to as Standards of Cover. 104 Final Report Page 325 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 As mentioned in the Staffing Section of this report, many fire departments have developed a Standards of Cover. Applying the principles of risk analysis and practical emergency response strategies and priorities, fire departments can address, in general terms, how they will respond to a variety of emergency incidents that may occur. Developing such a document serves to reinforce the particular department's approach to mitigating emergencies and helps to inform both policy makers and the community's citizens about the differences in response, such as to a single-family house fire as opposed to an apartment building or a commercial/industrial occupancy. Standards of Cover perform a safety function to the extent that they serve to remind both firefighters and their chief officers of the limits of what can be prudently accomplished at an emergency scene. The creation and the promulgation within the department of such a document can have a lasting effect upon the effectiveness of the agency. Recommendations: • Continue developing a complete database of all "maximum" or "significant" facilities in the PFD service area. • Identify all non -facility risks (transportation systems and weather extremes) and develop target response plans for the high-level risks. • Develop and publish a Pasco Fire Department -specific Standards of Cover. Administrative Planning Administrative planning is often an underappreciated process. It does not have the urgency of response planning and is therefore easy to put off to a later date. Many fire departments do not fully appreciate the importance of these plans. There are multiple types of administrative planning devices. The most common are master planning, strategic planning, capital improvement planning, apparatus and equipment replacement planning, and personnel planning. Some elements of capital improvement planning, apparatus and equipment replacement planning, and to a lesser extent personnel planning are included in master plans. A master plan is essentially a long-range plan of the community served by the fire department. It identifies the current conditions that exist in the community and assesses land use and development plans for the community, as well as the urban growth boundaries for potential future growth. Population and service demand growth are projected at least ten years into the future, and the impact of that growth is identified. Recommendations are made in a master plan which address critical infrastructure gaps or gaps which will occur if the projected growth is not responded to appropriately and in a timely manner. A strategic plan is of shorter duration, typically three to five years, and is internally focused. In this type of planning process, citizen -stakeholders are interviewed to identify their attitudes, priorities, and Final Report 105 mulimg htcrno ,o ­l MW Page 326 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 concerns as it relates to the department. Internally, a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) is conducted. Reconciling the citizen -stakeholder feedback with the internal SWOT analysis results provides a clear picture of the organization's environment. This environmental scan shapes the strategic initiatives the department should focus on. Within each strategic initiative, multiple goals and subordinate objectives are established, complete with timelines, outcome measures, and responsible parties. A strategic plan is in essence a three to -five year internal work plan for a department. Pasco Fire Department has an apparatus and equipment replacement plan that extends over 15 years into the future. While it does not have a capital improvement plan in place, this master plan is intended to address those issues. The results of the capital facility needs are intended to be inserted into the City's overall Capital Improvement Plan. It is commendable that the Pasco Fire Department has recognized the importance of administrative planning by embarking on this master planning effort. The recommendations contained in this master plan, if executed, will help PFD serve the community well into the future with appropriate infrastructure in place in advance of the growth that drives an increase in service demand. PFD does not have a current strategic plan, but the proper order for these plans to take place suggests that a strategic plan follow a master plan, not the other way around. Recommendation: • Consider conducting a strategic plan at the conclusion of the master planning process. 106 Final Report Page 327 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 CAPITAL ASSETS AND ASSESSMENT OF CURRENT INFRASTRUCTURE Regardless of an emergency service agency's financing, if appropriate capital equipment is not available for the use by responders, it is impossible for a fire department to deliver services effectively. Two primary capital assets that are essential to the provision of emergency response are facilities and apparatus (response vehicles). The following is an inventory and assessment of the capital facilities and apparatus/equipment Pasco Fire Department relies upon to provide services. Facilities Figure 49: Station 81 Address: 310 N. Oregon St Station 81 serves as the administrative offices and headquarters station. It houses an engine and medic unit, each staffed with two (four -person minimum assigned to the station). The administrative offices are cramped with no room for expansion; the circulation to the administrative offices follows a confusing path. Ambulance billing is conducted in an open space, leading to I confidentiality issues. SURVEY COMPONENT OBSERVATIONS STRUCTURE -- STATION 81 Construction type Wood frame Date 11-30-1999 Seismic protection/energy audits No Auxiliary power Diesel Generator Condition Fair Special considerations (ADA, mixed gender appropriate, storage, etc.) Meets ADA standards and is mixed gender appropriate. Storage is minimal Square footage 6,200 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings No Washer/dryer No FACILITIES AVAILABLE Sprinkler system Yes Smoke detection Yes Security No Apparatus exhaust system Yes 0 � '11­plll� 11, 1— C—ulimg htcrno ,o ­l Final Report 107 Page 328 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure S0: Station 82 Address: 3502 Varney Ln. (Airport) This is a six -bay station on airport property, minimum six personnel, maximum seven -_—, personnel staffing. Two stay on site for ARFF responses to the airport. Houses an ARFF - - 0 " unit, a Stryker unit, a ladder truck and a medic unit. The station is also home to a reserve engine and miscellaneous trailers for operations support. Poor internal flow, impeding rapid turnout times. Gaps in exterior walls indicate settling problems. STRUCTURE -- STATION 82 Construction type Cinder Block Date 03-13-2006 Seismic protection/energy audits No Auxiliary power Diesel Generator Condition Fair/Poor Special considerations (ADA, mixed gender appropriate, storage, etc.) Meets ADA standards and is mixed gender appropriate. Storage is adequate. Square footage 10,710 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes, occupancy of 27 Washer/dryer No FACILITIES AVAILABLE Sprinkler system Yes Smoke detection Yes Security No. Required to be locked at all times due to FAA rules. Apparatus exhaust system No — budgeted for 2017 108 Final Report reser Page 329 of 429 Figure 51: Station 83 Address: 3203 Road 68 SURVEY C STRUCTURE -- STATION 83 Pasco Fire Department (WA) Emergency Services Master Plan 2016 This is a two -bay station (with four bay storage building out back) and a minimum of four personnel, maximum five staffing. The crew splits response on an Engine and a Medic Unit (two each). Extremely tight living quarters. Construction type Wood frame Date 12-04-1998 Seismic protection/energy audits No Diesel Generator Fair Auxiliary power Condition Special considerations (ADA, mixed gender appropriate, storage, etc.) Meets ADA standards and is mixed gender appropriate. Storage is minimal Square footage Not Available FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Washer/dryer No No FACILITIES AVAILABLE Sprinkler system Smoke detection Yes Yes Security No Apparatus exhaust system Yes C—ulimg htcrno ,o ­l Final Report 109 Page 330 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 52: Vehicle Storage (Station 83 Annex) Address: 3203 Road 68 (directly behind) STRUCTURE -- VEHICLE STORAGE BUILDING (STATION 83 ANNEX) Construction type This building serves as an annex located Date directly behind Station 83. The building Seismic protection/energy audits stores seasonal apparatus and equipment, No Picture Available as well as exercise equipment. While not Condition convenient, the Station 83 crew does have Special considerations (ADA, mixed gender appropriate, storage, etc.) access to the exercise equipment while on Square footage duty. I SURVEY COMPONENT OBSERVATIONS STRUCTURE -- VEHICLE STORAGE BUILDING (STATION 83 ANNEX) Construction type Steel Frame Date 02-27-2009 Seismic protection/energy audits No Auxiliary power No Condition Good Special considerations (ADA, mixed gender appropriate, storage, etc.) N/A -Building is all storage Square footage 3,500 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory No Lockers/showers No Training/meetings No Washer/dryer No FACILITIES AVAILABLE Sprinkler system No Smoke detection No Security No Apparatus exhaust system No 110 Final Report Emergency ;er:¢as Comsuliing In[ernitiUnal Page 331 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 53: Station 84 Address: 1208 Road 48 This unstaffed fire station was acquired by PFD from Franklin County Fire District #3 as an asset transfer due to annexation. It is not well suited as an operational fire station. No Picture Available The apparatus bays are small, with low overhead for modern fire apparatus. The crew quarters are not designed for shift accommodation. The PFD also owns the adjacent home, giving the combined property expansion potential. STRUCTURE -- STATION 84 Construction type Cinder Block Date 1958 Seismic protection/energy audits No Auxiliary power No Condition Poor Special considerations (ADA, mixed gender appropriate, storage, etc.) Does not accommodate personnel assignments well. Not ADA or mixed gender appropriate. Very limited storage. Square footage 1,920 FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory Yes Lockers/showers No Training/meetings No Washer/dryer No FACILITIES AVAILABLE Sprinkler system No Smoke detection Yes, battery only Security No Apparatus exhaust system No Facilities Discussion The PFD facilities are collectively marginal at best from a design and function standpoint. The physical location of the stations from a service delivery standpoint is addressed in the Service Delivery and Performance section of this report. Station 81 is crowded as a result of combining the administrative offices with the fire station. Station 82 that serves the airport well but not necessarily the surrounding portion of the city the airport sits within. Final Report 111 Page 332 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 The airport itself acts as a barrier to the more populated areas that are physically closest to the station. The station is poorly designed, impeding rapid turnout for crews assigned there with a wall separating the apparatus bay into two segments. Gaps in exterior walls may indicate building settling or poor construction. Station 83 is a small station made more tolerable by the addition of the annex behind the station. The annex located behind Station 83 is an inexpensive but functional facility that houses seasonal apparatus and equipment. Station 84 is an acquired facility from Franklin County Fire District #3 and is wholly inadequate as an operational fire station. The facility is small, is not designed to house a shift crew, nor is it adequate to house most modern fire apparatus. None of the fire stations have washers and dryers for crews to launder bedding or uniforms, requiring crews to bring potentially biohazard -contaminated clothing home to launder. There is only one training room amongst all of the stations, which may facilitate centralized training for the Department, but does not accommodate individual crew training sessions, which is a more common need. Stations that house crews are protected by a fire sprinkler system and smoke detectors. Recommendations: Station 81 • Relocate the administrative offices out of Station 81. — Consider collocating the administration with a new fire station designed to accommodate both a functioning fire station and the administrative offices. • Remodel Station 81 to convert the existing administrative offices into more living quarters. Station 82 • Evaluate exterior wall cracks to determine potential settling issues. • Interior dividing wall in apparatus bay impedes rapid turnout by crews. Breaching this wall to facilitate rapid turnout should be explored. • Complete the installation of the apparatus exhaust system slated for 2017. • Focus on facility security as required by FAA regulations. Station 83 • Relocate Station 83 with additional training room and additional living space. Station 84 • Consider temporary use of this facility for deployment of a peak activity unit. • Relocate Station 84 as per recommendations in the Service Delivery & Performance section of this report. Apparatus The Pasco Fire Department maintains a high quality fleet of response vehicles that are generally newer and clearly well maintained. The overall condition of the fleet was found to be generally good to excellent. This is partly due to the fleet maintenance division of the Public Works Department for the 112 Final Report Page 333 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 City of Pasco. If heavy work is required to be performed on the pump, tank, or other elements of the suppression function of the unit, repairs are contracted to a commercial fire apparatus repair facility in Spokane by certified Emergency Vehicle Technicians (EVTs). The high quality of the fleet is also significantly due to the apparatus replacement schedule the City maintains for all of its apparatus. The City maintains a 15 -year replacement schedule for all of the fire apparatus, which has funding allocated annually from the General Fund or ambulance utility fund. An inventory of fire apparatus, configuration, and condition for each station is provided in the following figure. Figure 54: Apparatus Inventory and Condition Apparatus E2811/#3137 Engine T1 2014 ApparatusStation 81 Rosenbauer New Staffing 2 CapacityDesignation 1,500 .. 750 E2861/#3119 Engine T6 2002 Ford F-550 Good 2 125 250 M2821/#3136 Ambulance T2 2014 Dodge 4500 New 2 N/A N/A UT280/#3127 Staff Car 2010 Chevy 1500 Good 1 N/A N/A UT281/#3122 Staff Car 2005 Chevy 2500 Good 1 N/A N/A UT282/#3139 Command 2015 Chevy Tahoe New 1 N/A N/A MO281/#3138 Staff Car 2014 Ford F250 Good 1 N/A N/A FB281 L2811/#3134 Rescue Boat Type Ladder T1 2016 Year 2012 22' Rescue Boat ApparatusStation 82 ModelApparatus Make & Rosenbauer New Good 3 Staffing 2 200 CapacityDesignation 2,000 N/A .. 400 R2841/#3125 Rescue T4 2006 Ford F550 Good 2 N/A N/A M2822/#3135 Ambulance T2 2014 Dodge 4500 New 2 N/A N/A E2814/#3124 Engine T1 2006 HME Reserve N/A 1,500 750 AR281 ARFF 2008 Oshkosh Good 1 1,500 1,500 AR282 ARFF 1990 Oshkosh Good 1 1,500 1,500 Tender 2822 Tender T2 --- M923 A2 6X6 New Build 1 500 2,000 M2829/#3131 Apparatus E2813/#3121 AmbulanceT2 Engine T1 2011 2003 Chevy 4500 ApparatusStation 83 Central States Reserve Good N/A Staffing 2 N/A CapacityDesignation 1,500 N/A .. 750 M2823/#3133 Ambulance T2 2012 GMC 4500 Good 2 N/A N/A E2863/#3132 Engine T6 2012 Ford F-550 New 2 125 250 E2819/#3116 Engine T1 1999 HME Reserve N/A 1500 750 A2828/#3130 Ambulance T2 2009 Chevy4500 Reserve N/A N/A N/A 4 Final Report 113 Page 334 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 SERVICE DELIVERY AND PERFORMANCE Service Demand Study The following figure displays Pasco Fire Department service demand for the previous five calendar years. The annual incidents displayed below represent all incident types including mutual/automatic aid given to neighboring fire jurisdictions. Figure 55: Service Demand, 2011- 2015 .= 5,000 1- 4,000 3,000 2,000 1,000 0 2011 2012 2013 2014 2015 Annual Incidents 4,238 4,400 4,341 4,715 5,103 PFD service demand increased by over 20 percent (20.4 percent) during the time period displayed in this figure. The following figure uses National Fire Incident Records System (NFIRS) incident type definitions to categorize incidents as "Fires" (structures, vehicle, brush, any responses categorized as a 100 series incident in NFIRS), "EMS" (all calls for medical service including motor vehicle accidents [MVAs] and rescues, any responses categorized as a 300 series incident in NFIRS), and "Other" (false alarms, hazmat incidents, service calls, all other NFIRS incident series). 114 Final Report Page 335 of 429 100% 80% 60% 40 20% 0% Incident Type Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 56: Incident Type, 2014-2015 Incidents Fires 5.4% Other 15.7% EMS 78.9% This figure demonstrates that EMS incidents represent the majority of service demand in the PFD service area. As the primary provider of BLS and ALS emergency medical first responder and transport service in Pasco, EMS incidents comprise nearly 79 percent of PFD service demand. Incidents coded as a fire represent 5.4 percent of service demand during 2014 and 2015. This is more than twice the industry norm for fire demand. All other incident types make up nearly 16 percent of PFD service demand. Temporal Demand It is also useful to evaluate service demand temporally in order to determine if there are specific trends during certain periods where staffing can be modified to better fit the demand. The following figures display total service demand during 2014 and 2015, summarized by various measures of time. 10% 9°% 8°% 7°% 6% 5% 4% 3% 2°% 1% 0% Figure 57: Service Demand by Month of the Year, 2014-2015 ����e` `e��e,t Final Report 115 Page 336 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Service demand varies within a range of 2.4 percent throughout the year. In general, the lowest service demand occurs during December, January, and February. July and August demonstrate the greatest service demand in this figure. 16% 14% 12% 10% 8% 6% 4% 2°% 0% Figure 58: Service Demand by Day of the Week, 2014-2015 Sunday Monday Tuesday Wednesday Thursday Friday Saturday As with monthly service demand, service demand varies throughout the week. Again, the range is relatively narrow (slightly less than 2 percent). Figure 59: Service Demand by Hour of the Day, 2014-2015 mon Q Q Q Q Q Q Q a Q Q Q o a a a a a a a a a a a —1 N m� M�O r, W M o� Z� N m� Ln L-0 r` W M o PFD service demand correlates with the activity of people, with workload increasing during daytime hours and decreasing during nighttime hours as shown in this figure. Incident activity is at its highest 116 Final Report rascr • Page 337 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 between 10:00 AM and 6:00 PM. Over 64 percent of calls for service occurred between 08:00 AM and 08:00 PM. There is a significant and predictable increase in service demand during the day. This provides an opportunity for PFD to anticipate increased workload and improve response performance by deploying additional apparatus during periods of peak activity. Geographic Service Demand In addition to the temporal analysis of service demand, it is useful to examine the geographic distribution of service demand. Using incident location data provided by PFD, ESCI plots incident locations and calculates the mathematical density of 2014 and 2015 service demand in the PFD service area. Figure 60: Geographic Service Demand —All Incident Types, 2014-2015 PFD Study Area Incident Density, 2014-2015 Incidents per Square Mile 04 Less than 10 C3 11 to s0 C3 51 to 150 C3 151 to 300 06 More than 300 LA Pasco Fire Department Study Area PFD Fire Station N Staffed ' Unstaffed ilCity of Pasco15 Pasco UGB f County Boundary Maes U 7 2 3 t ,00" PFD service demand is concentrated in the central core area of Pasco, between Station 81 and Highway 395. Additionally, the commercial corridor along Road 68 and the residential neighborhoods north of Interstate 182 experience higher incident density. The majority of the incidents displayed in this figure are EMS incidents (78.9 percent). The following figure displays 2014-2015 fire incidents. �Lft7, Final Report 117 —ulimg lntcrno ,o ­l Page 338 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 61: Geographic Service Demand —All Fires Incidents, 2014-2015 Fire incidents are the least frequent incident type in the data set. However, incidents categorized as Fires are distributed throughout the study area in a pattern similar to the overall incident data. Distribution Study The distribution analysis presents an overview of the current deployment of facilities, apparatus, and personnel within the Pasco Fire Department service area. 118 Final Report Page 339 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 62: Study Area PFD currently provides fire protection, EMS first response and transport (ALS and BLS), hazmat, and rescue service within the City of Pasco. In addition, PFD operates Aircraft Rescue and Fire Fighting (ARFF) apparatus at the Tri -Cities Airport. The City of Pasco encompasses approximately 37 square miles. There are islands of unincorporated Franklin County inside the City of Pasco. Through an inter -governmental agreement (IGA), PFD and Franklin County Fire District #3 (FCFD#3) have signed an automatic aid agreement which ensures that the closest available resource is dispatched to emergency incidents in these areas. The same IGA transferred ownership of the FCFD#3 Station 32 to PFD (labeled as Station 84 in the figure above). In the figure below, ESCI utilizes Washington Office of Financial Management (OFM) population (2015 estimate) and traffic analysis zone (TAZ) data to display population density Pasco area. Using National Fire Protection Association (NFPA) population classifications, population density is categorized as urban, suburban, and rural. ')'-"'Y5,,,,iiza Final Report 119 —ulimg htcrno ,o ­l Page 340 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 63: Population Density, Office of Financial Management (OFM) 2015 Population Estimate Study Area Population Density-OFM TAZ Data - 2015 Estimate Population per Square Mile r 500 -Rural 500 to 1,000 -Suburban a 1,000 -Urban EL ' Pasco Fire Department ss Study Area PFD Fire Station N Staffed Unstaffed ~ 10 City of Pasco s .•r•.� g- Pasco LIGB . i r County Boundary Miles eINO The population density inside Pasco is largely urban in nature. The majority of area categorized as rural or low density (less than 500 per square mile) inside the Pasco Urban Growth Boundary (UGB) is zoned for industrial land use; or currently undeveloped land slated for future development and population growth. The overall population density inside of Pasco is approximately 1,844 per square mile. The Washington Surveying and Rating Bureau (WSRB) is a statewide insurance industry organization that evaluates fire protection for communities across Washington. A jurisdiction's WSRB rating is an important factor when considering fire station and apparatus distribution since it can affect the cost of fire insurance for fire district residents and businesses. To receive maximum credit for station and apparatus distribution, WSRB recommends that all "built upon" areas in a community be within 1.5 road miles of an engine company. Additionally, a structure should be within five miles of a fire station to receive any fire protection rating for insurance purposes. In the following figures, ESCI examines PFD fire facility distribution by WSRB distance criteria over the existing road network. 120 Final Report Page 341 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 64: Station Distribution, WSRB Criteria Approximately 28 percent of the road network inside Pasco is within 1.5 miles of a PFD station. The entire PFD service area is within five miles travel of a PFD station. PFD is currently rated as a Class 5 fire department (Class 1 represents exemplary fire protection). Similar to engine company criteria, WSRB recommends that ladder companies (aerial apparatus) be placed at 2.5 -mile intervals in areas with buildings over three stories in height. Final Report 121 Page 342 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 65: Aerial Apparatus Distribution, WSRB Criteria The PFD aerial apparatus currently placed at Station 82 is well placed to respond throughout the PFD service area. The WSRB Public Protection Classification program only addresses fire suppression activities and is primarily concerned with the geographic coverage of property. For jurisdictions such as PFD that respond to all types of emergencies, the travel time required to respond from a fire station to any type of emergency call for service is of equal importance. The following figures demonstrate travel time over the existing road network. Travel time is calculated using the posted speed limit and adjusted for negotiating turns and intersections. 122 Final Report Page 343 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 66: Travel Time Model, NFPA Criteria Figure 66 demonstrates PFD travel time capabilities from the currently staffed PFD fire stations. National consensus standards, such as the NFPA 1710,33 specify that career staffed, urban fire departments should deploy resources such that 90 percent of emergency service demand can be reached in four minutes or less travel time. Pasco City Council has adopted a travel time standard of six minutes travel time for the arrival of the first apparatus on scene. The following figure displays the portions of the PFD service area within six minutes or less travel time of a staffed fire station. Note that the street network data provided to model travel time does not include data for the Tri -Cities Airport. However, examination of aerial photo data reveals that the entire airport complex is well within four minutes travel of Station 82. 33 NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association 2010). .p"cys,,,,iiza Final Report 123 nsulfing ht—.a ,—A MW Page 344 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 67: Potential Travel Time Model, PFD Response/Travel Time Model As illustrated in the figure above, the majority of Pasco is within six minutes travel time of a PFD staffed station. More importantly, the following figure demonstrates the percentage of historical service demand (2014-2015) that is within six minutes or less travel time of a PFD staffed fire station. 124 Final Report Page 345 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 68: 2014-2015 Service Demand and Six Minutes Travel Time Model Approximately 95 percent of the incidents displayed in this figure occurred within six minutes travel time of a staffed fire station. The travel time model in this figure displays potential travel time capability, assuming all apparatus are in quarters and available to respond. The following figure uses GIS data provided by PFD to display actual travel time performance in 2015 summarized by the PFD geographic fire management zones (FMZ). Final Report 125 Page 346 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 69: Actual Travel Time Performance by Fire Management Zone, 2015 Using an approximately 0.25 -mile grid, PFD has established fire management zones (FMZ) for the PFD service area. The Department is able to track the distribution of incidents and actual travel time performance within each FMZ. As opposed to the previous travel time models, which model potential travel time capability, Figure 69 demonstrates actual travel time performance within a distinct geographic area. As displayed in this figure, 2015 actual travel time performance did not meet the PFD travel time standard of six minutes in approximately 33 percent of the PFD service area. The use of geographic FMZ's is an effective tactic to pinpoint areas where traffic delays, lack of street network connectivity, or responses from a more distant station (due to concurrent incidents) negatively affects actual response performance. Recommendation: • Improve street networks for improved response time performance in areas where compliance is not achieved due to poor circulation (such as east -west of State Route 395). • Add Emergency Vehicle Preemption technology to signalized intersections for improved response times. _ 126 Final Report Page 347 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Concentration Study The concentration analysis examines PFD's ability to assemble multiple resources (both apparatus and people) in a timely manner. The following figure displays the concentration of PFD stations in the study area in eight minutes or less travel time. This is to ensure that enough people and equipment arrive soon enough to safely control a fire or mitigate any emergency before there is substantial damage or injury. The eight -minute travel time criteria is based on NFPA 1710. The NFPA 1710 Standard specifies that the full first alarm assignment for a moderate risk structure fire (single story residential structure) should arrive within eight minutes travel time, 90 percent of the time (90th percentile). Figure 70: Station Concentration, Staffed Stations The PFD full first alarm assignment for a structure fire calls for 11 personnel and apparatus from all three staffed fire stations. Figure 70 demonstrates that only a small portion of the core area of Pasco is within eight minutes or less travel time of all three of the PFD stations. Pasco City Council has adopted a travel time goal of 12 minutes for the arrival of the full first alarm assignment to a fire suppression event (measured at the 90th percentile). The following figure demonstrates the portions of the PFD service area that are within 12 minutes or less travel time of all three staffed fire stations. Final Report 127 Page 348 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 71: Full First Alarm, 12 Minutes Travel Time (PFD Travel Time Goal) At 12 minutes or less travel time, PFD is capable of assembling a full first alarm throughout the majority of the service area. Again, this figure models potential travel time assuming all apparatus and personnel are available. In 2015, PFD required over 22 minutes to meet the adopted standard for a full first alarm (11 personnel) for a fire suppression event 90 percent of the time. Note that the PFD full first alarm assignment of 11 personnel does not meet industry best practice 34 recommendations of 14 to 16 personnel for a moderate risk structure fire. Examination of the 2015 Performance Measures Report reveals that in 2015 PFD met the 12 -minute travel time goal for a full first alarm for 50 percent of fires suppression events. By increasing the staffing on existing engine companies and increasing the number of engine companies, PFD increases the effective response force for structure fires to within industry best practices and regional norms. Increasing the staffing on engine companies reduces the reliance upon medic unit staffing being transferred to the engines, which leaves the EMS response element vulnerable. 34 Center for Public Safety Excellence/Commission on Fire Accreditation (CPSE/CFAI) Standards of Cover, 5th Edition. 128 Final Report Page 349 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Reliability Study The workload of emergency response units can be a factor in response time performance. The busier a given unit, the less available it is for the next emergency. If a response unit is unavailable, then a unit from a more distant station (or mutual/automatic aid department) must respond, increasing overall response time. Although fire stations and response units may be distributed to provide quick response, that level of performance can only be obtained when the response unit is available in its primary service area. Unit hour utilization (UHU) measures the amount of time that a unit is committed to an incident. The larger the number, the greater the unit's utilization and the less available it is for assignment to subsequent calls for service. The following two figures display the total time PFD apparatus were committed to an incident in 2014 and 2015 and expresses this as a percentage of the total hours that year. Figure 72: 2014 Unit Hour Utilization (UHU) AR281 41:25 8:58:25 0.10% AR282 32:45 3:16:29 0.04% BC281 23:39 104:05:07 1.19% E2811 18:23 448:38:23 5.12% E2813 21:38 500:13:30 5.71% E2819 19:48 214:50:32 2.45% E2861 33:47 19:42:15 0.22% E2863 35:37 13:39:07 0.16% L2811 18:54 308:11:03 3.52% M2821 31:46 905:15:21 10.33% M2822 31:42 970:40:56 11.08% M2823 36:30 798:49:30 9.12% M2824 35:59 250:40:36 2.86% M0281 25:45 55:48:09 0.64% R2841 25:32 4:40:57 0.05% T0281 1:10:28 46:58:47 0.54% Figure 73: 2015 Unit Hour Utilization (UHU) AR281 31:26 7:51:28 0.09% AR282 51:04 3:24:17 0.04% BC281 21:21 310:31:22 3.54% E2811 18:01 501:59:15 5.73% E2813 19:51 497:22:23 5.68% E2819 21:08 59:52:02 0.68% Final Report 129 Page 350 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 E2861 1:23:54 85:18:00 0.97% E2863 42:45 34:54:31 0.40% L2811 17:51 464:50:18 5.31% M2821 30:47 1015:50:58 11.60% M2822 31:16 1059:07:52 12.09% M2823 35:53 962:25:43 10.99% M2829 47:20 24:27:07 0.28% M0281 25:54 44:27:46 0.51% R2841 10:06 1:30:51 0.02% T0281 1:38:35 57:30:40 0.66% Not surprisingly, the PFD transport medic units display the highest UHU rates. These units respond to nearly 80 percent of current service demand. Transport time to the hospital, patient handoff, report writing, and restocking increases the time medic units are unavailable. On average, medic units are committed to an incident between 30-35 minutes. The first out fire apparatus at each of the PFD stations all demonstrate similar UHU rates in the range of 5 to nearly 6 percent. The average time an engine was committed to an incident varies from approximately 18-20 minutes. Industry best practice documents35 suggest that UHU rates for individual apparatus in the range of 25 to 30 percent for fire and EMS units can lead to employee burnout issues and can negatively affect station and unit reliability. Currently UHU rates in the study area do not exceed these levels. Note that as unit hour utilization increases, not only are units less available for emergency responses, but they are also less likely to complete other duties, such as inspections, training, public education, and maintenance. PFD should monitor unit hour utilization to ensure that response performance and other duties are not negatively affected. The overall UHU rate for all PFD apparatus increased from approximately 53 percent to over 58 percent between 2014 and 2015. It is important to understand that PFD's response protocols necessitate Medic Unit crews to merge with their sister fire apparatus when a multi -unit fire response is dispatched (i.e., structure fire), resulting in a four -person fire unit and a non -staffed Medic Unit. This is also dependent upon the medic units and their sister fire engines being in quarters and available for the crews to merge. If the medic unit and fire engine are separated when the dispatch occurs, they respond to the fire incident separately. In either case, medical incident response capability is compromised in favor of the critical need for the additional staffing on the structure fire response. As the UHU for medic units increases above their current activity levels, failure rates (the frequency a unit is unable to achieve its response time objective to its own area) will increase and response times will degrade. Engine staffing will be an important factor to consider as the Medic Unit UHU approaches 25 percent. 3s Center for Public Safety Excellence/Commission on Fire Accreditation (CPSE/CFAI) Standards of Cover, 5r" Edition. 130 Final Report Page 351 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Simultaneous or concurrent incidents can affect a fire department's ability to muster sufficient resources to respond to additional emergencies. The following figure demonstrates the number of concurrent incidents experienced by PFD in 2014 and 2015. Figure 74: Concurrent Incidents, 2014-2015 Concurrent Total Percen Incidents Incidents Concurr� 2014 1,521 4,715 32.3% 2015 1,843 5,103 36.1% Over 30 percent of 2014 and 2015 PFD service demand occurred while another incident was in progress. The number of concurrent incidents increased from 1,521 to 1,843 between 2014 and 2015. With over 36 percent of the service demand occurring concurrently in 2015, the increase over 2014 reflects 21 percent growth year -over -year. PFD has identified the frequency of concurrent incidents as an issue that negatively affects PFD response performance. In addition to tracking the overall occurrence of overlapping incidents, PFD tracks the percentage of instances of overlapping incidents within each station's service area. In other words, how many times was a station committed to an incident when another incident in the same station area occurred? The following figure displays the percentage of concurrent incidents that occurred within each of the PFD first due station areas. Figure 75: Concurrent Incidents by Station Area, 2014-2015 Station 81 12.5% 15.4% Station 82 12.4% 13.2% Station 83 10.4% 12.3% In 2015, Station 81 exhibits the highest percentage (15.4 percent) of concurrent incidents. Station 83 demonstrates the lowest percentage (12.3 percent) of concurrent incidents. All three PFD stations were committed to an incident over 10 percent of the time when another incident occurred in the same station's service area. Note that between 2014 and 2015, the frequency of concurrent incidents increased by an average of almost 3 percent in each of the PFD station areas. Response Performance Summary In the performance summary, ESCI reviews current PFD response performance. The Department provided ESCI with 2014-2015 incident and apparatus response data recorded and stored in the PFD records management system software program. As required by the Revised Code of Washington (RCW)36 the Pasco City Council has established response performance goals and provides a report 36 RCW 35.103 and 35A.92: Fire Departments -Performance Measures Final Report 131 Page 352 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 documenting response performance annually. The following figure displays the current PFD response performance goals and the Department's actual response performance during 2015. Fieure 76: Response Performance Goals and Performance. 2015 Fire 63% Suppression 5:59 90.1% 2:00 Response 12:00 (NFIRS 100- 199) 50% Full First Alarm - 93.1% Fire Suppression NA Response 1:52 First Arriving 6:00 Medical Unit 2:00 (BLS or ALS) 50% First Arriving ALS 5:21 92.9% 2:00 Unit 6:00 Hazardous 67.6% N/A 2:00 Material 2:15 Technical 3:28 58% 2:00 Rescue 84.6% ARFF N/A Wildland 2:00 Overall 2015 Response 2:00 Performance 2:53 63% 6:00 5:59 90.1% NA NA 12:00 22:31 50% 1:51 93.1% 6:00 6:20 88.1% 1:52 93.2% 6:00 5:21 92.9% 3:14 50% 6:00 5:21 92.9% 1:37 91.7% 6:00 8:11 67.6% N/A N/A 3:00 2:15 100% 3:28 58% 6:00 7:48 84.6% 2:06 88% 6:00 6:02 89.8% The data displayed in this figure and the PFD Annual Performance Report meets the intent of RCW 35.103 and 35A.92. RCW 35.103 and 35A.92 specify that fire departments establish levels of service, types of service, and performance objectives (e.g., turnout time and response time). These elements are to be reported every year. Turnout time is defined as, "...the time beginning when units receive notification of the emergency to the beginning point of response time". Response time is defined as, "...the time that begins when units are enroute to the emergency incident and ends when the unit arrives on scene". Industry best practice documents such as the Center for Public Safety Excellence and the Commission on Fire Accreditation (CPSE/CFAI) Standards of Cover document and the national consensus standard NFPA 132 Final Report { Page 353 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 171037 recommend that fire departments track and report all of the components of total response time listed as follows: • Call Processing Time — The amount of time between when a dispatcher answers the 911 call and resources are dispatched. • Turnout Time —The time interval between when units are notified of the incident and when the apparatus are enroute. • Travel Time — The amount of time the responding unit actually spends travelling to the incident. • Total Response Time — Total Response Time equals the combination of "Processing Time," "Turnout Time," and "Travel Time." The following figure displays the performance recommendations from the NFPA 1710 standard. Figure 77: NFPA 1710 Response Performance Recommendations Response Call Processing 60 Seconds @ 901Percentile 60 Seconds @ 90th Percentile for EMS Turnout Time 80 Seconds @ 90th Percentile for Fire Travel Time (First unit on scene -Fire or EMS) 4 Minutes @ 901h Percentile Travel Time (First arriving ALS unit) 8 Minutes @ 90th Percentile Travel Time -Full First Alarm (Moderate risk -structure fire) 8 Minutes @ 90th Percentile Call Processing Time In Franklin County, the Franklin County Communications Center serves as the public safety answering point (PSAP) for 911 emergency calls. The communications center is also responsible for dispatching police, fire, and EMS agencies in Franklin County. As part of the annual performance report, PFD reports call processing time performance data provided by the county communications center. In 2015, the dispatch center met the NFPA 1710 criteria for call processing time (60 seconds) approximately 53.3 percent of the time. As reported, 90 percent of PFD incidents were dispatched in 116 seconds or less. The Franklin County Dispatch Center is a countywide multidisciplinary agency and call processing time is not under the direct control of the PFD. However, Department leaders need to be aware of call processing time performance. ESCI commends PFD for monitoring call processing performance and encourages the Department to work cooperatively with the dispatch center to work toward meeting the national standard. Turnout Time As displayed in Figure 76, the PFD turnout time standard is two minutes (120 seconds) or less for all types of emergency incidents (measured at 90 percent). NFPA 1710 calls for turnout times of 60 seconds for EMS emergencies and 80 seconds for fire emergencies. Overall, PFD apparatus were enroute to 90 37 Center for Public Safety Excellence/Commission on Fire Accreditation (CPSE/CFAI) Standards of Cover, 5th Edition., NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association 2010). { Final Report 133 Page 354 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 percent of emergency incidents in 2 minutes 6 seconds or less. Further examination of the data in Figure 76 reveals that for certain types of incidents (structure fires, wildland fires, hazmat), PFD turnout time performance exceeds the adopted goal by nearly 60 to 90 seconds. Turnout time is one area of the overall response performance that field personnel have at least some ability to control; given good training, information concerning current performance, and facilities that allow for rapid and efficient movement of personnel. PFD has identified turnout time performance as an area for improvement. Travel Time The Pasco City Council adopted travel time standard is six minutes or less travel time for the arrival of the first unit on scene at any type of emergency incident (measured at 90 percent). NFPA 1710 standard specifies a travel time of four minutes or less for the arrival of the first unit on scene at fire or EMS emergencies. Overall in 2015, the first PFD apparatus on scene required 6 minutes 2 seconds to travel to 90 percent of incidents. Note that the PFD travel time standard for ARFF incidents at the Pasco Airport is three minutes; PFD met the standard for 100 percent of ARFF incidents in 2015. In addition to the performance standards for the arrival of the first unit on scene, PFD identifies travel time performance goals for the arrival of a full first alarm at a fire suppression event and the arrival of the first advanced life support (ALS) unit at an EMS incident. As displayed in Figure 76, PFD only meets the standard for a full first alarm 50 percent of the time. PFD ALS apparatus arrive at nearly 93 percent (92.9 percent) of ALS EMS emergencies in six minutes or less travel time. Note that the NFPA travel time standard for the arrival of an ALS unit is eight minutes or less travel time if part of a first responder BLS system that provides a travel time of four minutes or less. Travel time is potentially the longest component of total response time. The distance between the fire station and the location of the emergency influences total response time the most. The quality and connectivity of streets, traffic congestion, and geography all play crucial roles in travel time performance. The use of traffic control technology (signal pre-emption devices), closest unit dispatch using automatic vehicle location (AVL), and mobile data terminals with vehicle routing software are examples of using modern technology to reduce the travel time and improve response performance. Note that PFD is pursuing all of these technological means to improve response performance. ESCI commends PFD and City of Pasco leaders for these efforts. The travel time models in the Distribution Study demonstrate that PFD apparatus have the potential to reach over 90 percent of service demand in six minutes or less travel time. Figure 76 shows that PFD overall actual travel time performance is slightly over six minutes (06:02 at 90 percent). However, PFD is unable to assemble adequate resources from the three currently staffed stations to assemble a full first alarm assignment to mitigate a fire suppression event beyond the capabilities of a single engine. Additionally, as discussed elsewhere in this report, future growth and increasing service demand will negatively affect travel time performance in the future. 134 Final Report i Page 355 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Total Response Time Industry best practices recommend tracking and recording the individual components of total response time. By tracking the individual components of total response time, fire jurisdictions are able to identify and correct specific deficiencies. PFD appropriately follows the provisions of RCW 35.103/RCW 35A.92 Fire Departments: Performance Measures, in establishing the metrics of its performance. The following figure displays PFD overall emergency response performance for 2014 through 2015. Non -emergent incidents, mutual or automatic aid responses given outside of Pasco, cancelled calls, data outliers, and invalid data points have been removed from the data set. 2,000 1,800 1,600 c 1,400 U 1,200 4- 0 0 1, 000 a = 800 v a 600 v L U. 400 200 C Figure 78: PFD Overall Response Performance, 2014-2015 0000000000000000000000000000000v 00000000000000000000000000000000 0 c1 N M'zT M t.0 N W M O­1NM'IT MlDNWM0 HNM V Ml0 r,WM0 0000000001 1i1�i—i i1�1a4 1i1fV NNNNNNNNNM- V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V Response Minutes � Frequency -4—Cumulative Percent 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Note that call processing time is not included in the calculation of response time in this figure. Although PFD monitors call processing time, the data provided to ESCI did not include the time the 911 center received the initial call, therefore response performance is measured from the time PFD is dispatched to the arrival of the first unit on scene. This is a commonly used measurement of response time, especially for agencies such as PFD that are dispatched by a separate dispatch center. The most frequent response time in the data displayed above occurred between five and six minutes. Cumulatively, PFD units arrived at over 73 percent (73.2 percent) of emergency incidents in six minutes or less from the time PFD was dispatched to the incident. The first unit on scene arrived at 90 percent of emergency incidents in 7 minutes 15 seconds or less from the time units were dispatched. In ESCI's experience, Pasco Fire Department's response performance compares favorably to that of similarly configured fire jurisdictions, which provide similar services to comparable service areas and population. PFD is to be commended for providing a high level of service with a relatively low number of resources when compared to other fire jurisdictions. iAL7, Final Report 135 amulimg htcrno ,o ­l Page 356 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 PFD has appropriately established performance standards that meet the requirements of the Revised Code of Washington and allow PFD leaders to identify deficiencies and areas for improvement. Additionally, PFD performance goals are achievable, fiscally responsible, and appear to meet community expectations. Note that NFPA 1710 as referenced throughout the Response Performance Summary is simply a point of reference. The NFPA standard is not a mandate or codified. However, NFPA 1710 is a national consensus standard and should be viewed as a desirable goal. Looking to the future from a response performance perspective, the Pasco Fire Department faces three challenges. The first challenge is to maintain or improve on the currently adopted PFD response performance standards. The second challenge is to reduce the time required to assemble adequate resources to handle higher risk incidents or provide additional resources to deal with multiple simultaneous incidents. The third challenge is to increase the assembly of resources to achieve an effective response force. Mutual and Automatic Aid Systems There are numerous mutual aid agreements, both formal and informal, in place between fire, police, and emergency medical agencies in the Tri -Cities area. Mutual aid is typically employed on an "as needed" basis where units are called for and specified one by one through an incident commander. Automatic aid agreements differ from mutual aid agreements in that under certain mutually agreed upon criteria, resources from the assisting agency are automatically dispatched as part of the initial response. These agreements facilitate closest unit dispatch to emergencies in boundary areas and allow for the dispatch of additional apparatus and personnel to specific predefined emergencies. The following figure displays PFD mutual and automatic aid activity by frequency and by hours in 2015. Figure 79: Mutual and Automatic Aid, 2015 PFD Received 55 234.29 25.43 PFD Gave 298 149.34 25.39 Examination of the data reveals that approximately 61 percent of aid received by PFD involved fire incidents. Approximately 66 percent of the aid given by PFD involved EMS incidents. The frequency of assistance PFD provides other departments is much higher than PFD receives, but the time spent providing assistance versus the time spent receiving assistance tells another story. The frequency of aid given by PFD is high relative to what it receives, but the amount of time PFD commits to providing assistance to others is significantly lower than it receives from others. One primary purpose of mutual or automatic aid agreements is to improve the regional application of resources and staffing. Cooperative efforts between jurisdictions are an effective means to bolster a community's fire protection resources or to reduce unnecessary redundancy and overlap between communities. This is especially important in an area such as the Tri -Cities. As a metropolitan area with 136 Final Report 4 Page 357 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 an estimated population of over 270,000, demand for emergency services is amplified in the individual communities that make up the Tri -Cities. Technological issues related to passing emergency dispatch information between the Franklin and Benton County Communications Centers hampers effective automatic aid between Tri -Cities fire jurisdictions. ESCI encourages PFD to work cooperatively with other Tri -Cities fire jurisdictions and the county dispatch centers to resolve technological barriers. Also, consider establishing a single regional dispatch center which would handle emergency communications for all Tri -Cities emergency service providers. Incident Control and Management PFD uses the Incident Command System (ICS) for tactical incident control and the National Incident Management System (NIMS) as its standard management protocol. These methodologies for managing emergency incidents are widely accepted industry standards and are incorporated appropriately into PFD emergency and daily operations. The Department's SOG manual addresses the use of the incident command system (ICS) on emergency scenes. ICS training is included in the annual training schedule. An emergency scene accountability system (Passport System) is utilized to insure firefighter safety and accountability. PFD effectively utilizes the ICS and NIMS for emergency and non -emergency operations. Final Report 137 Page 358 of 429 Page 359 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Future System Demand Projections In this section, ESCI projects and analyzes future system demand in the PFD service area. Future demand is largely dependent on changes over time to population, demographics, economics, and the local infrastructure. This analysis utilizes data from the U.S. Census Bureau, the Washington Office of Financial Management (OFM), and the City of Pasco Comprehensive Plan. POPULATION GROWTH PROJECTION Population History The Washington Office of Financial Management (OFM) estimates the 2016 population of Pasco as approximately 70,560 as of July 2016. The following figure illustrates historical population change in Pasco from 1980 through 2016. Figure 80: City of Pasco Population History, U.S. Census and Washington OFM Data, 1980-2016 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 1980 1990 2000 2010 2016 Population 18,428 20,337 32,066 59,781 70,560 (Average Annual Growth 3.24% 1.04% 5.77% 8.64% 3.01% Rate 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% This figure demonstrates the rapid growth in Pasco, especially between 1990 and 2010. Although the average annual growth rate has slowed, the population of Pasco grew by over 18 percent between 2010 and 2016. The following figure uses OFM estimates from 2010 through 2016 to examine the annual growth rate in the Tri -Cities (Pasco, Kennewick, and Richland) area. Final Report 139 Page 360 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 81: Tri -Cities Annual Population Change, 2010-2016 OFM Estimates 5% -, 0% 2010- 2011 2011- 2012 2012- 2013 2013- 2014 2014- 2015 2015- 2016 Kennewick 1.01% 0.66% 1.66% 1.69% 0.76% 1.06% ■ Pasco 2.04% 2.74% 4.68% 3.31% 0.69% 3.40% ■ Richland 1 2.15% 1 1.63% 1 2.53% 1 1.84% 1 1.90% 1 0.62% Pasco demonstrates the greatest population growth in the Tri -Cities area during the time period displayed in this figure. This may be attributed to factors such as annexation of portions of the unincorporated islands of Franklin County into the City of Pasco or new development given the amount of land available for development inside the City. Population Projections The Washington State Growth Management Act (Chapter 36.70A, RCW) authorizes the Washington OFM to produce a range of population forecasts at the county level. City and county planners use the OFM projections to coordinate planning for growth within their respective jurisdictions. The following figure displays the most recent OFM population projection for Franklin County and a projection for the City of Pasco based on the OFM population projection for the county. 140 Final Report Page 361 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 82: Franklin County and City of Pasco Population Projection 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 L� 2015 1 2020 1 2025 1 2030 1 2035 1 2040 * Franklin County 87,755 100,926 115,142 130,284 146,103 162,900 ■ City of Pasco 68,240 80,741 92,114 104,227 116,882 130,320 Currently the population of Pasco represents approximately 79 percent of the population of Franklin County. The City of Pasco Comprehensive Plan estimates that the population of the city will represent 80 to 85 percent of the county population by 2027 (the planning period of the current Comprehensive Plan). In the City of Pasco projection displayed above, ESCI applies a value of 80 percent to arrive at a population of 92,114 in Pasco by 2025 (approximately 35 percent growth) and demonstrates the population nearly doubling by 2040 (nearly 91 percent growth by 2040). Note that this analysis uses the OFM "Moderate Growth Rate", which appears to correspond closely to the actual growth in Franklin County. SERVICE DEMAND PROJECTION In evaluating the deployment of facilities, resources, and staffing, it is imperative to consider potential changes, such as population growth, that can directly affect emergency workload. Changes in service demand may require changes and adjustments in the deployment of staffing and capital assets in order to maintain acceptable levels of performance. For the purposes of this study, ESCI uses the population forecast for the City of Pasco presented above and multiplies this by a per capita incident rate derived from historical service demand for 2014 and 2015. This analysis provides a picture of potential service demand through 2040, based on population growth in the PFD service area. The results are displayed in the following figure. Final Report 141 Page 362 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 83: Projected Service Demand, 2015 through 2040 12,000 12,000 10,000 10,000 8,000 8,000 6,000 6,000 4,000 4,000 2,000 2,000 0 0 2015 2020 2025 2030 2035 2040 � EMS 4,011 4,761 5,432 6,146 6,892 7,685 � Other 810 949 1,083 1,225 1,374 1,532 Fires 282 328 374 423 475 529 Total 1 5,103 6,038 6,888 7,794 8,740 9,745 PFD service demand grew by over 20 percent in the last five years. Based on projected population growth, PFD can expect to see service demand continue to increase. Fires (of all types) demonstrate the lowest rate of increase. This reflects a national trend and can be attributed to improvements in building codes and fire prevention over the last several decades. EMS is expected to continue to be the predominant factor affecting service demand. Other incidents (including haz-mat, alarm sounding, and service calls) not involving actual fires are predicted to increase in part due to the use of automatic alarm systems, which decrease the number of actual fires but increase service demand. It is not the intent of this study to be a definitive authority for the projection of future population in the service area but rather to base recommendations for future fire protection needs on a reasonable association with projected service demand. Since population growth and human activity is a primary driver of emergency service demand, it is important to have a projection of the future size of the community. Although population projections can vary, and may change over time, it is clear that PFD will continue to be an emergency service provider to a growing population. Planning should begin now to maintain the resources needed to meet the continuing demand for services. 142 Final Report Page 363 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 COMMUNITY RISK ANALYSIS Community risk is assessed based on a number of factors: the service area population and population density, the demographics of the population, local land use and development, and the geography and natural risks present within the community. These factors affect the number and type of resources (both personnel and apparatus) necessary to mitigate an emergency. The following figure examines population density in the PFD service area. Figure 84: Population Density, OFM 2015 Traffic Analysis Zone Data Pasco Fire Department 95 Study Area PFD Fire Station H Staffed' vw#_ r .* Unstaffed v go City of Pasco 5 ..rum, � i✓� Pasco UtaB e'F, County Boundary M065 D i 2 3 Ll Study Area Population Density-OFM TAZ Data - 2015 Estimate Population per Square Mile 335 < 500 -Rural 500 to 1,000 -Suburban > 1,000 -Urban llx—a As noted earlier, the population density within the current PFD service area is predominantly urban. Approximately 79 percent of the population of Franklin County resides in Pasco. Comparing Figure 84 to the incident density maps in the Service Demand Analysis demonstrates the strong correlation between service demand and population density. Demographics The Washington State Growth Management Act (GMA) and the City of Pasco Comprehensive Land Use Plan ensure that the projected population growth in Pasco will occur inside the city limits or urban growth boundary. Infill and development of currently undeveloped land inside the Pasco UGB will increase the population density (human activity) and community risk in the PFD service area. V.ft7, s Final Report 143 amulfing ht—.a ,—A Page 364 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 In addition to the distribution of the population, the demographics of the population can affect the amount of service demand and the risk within a community. The following figure displays the population by age group within the City of Pasco service area compared to Washington State. Figure 85: Study Area Population by Age, 2014 U.S. Census American Community Survey (ACS) 40% 35% 30% 25% 20% 15% 10% 5% 0% Under 5 5 to 14 years 15 to 24 25 to 49 50 to 64 65 or Over years ■ City of Pasco State of Washington The 2014 Census Bureau American Community Survey (ACS) estimates the median age in Pasco as 28.3 years. The estimated median age in Washington State is approximately 37.4 years. Compared to the state, the percentage of the population over 65 is significantly lower in Pasco. However, the population group over age 65 is the fastest growing age group in the nation. National medical industry studies suggest that patients over 65 years of age are three times more likely to access local emergency services than other age groups. NFPA studies indicate the population segments over 65 or less than 5 are at higher risk for fatalities in residential fires. The following figure displays additional demographic factors that can affect community risk in the PFD service area. Figure 86: PFD Study Area Demographics, 2014 2014 US Census American Community Survey (ACS) Median household income $54,700 $60,294 Owner -occupied Housing 66.3% 62.7% Persons without health insurance 20.6% 12.9% Personal Income Below Federal 20.5% 13.5% Poverty Level The demographics displayed above are factors which indicate a population that is more likely to use fire department services than other populations. Individuals with lower incomes and no health insurance are more likely to use local EMS resources compared to individuals with health insurance and a personal 144 Final Report Page 365 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 physician. A somewhat mitigating factor is that a high percentage of owner occupied homes generally equates to wage earners willing to invest in their community. Land Use ESCI uses the data from the City of Pasco Comprehensive Plan to examine current and future land use within the Pasco Urban Growth Area. Risk is assigned to the land use classifications to present a view of relative community risk. • Low Risk — Areas zoned for agricultural purposes, open space, low-density residential and other low intensity uses. • Moderate Risk — Areas zoned for medium -density single-family properties, small commercial and office uses, low -intensity retail sales, and equivalently sized business activities. • High Risk — Higher -intensity business districts, mixed use areas, high-density residential, industrial, warehousing, and large mercantile centers. The following figure maps relative community risk within the PFD service area using the criteria listed above. d 1 FU 4. amna Pre' ,' Figure 87: PFD Study Area Community Risk and Land Use Study Area 7 -', Community Risk Based on Land Use W Clow—le, KihnewlCkAv f(Cnnf'wick Risk LevelLow Risk � W a E SQ�I.A.ra F' Moderate Risk y :_ls High Risk c N r i Pasco Fire Department Study Area PFD Fire Station Staffed ' Unstaffed dp City of Pasco s rPasco UGB County Boundary Mi9as D 1 2 3 Butw The PFD service area is a mix of low, moderate, and high risk properties. Residential properties are primarily single family dwellings (approximately 90 percent). While single family dwellings are usually Final Report 145 minting htcrno, ,on l MW Page 366 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 categorized as a moderate fire risk, they represent a lower risk when compared to commercial and industrial properties; low density residential areas are classified as low risk in this analysis. Areas classified as moderate risk are predominantly commercial properties or commercial/residential mixed use areas. The areas classified as high risk in this figure represent land designated as industrial, high density residential and high density mixed use. Note that the area east of Highway 395 is primarily designated for industrial land use. Currently, most of this area is undeveloped agricultural land; however, at some time in the future this land will be available for industrial use. It is also helpful when discussing community risk to examine incident data to determine the types of properties that actually generate demand for fire department services. The next figure uses National Fire Incident Reporting System (NFIRS) data provided by PFD to display the actual property use associated with 2015 incidents. 1— Assembly (Restaurant, Bar, Theater, Library, Church, 4.1%Airport Passenger Terminal) 2 — Educational (Private/Public School, Daycare Center) 2.8% 3 — Health Care, Detention & Correction (Nursing Home, 11.0% Hospital, Doctor Office, Jail) 4 — Residential (Private Residence, Hotel/Motel, Residential Board and Care) 56.4% 5 — Mercantile, Business (Grocery Store, Service Station, 4.9% Business Office, Other Retail) 6 — Industrial, Utility, Agriculture, Mining 0.7% 7 — Manufacturing 0.8% 8 — Storage 0.7% 9 — Outside Property, Highway, Residential Street 18.1% Over 56 percent of PFD service demand in 2015 occurred in residential properties, principally one or two-family dwellings. Approximately 18 percent of incidents took place on outside property; over 66 percent of these incidents happened on the street network (including state and federal highways) within the PFD service area. Incidents at properties categorized as health care or detention accounted for 11 percent of 2015 service demand. Nursing homes, doctors' offices, clinics, and hospitals, comprised over 80 percent of service demand in the health care category. The remaining incidents were distributed at various other property types as displayed above. Transportation Risk The nature and configuration of the transportation network through a fire jurisdiction can affect the response capabilities of emergency services and the types of risk present in the fire department's service area. This is especially true in the PFD service area. The following figure displays the elements of the transportation network in the PFD service area. 146 Final Report { Page 367 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 88: PFD Study Area Transportation Network Three limited access highways (Interstate 182, Highway 395, and Highway 12) transect the Pasco area. The Burlington Northern and Santa Fe Railroad (BNSF) operates rail lines and a major switching yard within the city. The Port of Pasco operates a water transportation freight facility on the Columbia River and the Tri -Cities Airport is a FAA Index B commercial airport. The three highways that run through the PFD service area provide for rapid travel through the service area. However, limited access onto and across the highways can negatively affect travel time to some portions of the service area. Additionally, these transportation routes produce increased service demand due to traffic related emergencies. As discussed previously, incidents on the transportation network represented over 18 percent of PFD service demand in 2015. Rail lines in the PFD service area are a risk due to the nature and volume of the materials transported or handled. Large amounts of chemicals, flammables, and toxic material are transported daily on rail networks. The 2015 Franklin County Comprehensive Emergency Management Plan (CEMP) estimates that over 1,000,000 gallons of combustible liquids are transported by rail through Pasco each week. However, Franklin County Emergency Management has not conducted or commissioned a Commodity Flow Study, so the actual risk from rail incidents is not currently quantified. The rail lines and sidings 7, s,,iiza Final Report 147 ansukmg InMrn.�Sinnal Page 368 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 located in the downtown core area (near Station 81) not only represent a likely substantial level of risk, but also affect travel time for emergency vehicles in this area. The Port of Pasco's waterfront facilities increase activity and potential risk in the industrial area adjacent to the Columbia River. Historically, service demand is not high in the waterfront area. However, the potential exists for complex fire or rescue incidents requiring specialized training or equipment or a large scale incident with far reaching financial and environmental consequences. In addition to the waterfront area, the Port of Pasco operates the Tri -Cities Airport. PFD provides ARFF service to the airport from Station 82. Examination of PFD incident data reveals that actual ARFF standby incidents are infrequent. PFD operations at the airport are discussed in detail elsewhere in this report. Other Risk Factors The climate, vegetation, and topography make wildland fire a regular risk in the PFD service area. There are pockets of undeveloped or primarily agricultural land inside the city limits, interspersed with residential structures. This increases the potential for a wildland fire to affect the residents of Pasco. In 2015, wildland fires represented approximately 25 percent of fire incidents in the PFD service area. The Department operates two Type 6 brush units (one at Station 81 and one at Station 83). PFD works cooperatively with neighboring rural fire districts and state and federal wildland firefighting agencies during wildland fire emergency incidents. PFD participates in the Franklin County Community Wildfire Protection Plan (CWPP), which provides a countywide plan to mitigate wildland fire risk. ESCI encourages PFD to continue working pro -actively to promote wild -land fire prevention and education as part of the Franklin County CWPP. The Pasco Fire Department is the first responder to hazardous materials incidents within the PFD service area. In addition, PFD is a member of the Tri County Regional Hazardous Materials Response Team. The Franklin County CEMP identifies over 30 "Tier II" facilities in Pasco. These facilities have sufficient quantities of hazardous materials on site that regulations require they report to appropriate state and local agencies. PFD should assure that this information is available on apparatus mobile data terminals (MDT). Further discussion of hazardous materials responses is included in the Current Conditions section of this report. Many buildings in the city are used for purposes that create a higher degree of risk. Governmental buildings, high occupancy buildings, facilities providing care to vulnerable populations, and others may require greater numbers of fire department resources during an emergency. Additionally, certain buildings, their contents, functions, or height and size present a greater firefighting challenge and require special equipment, operations, and training. Building department and tax assessor data can be utilized to identify and map higher risk structures. ESCI encourages PFD to work with GIS personnel and the dispatch center to ensure that these buildings are included in the mapping database and available on the MDTs in PFD apparatus. The Franklin County Comprehensive Emergency Management Plan provides a framework for mitigation, response, and recovery activities for natural and human caused hazards that may affect the residents of 148 Final Report Page 369 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Franklin County. The City of Pasco and Pasco Fire Department participated in the 2015 update to the plan, and the City is a signatory to the document. The CEMP identifies a multitude of natural and human caused hazards beyond those discussed above. ESCI commends the City of Pasco and PFD for participating in the Comprehensive Emergency Management Planning process. Summary The purpose of the community risk assessment presented above is to provide an overview of the nature of community risk in the Pasco Fire Department service area. ESCI recommends that PFD develop a Community Risk Assessment Plan that includes the following components: • Identification of risks r�scr • Categorization of risks (Low, Moderate, High) • Development of strategies and tactics to mitigate risks • Determination of the appropriate level of fire department resources (apparatus and personnel) • Monitoring, evaluation, and modification of the Community Risk Plan Final Report 149 Page 370 of 429 Page 371 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Future Delivery System Models DEVELOPMENT OF RESPONSE STANDARDS AND TARGETS ESCI emphasizes the importance of response standards and targets. Once established, these standards establish measurable goals for service delivery, which then form the baseline for the deployment of resources. Response standards must be developed by the individual community; and balanced against the financial aspect of what a community is able and willing to afford. RCW 35.103 Response Standards and Targets As discussed in the Service Delivery analysis, the Pasco City Council has established the following response standards in accordance with RCW Chapter 35.103: • Fire Suppression Incident: First apparatus on scene and full first alarm assignment (Effective Response Force). • EMS: First apparatus (medically equipped) on scene and first advanced life support (ALS) apparatus on scene. • Hazardous Materials: First apparatus on scene. • Technical Rescue: First apparatus on scene. • Aircraft Rescue and Firefighting: First apparatus on scene. The adopted standards for the incident categories listed above are: • Turnout Time: 2:00 minutes or less 90 percent of the time (From the time dispatched to apparatus enroute). • Travel Time: 6:00 minutes or less 90 percent of the time (From the time apparatus is enroute to the arrival of the first apparatus on scene). • Travel Time: 6:00 minutes or less 90 percent of the time (For the arrival of an advanced life support apparatus). • Travel Time: 12:00 minutes or less 90 percent of the time (For the arrival of the full first alarm assignment at a fire suppression event). PFD's ability to meet the standards listed above are discussed at length in the Response Performance section. Critical Tasks, Risk, and Staffing Performance The PFD service area consists of a primarily urban environment with a variety of risks. As the actual or potential risk increases, the need for higher numbers of personnel and apparatus also increases. With each type of incident and corresponding risk, specific critical tasks need to be accomplished and certain numbers and types of apparatus should be dispatched. The discussion below provides examples of the critical tasks that must be accomplished to mitigate different emergencies. )'-"'YS,,,,iiza Final Report 151 amulfing ht—.a ,—A Page 372 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Fires The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of fires. In the absence of adequate personnel to perform concurrent actions, the command officer must prioritize the tasks and complete some in chronological order, rather than concurrently. These tasks include: • Command 0 Water supply • Scene safety 0 Pump operation • Search and rescue 0 Ventilation • Fire attack 0 Back-up/rapid intervention The following figure illustrates a sample critical tasking for the number of personnel on scene for various levels of fire risk. This information is an example of critical tasking and is not intended to define the actual personnel necessary based on risk.38 Figure 89: Sample Critical Task Staffing, Fire Risk Structural Structure Structure Non - ROM Maximum Significant Moderate Structure Risk Risk Risk Low Risk Attack line 4 4 2 2 Back-up line 4 2 2 (2) Support for hose lines 4 3 2 Search and rescue 4 4 2 Ventilation 4 2 2 Rapid intervention team 4 4 2 Pump Operator 2 1 1 1 2nd apparatus/ladder operator 1 1 (1) Command 2 1 1 1# Safety 2 1 1# Salvage 4 Rehabilitation 2 Division/group supervisors (2) Total 37-39 23 14-16 3-6 Q indicates task may not be required at all such incidents. # indicates task may, at times, be completed concurrently with other position. 38 Note: Based on examples provided in the publication Commission on Fire Accreditation International/Center for Public Safety Excellence (CFAI/CPSE), Standards of Cover, 5`" Edition. 152 Final Report Page 373 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. All Risk Critical Resource Tasking Critical task analysis also applies to non -fire type emergencies including medical, technical rescue, and hazardous materials emergencies. Numerous simultaneous tasks are necessary to effectively control an emergency. The department's ability to muster needed numbers of trained and certified personnel quickly enough to make a difference is critical to successful incident outcomes. The following figures provide examples of the number of personnel required to perform the critical tasks in a prompt, effective, and safe manner. Figure 90: Non -Structure Fire Critical Tasking Command 1 Pump Operator 1 Primary Attack Line 2 Figure 91: Hazardous Materials Incident Critical Tasking Command 1 Pump Operator 1 Primary Attack Line 2 Back -Up Line 2 Support Personnel 7 Figure 92: Motor Vehicle Collision with Entrapment Critical Tasking Command 1 Pump Operator 1 Primary Attack Line 2 Extrication 3 Patient Care 2 Figure 93: Emergency Medical Incident Critical Tasking (BLS) Ambulance Transport 2 First Responder 2 Figure 94: Emergency Medical Incident Critical Tasking (ALS) r�scr Final Report 153 Page 374 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Command 1 Transport Driver 1 Patient Care 3 T ESCI stresses that the critical tasks presented above are only presented as examples. Establishing the resource level needed for various types of emergencies is a local decision. Factors influencing decisions for incident staffing include the type of equipment operated, training levels of responders, the number of personnel available, operating procedures, and the nature of risks protected. ESCI recommends that PFD conduct field validation of critical tasks and staffing levels. Scenarios should be conducted using standard operating procedures and realistic response times based on actual system performance. After field validation is complete, the Department may find that the critical tasking can be adjusted appropriately upward or downward for each incident type. Once the critical task analysis is completed and validated, PFD should review current run cards and dispatch protocols to ensure that adequate resources are dispatched to meet the critical tasks identified for a particular incident type. PFD Response Time Performance Objectives The process of setting response time performance objectives will include two sets of questions: • What are the expectations of the community and elected officials for initial response times of the fire department to an emergency incident? What is the public's perception of quality emergency services where response time is concerned? • What response time performance would be reasonable and effective in containing fire, stopping the loss, and saving lives when considering the common types of incidents and fire risks faced by the Pasco Fire Department? ESCI has reviewed the Pasco Fire Department response performance goals and believes the city council adopted goals address the questions listed in the previous paragraph. The PFD response standards meet the intent of RCW Chapter 35.103 and follow industry best practices by measuring response performance at a specific percentile (90 percent) instead of an average. In preparing the annual response performance report, PFD tracks the individual components of total response time (call processing, turnout, and travel time). This allows PFD to identify deficiencies and develop a plan for correction based on actual performance. Using geographic Fire Management Zones, PFD is able to track actual performance to identify underserved areas within the service area. ESCI encourages PFD to continue refining data collection and reporting methodology. PFD should consider publishing a standard of cover document. 154 Final Report Page 375 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Strategy Recommendations SHORT-TERM STRATEGIES This report has numerous recommendations which are intended to enhance the current practices of the Pasco Fire Department. The presence of these recommendations should not be construed to indicate that PFD has a lot of problems. On the contrary, the consulting team agreed that this agency was one of the top professional organizations we have evaluated. The data the Department maintains is excellent, and the practices are professional and skillful, despite being constrained by scarce resources. These recommendations reflect a continuous improvement mindset. To categorize the types of recommendations into a priority list, they are inserted under the appropriate headings, defined as follows: Priority 1— Items Involving Immediate Internal Safety Concerns The recommendation deals with an improvement or initiative that solves an issue affecting the safety of firefighters and/or other department personnel. These are not matters that simply make it easier to do a particular function but in fact render a currently unsafe situation safe. Priority 2 — Considerations That MaV Present Legal or Financial Exposure The recommendation resolves a situation that is creating or is likely to create the opportunity for legal action against the department, the city, or its members. It also may be a situation that could subject the department to a significant expense, such as resolving a leaking underground storage tank. Priority 3 — Matters That Address a Service Delivery Issue The recommendation addresses a service delivery situation that, while it doesn't create an immediate safety risk to personnel or the public, does affect the department's ability to deliver service in accordance with its standards of performance. For example, delivering training needed to allow personnel to deal effectively with emergency responses already being encountered. Prioritv 4 — Considerations to Enhance the Delivery of Services The recommendation improves the delivery of a particular service. For example, adding a piece of equipment that will improve the delivery of a service. Priority 5 — An Important Thing to Do The recommendation doesn't fit within any of the above priorities, but is still worth doing. Priority 1 — Items Involving Immediate Internal Safety Concerns • Pasco Fire Department did not have any issues that ESCI identified as an internal safety concern. eblwr,p,11�11­1- Final Report 155 C—ulimg htcrno ,o ­l Page 376 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Priority 2 — Considerations That May Present Legal or Financial Exposure • Periodically review Pasco's financial ability to maintain its participation in the regional haz-mat team, assessing the cost -benefit ratio. Priority 3 — Matters That Address a Service Delivery Issue • Develop a comprehensive Community Risk Reduction plan using Vision 20/20 as a resource. • Maintain a hazardous materials equipment inventory that includes useful life of all equipment for which Pasco Fire is responsible so that replacement, repair, and maintenance can be planned for. • Establish and maintain a minimum staffing requirement for the haz-mat technicians. • Water Rescue Team members are assigned to work at Station 81; but all other Technical Rescue Team members should be assigned to Station 82, responding with the ladder/rescue units • Modify AEP Annex A to reflect improvements to the terminal. • PFD and ARFF personnel at Fire Station 82 conduct familiarization and interact with airport staff and terminal tenants weekly. • Combine emergency communications for Franklin and Benton counties in a single PSAP. • Include PFD ARFF personnel in applicable Annexes of the AEP. Priority 4 — Considerations to Enhance the Delivery of Services • Consider implementing improvements in hydrant testing, resource deployment, staffing and fire code inspections to achieve a PPC class 4. • Have PFD representative review commercial tenant improvement applications. • On -duty personnel tour larger building projects during the construction phase. • Distribute a summary of active construction projects to PFD personnel. • Deploy a shared agency staffed PAU during times of greatest EMS service demand. • Consider alternative deployment options as demands for service increase, including a shared agency ARU. • Deploy a Smartphone app to notify CPR -trained citizens of a Sudden Cardiac Arrest. • Construct or acquire access to a centrally located fire -training center. • Involve on -duty suppression crews in fire and life safety inspections. • Complete formalization of the fire investigation and incident analysis process. • Address the following capital facilities issues: Station 81 • Relocate the administrative offices out of Station 81. — Consider collocating the administration with a new fire station designed to accommodate both a functioning fire station and the administrative offices. • Remodel Station 81 to convert the existing administrative offices into a training room. Station 82 156 Final Report resC( Page 377 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 • Evaluate exterior wall cracks to determine potential settling issues. • Interior dividing wall in apparatus bay impedes rapid turnout by crews. Breaching this wall to facilitate rapid turnout should be explored. • Complete the installation of the apparatus exhaust system slated for 2017. • Focus on facility security as required by FAA regulations. Station 83 • Relocate Station 83 with additional training room and additional living space. Station 84 • Consider temporary use of this facility for deployment of a peak activity unit. • Relocate Station 84 as per recommendations in the Service Delivery & Performance section of this report. Priority 5 — An Important Thing to Do • Consider conducting a strategic plan at the conclusion of the master planning process. • Review and update all regulatory documents on at least a three-year cycle. • The fire chief's office should be secured if sensitive files are kept there. • Redesign or relocate the Administrative offices so that they have adequate space and separation from the operations side of the facility. • Develop a plan to assure that all administrative functions have a "back up" provider. • Request that the county emergency manager coordinate a Commodity Flow study for Pasco and its surrounding neighbors. • Standardize EMS equipment and supply purchases through a group purchasing and distribution system. • Define outcomes for training classes. • Develop a common training manual for Tri -Cities fire agencies. • Memorialize training manuals and policies with adoption date, scheduled review interval, and authorizing signature of the fire chief. • Create a procedure for pre -incident plan development. • Set a goal and objectives for completion of pre -incident plans. • Continue developing a complete data base of all "maximum" or "significant" facilities in the PFD service area. • Identify all non -facility risks (transportation systems and weather extremes) and develop target response plans for the high level risks. • Develop and publish a Pasco Fire Department -specific Standards of Cover. • Validate and/or develop critical tasking for each response type anticipated • Revisit the practice of a flat rate utility fee structure for support for ambulance service. Final Report 157 Page 378 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 MID-TERM STRATEGIES The short-term strategies are a compilation of the various recommendations included in this report which address efficiencies and effectiveness as the agency currently exists. The mid-term strategies are progressive enhancements of the current conditions and net improvements to the status quo. They will likely require policy consideration and budget allocation. Training Center/Training Manual Fire department trainers use manuals based on national, state, and local standards as a resource to develop lesson plans for didactic and hands on skills training. Training sessions provide firefighters with the knowledge, skills, and abilities to perform in emergency and non -emergency situations in an effective, efficient, and safe method. Currently, the Tri -Cities fire departments are in the infancy stages of developing a training manual for adoption by all of the agencies. ESCI recommends that there be a single training manual for all fire agencies in Benton and Franklin counties. Care should be exercised to prevent the development process from being drawn out or languishing on the back burner. To expedite the process, ESCI recommends that material from accredited existing model training manuals, hose evolutions, and standard operating guidelines, with modifications for local conditions, be adopted. Until the most recent effort, fire departments in the two counties unilaterally selected training manuals from a variety of options or developed their own. Not surprisingly, training efforts and on -scene performance varied in the region. The creation and application of a single standardized training manual will provide for a more consistent training, better on -scene coordination, and improved firefighter safety. With firefighters of Benton and Franklin County fire departments trained in the same techniques, responders to emergency incidents can have the confidence that they will be prepared to work effectively as a team. In all likelihood, this will improve the willingness of firefighters from the various fire departments to work together as a coordinated workforce. In conjunction with a shared training manual, ESCI recommends that PFD and its neighboring fire departments develop and adopt common training standards. Training standards provide the benchmark used in training. They are used to define and specify the quantity and quality of training for achieving levels of competency and certification. Certain standards are mandated by governing or regulating agencies such as the Washington State Patrol, Fire Protection Bureau. Others are industry standards developed by organizations like the National Fire Protection Association (NFPA) and International Fire Service Training Association (IFSTA). Additional options involve the development of standards locally or the use of private vendors. Private vendors can provide standards and certifications which are often applicable to specialized training. While classroom instruction is a component of preparing emergency responders with knowledge, a training facility is the other indispensable element. Training facilities offer a controlled and safe environment where simulations can develop and test the skill sets of emergency workers. Training involves individual, company, and multi company skills development in evolutions, the operation of firefighting equipment and apparatus. 158 Final Report Page 379 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Proficient emergency responders have confidence in their own abilities in handling the emergency events that they encounter. Best practices suggest that emergency workers have regular access to training grounds for repetitive drills and to develop new skills. Active, regular manipulative training has been identified as a vital part of a fire department's safety and accident program. Heretofore, PFD has contracted with WWCFD #5 for use of the training center in Burbank and has been granted rights to use the City of Kennewick's training facilities. This arrangement has resulted in a less than satisfactory situation. The use of these facilities has constraints and limitations with PFD having zero ownership or buy -in. Without a cooperative effort, PFD has used whatever space is available for apparatus operator skills training, practicing hose evolutions, and other manipulative undertakings. ESCI recommends that at a minimum the three municipal fire departments cooperate on fire training facilities. Ideally a cooperative venture would involve all Benton and Franklin County emergency service providers. It is financially unrealistic to expect that every fire department in the area build and maintain an independent training facility. Cooperating on facilities that meet the needs of all of the fire departments needs is prudent. For a cooperative venture to be successful there has to be a contribution made by all participants that indicates a level of ownership. Contributions can take many forms. One fire department might provide instructors, another finances, it might come as an in-kind contribution of apparatus or equipment, station coverage, or from existing training facilities. Shared System Status Manager The Tri -Cities fire departments have cooperated with each other on various EMS functions. They share joint protocols, a shared EMS Medical Program Director, and EMS training activities are all uniform to the fire departments in Franklin and Benton counties. Coordination of emergency medical services is via the Mid -Columbia (Benton/Franklin) EMS and Trauma Care Council. It is fitting that each of the three cities has supervisors with responsibility for all daily events of their respective fire departments. Each of the fire departments has a medical officer to coordinate EMS functions for their organization. With EMS being the single most frequent service delivered, it is in the best interest of the fire departments to have an individual to manage EMS resources without regard to boundary. While it would be fiscally unfeasible for each fire department to employ a 24-hour EMS supervisor (System Status Manager), it is practical for them to collectively employ personnel for this function. EMS supervisors use advanced paramedic training and leadership skills to oversee paramedics, monitor and coordinate resources, provide supervision and on -scene management at EMS incidents, while maintaining a safe working environment. Supervisors inspect emergency vehicles and make sure that all equipment complies with rules, ordinances and regulations, as well as ensure that workers are following department policies and applicable laws. They assist the Medical Program Director with personnel training and develop work improvement plans. They also monitor workers, resolve problems, and document grievances and disciplinary actions. Other duties involve assigning and distributing work, coordinating EMS unit deployment, providing backup, and promoting positive customer relations. They interact with the Medical Program Director, receiving hospitals, battalion chiefs, medical officers, and dispatch centers to intervene and solve problems or answer questions. They may evaluate patients, deliver emergency medical treatment, Final Report 159 Page 380 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 triage, and follow up with patients recently released from hospitals. EMS supervisors may also handle accident records, prepare and submit staff reports and grant proposals, as well as assist paramedics on problematic or unfamiliar cases. Develop a Combined Dispatch Center for Benton and Franklin Counties EMS is the most frequent service provided by the Tri -Cities fire departments. During periods of high call volume, EMS resources are essentially depleted. On one morning in April 2016, eight medic units were responding, transporting, or at the scene of a medical incident at the same time in the Tri -Cities. This illustration points out the need for coordinating fire and EMS response. One obstacle to establishing a seamless regional EMS response is the two Public Safety Answering Points (PSAPs). This was also a concern echoed by those interviewed by ESCI. EMS was not the only area of concern related to having two PSAPs. Fire, hazardous materials, water rescue, and technical rescue responses consistently require responses from fire agencies from both counties. Modern emergency services agencies are becoming ever more dependent upon technology to assist them in meeting their responsibilities and service demand. These technologies begin with the telephone communications system within the jurisdiction. Emergency (and some non -emergency) calls for service are typically routed through a community 9-1-1 system to a centralized PSAP. The PSAP then either dispatches the appropriate resources or transfers the caller to a more appropriate center. Information from the caller is usually automatically received by the PSAP through Automated Number Information/Automated Location Information (ANI/ALI) into the emergency phone system. This information is then transferred into a Computer Aided Dispatch (CAD) system, which serves as a database and assistive dispatch technology. There are two PSAPs serving Franklin and Benton Counties. Currently, the Franklin and Benton County PSAPs are unable to automatically transfer calls to each other and instead rely on dialing a seven -digit phone number and transferring information verbally. This outdated communication method elongates the time to dispatch emergency calls and can lead to missing information or lost calls. Dispatch operations are crucial, directly influencing fire/EMS service levels, response times, service delivery, and the collection of data for analysis. Necessary components of dispatch operations include call -taking, dispatching fire and emergency medical services personnel, providing pre -arrival instructions, and recordkeeping. Emergency service providers are served by the individual 9-1-1 communication centers for dispatching fire/emergency medical response and EMD (emergency medical dispatch). Individual communication centers might be irrelevant if the Tri -Cities emergency service providers were not interdependent. Given that there are frequent occasions where emergency units travel across geopolitical lines for mutual aid it would be a practical matter to have a single communication center for both counties. Existing information technology (IT) resources lack the capability to automatically transfer 9-1-1 calls or automatically requesting resources from neighboring agencies. Although consolidation of dispatch functions for Benton and Franklin Counties is almost universally supported and has been discussed for years, little progress towards a merger or consolidation has occurred. 160 Final Report Page 381 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Another issue is the lack of automatic vehicle locator (AVL) and mobile data terminal (MDT) technology in the system, which contributes to the inefficiency of dispatch of the appropriate units and the inconsistency of data recording. For instance, if all EMS units within the Tri -Cities area were equipped with AVL and MDT capabilities, the closest appropriate unit could be dispatched rather than relying on static response. Additionally, the capability of units to check in route to a scene independent of radio communication would allow for more accurate response performance tracking and analysis. Peak Activity Units Staffing is typically a fire agency's single most expensive resource. A significant factor that drive cost are the 24-hour nature of the fire service demand. The rationale for staffing and deploying in this manner is the unpredictable nature of emergencies. Once a base emergency response capability is achieved throughout the 24-hour cycle, however, additional capacity can be gained with a more flexibly staffed and deployed model. This efficient and effective model includes resources which augment the traditional deployment of response resources. This flexible unit follows the observable trends in emergency calls for service (demand) which dictates to a significant degree the distribution of that flexible resource. Implementing this flexible unit reduces response times where demand is high or when prescheduled vacancies (i.e., training) occur. These flexible resources are referred to as Peak Activity Units (PAUs) and they are deployed in a manner that mirrors the ebb and flow of emergency demand. A PAU has four major configuration variables: the unit itself, the crew make-up/size, the deployment purpose/philosophy, and deployment hours/geography. PAUs are typically staffed and deployed during the most statistically busy times of the day and week, which make the unit less costly and more flexibly deployed, both by time of day and geographically. These units can be a fire engine that is a Type 1 (a so-called structure fire engine) or a Type 6 (also -called wildland fire engine) configuration, a medical rescue unit, or a multi-purpose squad. Regardless of the type of vehicle it is, what makes it unique is the way it is deployed and staffed. PAUs can be staffed with a medical crew if that is its primary purpose, with a fire suppression crew, or both. It can be deployed during wildland fire season with a wildland fire crew. Regardless of staff capability, the staff can be obtained by hiring new personnel, by using callback crews on overtime, or converting a regularly assigned crew to a PAU. Staffing of a PAU should not be done through the use of cross -staffing (thereby taking a critical resource out of service), as it depletes the core resources and reduces agency capability. These concepts normally require bargaining the hours and working conditions under which the unit is staffed when a collective bargaining unit is affected. PAUs are not only assigned as an additional resource based on statistically busy times and locations. They can also be used to manage gaps in coverage for units participating in training and could even be cooperatively staffed with a neighboring agency(s). A PAU could be only occasionally staffed for activities such as a scheduled event or routinely staffed for periods of peak demand. Adding PAUs as an adjunct to existing staffing patterns adds flexibility to fire department emergency operations. ESCI recommends PFD evaluates the potential benefits of establishing a PAU jointly with its neighbors within the Tri -Cities area. If this configuration is deemed mutually beneficial, discussions should ensue with interested parties to implement this unit and share in the costs of operating the unit. If not Final Report 161 Page 382 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 deemed mutually beneficial, PFD should consider implementing a PAU by itself to be operated within the Pasco service area. Alternate Response Units Alternative Response Units (ARUs) are a different model than the Peak Activity Units, whose primary mission is responding flexibly to peak demand for emergency services. The Alternative Response Unit is focused on non -emergency, lower acuity emergency medical calls. Its purpose is to keep the primary fleet of emergency response vehicles and crews in service and available for the higher acuity, true emergency calls. Tualatin Valley Fire & Rescue (TVF&R) in Washington County, Oregon, implemented a 12 -month pilot of this program in 2011. The agency experienced positive results, so TVF&R permanently incorporated the units into its daily operation. The premise behind the unit is to reduce the expensive staffing and vehicle response to likely non -life- threatening calls for service. The units are sport utility vehicles, staffed by one Firefighter/Paramedic. The units are dispatched according to a protocol used by the dispatch centers, which medically triages the calling party. In TVF&R's case, the communication specialists at Washington County Communications Center are not necessarily EMTs but are trained to the EMD certification. The dispatcher triages and categorizes a patient over the phone using a series of questions following an EMD algorithm. The calls are placed into one of typically five categories: Alpha, Bravo, Charlie, Delta, and Echo responses. Alpha is lowest on the severity/acuity scale and is not a life-threatening call type. Echo is the highest severity/acuity and the most urgent, immediate life-threatening call type. ARUs respond to Alpha and Bravo calls routinely but may also respond to higher acuity calls if the unit happens to be closer than emergency response units to improve response time. It is important to note that the agency recognizes that a single paramedic in an ARU cannot effectively deal with a higher acuity call type alone, thus the focus on lower acuity call types. In TVF&R, the ARUs also respond to minor non-medical calls such as lockouts, smoke detector problems, and burning complaint investigations. The four TVF&R ARUs responded to 2,134 incidents in 12 months, which represented 7.2 percent of the agency's total call volume for that year. A unique feature of the TVF&R ARUs is that assignment/recruitment of staff on these units emphasized paramedic assertiveness as a desirable trait, since the unit lends itself to "jumping" calls to provide a fast response, assessment, and potential cancellation of more traditional response units where the ARU is closer and available. It is important to understand, however, that ARUs do not provide recognized credit through the Washington Surveying and Rating Bureau. Emergency medical services response capability is not evaluated by WSRB since it is focused on property conservation and property risk. However, response time and unit reliability are improved by the use of ARUs, and one agency which implemented a pilot ARU program stated that, "...the public perception of the program has been overwhelmingly supportive and accepted throughout the community as simply, 'smart government"'. 162 Final Report Page 383 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Staffing Increases There are small gaps in the staffing configuration of the PFD administration. Administratively, the PFD is on the low end of the spectrum for municipalities of its size as a ratio to line personnel. There has been concern about the assistant chief's position not being appointed as a regular position. This leads to instability and a lack of clarity administratively. This is a critical position in the management team and must be solidified. The line staffing does not meet national standards and, worse yet, do not meet state or local norms. Two -person engine companies place a substantial burden on responders during the scene of emergencies. ESCI recommends that the City of Pasco follow a plan of ramping up staffing in the fire department over successive years. This improves incident safety, reduces worker fatigue, and increases the likelihood of PFD receiving a Class 4 rating from the Washington Surveying and Rating Bureau. It should be the goal of PFD to achieve three-person engine companies and two -person ambulances, discontinuing the practice of cross -staffing these two critical pieces of equipment. The cross -staffing of critical first response units creates a routine response compromise. The cross -staffing of brush units (type 6 engines) or other support units is, however, an efficient practice to follow. Logistics Center At the heart of any fire department are the activities and functions that support the delivery of emergency services. A logistics center keeps agency assets in operational readiness and ensures that enough supplies, tools, and equipment are available for emergency workers to mitigate the emergency. PFD sits in an urbanized core area where inefficient duplication undoubtedly exists as each of the cities which make up the Tri -Cities set up siloed systems that would otherwise lend themselves to a regional approach. Although emergency services providers, the fire agencies in the area are also businesses that collectively spend hundreds of thousands of dollars each year to ensure mission critical readiness. Like all businesses, fire departments need to be receptive to new practices to maximize the effectiveness of budget dollars. Such practices may take the form of economies of scale, administrative efficiencies, paperwork reduction, technological advances, and innovative cost saving concepts. The procurement and distribution of routine supplies is an important behind -the -scenes process that needs hands-on work and meticulous record keeping. These support services are currently provided by a variety of personnel in the region, some are support and some are likely management. Filling the demand for logistical support is a constant necessity in any organization and vital to ensure the operational readiness of the agency. Key elements of a combined logistical center are: • Assessment of current assets. • Assessment of current levels of support service activities. • Standardization of apparatus, equipment, and supplies. • Standardization of preventative maintenance programs and recordkeeping. • Centralization of supply and equipment acquisition, warehousing and distribution. 4 Final Report 163 Page 384 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Standardizing specifications for the purchase, repair, and maintenance of apparatus, self-contained breathing apparatus (SCBA), communication devices, Personal Protective Equipment (PPE), uniforms, replenishable supplies and miscellaneous equipment often equates to less out -of -service time. Support personnel setting up a requisition and delivery system is a key efficiency of this type of approach. These economies of scale accrue to the benefit of each participating agency. Distribution can be managed internally or through agreements with suppliers to gain the advantages of collective purchasing and supply, such as: • Administering a larger collective bid process for supplies can achieve lower prices and attract additional competitors; • Negotiating terms of the conditions of a purchase that might not be available to smaller purchasing centers, and; • Conducting collective bidding processes that are applicable to all of the agencies. The agencies can jointly determine the proper level of inventory to maintain within the system. The use of system -wide inventory planning ensures that the most cost-effective inventory management can be established for the system participants. This is referred to as "Just -In -Time" Inventory. To a great degree, a just -in -time inventory process relies on the efficient monitoring of the usage of materials and ordering replacement goods that arrive shortly before they are needed. This simple strategy helps to prevent incurring the costs associated with carrying large inventories of raw materials at any given point. Station Redeployment While PFD has done amazing work, it is clearly straining to keep up. The service level and capability are not sustainable without commensurate growth of resources to match the unprecedented growth of emergency demand and of the city itself. ESCI sees indications of the system declining in the following ways: • PFD is at the minimum performance for its own goal of the first apparatus on scene (89.7 percent). • PFD is currently only able to assemble a full first alarm in 12 minutes or less travel time (its self- imposed performance goal) at 50 percent of fire suppression events. The goal is 90 percent. Current service demand and the lack of additional resources negatively affects the time required to assemble a full first alarm. • PFD is currently rated as a Class 5 fire department by WSRB. Lack of engine companies and their staffing has been identified as a deficiency. • The population within the service area has increased by over 14 percent since 2010. • New development and population growth are projected to continue increasing, both in the near future and longterm. • Service demand has steadily increased and is projected to continue increasing; it will negatively affect response performance in the near future. 164 Final Report { Page 385 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Currently, the three staffed PFD stations are within six minutes or less travel time to over 95 percent of current service demand inside the Pasco UGB. However, the fact that PFD actually achieves this travel time less than 90 percent of the time is an indication that concurrent calls are negatively impacting service. Figure 95: Current Staffed Station Deployment ll� Ric +Nrta .. Pm- Gage Blvd •—i —_--I _f_..'� PFD 2014-2015 Incidents and 6 Minute Travel Time Model e C1— ales Av • 2014-2015 Incidents w H Travel Time- w IM A—& Staffed Stations 6 Minutes Travel 1 Cnl �'b H.ar.neroick A—Kennewick -- U J E 1 Cqh Are r' _ \ f o id F 21 th A; = Pasco Fire Department Study Area PFD Fire Station N Staffed' IV �I}� t Unstaffed v d2 City of Pasco 5 itjE Pasco UGB c;; , County Boundary Miles 0 1 2 3 • ESCI believes that Station 84 should be staffed but not at its current location. As depicted in the following figure, ESCI recommends relocating Station 84 west of its current location to the area of West Court Street and Road 68. Further, ESCI recommends relocating Station 83 north to the area of Sandifur Parkway and Road 68. By making these changes, approximately 99 percent of current service demand inside the Pasco UGB is within six minutes or less travel time of a staffed station. The relocation of these two stations also provides PFD with the opportunity to construct either station with administrative offices in mind. Designing one of the stations to also house administrative offices with proper flow and separation can be done without compromising its function as an active fire station. Lft7, Final Report 165 —ulnng ht—.a ,—A Page 386 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 96: Proposed Four Staffed Station Deployment & Reconfiguration - Pasco Fire Department 95 Study Area PFD Fire Station N Staffed Cit. #" VV—Q?— t Unstaffed v r 92 City of Pasco s • 1 Pasco UGB 1 c;� County Boundary Miles 0 1 2 3 Ric TIr+.-i1,i x rwe Proposed 4 Staffed ao Station Deployment.00 (81,82,Relocated 83, Relocated 84) _ a..,,.�1. Ave "° -- 12 K——Ick Ave Kenttrwick�� Staffed Station y 395 Travel Time -Proposed 2 W ton, Ar.& s` E 1r4h Ave Burban Staffed Station a ; r s lJ 6 Minutes Travel ^ m5 W iE 27th A, This station redeployment anticipates increased future demand in the Riverview are as well as north of Interstate 82. The redeployment also increases the concentration of PFD resources available for concurrent (simultaneous) or higher risk incidents and increases the area covered in a balanced manner. Staffing of Station 84 can begin earlier than the time it takes to acquire a new site and construct the new station. ESCI believes it would be prudent to implement a Peak Activity Unit (see description earlier in this section), temporarily housed at the existing Station 84 until such time as the new station is constructed and ready for staffing with an engine, which should then become part of the Pasco Fire Department's core response system and staffed traditionally. 166 Final Report Page 387 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 LONG-TERM STRATEGIES Additional Fire Station The City of Pasco has a large area of open space that is currently home to mineral extraction in an open pit. The city has a study which lays out the Broadmoor Properties, a Planned Unit Development (PUD) which contains approximately 1,000 acres of available land. A range of between 2,000 to over 3,000 housing units are planned for, along with commercial, retail (including a 350,000 square feet big box store), and office development. Whether this PUD comes to fruition or is redeveloped in more traditional methods, it represents substantial growth on the west side of Pasco. At the point where it becomes clear that Broadmoor Properties, in whatever form it takes, begins to develop, PFD will have to plan for the probable construction of a fifth fire station. In the following figure the siting of the fifth fire station is considered. Proposed 5 Staffed Station Deployment (81,82,Relocated 83, Relocated 84, New Station 85) Staffed Station Travel Time -Proposed Staffed Station 6 Minutes Travel Figure 97: Five -Station Deployment Model Iri _ iIV- rriert Pasco Fire Department Study Area PFD Fire Station N Staffed Unstaffedv d2 City of Pasco 5 0 Pasco UGB f,J-1 County Boundary Miles 0 1 2 3 1 _ Bur` While Station 85 is proposed very near the existing border of the City of Pasco, ESCI believes the City will likely annex to the urban growth boundary directly north of the Broadmoor Properties site. This would position the station to provide an effective reach not only to Broadmoor but also to the development Final Report 167 Page 388 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 and increased density likely to come to areas surrounding Broadmoor. This also takes advantage of property already owned by the City of Pasco. This location also provides good access to both sides of Interstate 182 and would address concerns identified by the Washington Surveying and Rating Bureau in the area of the possible planned unit development. Adding this station simultaneous to the development of Broadmoor also increases the concentration of resources available in the western portions of the service area east of Broadmoor. With an appropriately staffed engine company and medic unit at the station, the combined resources of the Pasco Fire Department, deployed as identified in the preceding figure, will significantly enhance resource concentration—and ultimately effective response force. This resource deployment pattern is anticipated to address community growth and service demand growth into the foreseeable future. 168 Final Report rascr 4 Page 389 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Cost Projections REVENUE & EXPENDITURE FORECAST ESCI developed a forecast of revenues and expenditures to assess the near term financial sustainability of current operations and test various service level improvements. The forecast is based on historical actual revenues and expenditures and informed assumptions about how those revenues and expenditures will change in the future. The key assumptions used in the forecast are presented below followed by the forecast results and selected metrics. Since the Pasco Fire Department actually resides in two separate funds, the forecast looks at the General Fund fire budget and the Ambulance Utility Fund budget separately. However, some of the assumptions used are common to both budgets. For example, employee wages and benefits should react the same in both funds. To the extent that each budget utilizes unrestricted General Fund revenues, the previous discussion of local economic performance and indicators provides some context for potential General Fund revenue growth in the City during the forecast period. Since the Ambulance Utility Fund is a self-contained fund separate from the General Fund fire budget and has its own recurring revenue sources and fund balance, three separate scenarios for a status quo forecast are provided. Each of the three scenarios uses the same expenditure assumptions but the revenue assumptions are altered in each case to provide staff and council with a sense of how varying the utility fee and the General Fund transfer might affect annual operating surplus/(deficit) and beginning fund balance. The only recurring revenue item varied in each case is the Ambulance Utility Fee. The General Fund subsidy (I/F Transfer In) was also reduced in the third scenario. The fire budget includes four separate scenarios: status quo, the addition of a third firefighter on each engine on each of the three shifts, the addition of a three-person engine company at the time a new fire station is placed in service, and a combination of the last two scenarios which adds a third person to each existing engine company and adds an additional engine company. It is unknown when the City plans to build a new station and how it would finance the project; therefore, the capital costs of adding a new station (as well as the station operating costs) are not included in the scenarios. Only the recurring costs of staffing the additional engine are modeled. Forecast Assumptions Revenue Forecast Assumptions • Airport Fire Protection Agreement — The interlocal agreement, dated April 20, 2015, provides that Port of Pasco will pay $699,996 to the City for ARFF services in FY 2016. Amount increases each year based upon actual employee costs. — As discussed earlier, and excluding staffing increases and reclassifications, personnel services costs have historically increased an average of 3.7 percent annually between 2011 and 2016. Wages have increased an average of 2.58 percent annually while benefits have increased an average of 8.9 percent annually. Final Report 169 Page 390 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 — Forecast assumes airport interlocal revenue will increase 9.2 percent annually. • Charges for Services/Misc. Sources - Fire — Charges for Services and other miscellaneous fire revenues have varied from a low of $29,000 in the amended FY 2016 budget to a high of $67,894 in FY 2015 with an average of $43,000 over the period FY 2011 through FY 2016. — Forecast assumes $43,000 as base, which escalates with inflation at 2 percent per year. • Ambulance Billing — Ambulance billing revenue has risen from $1,148,437 in FY 2011 to a projected $1,500,000 in FY 2016 or approximately 5.66 percent annually. — Forecast assumes billing revenue increases 5.7 percent per year from FY 2016 base of $1.5 million. • Ambulance Utility Fee — Ambulance utility fee has risen from $876,842 in FY 2011 to $1,999,850 in FY 2015 and remained relatively flat at $2,095,864 in FY 2015 while council considered a new rate study. — From FY 2011 through FY 2015, the average annual rate of increase was 25.1 percent. — Base utility fee will be FY 2016 amount of $3,466,019. — Forecast Scenario A assumes that the ambulance utility rate will rise at the same 1 percent annual growth rated projected by the city utility study and that the GF subsidy will remain fixed at $420,000 per year. — Forecast Scenario B assumes that the ambulance utility rate will rise at 2.74 percent annually which is based upon the state's Office of Financial Management projection for single-family residential (projected growth at 3.1 percent for this class which represents 69 percent of the billable units) and multi -family residential (projected growth at 2.4 percent for this class which represents 25 percent of the billable units) growth in Franklin County. Further, this scenario assumes that the GF subsidy will remain fixed at $420,000 per year. — Forecast Scenario C balances recurring expense and recurring revenue to maintain a small annual operating surplus/(deficit). This scenario allows the Utility Fee to rise each year in the following manner: 25 percent in FY 2017-2018, 15 percent in FY 2019, 12.5 percent in FY 2020, 15 percent in FY 2021 and 20 percent in FY 2021. This scenario also allows the GF subsidy to be gradually decreased from $420,000 until it is fully eliminated in FY 2020. • Contractual Services/Misc. Sources - Ambulance — Contractual services and miscellaneous sources of ambulance revenue were relatively minor from FY 2011 through FY 2013 ranging from a low of $3,246 in FY 2012 to a high of $6,439 in FY 2013. With the addition of county fire district contracts in FY 2014, this source increased to $29,804 and has averaged $28,846 for the last three years. 170 Final Report rascr • Page 391 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 — Forecast assumes a base of $28,800 which increases with inflation at 2 percent annually. Expense Forecast Assumptions • Salaries/Wages — No change in staffing levels for status quo scenario. — Based upon early discussion of historical Personal Services costs, assuming that the impact of added staff and reclassifications are removed, wages have increased an average of 2.58 percent annually while benefits have increased an average of 8.9 percent annually. Total PS costs have increased an average of 3.7 percent annually in aggregate. — Forecast assumes an average annual increase of 2.58 percent using the FY 2016 amount as the base for fire and ambulance budgets. — A firefighter with 25-36 months has a current salary of $70,850 with benefits of$25,552 which is the rate used to add one firefighter per engine per shift. — Adding a three-person engine company assumes the need for one firefighter at the rate shown above, plus a firefighter with 49 or more months' experience to serve as a driver/engineer at a salary of $78,728 with benefits of $26,078 and a lieutenant at a salary of $86,606 with benefits of $26,604. — Overtime is assumed to average 15 percent per employee annually. — One-time on -boarding costs per employee are assumed to be $5,000 and are included in operating costs. • Benefits — Historical personnel benefits have increased linearly from FY 2011 to FY 2015 at an average rate of 8.9 percent per year exclusive of added staff and reclassification as discussed above. — Benefit rate increase driven largely by annual increases in health care costs, which have increased as much as 30 percent per year for the period. — Forecast uses an 11.3 percent increase each year for benefits with FY 2016 as the base. • O&M Supplies — As shown in the upper portion of Figure 98, O&M Supplies for the fire budget declined from $214,717 in FY 2011 to a low of $106,394 in FY 2013 before increasing steadily to $234,646 in FY 2016. — One-time on -boarding costs of $5,000 per employee are added for each additional employee added in the various fire scenarios. — Average annual increase between FY 2012 and FY 2016 is 19.5 percent. — Forecast for Fire O&M assumes FY 2016 as base with an annual increase of 10 percent. — As shown in the lower portion of the figure, O&M Supplies for the ambulance budget have increased linearly from $75,028 in FY 2011 to $249,215 in FY 2015 for an average annual increase of 28 percent. Final Report 171 Page 392 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 — Forecast assumes FY 2016 as base with an annual increase of 25 percent. — It is important to note that O&M Supplies is an area where costs could be contained and it is likely that the department will do so in the future. Therefore, costs modeled can be considered a high end forecast. FCS Group used 2 percent, or inflation, for their forecast; therefore, their modeled expenses are significantly lower than those shown here. Figure 98: Historical Operating Expense Trends — Fire and Ambulance Budgets $700,000 Fire Budget $600,000 —#--O&M Supplies $soo,000 —1—Other Services/Charges $400,D00 $300,000 $200,000 $100,000 -i Ambulance Budget $1,400,000 $1,200,000 - O&M Supplies #Other Services/Charges $1,000,000 - $800,000 $600,000 - $400,000 - - $200,000 $0 2011 2012 2013 2014 2015 2016 Source: Departmental Audited and Adopted Budget Documents • Other Services/Charges — As shown in the upper portion of Figure 98, Other Services/Charges for the fire budget were relatively flat, averaging $300,000 from FY 2011 through FY 2013 after which they climbed from $292,183 to $603,499 in FY 2016. — Average annual increase between FY 2013 and FY 2016 is 27.4 percent. — Using the FY 2011 figure of $275,106 as a starting point, the average annual increase through FY 2016 is 17.9. 172 Final Report Page 393 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 — Forecast for Fire Other Services/Charges assumes FY 2016 as base with an annual increase of 20 percent. — As shown in the lower portion of the figure, Other Services/Charges for the ambulance budget have generally increased linearly (with the exception of a spike in FY 2012) from $442,020 in FY 2011 to $1,186,340 in FY 2016 for an average annual increase of 25.2 percent. — Forecast for Ambulance Other Services/Charges assumes FY 2016 as base with an annual increase of 25 percent. — Again, this is an area where the department can control costs and has indicated that it will continue to work towards cost containment. FCS Group used 2 percent growth in these expenses and their expense forecast is, therefore, lower in comparison. • Capital — I/F ER Replacement — Department costs averaged $450,000 per year from FY 2011-2015 split almost equally between the fire and ambulance budgets, jumping in FY 2016 to $540,000. — This line item has grown an average of 5.1 percent annually in the fire budget and 5.6 percent annually in the ambulance budget. — ESCI's experience is that capital apparatus increases in cost by approximately 3 percent annually. — Forecast assumes FY 2015 as base year with capital apparatus costs escalating 5 percent for growth and 3 percent for inflation annually for a total annual increase of 8 percent. • Capital - Other — Other capital costs in both the fire and ambulance budgets show no trends with sporadic expenditures. — Forecast assumes a base case of an average of the prior six years of expenditures with an annual increase at the assumed rate of inflation (2 percent). • Debt Service — No debt is contemplated during the forecast period. Financial Forecast Results Service Level Remains Status Quo — Scenario A (Ambulance and Fire Budgets) As mentioned above at the beginning of this section, three status quo scenarios are offered for the Ambulance Utility Fund using the same expenditure assumptions for all three but varying the Ambulance Utility Fee and General Fund subsidy (I/F Transfer In). The fire budget is part of the City General Fund budget and the forecast does not change with the three scenarios in the ambulance fund. Thus, the status quo forecast for the fire budget as shown in Figure 99 will only be presented once and will be discussed first. Final Report 173 Page 394 of 429 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 -$2,000,000 -$4,000,000 -$6,000,000 -$810001000 -$10,000,000 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 99: Status Quo Forecast (Graphical) - Fire Budget $7,660,338 58,Z6o,887 $729,000 — $769,785 — $797,521 — $826,268 — $856,064 — $886,947 — $918,956 ♦-----♦-----♦-----♦-----♦-----♦-----♦ 2016 2017 2018 2019 2020 2021 2022 O Operating Surplus(Deficit) - t -Total Fire Revenues - f -Total Fire Expenses Utilizing the assumptions presented above, recurring fire -specific revenues are expected to increase from $729,000 in FY 2016 to $918,956 in FY 2022 at an average annual rate of 3.48 percent for the forecast period. Recurring expenditures are expected to increase from $5,602,747 in FY 2016 to $8,260,887 in FY 2022 at an average annual rate of 6.64 percent for the forecast period. As shown in the above figure, recurring expense exceeds recurring revenue resulting in an annual operating deficit (green bars) which is made up with other, unrestricted General Fund revenues such as property and sales tax. Because the recurring expenses are expected to increase at a higher rate than the recurring fire -specific revenues, the annual operating deficit funded by other unrestricted GF revenues grows each year. In Status Quo - Scenario A, the Ambulance Utility Fee is only allowed to increase at the same annual rate as forecast in the city utility study. Therefore, the fee only grows at 1.0 percent each year. The General Fund subsidy or I/F Transfer in to the Ambulance Fund is kept at its present level of $420,000 per year under this scenario. The following figure shows how the various components of the recurring expenditure and revenue budgets increase during the forecast period given the assumptions previously detailed. 174 Final Report Page 395 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 100: Status Quo Forecast (Tabular) - Scenario A Financial Resouces 2016 2017 2018 2019 2020 2021 2022 By Type Amended Forecast Forecast Forecast Forecast Forecast Forecast Airport Fire Protection Agreement $700,000 $725,900 $752,758 $780,610 $809,493 $839,444 $870,504 Charge for Services/MiscSources $29,000 $43,885 $44,763 $45,658 $46,571 $47,503 $48,453 Ambulance Utility Fee $3,466,019 $3,500,679 $3,535,686 $3,571,043 $3,606,753 $3,642,821 $3,679,249 Ambulance Billing $1,500,000 $1,585,500 $1,675,874 $1,771,398 $1,872,368 $1,979,093 $2,091,901 Contractual Services/MiscSources $27,650 $29,423 $30,011 $30,612 $31,224 $31,848 $32,485 Ambulance Recurring Revenue $4,993,669 $5,115,602 $5,241,571 $5,373,053 $5,510,345 $5,653,762 $5,803,636 Interfund Transfer $420,000 $420,000 $420,000 $420,000 $420,000 $420,000 $420,000 Beginning Fund Balance $857,991 $702,109 $224,868 -$753,635 -$2,350,751 -$4,712,381 -$8,020,040 'Excludes unrestricted General Fund sources such as propertytaxes, sales taxes, etc Wages $3,432,779 $3,521,345 $3,612,195 $3,705,390 $3,800,989 $3,899,055 $3,999,650 Benefits $972,163 $1,058,686 $1,152,909 $1,255,517 $1,367,258 $1,488,944 $1,621,460 O&MSupplies $234,646 $258,111 $283,922 $312,314 $343,545 $377,900 $415,690 Other Services/Charges $603,499 $724,199 $869,039 $1,042,846 $1,251,416 $1,501,699 $1,802,038 Capital - I/F ER Replacement $281,660 $262,813 $283,838 $306,545 $331,068 $357,554 $386,158 Capital -Other $78,000 $32,507 $33,157 $33,820 $34,497 $35,187 $35,890 Total Fire Expenses $5,602,747 $5,857,659 $6,235,059 $6,656,432 $7,128,773 .0 ,338 $8,260,887 Wages $2,993,627 $3,070,863 $3,150,091 $3,231,363 $3,314,732 $3,400,252 $3,487,979 Benefits $833,654 $907,849 $988,648 $1,076,637 $1,172,458 $1,276,807 $1,390,443 O&MSupplies $249,215 $311,519 $389,398 $486,748 $608,435 $760,544 $950,680 Other Services/Charges $1,186,340 $1,482,925 $1,853,656 $2,317,070 $2,896,338 $3,620,422 $4,525,528 Capital - I/F ER Replacement $257,215 $229,991 $248,391 $268,262 $289,723 $312,901 $337,933 Capital - Other $49,500 $9,696 $9,890 $10,088 $10,289 $10,495 $10,705 Total Ambulance Expenses $5,569,551 $6,012,843 $6,640,074 •0 Figure 101 shows graphically what happens as this scenario unfolds. Recurring operating expenses increase from $5,569,551 in FY 2016 to $10,703,267 in FY 2022 for an average annual increase of 11.52 percent while recurring revenues increase from $4,993,669 to $5,803,636 for an average annual increase of only 2.54 percent. This difference leads to an annual operating deficit that grows from $575,882 in FY 2016 to 8-1/2 times that amount by FY 2022 at $4,899,632. This has a major negative effect on the beginning fund balance as shown in orange in the lower part of the figure. In all likelihood, this scenario is financially untenable by FY 2018 without a major reduction in service level or increase in revenue, either recurring revenue or GF subsidy. 7,,,,,Y5,,,,iiza Final Report 175 amulimg htcmatinnal Page 396 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 101: Status Quo Forecast (Graphical) — Ambulance Budget Scenario A $12,000,000 10,703,267 $9,381,421 8,291,976 $10,000,000 $6,012,843 -� $5,569,551 . � - $5,241,571 — $5,373,053 $5,510,345 $5,653,762 $5,803,636 -$s7s,ss2 $8,000,000 n-$3,727,659 -$2,017,116 ' $6,000,000 -$4,899,632 $4,000,000 $2,000,000 $0 -$2,000,000 Ll 17 -$4,000,000 -$6,000,000 2016 2017 2018 2019 2020 2021 2022 D Operating Surplus(Deficit) - ♦- - Recurring Revenue - 41- -Recurring Expenses $2,000,000 $857,991 $702,109 $1,000,000 - - _ .- d $224,868 $O - -L1 -$753,635 , -$1,000,000 A _$2,350,751 -$2/0001000 -$3,000,000 4 -$4,000,000 -$4,71z,381 , -$5,000,000 p Beginning Fund Balance -$6,000,000 -$7,000,000 -$8,020,040 -$8,000,000 Q -$9,000,000 2016 2017 2018 2019 2020 2021 2022 Service Level Remains Status Quo — Scenario B (Ambulance Budget) In Status Quo — Scenario B, the Ambulance Utility Fee is increased based upon the State's Office of Financial Management projections for single-family and multi -family residential growth in Franklin County. Based upon the ratio of single- and multi -family residential units and the projected growth rate for each, the fee grows at 2.74 percent each year. The General Fund subsidy or I/F Transfer in to the Ambulance Fund is kept at its present level of $420,000 per year under this scenario. The results of this revenue scenario are not materially different from Scenario A. 176 Final Report ,►rser Page 397 of 429 10,703,267 $9,381,421 8,291,976 $7,390,169 $6,012,843 -� $5,569,551 . � - $5,241,571 — $5,373,053 $5,510,345 $5,653,762 $5,803,636 -$s7s,ss2 '$���1�1,398,503 n-$3,727,659 -$2,017,116 ' -$4,899,632 Service Level Remains Status Quo — Scenario B (Ambulance Budget) In Status Quo — Scenario B, the Ambulance Utility Fee is increased based upon the State's Office of Financial Management projections for single-family and multi -family residential growth in Franklin County. Based upon the ratio of single- and multi -family residential units and the projected growth rate for each, the fee grows at 2.74 percent each year. The General Fund subsidy or I/F Transfer in to the Ambulance Fund is kept at its present level of $420,000 per year under this scenario. The results of this revenue scenario are not materially different from Scenario A. 176 Final Report ,►rser Page 397 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 102 shows graphically what happens as this scenario unfolds. Recurring operating expenses increase from $5,569,551 in FY 2016 to $10,703,267 in FY 2022 for an average annual increase of 11.52 percent while recurring revenues increase from $4,993,669 to $6,200,707 for an average annual increase of 3.67 percent. This difference leads to an annual operating deficit that rapidly grows from $575,882 in FY 2016 to $4,502,560. This has almost the same major, negative effect on the beginning fund balance as shown in orange in the lower part of the figure. Figure 102: Status Quo Forecast (Graphical) — Ambulance Budget Scenario B I $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 -$2,000,000 -$4,000,000 -S6 000 000 2016 2017 2018 2019 2020 2021 2022 O Operating Surplus(Deficit) — -*---Recurring Revenue — f -Recurring Expenses $2,000,000 $1,000,000 $0 -$1,000,000 -$2,000,000 -$3,000,000 -$4,000,000 -$5,000,000 -$6,000,000 -$7,000,000 -$8,000,000 $857,991 $702,109 --- -- 0 $285,1 -$570,453 D Beginning Fund Balance $1,979,808 .. -$7,069,269 2016 2017 2018 2019 2020 2021 2022 The following figure shows the relationship between recurring revenue and expense, operating surplus/(deficit), the General Fund transfer in to the fund and the beginning and ending fund balances each year of the forecast period. �Lft7, Final Report 177 —ulimg lntcrno ,o ­l Page 398 of 429 yw,ius,zbi $8,291,976 4 ' 9 $7,30,169 $5,569,551 $6,640,074 $6,012,843 - -� l------��-�♦------`------� $4,993,669 $5,175,911 $5,364,444 $5,560,813 $5,765,387 $5,978,549 $6,200,707 -$575,882 -$836,932 -$1,829,355 -S2.526.589 _$3,402,872 -$4,502,560 2016 2017 2018 2019 2020 2021 2022 O Operating Surplus(Deficit) — -*---Recurring Revenue — f -Recurring Expenses $2,000,000 $1,000,000 $0 -$1,000,000 -$2,000,000 -$3,000,000 -$4,000,000 -$5,000,000 -$6,000,000 -$7,000,000 -$8,000,000 $857,991 $702,109 --- -- 0 $285,1 -$570,453 D Beginning Fund Balance $1,979,808 .. -$7,069,269 2016 2017 2018 2019 2020 2021 2022 The following figure shows the relationship between recurring revenue and expense, operating surplus/(deficit), the General Fund transfer in to the fund and the beginning and ending fund balances each year of the forecast period. �Lft7, Final Report 177 —ulimg lntcrno ,o ­l Page 398 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 103: Status Quo Forecast (Tabular) - Ambulance Budget Scenario B Ambulance Utility Fund 2016 2017 2018 2019 2020i $4,993,669 Recurring Revenue $4,993,669 $5,175,911 $5,364,444 $5,560,813 $5,765,387 $5,978,549 $6,200,707 Recurring Expenses $5,569,551 $6,012,843 $6,640,074 $7,390,169 $8,291,976 $9,381,421 $10,703,267 Operating Surplus(Deficit) -$575,882 -$836,932 -$1,275,630 -$1,829,355 -$2,526,589 -$3,402,872 -$4,502,560 General Fund Transfer In $420,000 $420,000 $420,000 $420,000 $420,000 $420,000 $420,000 Beginning Fund Balance $857,991 $702,109 $285,177 -$570,453 -$1,979,808 -$4,086,397 -$7,069,269 Ending Fund Balance $702,109 $285,177 -$570,453 -$1,979,808 -$4,086,397 -$7,069,269 -$11,151,830 Again, this scenario is not materially different from Scenario A and clearly illustrates what happens as expenses rapidly outpace revenue. While the department can control some of its operating expenses, the degree to which that can occur will not be enough to offset the ever increasing operating deficit. Although the historical annual increase in the ambulance utility fee has been as high as 25 percent annually, such increases projected into the future would provide significantly more revenue than is needed to fund the department. Therefore, a third scenario is provided to more closely align increases in the Ambulance Utility Fee with actual forecast expenses as well as minimizing the GF subsidy, should council choose to do so. Service Level Remains Status Quo - Scenario C (Ambulance and Budget) A more realistic recurring revenue scenario is offered for consideration in Status Quo - Scenario C. In this scenario, the forecast assumes that the fund must retain some level of fund balance carried forward that would sustain its recurring expenditure budget for the first several months until sufficient revenue is received to fund recurring expenses and replenish the fund balance. An analysis of monthly cash flow would provide a more complete picture of what level of reserves would be needed. This forecast scenario contemplates that the fund would fully support its expenditure (and required reserve) budget by FY 2019 when the GF subsidy is reduced by half its current amount to $210,000 as shown in the table in the following figure. Figure 104: Status Quo Forecast (Tabular) - Ambulance Budget Scenario C Recurring Revenue $4,993,669 $5,774,146 $6,488,991 $7,302,582 $8,091,736 $9,436,714 $10,664,025 Recurring Expenses $5,569,551 $6,012,843 $6,640,074 $7,390,169 $8,291,976 $9,381,421 $10,703,267 Operating Surplus(Deficit) -$575,882 -$238,697 -$151,083 -$87,586 -$200,240 $55,292 -$39,242 General Fund Transfer In $420,000 $420,000 $420,000 $210,000 $105,000 $0 $0 Beginning Fund Balance $857,991 $702,109 $883,412 $1,152,329 $1,274,743 $1,179,502 $1,234,795 Ending Fund Balance $702,109 $883,412 $1,152,329 $1,274,743 $1,179,502 $1,234,795 $1,195,552 In this scenario, the Ambulance Utility Fee is increased in a manner that minimizes the difference, the operating surplus/(deficit), between the recurring expenses and revenues while also maintaining a level of fund balance between 15-20 percent of recurring expenses. The Utility Fee has been increased in this scenario as follows: 20 percent in FY 2017, 15 percent in FY 2018-19, 12.5 percent in FY 2020, 20 percent in FY 2021 and 15 percent in FY 2022, while the GF subsidy has been gradually reduced from $420,000 in 178 Final Report Page 399 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 FY 2017 to zero in FY 2021. The specific impact of these modeled increases on the monthly rate would cause the rate to increase from the current $12.65 per unit as follows: • FY 2017 — 20 percent increase to $15.18 • FY 2018 — 15 percent increase to $17.46 • FY 2019 —15 percent increase to $20.08 • FY 2020- 12.5 percent increase to $22.58 • FY 2021- 20 percent increase to $27.10 • FY 2022 — 15 percent increase to $31.17 Figure 105 shows graphically what happens as this scenario unfolds. Recurring operating expenses track very closely with recurring revenues. Expenses increase from $5,569,551 in FY 2016 to $10,703,267 in FY 2022 for an average annual increase of 11.52 percent while recurring revenues increase from $4,993,669 to $10,664,025 for an average annual increase of 13.5 percent. This difference in recurring revenue and expense leads to annual operating deficits that fluctuate from a high of $575,882 in FY 2016, to a low of $39,242 in FY 2022, while there is actually a surplus in FY 2021. This fluctuation leads at an initial decrease in beginning fund balance as seen by the dashed orange line in the bottom of the figure from $857,991 in FY 2016 to a low of $702,109 in FY 2017 followed by a gradual increase to $1,274,743 in FY 2020 after which the fund balance generally stabilizes around $1.2 million each year. Given the expenditure assumptions, this scenario gives staff and elected officials some idea of how revenues might need to increase in order to preserve a status quo service level without a General Fund subsidy over the long term. 4 Final Report 179 Page 400 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 105: Status Quo Forecast (Graphical) - Ambulance Budget Scenario C $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 -$2 000 000 $10,703,267 $9,381,421 A $8,291,976 moo' $10,664,025 97,390,169 Jr $9,436,714 $6,640,074 '000-- :* 0 t $8,091,736 $5,569,551 $7,302,582 •$6,488,991 • $5,774,146 $4,993,669 $55,292 $575,882 -5 238,697 -$151,083 -$87,586 $200,240 -539,242 2016 2017 2018 2019 2020 2021 2022 O Operating Surplus(Deficit) Recurring Revenue — f Recurring Expenses $1,400,000 $1,200,000 $1,000,000 $857,991 $800,000 At ' $600,000 $400,000 $200,000 $0 $1,274,743 $1,234,795 $1,152,329 �. --AIL. - $883,412 , $702,109 ' A Beginning Fund Balance 2016 2017 2018 2019 2020 2021 2022 .Service Level Increases - Scenario D (Fire Budget) Scenario D represents an increase in fire service level through the addition of a third firefighter to each of the three existing engine companies on all three shifts for a total of nine additional firefighters. This brings station staffing level from four to five with two personnel assigned to the ambulance and three assigned to the engine. This and the succeeding scenarios use the FY 2016 pay scale shown in Figure 106. Base wages are shown along with wages and overtime increased to account for average annual observed overtime of 15 percent. Scenario D adds a 25-36 month level firefighter to each of the three engine companies. 180 Final Report Page 401 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 106: FY 2016 Firefighter Pay/Benefit Scale Used for Scenarios D, E, and F FY 2016 Pay Rates by Base Base Wages Benefits Position Wages Benefits w/ Overtime Firefighter (25-36 Months) $70,850 $25,552 $81,478 $29,385 Firefighter (49+ Months) $78,728 $26,078 $90,537 $29,990 Lieutenant $86,606 $26,604 $99,597 $30,595 Figure 107 shows the full recurring cost of adding nine firefighters in Scenario D (a third on each engine company). The scenario adds these firefighters in FY 2017, but the table below shows what the cost would be if they were added at any point within the forecast period. Costs escalate at the rate discussed above for wages (6 percent) and benefits (11.3 percent) that have been observed historically. The operating cost for on -boarding these employees, estimated at $5,000 per employee, is a one-time cost that would include mainly bunker gear, uniforms, etc. The table below also shows what this one- time cost would be in whatever year these employees were added. While other operating costs may go up per employee, these would be minor relative to salary and benefits. Figure 107: Cost of Adding a Third Firefighter to each Engine Company in Various Years of Forecast Period Wages (w/ OT) $733,298 $752,217 $771,624 $791,532 $811,953 $832,902 $854,390 Benefits (w/ OT) $264,463 $288,000 $313,632 $341,545 $371,942 $405,045 $441,094 Operating (on -boarding) $45,000 $45,900 $46,818 $47,754 $48,709 $49,684 $50,677 Service Level Increases - Scenario E (Fire Budget) Scenario E represents an increase in fire service level through the addition of a fourth engine company staffed with two firefighters and one lieutenant on each of three shifts for a total of nine additional firefighters. This engine company would be housed in an as yet to be built fourth fire station. It is not known when this station would be built and how it would be funded. Therefore, the capital facility and apparatus/equipment costs as well as recurring station operating costs are not included in this analysis. For budget planning purposes, staff could use a very generalized figure of $2-2.5 million for an equipped fire station and $450-500,000 for an equipped fire engine. Staff should plan on hiring the personnel in the year following construction of the station. Scenario D adds one 25-36 month level firefighter, one 49+ month firefighter (functioning as driver/engineer), and one lieutenant to each of three shifts to staff the additional engine company. The table below shows the total cost of adding the personnel as well as the one-time cost in whatever year these employees would be added. Final Report 181 Page 402 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 108: Cost of Adding Another Engine Company in Various Years of Forecast Period Wages (w/ OT) $814,835 $835,858 $857,423 $879,544 $902,236 $925,514 $949,392 Benefits (w/ OT) $570,402 $621,168 $676,452 $736,656 $802,219 $873,616 $951,368 Operating (on -boarding) $45,000 $45,900 $46,818 $47,754 $48,709 $49,684 $50,677 Service Level Increases - Scenario F (Fire Budget) In order to give staff and council an appreciation for the full impact of adding a third firefighter to each existing engine company and a fourth three-person engine company, Scenario F was prepared adding both service level upgrades. Scenario F represents an increase in fire service level through both the addition of a fourth engine company staffed with two firefighters and one lieutenant on each of three shifts as well as the third firefighter on the three current engine companies for a total of 18 additional firefighters. As discussed above, the additional engine company would be housed in an as yet to be built fourth fire station. Scenario F adds four 25-36 month level firefighters (one for each existing engine and one for the new engine), one 49+ month firefighter (functioning as driver/engineer), and one lieutenant to each of the three shifts. The table below shows the total cost of adding the 18 personnel as well as the one- time cost in whatever year these employees would be added. Figure 109: Cost of Adding a Third Person in each Engine and Another Engine Company in Various Years of Forecast Period Wages (w/ OT) $1,548,132 $1,588,074 $1,629,046 $1,671,076 $1,714,190 $1,758,416 $1,803,783 Benefits (w/ OT) $834,865 $909,168 $990,084 $1,078,201 $1,174,161 $1,278,662 $1,392,462 Operating (on -boarding) $90,000 $91,800 $93,636 $95,509 $97,419 $99,367 $101,355 Using the tables from Scenarios D and E, staff and council can mix and match timing of implementing either of these upgrades. Figure 110 summarizes the net impact of the above fire service scenarios for each year that the change might be implemented. Total fire budget expenditures are shown in the orange dashed line for each year of the forecast and represent a status quo service level. The incremental cost each year of adding a third firefighter on each engine company is shown with the blue bars while the incremental cost of adding an additional engine company is shown in the red bars. While the total number of additional firefighters is the same for each upgrade, the engine company is costlier due to the experience level and commensurate pay grade required to fill the positions needed. Adding a third firefighter on each of the three existing engines will add $1.086 million in FY 2017, which grows to just under $1.3 million annually by FY 2022. The addition of an engine company adds just over $1.5 million in FY 2017, if added then, and grows to $1.9 million by FY 2022. The addition of a third firefighter to each engine company adds approximately 16.9 percent to the fire budget each year while the addition of another engine company adds approximately 24.16 percent annually on average. 182 Final Report { Page 403 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 110: Annual Cost Differential of Adding a Third Person in each Engine and/or Another Engine Company 2016 2017 2018 2019 2020 2021 2022 _ kmg ht -.t, -A Final Report 183 Page 404 of 429 C� Addition of Third Firefighter $10,000,000 O Addition of Full Engine Company $5,000,000 0 Total Fire Expenses (Status Quo) $8,260,887 - $4,500,000 Ln $8,000,000 $8,000,000 $7,660,338 _ .® 0 - $4,000,000 ' � (n r$6,235,059 $6,656,432 0 0 3 $3,500,000 p w $6,000,000 $5,857,659 $5,602,747 N $3,000,000 c m 0 L 0 $2,500,000 C ' IA $4,000,000 $1,900,760 $1,799,130$2,000,000 Z' L $1,502,926 $1,533,875 $1,616,200 $1,704,455 M $1,500,000 p N $2,000,000 $1,183,896 $1,237,947 $1,295,485 $1,000,000 c0 $1,085,255 $1,133,077 $1,086,11 $500,000 $0 $0 2016 2017 2018 2019 2020 2021 2022 _ kmg ht -.t, -A Final Report 183 Page 404 of 429 Page 405 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 PAGE INTENTIONALLY LEFT BLANK C—ulimg htcrno ,o -1 Final Report 185 Page 406 of 429 Page 407 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Appendices I_1a1:1►10Mr-1a L11.14:90129111110:10 Figure1: Service Area Map.........................................................................................................................24 Figure2: Organizational Chart....................................................................................................................25 Figure 3: Total Incidents per 1,000 Population, 2015.................................................................................27 Figure 4: Fires per 1,000 Population, 2015.................................................................................................28 Figure S:Fire Loss per Capita, 2015.............................................................................................................29 Figure6: Critical Issues................................................................................................................................31 Figure 7: Tri -Cities Employment, Available Labor Force and Unemployment Rate, 2006-2015 ................34 Figure 8: Comparison of State of Washington and Kennewick -Pasco -Richland MSA Unemployment Rates, 2006-2015........................................................................................................................................... 35 Figure 9: Comparison of Per Capita Income (Inflation Adjusted 2013 Dollars) United States and Washington, 2005-2014......................................................................................................................36 Figure 10: Median Annual Household Income, Washington State and Franklin County, 2005 to 2014....37 Figure 11: Median Home Sales Price in Washington State, 2000 to 2014 .................................................38 Figure 12: Median Home Sales Price and Sales Volume (Seasonally Adjusted First Quarter Sales) in Washington State and Franklin County, 2008 to 2016.......................................................................39 Figure 13: Single Family Residential Permits and Total Value and Commercial/Industrial Permits Issued by Pasco Building Permits & Inspection Services, 2005-2014............................................................40 Figure 14: State of Washington, Franklin County and City of Pasco Historical Population, 2005-2015.....41 Figure 15: High, Medium, and Low Population Projections for Franklin County through 2030 .................42 Figure 16: Washington State Selected Historical and Projected Population by Age Group, 2005-2030....42 Figure 17: Inflation Trends: Urban CPI -U West Coast Class B/C Cities, 2000-2015 ....................................43 Figure 18: Franklin County and City of Pasco Taxable Retail Sales Trends, 2005-2014 ..............................44 Figure 19: Pasco Local Sales and Use Tax Distribution by Major Function, 2005-2015 .............................45 Figure 20: City of Pasco Residential, Commercial, and Other Property Values, 2005-2014 ......................46 Figure 21: City of Pasco Debt Service and Operating Millage Rates vs. Total Property Value, 2005-2014 47 Figure 22: City of Pasco Sales and Property Tax Revenue Trends, 2005-2014 ...........................................48 Figure 23: Pasco Fire Department Financial Resources (Fire and Ambulance), FY 2011– FY 2016...........50 Figure 24: Fire and Ambulance Recurring Revenues, FY 2011- FY 2016 ....................................................50 Figure 25: Fire Recurring Revenues, FY 2011 - FY 2016..............................................................................51 Figure 26: Ambulance Recurring Revenues, FY 2011 - FY 2016..................................................................52 Figure 27: Ambulance Recurring Revenues, GF Subsidy, and Beginning Fund Balance, FY 2011 - FY 2016 ............................................................................................................................................................ 53 Figure 28: Pasco Fire Department Expenditures (Fire and Ambulance), FY 2011– FY 2016 –Tabular Format................................................................................................................................................. 54 Figure 29: Expenditures (Fire and Ambulance), FY 2011- FY 2016 – Graphic Format...............................55 Figure 30: Fire and Ambulance Expenses as a Percentage of Total Department Expenses, FY 2011 - FY 2016.................................................................................................................................................... 55 Figure 31: Combined Fire and Ambulance Wages and Benefits, FY 2011- 2016 .......................................56 Final Report 187 Page 408 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 32: Fire Department Staff County by Position and Budget, FY 2011- 2016 ....................................57 Figure 33: Fire and Ambulance Budget FTEs and Wages, FY 2011 - 2016 ..................................................58 Figure 34: Staff Changes by Category, FY 2011- 2016...............................................................................59 Figure 35: Fire and Ambulance Regular Wages and Overtime, FY 2011— FY 2016 ....................................61 Figure 36: Fire and Ambulance Operating Expenses, FY 2011— FY 2016 ...................................................62 Figure 37: Fire and Ambulance Capital Expenses, FY 2011— FY 2016........................................................63 Figure 38: Fire and Ambulance Non -Apparatus Capital Expenses, FY 2011— FY 2016 ..............................64 Figure 39: Fire Recurring Revenue, Expenditure, and Net Surplus/(Deficit) Trends, FY 2011— FY 2016...65 Figure 40: Ambulance Recurring Revenue, Expenditure and Net Surplus/(Deficit) Trends, FY 2011— FY 2016.................................................................................................................................................... 66 Figure 41: Ambulance Operating Surplus/(Deficit), Fund Balance, and GF Transfer (In) Trends, FY 2011— FY2016................................................................................................................................................ 67 Figure 42: Emergency Response Staffing per Shift.....................................................................................69 Figure 43: Staffing Comparison, 2015.........................................................................................................71 Figure 44: Tri -Cities Airport Passenger Enplanements, 2006 — 2015.........................................................85 Figure 45: Master Training Schedule, January 2015...................................................................................91 Figure 46: Annual Building Permits Issued, 2001— 2015............................................................................94 Figure 47: PFD Pre -Incident Plan Template..............................................................................................101 Figure 48: Risk/Probability Matrix............................................................................................................103 Figure49: Station 81.................................................................................................................................107 Figure50: Station 82.................................................................................................................................108 Figure51: Station 83.................................................................................................................................109 Figure 52: Vehicle Storage (Station 83 Annex).........................................................................................110 Figure53: Station 84.................................................................................................................................111 Figure 54: Apparatus Inventory and Condition.........................................................................................113 Figure 55: Service Demand, 2011- 2015..................................................................................................114 Figure 56: Incident Type, 2014-2015 Incidents.........................................................................................115 Figure 57: Service Demand by Month of the Year, 2014-2015.................................................................115 Figure 58: Service Demand by Day of the Week, 2014-2015...................................................................116 Figure 59: Service Demand by Hour of the Day, 2014-2015.....................................................................116 Figure 60: Geographic Service Demand —All Incident Types, 2014-2015 .................................................117 Figure 61: Geographic Service Demand —All Fires Incidents, 2014-2015 .................................................118 Figure62: Study Area................................................................................................................................119 Figure 63: Population Density, Office of Financial Management (OFM) 2015 Population Estimate .......120 Figure 64: Station Distribution, WSRB Criteria.........................................................................................121 Figure 65: Aerial Apparatus Distribution, WSRB Criteria..........................................................................122 Figure 66: Travel Time Model, NFPA Criteria............................................................................................123 Figure 67: Potential Travel Time Model, PFD Response/Travel Time Model ...........................................124 Figure 68: 2014-2015 Service Demand and Six Minutes Travel Time Model ...........................................125 188 Final Report Page 409 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 69: Actual Travel Time Performance by Fire Management Zone, 2015 ........................................126 Figure 70: Station Concentration, Staffed Stations..................................................................................127 Figure 71: Full First Alarm, 12 Minutes Travel Time (PFD Travel Time Goal) ...........................................128 Figure 72: 2014 Unit Hour Utilization (UHU)............................................................................................129 Figure 73: 2015 Unit Hour Utilization (UHU)............................................................................................129 Figure 74: Concurrent Incidents, 2014-2015............................................................................................131 Figure 75: Concurrent Incidents by Station Area, 2014-2015..................................................................131 Figure 76: Response Performance Goals and Performance, 2015 ...........................................................132 Figure 77: NFPA 1710 Response Performance Recommendations ..........................................................133 Figure 78: PFD Overall Response Performance, 2014-2015.....................................................................135 Figure 79: Mutual and Automatic Aid, 2015.............................................................................................136 Figure 80: City of Pasco Population History, U.S. Census and Washington OFM Data, 1980-2016 .........139 Figure 81: Tri -Cities Annual Population Change, 2010-2016 OFM Estimates...........................................140 Figure 82: Franklin County and City of Pasco Population Projection .......................................................141 Figure 83: Projected Service Demand, 2015 through 2040......................................................................142 Figure 84: Population Density, OFM 2015 Traffic Analysis Zone Data .....................................................143 Figure 85: Study Area Population by Age, 2014 U.S. Census American Community Survey (ACS) ..........144 Figure 86: PFD Study Area Demographics, 2014 2014 US Census American Community Survey (ACS) ..144 Figure 87: PFD Study Area Community Risk and Land Use.......................................................................145 Figure 88: PFD Study Area Transportation Network.................................................................................147 Figure 89: Sample Critical Task Staffing, Fire Risk.....................................................................................152 Figure 90: Non -Structure Fire Critical Tasking..........................................................................................153 Figure 91: Hazardous Materials Incident Critical Tasking.........................................................................153 Figure 92: Motor Vehicle Collision with Entrapment Critical Tasking ......................................................153 Figure 93: Emergency Medical Incident Critical Tasking (BLS).................................................................153 Figure 94: Emergency Medical Incident Critical Tasking (ALS).................................................................153 Figure 95: Current Staffed Station Deployment.......................................................................................165 Figure 96: Proposed Four Staffed Station Deployment & Reconfiguration ..............................................166 Figure 97: Five -Station Deployment Model..............................................................................................167 Figure 98: Historical Operating Expense Trends — Fire and Ambulance Budgets.....................................172 Figure 99: Status Quo Forecast (Graphical) — Fire Budget........................................................................174 Figure 100: Status Quo Forecast (Tabular) — Scenario A..........................................................................175 Figure 101: Status Quo Forecast (Graphical) — Ambulance Budget Scenario A ........................................176 Figure 102: Status Quo Forecast (Graphical) — Ambulance Budget Scenario B ........................................177 Figure 103: Status Quo Forecast (Tabular) —Ambulance Budget Scenario B ...........................................178 Figure 104: Status Quo Forecast (Tabular) —Ambulance Budget Scenario C ...........................................178 Figure 105: Status Quo Forecast (Graphical) —Ambulance Budget Scenario C ........................................180 Figure 106: FY 2016 Firefighter Pay/Benefit Scale Used for Scenarios D, E, and F ...................................181 Final Report 189 Page 410 of 429 Pasco Fire Department (WA) Emergency Services Master Plan 2016 Figure 107: Cost of Adding a Third Firefighter to each Engine Company in Various Years of Forecast Period................................................................................................................................................181 Figure 108: Cost of Adding Another Engine Company in Various Years of Forecast Period.....................182 Figure 109: Cost of Adding a Third Person in each Engine and Another Engine Company in Various Years ofForecast Period.............................................................................................................................182 Figure 110: Annual Cost Differential of Adding a Third Person in each Engine and/or Another Engine Company...........................................................................................................................................183 190 Final Report rasa Page 411 of 429 AGENDA REPORT FOR: City Council October 25, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 Ahmad Qayoumi, Public Works Director FROM: Dan Ford, City Engineer Public Works SUBJECT: Bid Award: Well Replacement - Village of Pasco Heights I. REFERENCE(S): Vicinity Map Bid Tabulation IL ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to award the Well Replacement - Village of Pasco Heights project to Holt Services, Inc. in the amount of $297,037.29 and, further, authorize the City Manager to execute the contract documents. III. FISCAL IMPACT: Project is fully funded by Council authorization. IV. HISTORY AND FACTS BRIEF: The irrigation well at the Village at Pasco Heights is a 16 -inch diameter, 200 -foot deep, cased well. Video logs of the nearly 40 -year old well reveal heavy incrustation of rust and iron bacteria on the casing wall and screen. Unfortunately, the existing well cannot be rehabilitated and must be replaced. The Village at Pasco Heights well is an indispensable component of the Irrigation Utility. Without the water from this well, the City would be unable to supply irrigation water to residents. Accordingly, its replacement is essential. EA Engineering, Science, and Technology, Inc., PBC, (EA) of Kennewick has assisted City staff with the design and specifications for a new well and appurtenances to be drilled in the vicinity of the existing well. EA's design provides for a well that will be constructed to a similar depth, but with a slightly larger diameter than the existing well, Page 412 of 429 to allow the City to obtain full beneficial use of its water right. The bid package was distributed to members of the City of Pasco Municipal Research and Services Center Small Works Roster. Additionally, notice of the bid opportunity was published in the Tri -City Herald and posted on the City's website. V. DISCUSSION: On September 29, 2016, the City received two (2) bids for the project. The low bid was from Holt Services, Inc., in the amount of $297,037.29. The second lowest bid was received from Schneider Water Services in the amount of $314,885.70. The Engineer's Estimate was $236,742.57. This project is included in the City's 2016-2021 Capital Improvements Plan and budgeted for in 2016. The anticipated completion date is December 31, 2016. Staff has reviewed the bid submittal and found no exceptions or irregularities and, therefore, recommends award of the contract to Holt Services Inc., of Edgewood, Washington. This item was discussed at the October 24, 2016 Council Workshop Meeting. Page 413 of 429 v m 0 N VICINITY MAP N.T.S BID SUMMARY Well Replacement—Village of Pasco Heights CITY PROJECT NO. CP7-WX-1A-16-02 ENGINEERS HOLT SERVICES, INC. Edgewood, WA SCHNEIDER WATER SERVICESESTIMATE St. Paul, OR ITEM Bid Security 5% BID BOND 5% BID BOND NO. ITEM QTY UNIT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT UNIT PRICE AMOUNT 1 Force Account Work 1 LS $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 2 Mobilization 1 LS $20,000.00 $20,000.00 $55,000.00 $55,000.00 $19,900.00 $19,900.00 3 Project Temporary Traffic Control, min. Bid $ 150.00 1 LS $500.00 $500.00 $1,500.00 $1,500.00 $5,000.00 $5,000.00 4 Erosion Control and Water Pollution Control 1 LS $1,000.00 $1,000.00 $15,000.00 $15,000.00 $18,700.00 $18,700.00 5 Site Preparation Access, Drill Pad, etc. 1 LS $10,000.00 $10,000.00 $12,500.00 $12,500.00 $19,700.00 $19,700.00 6 Drill Borehole and Install Temporary 24 -Inch Casing 200 LF $350.00 $70,000.00 $375,00 $75,000.00 $490.00 $98,000.00 7 20 -inch Blank Pipe/Casing 190 LF $98.00 $18,620.00 $59.00 $11,210.00 $70.00 $13,300.00 8 20 -inch 80 slot Screen 10 LF $400.00 $4,000.00 $495.00 $4,950.00 $900.00 $9,000.00 9 Filterpack Material and Bentonite 1.5 Cy $450.00 $675.00 $1,020.00 $1,530.00 $800.00 $1,200.00 10 Cement Seal 6.5 Cy $800.00 $5,200.00 $450.00 $2,925.00 $900.00 $5,850.00 11 Installation of 20 -inch Liner, 20 -inch 80 slot Screen, Filterpack and Cement Seal 1 LS $14,000.00 $14,000.00 $28,000.00 $28,000.00 $19,000.00 $19,000.00 12 Well Development (Includes Temp Water Disposal System) 24 HRS $700.00 $16,800.00 $350.00 $8,400.00 $400.00 $9,600.00 13 Video Logging 1 LS $2,000.00 $2,000.00 $1,800.00 $1,800.00 $1,400.00 $1,400.00 14 Plumbness and Alignment Survey 1 LS $1,200.00 $1,200.00 $2,500.00 $2,500.00 $2,000.00 $2,000.00 15 Well Disinfection 1 LS $1,000.00 $1,000.00 $1,500.00 $1,500.00 $1,000.00 $1,000.00 16 Set Up and Operate Step Rate Test and Constant Rate Test (Includes Water Disposal) 1 LS $20,000.00 $20,000.00 $35,000.00 $35,000.00 $34,000.00 $34,000.00 17 Site Restoration 1 LS $12,000.00 $12,000.00 $4,500.00 $4,500.00 $18,500.00 $18,500.00 18 Hourly Rate (Rig and Crew) 16 HRS $700.00 $11,200.00 $300.00 $4,800.00 $400.00 $6,400.00 19 Standby Time 16 HRS $300.00 $4,800.00 $150.00 $2,400.00 $150.00 $2,400.00 Subtotal: $217,995.00 $273,515.00 $289,950.00 Sales Tax (8.6%): $18,747.57 $23,522.29 $24,935.70 TOTALS: $236,742.57 $297,037.29 $314,885.70 CITY ENGINEERS REPORT CITY OF PASCO COMPETITIVE BIDS WERE OPENED ON SEPTEMBER 29, 2016, ALL BIDS HAVE BEEN REVIEWED BY THIS OFFICE. Well RECOMMEND THE CONTRACT BE AWARDED T0: el l Replacement Holt Services, Inc. APPROVAL BY PUBLIC WORKS DIRECTOR Village of Pasco Heights LPAscO• CITY PROJECT NO. CP7-WX-1 A-16-02 qq� DATE: SEPTEMBER 29, 2016 j-129 .146 FILE: Well Replace Village Pasco Hgts Bid Summary.pub DATE CITY ENGINEER DATE PUBLIC WORKD ECTOR SHEET 1 of 1 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager Rick Terway, Administrative & Community Services Director FROM: Dan Dotta, Facilities Division Manager Administrative & Community Services SUBJECT: Award Bid - Modular Parking Lot Paving I. REFERENCE(S): Vicinity Map Bid Tab Proposed Contract November 1, 2016 Regular Meeting: 11/7/16 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to award the Modular Parking Lot Paving project to Ray Poland & Sons, Inc., in the amount of $81,455.00 and, further authorize the City Manager to execute the contract documents. III. FISCAL IMPACT: General Fund - $81,455.00 IV. HISTORY AND FACTS BRIEF: On June 15, 2015, Council approved the Purchase/Sale Agreement for the sale of the Senior Center building. Council approved moving the modular building from behind City Hall to the new location on 1st Street to accommodate the various programs previously scheduled at the Senior Center, including the Meals on Wheels program, until Council's Goal of a new Community Center can be built. The relocation and remodel of the modular building is nearing completion and the parking lot is ready to be paved. V. DISCUSSION: Page 416 of 429 Three contractors were invited to submit bids to pave the modular building parking lot, but two were unresponsive. On October 12, 2016, staff examined the bid received by Ray Poland & Sons, Inc., and found it to be a reasonable bid. Staff recommends awarding the project to Ray Poland & Sons, Inc. Page 417 of 429 SCRIBE "X' TOP OF CURB I� �1 Install land scaping in planter area y ; r' Remove and rep, Curb an Gutter PUD Vault adjust to SW grade ' HAP14IC SCALE E 1 "-30' i-.. ,. mqw -0 go R D °t to B �-6FH wEST+ssYa��41„`���� QQIA (A c Y�I Solicited bids 9/25/16 Central Washington Asphalt Unresponsive Modular Parking Lot Paving Almond & Sons Ray Poland & Sons Unresponsive 81,455.00 including sales tax Page 419 of 429 CONTRACT SMALL WORKS ROSTER Project: Sr. Center Modular Parking Lot Paving Project No: CP5-GN-9A-15-01 THIS CONTRACT is made and entered into this day of , 2016, by and between the City of Pasco, Washington, a Municipal Corporation, hereinafter referred to as "City", and Ray Poland & Sons, Inc., hereinafter referred to as "Contractor." WHEREAS, the Project qualifies under RCW 39.04.155 as a small works roster contract, or a limited public works contract; and WHEREAS, the City having sought and secured quotations from its small works roster, and the Contractor being duly qualified as a Contractor on the small works roster having submitted a quotation acceptable to the City. NOW, THEREFORE, in consideration of the mutual covenants contained herein, the parties agree as follows: 1. Description of Work. The Contractor shall furnish all equipment, labor, tools, materials and appurtenances and perform all services in a workmanlike manner and in accordance with the plans and specifications as provided in the Project Description and Specifications, attached hereto as Exhibit A. 2. Compensation. Compensation for the performance of the service and materials as described in Exhibit A shall be: That amount set in the quotation attached hereto as Exhibit A; payable in one installment, subject to any retainage or withholdings as provided below. 3. Time of Completion. The work covered by this Contract shall be completed with all respects within 30 calendar days from the date of the Notice to Proceed. Once the work is commenced, the Contractor shall diligently pursue the work to completion within the time specified in this Contract. 4. Warranty of Contractor. Contractor warrants that it is qualified to be awarded a public works contract in compliance with RCW 39.04.350; and further agrees to comply with all State and Federal laws relating to the employment and wage rates to be paid. 5. Indemnification. 5.1 The Contractor shall defend, indemnify, and hold harmless the City, its officers, officials, agents, employees, and volunteers from any and all claims and causes of action, including, but not limited to, actions of law or administrative proceedings for all injuries to persons or damages to property, and all losses, damages, Contract - Small Works Roster Page 1 Page 420 of 429 demands, suits, judgments, including attorney fees, arising out of, or as a result of, or in connection with the work performed under this Agreement, and caused or occasioned in whole or in part by reason of errors, negligent acts or omissions of the Consultant or its subcontractors in the performance of this Agreement, except for injuries and damages caused by the sole negligence of the City, its officers, employees, agents, and volunteers. 5.2 Should a Court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injuries or damages to property caused by or resulting from the concurrent negligence of the Contractor, and the City, its officers, employees, agents and volunteers, the Contractor's liability and obligation to defend hereunder shall only be the proportionate extent of the Contractor's negligence. 5.3 It is further agreed that the indemnification provided herein constitutes the Contractor's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this indemnification. 5.4 No liability shall attach to the City by reason of entering into this Agreement except as expressly provided herein. 5.5 This indemnification shall include damages, penalties and attorney fees sustained as a result of Contractor's delayed or failed performance of Section 6 above. 5.6 This waiver has been mutually negotiated by the parties, and the provisions of this section shall survive the expiration or termination of this Agreement. 6. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, employees, or subcontractors. 6.1 Minimum Scope of Insurance. Contractor shall obtain insurance of the types described below: 6.1.1 Automobile Liability insurance covering all owned, non -owned, hired and leased vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the policy shall be endorsed to provide contractual liability coverage. 6.1.2 Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors and personal injury and advertising injury. The City shall be named as an insured under the Contractor's Contract - Small Works Roster Page 2 Page 421 of 429 Commercial General Liability insurance policy with respect to the work performed for the City. 6.1.3 Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. 6.1.4 Professional Liability insurance appropriate to the Contractor's profession. 6.2 Minimum Amounts of Insurance. Contractor shall maintain the following insurance limits: 6.2.1 Automobile Liability insurance with a minimum combined single limit for bodily injury and property damage of $1,000,000 per accident. 6.2.2 Commercial General Liability insurance shall be written with limits no less than: ® $1,000,000 each occurrence; $2,000,000 general aggregate. 6.2.3 Professional Liability insurance shall be written with limits no less than: ® $1,000,000 per claim; $1,000,000 policy aggregate limit. 6.3 Other Insurance Provisions. The insurance policies are to contain, or be endorsed to contain, the following provisions for Automobile Liability, Professional Liability, and Commercial General Liability insurance: 6.3.1 The Contractor's insurance coverage shall be primary insurance as respects the City. Any insurance, self-insurance, or insurance pool coverage maintained by the City shall be excess of the Contractor's insurance and shall not contribute with it. 6.3.2 The Contractor's insurance shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City. 6.4 Acceptability of Insurers. Insurance is to placed with insurers with a current A.M. Best rating of not less than ANII. 6.5 Verification of Coverage. Contractor shall furnish the City with original certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of the Contractor before commencement of the work. 7. Retainage and Performance Bond. Contract - Small Works Roster Page 3 Page 422 of 429 7.1 Unless it is waived as provided below, the Contractor shall provide and post for the benefit of the City a Performance and Payment Bond issued by a qualified surety insuring the Contractor's performance of all the provisions of the Contract and payment of all labors, mechanics, and subcontractors and materialmen as required by RCW 39.08.010. 7.2 The City shall withhold five percent (5%) of the money due to the Contractor for the work performed under this Contact until completion and/or acceptance of the Contract as provided by RCW 60.28.011. Contractor may elect an option for management of the statutory retainage by notice to the City of the elected option under RCW 60.28.011. 7.3. Limited Public Works Project. If the Project's estimated cost is less than $35,000, the City may elect to waive the retainage and payment and performance bonds as required above as evidenced by the initials below. 8. Work Site Conditions. The work performed under this Contract is done at the Contractor's risk and that Contractor is familiar with the conditions present and other contingencies likely to affect the work, and has submitted their quote accordingly. The Contractor will assume the responsibility and risk of all loss or damage to materials or work which may arise prior to completion. The Contractor shall keep the work site in a neat, orderly condition and after completion of the work, the Contractor shall, at its expense, clean up and remove all refuse and unused materials of any kind resulting from the work. 9. General Provisions. 9.1 For the purpose of this Contract, time is of the essence. 9.2 Notice. Notice provided for in this Contract shall be sent by: 9.2.1 Personal service upon the Project Administrators. 9.2.2 Certified mail to the physical address of the parties, or by electronic transmission to the e-mail addresses designated for the parties below. 9.3 The Project Administrator for the purpose of this Contract shall be: 9.3.1 For the City: Dan Dotta, or his/her designee City of Pasco 525 North 3rd Ave Pasco WA 99301 509-543-5759 dottad@pasco-wa.gov Contract - Small Works Roster Page 4 Page 423 of 429 9.3.2 For the Contractor: Jack Lynch, or his/her designee Ray Poland & Sons Inc. PO Box 6772 Kennewick WA 99336 509-586-2158 jack@rpsincgr.com 10. Dispute Resolution. This Contract has been and shall be construed as having been made and entered into and delivered within the State of Washington, and it is agreed by each party hereto that this Agreement shall be governed by the laws of the State of Washington. In the event of a dispute regarding the enforcement, breach, default, or interpretation of this Contract, litigation and venue shall be placed in Franklin County, Washington, and the prevailing party shall be awarded its reasonable attorney fees and costs against the other. 10. Additional Documents. The following additional documents are, and included and incorporated as a part of this Contract:. 10.1 Quotation (Exhibit A). 10.2 Performance and Payment Bond. 10.3 Prevailing Wage Notification (Exhibit B). 10.4. Insurance Certificate. IN WITNESS WHEREOF, the parties have executed by their duly authorized official this Contract in triplicate, each of which being deemed an original on the date first written above. CITY OF PASCO, WASHINGTON Title: CONTRACTOR LICIN Title: City of Pasco Ray Poland & Sons Inv. 525 North 3rd 503 W. Columbia Dr Pasco WA 99301 Kennewick WA 99336 Contract - Small Works Roster Page 5 Page 424 of 429 P.Q. BOX 6772 503 W COLUMBIA DRIVE KENNEWICK, WA 99336 GENERAL CONTRACTOR RAYPOS243JE PROPOSAL Exhibit A WWW-RPSINCGC-COM 1509) 586-215a FAX: (509) 585-0244 PROPOSAL SUBMITTED TO PHONE DATE City of Pasco Aft: Dean Pollick 545-3430 C 528-9262 10/12(16 STREET JOB NAME 525 N. 3rd Avenue Meals on wheels and Senior Center CITY, STATE AND ZIP CODE JOB LOCATION Pasco, WA 99301 1st and Sylvester Architect/Engineer Plan Name and Sheet Numbers Date of Plans N/A N/A We hereby submit specifications and estimates for: Furnishing labor equipment and at rials to build new parking lot. Lump sum 66,130.D0 n� Price includes the follow #was -Inert of existing building. Curb and gutter 4" crushed rock for pavement 2" asphalt pavement All earth work 2" Crushed rock for future parking lot Price does not include landscaping or irrigation repairs t rA-$�-extrad'et-=b-ims . Sidewalk along 1st and Sylvester from 1st to Property line on East side. add to the above Lump sum $ 15,325.00 9����5"''S'�� 14rj0 it Sq les tax - We Propose hereby to furnish material and labor- complete in accordance with above specifications, for the sum of: As outlined above Dollars $ 66 0.00 Payment to be made as follows: 41 Payment on percentage complete basis. II material is guaranteed to be as specified. All work to be completed in a workmanlike manner according to standard practices. Any alteration or deviation form above speifica- tions involving extra costs will be executed only upon written orders, and will become an Authofized Signature Jack Lynch extra charge over and above the estimate. All agreements contingent upon strikes, accidents Note: This proposal may be withdrawn by us or delays beyond our control. Owner to carry fire, tornado and other necessary insurance. if not accepted within 20 Days Our workers are fully covered by Workman's Compensation Insurance. Acceptance of Proposal - The above prices, specifications and conditions are satisfactory and are hereby accepted. You are authorized Signature` to do the work as specified. payment will be made as outlined above. Date of Acceptance: Signature Page 425 of 429 Exhibit A Prevailing Wage Rates This City of Pasco contract requires prevailing wages under chapter 39.12 RCW. Any worker, laborer, or mechanic employed in the performance of any part of the work shall be paid not less than the applicable prevailing rate of wage. The project site is located in Franklin County. The effective date of the prevailing wages on this project is October 12, 2016. Look up the prevailing rates of pay, benefit, and overtime codes from this link: http://www.lni.wa.gov/TradesLicensing/PrevWa eg /WageRates/default.asp For prevailing wage questions, contact the Dept of Labor and Industries at PW I gLni.wa. ov or 360-902-5335. Page 426 of 429 AGENDA REPORT FOR: City Council November 1, 2016 TO: Dave Zabell, City Manager Regular Meeting: 11/7/16 FROM: Rick White, Director Community & Economic Development SUBJECT: Columbia River System Operations EIS - Scoping Meetings I. REFERENCE(S): Proposed request letter for Mayor's signature II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION: I move to approve and authorize the Mayor's signature on the attached letter requesting an EIS Scoping Meeting in the Tri -Cities for the Columbia River System Operations EIS. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: The U.S. Army Corps of Engineers (Corps), the Bureau of Reclamation (Bureau) and the Bonneville Power Administration (BPA) have announced their intent to prepare an environmental impact statement (EIS) on the Columbia River System operations and configurations for the 14 federal projects in the interior Columbia Basin. The EIS will present a range of alternatives for long term operations and evaluate environmental and social impacts on: flood risk management, irrigation, power generation, navigation, fish and wildlife, cultural resources and recreation. The agencies are seeking public comments through a scoping process that provides the opportunity for interested parties to identify issues that could be analyzed in the EIS. Formal scoping meetings are scheduled to occur on various dates at the following locations: Wenatchee, Coulee Dam, Spokane, Walla Walla and Seattle; Priest River, Bonners Ferry, Lewiston, and Boise, Idaho; Kalispell, Libby, and Missoula, Montana; and Page 427 of 429 The Dalles, Portland and Astoria, Oregon. No scoping meetings related to the EIS are scheduled for Pasco, Kennewick or Richland. V. DISCUSSION: Pasco, Kennewick, Richland and West Richland are located in the middle of the confluence of the Yakima, Snake and Columbia Rivers and represent nearly 300,000 people that are directly affected by the Columbia and Snake Rivers System Operations. This area of direct influence is also served by 5 local utilities, 3 port districts and Energy Northwest. This community has experienced lowered reservoir elevations, levy lowering, studies related to dam breaching and flow re -regulations. It is no exaggeration to state that a scoping meeting involving river operations is an obligation the Corps, Bureau and BPA have to the four municipalities and three port districts comprising the Tri -Cities. Staff recommends Council approval and authorization of the Mayor's signature on the attached letter requesting the conduct of a scoping meeting here in the Tri -Cities. Page 428 of 429 November 7, 2016 Brigadier General Scott A. Spellmon U.S. Army Corps of Engineers, Northwest Division P.O. Box 2870 Portland, OR 97208-2870 Subject: Public Scoping Meetings Concerning the Preparation of an EIS on the Columbia River System Operations Dear Brigadier General Spellmon, The U.S. Army Corps of Engineers, U.S. Bureau of Reclamation, and the Bonneville Power Administration have announced their intent to hold public scoping meetings concerning the preparation of an EIS on the Columbia River System Operations. There are public scoping meetings scheduled to take place in 15 cities in the states of Washington, Idaho, and Montana. None of those scoping meetings is scheduled to take place in the cities of Pasco, Kennewick, Richland or West Richland which comprise the Tri -Cities with a population of nearly 300,000 people. The Tri -Cities is one of the most impacted communities on the list of those communities scheduled to take part in a scoping meeting. The City of Pasco certainly feels that the input of 300,000 citizens directly impacted on a daily basis by the Columbia and Snake Rivers is, without question, a valuable component of the EIS public comment process. As you know, Pasco and the rest of the Tri -Cities is centered at the confluence of the Snake, Columbia, and Yakima Rivers. The area's substantial agricultural system, system of barge shipments and flood control are directly dependent on the Columbia and Snake River operation systems. Few regions, if any, host as many potentially affected stakeholders as does Pasco and the rest of the Tri -Cities. The City of Pasco respectfully asks the U.S. Army Corps of Engineers to support this request to conduct an additional public scoping meeting within the Tri -Cities. I look forward to your response and our continued effort to work together on this important matter. Sincerely, Matt Watkins, Mayor, City of Pasco Page 429 of 429