HomeMy WebLinkAbout2017.08.21 Council Meeting PacketRegular Meeting
AGENDA
PASCO CITY COUNCIL
7:00 p.m.
August 21, 2017
Page
1. CALL TO ORDER:
2. ROLL CALL:
(a) Pledge of Allegiance
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 - 9 (a) Approval of Minutes
To approve the Minutes of the Pasco City Council Meeting dated August 7,
2017 and Special Meeting dated August 5, 2017.
10 - 13 (b) *Lodging Tax Advisory Committee Appointments
To confirm reappointment of the following individuals to the Lodging Tax
Advisory Committee:
• Hotel Representatives: Monica Hammerberg (Hampton Inn) and
Allison White (Sleep Inn)
• User Representatives: Colin Hastings (Pasco Chamber of Commerce)
and Hector Cruz (Visit Tri-Cities)
• City Council: Matt Watkins
14 - 16 (c) Bills and Communications
To approve claims in the total amount of $2,914,026.36 ($1,397,993.13 in
Check Nos.217586-217793; $774,386.07 in Electronic Transfer Nos.
816960, 817046, 817049-817054; $56,679.16 in Check Nos. 50822-50899;
$682,923.49 in Electronic Transfer Nos. 30110342-30110858; $2,044.51 in
Electronic Transfer Nos. 392-394).
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
$332,503.39 and, of that amount, authorize $271,269.43 to be turned over
Page 1 of 115
Regular Meeting August 21, 2017
for collection.
17 - 24 (d) Professional Services Agreement Conceptual Design Services for Fire
Station 83 & 84
To approve the Professional Services Agreement with TCA Architects
Planning for determining conceptual design approaches for Fire Stations 83
and 84.
25 - 26 (e) *Accept Work - Pasco Specialty Kitchen Flooring
To approve Resolution No. 3785, accepting the work performed by Great
Floors LLC, for the Pasco Specialty Kitchen Facility Improvements 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 o r
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
27 (b) General Fund Operating Statement
7. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND
RESOLUTIONS RELATING THERETO:
28 - 33 (a) *Street Vacation: A Portion of Octave St & AutoPlex Way (MF# VAC
2017-003)
CONDUCT PUBLIC HEARING
MOTION: I move to continue the hearing for the proposed vacation for a
portion of W. Octave Street and Autoplex Way to 7:00 pm Tuesday,
September 5, 2017.
Page 2 of 115
Regular Meeting August 21, 2017
8. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS:
34 - 106 (a) Acceptance of Staffing for Adequate Fire and Emergency Response
(SAFER) Grant
MOTION: I move to approve Resolution No. 3786, approving the
acceptance of the Staffing for Adequate Fire and Emergency Response
(SAFER) Grant awarded by the US Department of Homeland Security
Federal Emergency Management Agency (FEMA).
9. UNFINISHED BUSINESS:
10. NEW BUSINESS:
107 - 111 (a) *Demolition at 827 S. Elm Street (MF# EXEC 2017-019)
(RC) MOTION: I move to award the demolition bid for 827 S. Elm to M &
M Excavation, LLC, and further, authorize the City Manager to execute the
demolition contract.
112 - 115 (b) Professional Services Agreement with PACE Engineers, Inc. for the
Capital Facility Plan/Engineering Report for the Process Water
Resource Facility (PWRF)
MOTION: I move to approve the Professional Services Agreement with
PACE Engineers, Inc. for design services for the Process Water Resource
Facility Plan and, further, authorize the City Manager to execute the
agreement.
11. MISCELLANEOUS DISCUSSION:
12. EXECUTIVE SESSION:
13. ADJOURNMENT.
(RC) Roll Call Vote Required
* Item not previously discussed
Q Quasi-Judicial Matter
MF# “Master File #....”
REMINDERS:
Page 3 of 115
Regular Meeting August 21, 2017
1. 6:00 p.m., Monday, August 21, Conference Room 1 - LEOFF Disability Board.
(MAYOR WATKINS and COUNCILMEMBER FRANCIK)
2. 5:00 p.m., Tuesday, August 22, TRAC Facility - TRAC Advisory Board Meeting.
(COUNCILMEMBER CHI FLORES and COUNCILMEMBER AL YENNEY)
3. 7:30 a.m., Wednesday, August 23, 7130 W. Grandridge Blvd. - Visit Tri-Cities Board
Meeting. (COUNCILMEMBER CHI FLORES, Rep.; COUNCILMEMBER TOM
LARSEN, Alt.)
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 115
AGENDA REPORT
FOR: City Council August 15, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Daniela Erickson, City Clerk
Administrative & Community Services
SUBJECT: Approval of Minutes
I. REFERENCE(S):
Minutes 08.05.17 and 08.07.17
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve the Minutes of the Pasco City Council Meeting dated August 7, 2017 and
Special Meeting dated August 5, 2017.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 5 of 115
SPECIAL MEETING
MINUTES
PASCO CITY COUNCIL AUGUST 5, 2017
CALL TO ORDER:
The meeting was called to order at 9:00 a.m. by Matt Watkins, Mayor.
ROLL CALL:
Councilmembers present: Chi Flores, Rebecca Francik (arrived at 9:06 a.m.),
Robert Hoffmann, Tom Larsen, Saul Martinez, Matt Watkins and Al Yenney.
Staff present: Dave Zabell, City Manager.
The meeting was opened with the Pledge of Allegiance.
EXECUTIVE SESSION:
Council adjourned to Executive Session at 9:02 a.m. for approximately 2 hours
to discuss the performance of a City employee.
Mayor Watkins called the meeting back to order at 11:30 a.m.
ADJOURNMENT:
There being no further business, the meeting was adjourned at 11:30 a.m.
APPROVED: ATTEST:
Matt Watkins, Mayor Daniela Erickson, City Clerk
PASSED and APPROVED this 21st day of August, 2017
Page 1 of 1 Page 6 of 115
REGULAR MEETING
MINUTES
PASCO CITY COUNCIL AUGUST 7, 2017
CALL TO ORDER:
The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor.
ROLL CALL:
Councilmembers present: Chi Flores, Rebecca Francik, Robert Hoffmann, Tom
Larsen, Saul Martinez, Matt Watkins and Al Yenney.
Staff present: Dave Zabell, City Manager; Leland Kerr, City Attorney; Richard
Terway, Interim Public Works Director; Rick White, Community & Economic
Development Director; Richa Sigdel, Finance Director; Dan Dotta, Interim
Administrative & Community Services Director; Bob Metzger, Police Chief
and Bob Gear, Fire Chief.
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 July 17, 2017.
Bills and Communications
To approve claims in the total amount of $4,948,405.39 ($2,898,235.52 in
Check Nos. 217195-217585; $1,295,931.48 in Electronic Transfer Nos.
816482-816957; $60,646.15 in Check Nos. 50737-50821; $693,463.71 in
Electronic Transfer Nos. 30109817 -30110341; $128.53 in Electronic Transfer
No. 383).
Final Plat: Madison Park, Phase 3 (MF# FP 2017-005)
To approve the Final Plat for Madison Park, Phase 3.
MOTION : Ms. Francik moved to approve the Consent Agenda as read. Mr.
Yenney seconded. Motion carried by unanimous Roll Call vote.
PROCLAMATIONS AND ACKNOWLEDGEMENTS:
Presentation of Proclamation for "National Health Center Week"
Mayor Watkins presented a Proclamation to Martin Valadez, Director of
Business Development and Public Relations, Tri-Cities Community Health,
proclaiming August 13-19, 2017 "National Health Center Week."
Presentation of "Excellence in Engineering Award" for the Best Small
Works Project, Butterfield Intake Improvements Project
Paul Cross, Executive Vice President and Ryan Withers, Project Manager, RH2
Engineering, presented the "Excellence in Engineering Award" for the Best
Small Works Project, Butterfield Intake Improvements Project, to Bill
Maxwell, Water Plant Operator.
Page 1 of 3 Page 7 of 115
REGULAR MEETING
MINUTES
PASCO CITY COUNCIL AUGUST 7, 2017
Yard and Business of the Month Awards
Mayor Watkins presented Certificates of Appreciation for July 2017 "Yard of
the Month" and "Business Appearance of the Month" to:
• Ismael Nava, 635 N. Elm Avenue
• Shirley Dodd, 3321 W. Yakima Street
• Lorin Berry, 5107 Hilltop Drive
• James & Wilma Oeder, 5412 Bakerloo Lane
• Apple Valley Dental, 6525 Burden Blvd.
VISITORS - OTHER THAN AGENDA ITEMS:
Linda Goo, rental property owner, asked for a waiver of the $200.00 repeat
violation fine assessed by the Code Enforcement Board.
Dallas Barnes, 1628 W. Marie St., also addressed Council concerning the
mandatory $200.00 repeat violation fine.
Thomas Granbois, Code Enforcement Board Member, referred Council to the
August 3rd Code Enforcement Board meeting, where 2 cases were given
flexible options for resolving their violation issues.
Council agreed to review the Municipal Codes pertaining to Code Enforcement
violations in the near future.
ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS:
Rezone: Port of Pasco Rezone from RS-1 to I-1 (MF# Z 2017-002)
Council and staff discussed the details of the proposed rezone.
MOTION : Ms. Francik moved to adopt Ordinance No. 4352, rezoning parcels
#s 119222029, 119222010 and 119232152 from RS -1 (Suburban) to I-1 (Light
Industrial), and further, authorize publication by summary only. Mr. Yenney
seconded. Motion carried unanimously.
Special Permit: Location of a Head Start Early Learning Center (MF# SP
2017-010)
Mr. White explained the details of the proposed special permit.
MOTION : Ms. Francik moved to approve Resolution No. 3784, approving a
special permit for the location of a Head Start Early Learning Center in a C -1
zoning district at 6215 Burden Boulevard, as recommended by the Planning
Commission. Mr. Yenney seconded. Motion carried unanimously.
MISCELLANEOUS DISCUSSION:
Mr. Yenney noted Code Enforcement issues are complaint driven, which could
lead to inequitable violations. He also reported the Kiwanis served 700 hot dogs
during the National Night Out event at Memorial Park.
Mr. Zabell updated Council on the following:
• National Night Out participation
• Farmers Market sound system is installed; misters are being installed
this week
Page 2 of 3 Page 8 of 115
REGULAR MEETING
MINUTES
PASCO CITY COUNCIL AUGUST 7, 2017
• 176 diseased trees have been removed; staff is currently removing
stumps and is planning on planting replacement trees in the fall, with an
estimated total cost of $40,000.
Mr. Hoffmann noted the Police Department has 40,000 social media followers.
Ms. Francik inquired if the City's insurance would cover the cost of the
diseased trees
EXECUTIVE SESSION:
Council adjourned to Executive Session at 8:04 p.m. for approximately 30
minutes to consider acquisition of real estate and discuss litigation or potential
litigation with the City Manager and the City Attorney.
Mayor Watkins called the meeting back to order at 8:31 p.m.
ADJOURNMENT:
There being no further business, the meeting was adjourned at 8:31 p.m.
APPROVED: ATTEST:
Matt Watkins, Mayor Daniela Erickson, City Clerk
PASSED and APPROVED this 21st day of August, 2017
Page 3 of 3 Page 9 of 115
AGENDA REPORT
FOR: City Council August 9, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Stan Strebel, Deputy City Manager
Executive
SUBJECT: Lodging Tax Advisory Committee Appointments
I. REFERENCE(S):
Resolution No. 2314
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to confirm reappointment of the following individuals to the
Lodging Tax Advisory Committee:
• Hotel Representatives: Monica Hammerberg (Hampton Inn) and Allison White
(Sleep Inn)
• User Representatives: Colin Hastings (Pasco Chamber of Commerce) and
Hector Cruz (Visit Tri-Cities)
• City Council: Matt Watkins
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
The Lodging Tax Advisory Committee (LTAC) was established under Resolution No.
2314 in June 1997 to comply with state requirements relating to the use of the City's
lodging tax ("hotel/motel tax"). The purpose of the committee is to advise the City
Council on use of lodging tax each year. State law requires that the membership of t he
LTAC be reviewed annually by the City Council.
V. DISCUSSION:
The LTAC will meet on September 26 to consider requests and make
recommendations for use of the 2017 tax proceeds. It makes sense for members of the
committee to be aware of their appointments, well in advance of the annual meeting of
LTAC, so that they may be mindful of resources and the uses and potential use of the
funding in advance of the need to make recommendations.
Page 10 of 115
Staff requests Council concurrence in the reappointment of the LTAC members.
Page 11 of 115
RESOLUTION NO.~ fJ.j
A RESOLUTION establishing a Lodging Tax Advisory Committee.
WHEREAS, the City of Pasco currently levies a lodging tax pursuant to
Chapter 67.28 RCW; and
WHEREAS, the State Legislature has enacted Substitute Senate Bill (SSB)
5867, enacted as Chapter 452, Laws of 1997, which modifies or repeals certain
previous lodging tax authority and adds new lodging tax authority; and
WHEREAS, SSB 5867 requires any new imposition of a lodging tax enacted
dunder Chapter 67.28 RCW in a city with a population over 5,000, be first submitted for
consideration to a lodging tax advisory committee not less than 45 days in advance of
final action on a lodging tax by the city; and
WHEREAS, Senate Bill 5867 replaces the current lodging tax authority with a
new statutory scheme effective July 27, 1997; and
WHEREAS, the City of Pasco relies on the receipts of the current lodging tax to
fulfill its contractual obligation to Franklin County for its share of the debt and
operating expenses associated with the TRAC facility, as well as the bonds issued to
finance construction of the professional baseball stadium in Pasco; and
WHEREAS, to ensure continued authorization for the imposition of the lodging
tax within the City of Pasco, it is deemed to be in the best interest of the city that a
lodging tax advisory committee be created immediately and that a proposal be
submitted to this committee regarding continuation of a lodging tax;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, DO RESOLVE AS FOLLOWS:
Section 1. There is hereby created a City of Pasco Lodging Tax Advisory
Committee to serve the functions prescribed in Senate Bill 5867, which was enacted as
Chapter 452, Laws of 1997.
Section 2. The membership of the lodging tax advisory committee shall
consist of five persons appointed by the City Council. One member shall be an elected
official of the city, who shall serve as chair. Two members shall be representatives of
businesses required to collect the tax and two members shall be persons involved in
activities authorized to be funded from revenue received from the tax. The City
Council will review the membership on an annual basis and make changes as
appropriate. Any appointments to the committee shall be made by the City Council.
Section 3. The following persons are hereby appointed to initially serve as
members of the lodging tax advisory committee:
(A) Elected Official: Councilman Mike Garrison.
(B) Businesses required 1D collect the lodging tax shall be represented by:
(1) Alan Paty, General Manager, Doubletree Hotel.
(2) Dorothy Hildebrant, Manager, Goal Post Motel.
Page 12 of 115
(C) Persons involved in activities authori7ro ro use proceeds rl the lodging tax
shall be represented by:
(1) Dorothy Schoeppach, Executive Director, Pasco Chamber of
Commerce.
(2) Rosemary Doupe, Executive Director, Pasco Downtown Development
Association.
Section 4. In accordance with SSB 5867, the City Council shall submit to the
lodging tax advisory committee, for its review and comment, proposals on the
imposition of any tax authorized under SSB 5867; any increase in the rate of such a
tax; repeal of any exemption from such a tax; or a change in the use of the revenue
received from such a tax. Comments by the committee should include an analysis of
the extent to which the proposal will accommodate activities for tourists or increase
tourism and the extent to which the proposal will affect the long-range stability of the
special fund created for the lodging tax revenues.
Section 5. In accordance with Section 4 of this Resolution, the City Council
hereby submits to the lodging tax advisory committee the following proposal for its
immediate review and comment:
To ensure the continued levy of the lodging tax as
authorized by Chapter 67.28 RCW, the city should re-
enact an Ordinance levying a special excise tax on the
sale or charge made for furnishing of lodging that is
subject to tax under Chapter 82.08 RCW.
Section 6. In order to take all steps necessary or indicated by SSB 5867 with
regard to re-enactment of lodging taxes levied by the city, the lodging tax advisory
committee is hereby requested to conduct its first meeting not later than June 30, 1997,
and to report back to the City Council its comments with respect to the tax proposal set
forth in Section 5 of this Resolution no later than July 19, 1997.
Section 7. This Resolution shall take effect immediately upon passage.
PASSED by the City Council of the City of Pasco at a regular meeting this 16th
day of June, 1997.
A TrEST:
~~
Catherine D. Seaman, Deputy City Clerk
~TO FORM:
"-~~
-Leland B. Kerr, City Attorney
Resolution establishing a Lodging Tax Advisory Committee -Page 2
Page 13 of 115
AGENDA REPORT
FOR: City Council August 18, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Richa Sigdel, Director
Finance
SUBJECT: Bills and Communications
I. REFERENCE(S):
Accounts Payable 08.21.17
Bad Debt Write-off/Collection 07.31.17
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve claims in the total amount of $2,914,026.36 ($1,397,993.13 in Check
Nos.217586-217793; $774,386.07 in Electronic Transfer Nos. 816960, 817046,
817049-817054; $56,679.16 in Check Nos. 50822-50899; $682,923.49 in Electronic
Transfer Nos. 30110342-30110858; $2,044.51 in Electronic Transfer Nos. 392-394).
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 $332,503.39 and, of that amount,
authorize $271,269.43 to be turned over for collection.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 14 of 115
August 21, 2017
Claims Bank Payroll Bank Gen'l Bank Electronic Bank Combined
Check Numbers 217586-217793 50822-50899
Total Check Amount $1,397,993.13 $56,679.16 Total Checks 1,454,672.29$
Electronic Transfer Numbers 816960 30110342-30110858 392-394
817046
817049-817054
Total EFT Amount $774,386.07 $682,923.49 $2,044.51 $0.00 Total EFTs 1,459,354.07$
Grand Total 2,914,026.36$
Councilmember
291,000.53
44,659.90
0.00
0.00
3,777.32
1,242.31
0.00
2,634.89
50,779.89
957.75
1,260.00
210,293.66
2,083.22
2,272.58
280,980.00
1,433.29
33,615.80
0.00
11,716.74
0.00
0.00
61,039.00
264.65
0.00
189,007.78
291,854.76
36,271.99
8,032.17
0.00
0.00
131,898.68
16,140.00
1,124.68
1,239,684.77
GRAND TOTAL ALL FUNDS:2,914,026.36$
The City Council
C I T Y O F P A S C O
Council Meeting of:
Accounts Payable Approved
STREET OVERLAY
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
21st day of August, 2017 that the merchandise or services hereinafter specified have been received and are approved for payment:
Councilmember
SUMMARY OF CLAIMS BY FUND:
GENERAL FUND
STREET
ARTERIAL STREET
RIVERSHORE TRAIL & MARINA MAIN
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
EQUIPMENT RENTAL - OPERATING BUSINESS
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 - REPLACEMENT GOVERNMENTAL
EQUIPMENT RENTAL - REPLACEMENT BUSINESS
MEDICAL/DENTAL INSURANCE
OLD FIRE OPEB
FLEX
PAYROLL CLEARING
Page 15 of 115
BAD DEBT WRITE-OFF/COLLECTION
July 1-July 31, 2017
1. UTILITY BILLING - These are all inactive accounts, 60 days or older. Direct write-off are
under $10 with no current forwarding address, or are accounts in "occupant" status. Accounts
submitted for collection exceed $10.00.
2. AMBULANCE - These are all delinquent accounts over 90 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00. Direct
write off including DSHS and Medicare customers; the law requires that the City accept
assignment in these cases.
3. COURT ACCOUNTS RECEIVABLE - These are all delinquent non-criminal and criminal
fines, and parking violations over 30 days past due.
4. CODE ENFORCEMENT – LIENS - These are Code Enforcement violation penalties which
are either un-collectable or have been assigned for collections because the property owner has
not complied or paid the fine. There are still liens in place on these amounts which will
continue to be in effect until the property is brought into compliance and the debt associated
with these liens are paid.
5. CEMETERY - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
6. GENERAL - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
7. MISCELLANEOUS - These are delinquent accounts over 120 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00.
Direct
Write-off
Referred to
Collection
Total
Write-off
Utility Billing $ .00 .00 .00
Ambulance $ 61,233.96 11,701.44 72,935.40
Court A/R $ .00 252,294.99 252,294.99
Code Enforcement $ .00 6,888.00 6,888.00
Cemetery $ .00 .00 .00
General $ .00 385.00 385.00
Miscellaneous $ .00 .00 .00
TOTAL: $ 61,233.96 271,269.43 332,503.39
Page 16 of 115
AGENDA REPORT
FOR: City Council August 16, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Stan Strebel, Deputy City Manager
Executive
SUBJECT: Professional Services Agreement Conceptual Design Services for Fire Station
83 & 84
I. REFERENCE(S):
Proposed Agreement
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve the Professional Services Agreement with TCA
Architects Planning for determining conceptual design approaches for Fire Stations 83
and 84.
III. FISCAL IMPACT:
$63,714; included in 2017 budget
IV. HISTORY AND FACTS BRIEF:
Council recently approved the Fire Department Stretegic Plan which includes goals for
the construction of a new Station 84 and the relocation of Station 83 to improve overall
emergency response times and better serve the growing community.
When the City first acquired the Road 48 Fire Station from Fire District No. 3, as part
of the 2015 annexation, the City secured the services of TCA Architects Planning to
help evaluate the feasibility of using the acquired property for Station 84. TCA is well
qualified to continue the process of determining conceptual design approaches for both
stations.
While properties have not yet been secured for the anticipated futur e station, the
conceptual design process can proceed through most of the Phase 1 services and will
provide information that should be of value in ultimate site selection/configuration.
V. DISCUSSION:
Page 17 of 115
As the budget includes the necessary funding and it will be advantageous for the City
to commence the work at this time, staff recommends approval of the agreement.
Page 18 of 115
Professional Services Agreement
(Summary Sheet)
Project: Station 83 (Road 68) and Station 84 (Road 48) Conceptual Design Project
Consultant: TCA Architecture Planning
Address: 6211 Roosevelt Way, NE, Seattle, WA 98115
Scope of Services: Please see attached Exhibit A and B.
Term: 120 Days Completion Date:
Payments to Consultant:
☐ Hourly Rate: $
☐ Fixed Sum of: $63,714.00
☐ Other:
Insurance to be Provided:
1. Commercial General Liability:
☐ $1,000,000 each occurrence;
☐ $2,000,000 general aggregate; or
☒ $1,000,000 each occurrence; and $2,000,000 general aggregate
2. Professional Liability:
☐ $1,000,000 per claim;
☐ $1,000,000 policy aggregate limit; or
☒ $1,000,000 per claim; and $2,000,000 per policy aggregate limit
Other Information:
Signature by:
☐ Mayor
☒ City Manager
Page 19 of 115
CITY OF PASCO
Station 83 (Road 68) & Station 84 (Road 48) Conceptual Design
Exh ibit A
Approximate assumed stabon s1zes for fee calculation
Station 83
l)tation 84
Fee Breakdown by Phase
Schematic Design
Design Development
Construction Documents
Bidding
Construction Admin istration
PHASE 1 SERVICES
Task 1 Conceptual Design Station 83 & 84
l!-ltHI81T
Conceptual Design/Programming (5) meetings-see exhibit A for scope description
•assumes programming and conceptual design can be done concurrently
Civil Engineering Station 83
Civil Engineering Station 84
Conduct site visit to assess and document existing conditions
Meet and coordinate with TCA, City of Pasco, utilities regarding site development
Research site zoning and utility availability for location
Develop civil engineering narrative
Develop conceptual/preliminary storm drainage design for unit cost estimation
Prepare conceptual site layout plans and submit for review and comment
Revise and finalize conceptual site layout plans based on City of Pasco feedback
Conceptual Design Estimate Station 83
Conceptual Design Estimate Station 84
Divisions 1-14, 31 -33
Divisions 21-23, 26-2 8
Consultant Mark-up 15 %-Management & Handling Fee
Reimbursable Expense Allowance
Total Phase 1
PHASE 2-BASE DESIGN SERVICES
Schematic Design
Station 84-see exhibit A for scope description
Station 84-see exhibit A for scope description
Civil Engineering Station 83
C ivil Engineering Station 84
Meet and coordinate with TCA, City of Pasco, utilities regarding schematic design
%
18
20
31
2
29
Develop schematic site grading and storm drainage designs per Storm water Manual and City requirements
Develop schematic civil site plan based on Phase 1 and City feedback
Prepare SEPA checklist for submittal to the City Planning Department
Prepare CUP Application
Schematic Design Estimate Station 83
Schematic Design Estimate Station 84
Divisions 1-14, 31 -33
Divisions 21-23, 26-28
Consultant Mark-up 15%-Management & Handling Fee
Reimbursable Expense Allowance
Total Phase 2
Consultants by City
Survey
Geotechnical Engineering
Phase 1 Environmental Survey
Ground Penetrating Radar
General Assumptions
Assumes a design I bid I build process
Assumes a single bid phase
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
7-9,000 SF
11 -13,000 SF
N/A
N/A
N/A
N/A
Fee
34,500
3,400
3,400
7,125
8,000
3,289
4 ,000
63,714
Fee
38,880
58,320
3,700
3,700
8,000
9,000
3,660
5,000
130,260
Page 20 of 115
CITY OF PASCO
Station 83 (Road 68) & Station 84 (Road 48) Conceptual Design
Exhibit B arc h i t ectur e • pla n n i ng
PHASE 1
TASK 1 Conceptual Design
Services in this phase include:
Services to develop a detailed facility program, obtain and analyze site information, develop conceptual site and floor
plan diagrams, prepare a cost estimate and project budget.
• Provide project administration (project management, meeting coordination, consultant coordination,
client correspondence, meeting minutes).
• Program questionnaire development and distribution.
• Administer a project kick-off meeting to id entify and review project goals, schedule, and potential risks.
Programming questionnaire review.
• Refine project schedule, inclusion plan and risk framework from project kick-off meeting.
• Work with the City to coordinate on-site investigations. (see below for responsibility)
• Programming meeting-space needs and diagram review, space criteria, space adjacency discusions.
• Update program diagrams and adjacencies.
• Final programming meeting.
• Research project zoning ordinances and building code.
• Develop civil engineering narrative.
• Verify preliminary code information with City.
• Develop site relationship diagrams and massing studies.
• Develop conceptual civil engineering concept.
• Presentation to stakeholders.
• Refinement of site design concept, conceptual plan and massing studies.
• Work with cost estimator to develop ROM construction costs and project budget.
• Update project schedu le based on conceptual design findings.
• Present conceptual design documents and cost estimate to the City for review and comment.
• Finalize conceptual design documents and cost estimate.
Deliverables TCA City
Survey X
Geotechnical report City X
Phase 1 Environmental Survey X
Ground Penetrating Radar Survey X
Abatement Survey NA
Risk Analys is Tracking Fram ework X
Facility Program X
Zoning & Code Complia nce Review w/ City X
Project Schedule X
Conceptua l Design X
Project Budget X
Page 21 of 115
PHASE 2
TASK 1 Schematic Design -13% of Basic Service Fee
Services in this phase include:
Services to prepare drawings and documents further developing the conceptual design, scale and relationship of project
for approval by the City.
• Provide project administration (project management, meetings, consultant coordination, client
• Work with the City to coordinate additional on-site investigations, studies, reports, and/or update as
nece ssary.
• From the conceptual plan develop schematic design drawings in corporating comments into developed
floor plans, elevations, site plan, and electronic massing model. Submit design drawings to City for
review and comment.
• Develop furnishings and equipment list for incorporation into construction documents as Owner or
Contractor supplied .
• Adjust sc hematic desi gn as required to meet City needs.
• Refine outline specifications desc ribing general types of construction materials, HVAC systems and
electrical requirements.
• Review and develop documents as required for a conditional use/variance submittal (if required)
• Further research of zoning ordinances and building code for project conformance.
• Obtain preliminary code review of project from the City.
• Work with cost estimator to develop updated construction costs.
• Pre se nt drawings to neighborhood (if required).
• Present 30 % design documents, including specifi cat ions and cost estimates to the City for review and
comment.
• Update project schedul e.
• Obtain approval from the City to proceed to the next task.
TASK 2 Design Development-20% of Basic Service Fee (Future)
Services in this phase include :
Services to prepare drawings, specifications and other documents to fix and describe the size and character of the entire
project, including site and building systems, materials and elements.
• Provide project administration (project management, meetings, consultant coordination, client
correspondence).
• Work with Civil Engineer, GeoTech, Traffic Engineer (if required), Surveyor, and Landscap e Architect to
prepare the Conditional Use Permit/Variance and site plan submission.
• Design development of site improvements and building as necessary to define the functional layout
and meet the City design goa ls.
• Develop 24 x 36 design drawings including plans, elevations, sections, wall sections, interior elevations,
si te plan, site utilities, grading plan, drainage plan, paving plan and landscape plans in conjunction with
the other disciplines.
• Update specifications and expand detail.
• Work with the City to review Owner Contractor Agreement and General Conditions of the Contract.
• Work with estimator to develop an updated construction co st and project estimate. Estimate to include
but not be limited to construction costs, professional fees, f urnishings, permit, special inspections, and
escalation .
Page 22 of 115
•
•
•
•
Submit 60% documents to the City for review and comment .
Obtain approval from the City to proceed to next task .
Update project sc hedule .
Digital copy of final task deliverable shall be provided .
TASK 3 Construction Documents-36% of Basic Service Fee (Future)
Services in this phase include:
Services to prepare drawings, specifications and other documents setting forth in detail the requirements for permit
ap prova l, bidding and construction of the project.
• Provide project administration (project management, meetings, cons ultant coordination, client
correspondence).
• Finalize construction documents.
• Finalize technica l specifications.
• Submit 95% documents to the City for review and comment.
• Coordinate construction documents and specifications with project team.
• Coordinate project team as necessary to obtain permit approvals.
• Work with estima tor to update proj ect estimate to bidding level accuracy.
• Project budget update.
• Preparation of Project Manual.
• Submit construction documents for permit.
• Respond as necessary to plan check comments.
• Upd ate project schedule.
• Digital copy of fina l task deliverable shall be provided.
TASK 4 Bidding and Negotiation-2% of Basic Service Fee (Future)
Services in this phase include:
Services to assist the City in issui ng bid documents.
• Work with City coordinating the advertise ment for bid s.
• Coordinate reproduction and delivery of bid documents for bidding with print shop.
• Attend pre-b id confer ence (as required).
• Respond to and clarify bidder questi on s by addendum.
• Eva lu ate bids and recommend lowest responsible bidder to the City.
TASK 5 Construction Administration & Closeout-29% of Basic Service Fee (Future)
Services in this phase include:
Services to administer the construction contract as se t forth in the genera l cond itions of the contract for construction.
• Participate in pre-con struction meeting.
• Attendance at bi-monthly site meetings during construction for the purpose of coordination and
observing gener al conformance to the design intent.
• Proces s Supp lementary Instructions, Proposal Reque sts, Change Orders, Change Directives and
coordinate issue resolution during the construction phase.
• Respond to contractor questions during construction (Request for Information-RFis).
• Coordinate consu ltants to add ress questions during construction.
• Review submittals and shop drawings.
• Rev iew and process monthly certificates for payment in co njun ctio n with the City.
Page 23 of 115
• Provide pre-final in spection and punchlist.
• Facilitation of Operation and Maintenance Manuals, warranties and guarantees.
• Issue a Certificate of Substantial Completion.
• Provide Final Inspection (Base contract includes two reviews).
• Time of constru ction administration assumes from Notice to Proceed to 60 days past substantia l
completion. Work beyond this time period shall be billed as an additional service .
Page 24 of 115
AGENDA REPORT
FOR: City Council August 15, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Dan Dotta, Interim Director
Administrative & Community Services
SUBJECT: Accept Work - Pasco Specialty Kitchen Flooring
I. REFERENCE(S):
Proposed Resolution
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION : I move to approve Resolution No. _________, accepting the work
performed by Great Floors LLC, for the Pasco Specialty Kitchen Facility
Improvements Project.
III. FISCAL IMPACT:
$76,673.43, including sales tax - CDBG Funds
IV. HISTORY AND FACTS BRIEF:
On March 20, 2017, Council awarded the Pasco Specialty Kitchen Flooring Project to
Great Floors LLC, in the amount of $70,601.67 excluding sales tax.
V. DISCUSSION:
The work has now been completed, on budget, with a total cost of $76,673.43
including sales tax. Staff recommends acceptance of the work.
Page 25 of 115
RESOLUTION NO. _______
A RESOLUTION ACCEPTING THE WORK PERFORMED BY GREAT FLOORS
LLC, FOR THE PASCO SPECIALTY KITCHEN FACILITY IMPROVEMENTS
PROJECT.
WHEREAS, the work performed by Great Floors LLC, for the Specialty Kitchen
Flooring project has been examined by Administrative & Community Services and has been
found to be in apparent compliance with the applicable project specifications, and
WHEREAS, it is Administrative & Community Services recommendation that the City
of Pasco formally accept the contractor’s work and the project as complete; NOW,
THEREFORE,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, that the
City Council concurs with Administrative & Community Services recommendation and thereby
accepts the work performed by Great Floors LLC for the Specialty Kitchen Flooring project, as
being completed in apparent conformance with the project specifications and,
BE IT FURTHER RESOLVED, that the City Clerk is hereby directed to notify the
Washington State Department of Revenue of this acceptance, and
BE IT FURTHER RESOLVED, that the final payment of retainage being withheld
pursuant to applicable laws, regulations and administrative determination shall be released upon
satisfaction of same and verification thereof by Administrative & Community Services and
Finance Director.
PASSED by the City Council of the City of Pasco this 21st day of August, 2017.
_____________________________
Matt Watkins
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ __________________________
Daniela Erickson Leland B. Kerr
City Clerk City Attorney
Page 26 of 115
APPROVED YTD % OF ADOPTED YTD % OF
2016 2016 ANNUAL 2017 2017 ANNUAL
BUDGET ACTUAL BUDGET BUDGET ACTUAL BUDGET
REVENUE SOURCES:
TAXES:
PROPERTY 7,655,000$ 4,280,223$ 55.9%7,825,655$ 4,566,912$ 58.4%
SALES 11,530,000 6,740,475 58.5%12,475,000 7,342,563 58.9%
PUBLIC SAFETY 1,365,000 795,957 58.3%1,400,000 830,699 59.3%
UTILITY 8,845,000 5,212,643 58.9%9,092,000 5,319,924 58.5%
OTHER 1,138,000 823,530 72.4%1,204,000 822,673 68.3%
LICENSES & PERMITS 1,738,400 1,313,792 75.6%1,921,964 1,536,843 80.0%
INTERGOV'T REVENUE 2,122,148 1,450,413 68.3%2,178,737 1,500,973 68.9%
CHARGES FOR SERVICES 6,457,614 3,726,197 57.7%6,523,656 3,717,138 57.0%
FINES & FORFEITS 876,600 430,422 49.1%872,100 456,338 52.3%
MISC. REVENUE 454,340 318,995 70.2%498,260 313,554 62.9%
DEBT AND TRANSFERS IN 2,278,000 83,419 3.7%493,000 412,588 83.7%
TOTAL REVENUES 44,460,102 25,176,066 56.6%44,484,372 26,820,206 60.3%
BEGINNING FUND BALANCE 17,289,115 17,289,115 14,633,214 14,633,214
TOTAL SOURCES 61,749,217$ 42,465,181$ 68.8%59,117,586$ 41,453,420$ 70.1%
EXPENDITURES:
CITY COUNCIL 114,323$ 60,930$ 53.3%111,975$ 62,639$ 55.9%
MUNICIPAL COURT 1,607,000 861,589 53.6%1,467,115 776,768 52.9%
CITY MANAGER 1,447,608 834,813 57.7%1,556,349 973,744 62.6%
POLICE 14,496,650 7,667,387 52.9%15,397,618 8,666,901 56.3%
FIRE 5,602,747 3,318,977 59.2%7,110,961 4,160,412 58.5%
ADMIN & COMMUNITY SVCS 8,411,191 4,837,058 57.5%9,076,593 5,325,588 58.7%
COMMUNITY DEVELOPMENT 1,507,525 818,027 54.3%1,619,376 994,172 61.4%
ENGINEERING 1,765,221 1,031,586 58.4%1,798,269 923,094 51.3%
LIBRARY 1,305,200 850,971 65.2%1,330,220 889,693 66.9%
NON-DEPARTMENTAL 2,648,832 1,446,972 54.6%2,206,797 1,152,274 52.2%
DEBT AND TRANSFERS OUT 7,752,675 3,103,574 40.0%2,647,400 634,633 24.0%
TOTAL EXPENDITURES 46,658,972 24,831,884 53.2%44,322,673 24,559,918 55.4%
ENDING FUND BALANCE 15,090,245 17,633,297 14,794,913 16,893,502
TOTAL EXPEND & END FUND BAL 61,749,217$ 42,465,181$ 59,117,586$ 41,453,420$
UNRESTRICTED CASH AND
INVESTMENTS:10,552,200$ 13,222,043$
EXPECTED PERCENTAGE OF REVENUES AND EXPENDITURE, FOR 7 MONTHS 58%58%
These statements are intended for Management use only.
GENERAL FUND OPERATING STATEMENT
THROUGH JULY 2017
Page 27 of 115
AGENDA REPORT
FOR: City Council August 14, 2017
TO: Dave Zabell, City Manager
Rick White, Director
Community & Economic Development
Regular Meeting: 8/21/17
FROM: Dave McDonald, City Planner
Community & Economic Development
SUBJECT: Street Vacation: A Portion of Octave St & AutoPlex Way (MF# VAC 2017-
003)
I. REFERENCE(S):
Overview Map
Vicinity Map
Vacation Proposal Map
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
CONDUCT PUBLIC HEARING
MOTION: I move to continue the hearing for the proposed vacation for a portion of
W. Octave Street and Autoplex Way to 7:00 pm Tuesday, September 5, 2017.
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
The owners of Corwin Ford petitioned for the vacation of a portion of W. Octave Street
and Autoplex Way adjacent to the Ford dealership in the Pasco Autoplex. The Council
previously set August 21, 2017 as the date to hold a public hearing to consider the
proposed vacation.
As a result of the public notification for the hearing an impacted party has requested
the hearing be continued to allow for two weeks of additional time for surrounding
property owners to study the issue and prepare comments either for or against the
proposed vacation.
Page 28 of 115
V. DISCUSSION:
The sections of right-of-way in question were established in 1973 with the Plat of Auto
Park that became the Pasco Autoplex in 1976. The streets within the Autoplex were
built as the result of an LID.
Corwin Ford now owns most of the old Russ Dean RV properties on either side of W.
Octave Street. Corwin Ford plans to place cul de sacs where their property starts on
both Autoplex Way and W. Octave and turn the right-of-way in between the two cul de
sacs to a parking lot.
Under the provisions of (PMC 12.40), individuals requesting street vacations may be
required to compensate the City for publicly owned right-of-way being vacated. The
City Council may waive compensation in whole or in part if one or more of the
following conditions apply:
1. The vacation is initiated by the City Council by Resolution;
2. The vacation is at the request of the City;
3. The right-of-way to be vacated was previously determined by the City Council
as non-essential to public traffic circulation;
4. The grant of substitute public right-of-way which has a value as a right-of-way
at least equal to that right-of-way to be vacated; and
5. The resulting benefit to the community of the project requiring the vacation
outweighs the appraised value of the right-of-way to be vacated.
Most street vacations in Pasco involve undeveloped right-of-way or the margins of the
right-of-way that are also often undeveloped. This request involves fully developed
streets that the City played a major role in constructing for the LID process. Although
Corwin Ford has been making significant improvements to the Dealership over the past
few years staff is unaware of any major improvements related directly to the proposed
street vacation other than the creation of a parking lot. There will be no grant of
substitute right-of-way to replace what is proposed to be turned into a parking lot.
When reviewing street vacations one of the criteria the Council is to consider is the
effect the vacation will have on traffic accessibility and traffic circulation within the
immediate area as well as the City in general. The Council is also to determine what
adverse impacts the vacation may have or whether or not it will serve a public purpose.
In this particular case staff has concerns about limiting public access in and through the
Autoplex and access for emergency services. The Fire Department is particularly
concerned about responding to a fire or other emergency in an area with high hazard
buildings with the lack of public streets providing direct access to the abutting
property.
The other complicating issue for the proposed vacation is the proposed streets have not
Page 29 of 115
been determined to be non-essential and the petitioner should be required to
compensate the public for the loss of the right-of-way. To determine the correct
compensation the petitioner must pay for the cost of an appraisal of the right-of-way
and submit a professional survey describing the right-of-way to be vacated (PMC
12.40.100 and PMC 12.40.110).
Page 30 of 115
Item: Street ROW VacationApplicant: Corwin FordFile #: VAC 2017-003 OverviewMapSITEPage 31 of 115
Item: Street ROW VacationApplicant: Corwin FordFile #: VAC 2017-003VicinityMapSITE60'278.3'60'438.1'Page 32 of 115
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AGENDA REPORT
FOR: City Council August 16, 2017
TO: Dave Zabell, City Manager Regular Meeting: 8/21/17
FROM: Bob Gear, Fire Chief
Fire Department
SUBJECT: Acceptance of Staffing for Adequate Fire and Emergency Response (SAFER)
Grant
I. REFERENCE(S):
Resolution 3711 - 2016-2017 City Council Goals - Section 1(III) Regarding
Community Safety
Pasco Fire Department Strategic Plan
Resolution with attached SAFER Grant Agreement Articles
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS :
MOTION: I move to approve Resolution No. _____ approving the acceptance of the
Staffing for Adequate Fire and Emergency Response (SAFER) Grant awarded by the
US Department of Homeland Security Federal Emergency Management Agency
(FEMA).
III. FISCAL IMPACT:
The City's share for match is estimated to be $681,237 over the three -year period.
First 12-mo
Period
Second 12-mo
Period
Third 12-mo
Period
TOTAL
Personnel Cost $592,380 $592,380 $592,380 $1,777,140
Total Federal
Share
$444,285 $444,285 $207,333 $1,095,903
Total City Share
(General Fund)
$148,095 $148,095 $385,047 $681,237
IV. HISTORY AND FACTS BRIEF:
The 2016-2017 adopted City Council Goals included a goal to "preserve past
improvements and promote future gains in community safety." The sub-goals included
to work to maintain/achieve target fire response times and to focus on a long-term goal
Page 34 of 115
of improving the Washington State Ratings Bureau (WSRB) community rating to Class
4.
The area in the City commonly referred to as the Riverview neighborhood has
consistently had response times that exceed the City Council adopted 90% time of 6
minutes. In addition, the WSRB and statistical data have identified the Riverview area
as needing increased fire protection services.
In order to meet City Council response time goals, we have acquired a fire station in
the Riverview area using a former County Fire District facility and residential house
combination. However, funding provided to staff this station (Station 84) was limite d
to a two-person team operating a medic unit. While not optimal, this measure will
greatly improve medical response times to the Riverview area.
With the City Manager's approval, the Fire Department applied for federal funding
assistance through a competitive grant through the Staffing for Adequate Fire and
Emergency Response (SAFER) Program. The grant proposal requested the additional
personnel necessary to staff the station with four people, allowing for operation of a
fire engine and an ambulance. This will significantly improve response times to the
area, reduce overlapping call percentages and provide credit from the WSRB for a
staffed fire unit; essentially, taking a major step towards meeting these major City
Council goals.
The grant will provide 75% of the personnel costs in years one and two, and 35% of
the personnel costs in year three. After the third year, the full personnel costs would be
funded between the ambulance utility and the general fund or through staffing
adjustments, or a combinat ion thereof.
While the local match amount is significant, particularly for the third year (2020), the
City's investment leverages a much greater grant amount. The SAFER Grant award, if
accepted, represents a unique opportunity to greatly accelerate progr ess on two major
Council goals related to safety. This opportunity benefits all of Pasco with faster
response times. It will also contribute to the progress towards an improved community
fire rating and allows the City to do so at less than 40% of the cost of moving forward
without any financial assistance. Further, the three -year program would allow the City
to explore long-term sustainability and make the needed adjustments to assure
sustainability.
V. DISCUSSION:
This item was discussed at the August 14, 2017 Council Workshop. Staff recommends
moving forward to approval the Resolution and accept the awarded SAFER Grant in
the amount of $1,095,903.
Page 35 of 115
RESOLUTION NO. 3711
A RESOLUTION establishing primary goals of the City of Pasco for the
ensuing calendar years 2016-2017.
WHEREAS, the City of Pasco organization desires to focus the allocation of its
resources toward primary goals selected to fulfill the vision of Pasco's future, as held by its
elected representatives; and
WHEREAS, the City Council conducted Community Forums on February 10, 17 and 26
to elicit the concerns of residents about the present condition of the City, as well as thoughts and
suggestions for Pasco's future; and
WHEREAS, the City Council considered goal statements from its local partner
governmental organizations and results from the 2015 National Citizens Survey; and
WHEREAS, the City managerial staff has shared with the City Council its concerns for
the present as well as visions for the future of the Pasco community; and
WHEREAS, the City Council conducted a goal setting retreat on Saturday, March 19,
2016 to discuss all the various concerns for the present as well as visions for the future;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, DO RESOLVE AS FOLLOWS:
Section 1. That the following goals shall be considered primary goals for the City of
Pasco for the ensuing two years (calendar years 2016 and 2017):
I. The City will pursue efforts to promote a high-quality of life through quality
programs, services and appropriate investment and re -investment in
community infrastructure by:
Use of CDBG and other public and private capital to re -revitalize older
neighborhoods
Acquisition of an adequate site for new community center, community park and
additional soccer fields
Coordination with the Pasco Public Facilities District on investigation of the
feasibility of constructing/maintaining an aquatic/community recreation facility.
Completion of site designation process and interlocal agreements on
construction and operation of new animal control facility
Efficient and effective use of public resources in the delivery of municipal
services, programs and long-term maintenance and viability of public facilities
Il. As part of its regular budget process, the City will evaluate the long-term
financial viability, value and service levels of its services and programs,
including:
Importance to community
Cost of recovery targets
Page 36 of 115
Evaluation of costs associated with delivery including staffing, facilities and
partnership opportunities
III. The City will preserve past improvements and promote future gains in
community safety by:
Enhancing proactive community policing efforts
Continued efforts to improve police/community relations
Working to maintain/achieve target fire response times
Focus on a long-term goal of improving the Washington State Ratings Bureau
community rating to Class 4
Efforts to realize full implementation of a consolidated PSAP/dispatch center
IV. The City will promote a highly functional, multi -modal transportation network
through:
Completion of the Lewis Street Overpass design concept process, securing gap
funding for construction and achievement and maintenance of "shovel -ready"
status
Completion of Road 68/1-182 Interchange improvements
Efforts to facilitate traffic flow in major corridors
Pro -active traffic management (calming) within neighborhoods
Completion of planned improvements on Oregon Avenue
Collaboration with Ben -Franklin Transit to enhance mobility
Comprehensive planning, analysis and execution on pedestrian, bicycle and
other non -vehicular means of transportation
V. The City will promote and encourage economic vitality by supporting:
Downtown revitalization efforts of DPDA
Implementation of downtown infrastructure improvements including; Peanuts
Park, Farmers Market, Pasco Specialty Kitchen and streetscape upgrades
Completion of the Broadmoor sub -area plan and environmental analysis,
including plans for needed utilities and transportation improvements
Efforts to promote the community as a desirable place for commercial and
industrial development — strengthening existing partnerships and coordinating
efforts
Continuation of DNR efforts to sell/develop state property at Road 68/I-182
Identification of alternatives for City/Port of Pasco coordination on waterfront
plan implementation
VI. The City will work with its partners and other agencies to identify
opportunities to enhance community identity, cohesion and image through:
Community surveying
Providing opportunities for community engagement through boards,
commissions, volunteer opportunities, social media, fonuns and other outlets
Coordinated messaging
Identification and celebration of successes
Implementation of a community identity/image enhancement campaign
Primary Goals — 2016-2017
Page 2
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Section 2. The City Manager is hereby directed and authorized to formulate appropriate
implementation strategies to achieve the goals set forth hereinabove, consistent with
appropriation policies and procedures.
PASSED by the City Council of the City of Pasco at a regular meeting this 2nd day of
May, 2016.
Matt Watkins, Mayor
A ES
O(::I
De ra Clark, City 06k Leland B. Kerr, City Attorney
Primary Goals — 2016-2017
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Pasco Fire Department Strategic Plan – 2017
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Table of Contents
Introduction ......................................................................................................................................1
Planning Methodology .......................................................................................................................5
Mission, Vision, and Guiding Principles ............................................................................................. 21
Environmental Scan ......................................................................................................................... 22
Definition of Terms .......................................................................................................................... 25
Strategic Plan ................................................................................................................................... 26
Appendix A – Internal SWOT Feedback .................................................................................................. 38
Appendix B – Timeline ............................................................................................................................ 42
Appendix C – Status & Accountability ..................................................................................................... 46
Appendix D – Task Worksheet ................................................................................................................ 51
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Introduction
Emergency Services Consulting International (ESCI) was contracted by the Pasco Fire Department to
facilitate and construct a three to five-year strategic plan. This is almost immediately following the
conclusion of a master plan that provided recommendations to address expected and forecast
community growth for the next ten to twenty years. Organizations often follow up a master plan with a
strategic plan. The difference between the two is simply described as follows:
• A master plan is long range (10-20 years), and includes forecasts, growth estimates, and an
assessment of the current service delivery infrastructure. It makes recommendations based on
these forecasts that are intended to position the organization to address community service
demands into the future as the community growth occurs, and preferably ahead of the need.
• A strategic plan is short term (3-5 years), and is often referred to as an organizational workplan.
It will frequently take many of the recommendations contained in the master plan and program
the work necessary to implement them over the shorter life of the plan. It also addresses
contemporary issues facing the organization, such as a change in leadership (anticipated in this
case). The strategic plan focuses the agency and its members on the essential activities which
must occur in sequence to be achieved efficiently.
A key component of a strategic plan is an environmental scan (discussed in greater detail within this
report). The scan is intended to address structural, cultural, or other potential obstacles that may
impede progress on the workplan. In this case, an environmental scan was thorough and broadly
assessed.
Following the environmental scan, an internal planning team is assembled to review the findings,
identify and prioritize work, and break the process down into smaller components, making it easier to
implement. Once a strategic plan is created and adopted, the elements are divided up among the
members of the organization, which results in additional buy-in. In fact, a strategic plan often helps an
organization avoid distractions of additional work not directly tied to the strategic plan. Budgeting
should also align as much as possible with implementation of the strategic plan.
ESCI thanks all the members of the Pasco Fire Department for their dedication and commitment to the
strategic planning process. All members we interacted with were professional, positive, and devoted to
PFD, making it an even better place to work and live. The facilitators truly enjoyed working with the
group.
The entire department had the opportunity to forge their future through the internal survey provided to
all members. In addition, citizens and allied agencies participated in separate sessions to provide a clear
environmental assessment. The following list of participants contributed significantly to the planning
process.
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Internal Planning Team
• Derek Knutson • Patrick Taylor
• Mike Maier • James McGrath
• Trevor Jones • Andy Hittinger
• Raquel McGrath • Jeff Eliason
• Garrett Jenks • Samuel Reed
• Ben Shearer • Nathan Schweiger
• Dan Sullivan
Allied Agencies
• Dan McCary, FCSO • J.B. Raymond, FCSO
• Rick Rochleau, FCSO • Bob Metzger, PPD
• Joe Grad, Franklin PUD • Sean Davis, FCEM
• Amy Person, B-F Health Dist. • Greg Miller, Cascade
Natural Gas
• Steven Keasic, Cascade Natural
Gas
• Randy Nunamaker, Pasco
School District
Citizen Forum
• Brian Leavitt • Adan Suarez
• M. Helen Pudwill • Beverly Finke
• Hector Cruz • John Wyatt
• Diane Wyatt • Julissa Crow
• Mike Crow • Luke Hallowell
• Grant Baynes • Treva Fifer
• John Fifer • Felix Vargas
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Letter from the Fire Chief
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Page 5
Planning Methodology
“Plans are only good intentions unless they
immediately degenerate into hard work.”
— Peter Drucker
As the quote above suggests, developing a plan only demonstrates good intentions. It takes work to
implement a plan. That is not to say that planning is easy. In fact, if not done properly, it should not be
followed for fear of delivering an organization to the wrong destination! A plan—complete with goals,
objectives, timelines, assignments, and a clear understanding of destination—creates a roadmap for an
organization to follow. Change starts with a plan. In order for any organization, public or private, to
reach its full potential, it must have a plan. An organization that knows where it is going, knows the
environment in which it must operate, and identifies how to get there has the best chance to meet the
needs of its community and achieve its vision. This planning process has served to refresh the
organization’s continuing commitment to professionalism and set the path toward future success.
The approach taken in this planning process includes an in-depth environmental scan from the
perspectives of all employees. The criteria are referred to as a SWOT Analysis (strengths, weaknesses,
opportunities, and threats). The feedback from these areas is summarized in this report. The feedback
was gathered by an anonymous survey for all internal personnel; interviews with allied agencies
surrounding Pasco and who partner with Pasco; and a structured and facilitated session with a broad
spectrum of citizens served by Pasco Fire Department. The following summarizes the takeaways.
Allied Agency Forum
Allied agencies were invited to participate in a forum to provide feedback on the Pasco Fire Department
from the perspective of those who work directly with PFD. The consensus discussion focused on the
imminent retirement of the fire chief and assistant chief, and how that may change the relationship with
the allied agencies. The feedback was separated into two groups;
What could we lose with new leadership?
• Pasco Police-Fire working relationship, especially in training
• Focus on prevention (in general)
• Communication between agencies (looking out for each other’s best interests)
• Building interagency cooperation and relations with allied agencies
• Need to fill position now so incumbent can work with the new chief to maintain those critical
relationships and programs, creating a smooth transition
What could we gain with new leadership?
• Incident Command training opportunities with Cascade Natural Gas (new initiative at CNG)
• New blood can be a good thing; new perspectives and new experiences
• Benton County partnerships
• Outreach with Cascade Natural Gas (emerging leadership there)
• Enhanced partnerships with health district, other allied agencies to address at risk populations
• Potentially continued involvement with allied and partner agencies
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Citizen Forum
The following graphs illustrate the Citizen Forum attendee’s responses and should serve to guide the
department as it develops its strategic plan for the next three to five years.
Figure 1: Citizen Planning Priorities
The planning priorities were presented as a forced ranking of each dimension against the other
dimensions. The six dimensions provided and compared were costs, response times, training,
maintaining reliable equipment and facility infrastructure, and expanding services to the community.
The scale requires the respondents to select the most important dimension as compared to each of the
other dimensions. The result reveals a rank ordered set of dimensions individually and as a group. The
chart in Figure 1 reflects the group results.
Generally, the citizen forum participants prefer a high state of readiness to respond to emergencies
(technical competence), a high emphasis on reliable infrastructure (equipment and facilities), and
improving response times—failing that, at least maintenance of existing response times. Of lesser
importance is cost containment and expansion of services. The lowest ranked dimensions are of lower
priority, which may reflect a high degree of satisfaction (cost of service) and the types of services
provided by the fire department.
13
15
28
45
48
61
0 10 20 30 40 50 60 70
Expand Services
Contain Costs
Maintain Response Time
Improve Response Time
Reliable Equip./Facilities
Ensure Technical Competence
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Page 7
The citizens represented were then asked to identify the most important functions and services the
department provides based on the list of services currently provided and rank those services. In this
case, the respondents placed a value of 3, 2, or 1 alongside the services. A three (3) reflects a critical
priority, a two (2) an important priority, and a one (1) a low priority. The participants were also asked to
cross out any service it felt was not appropriate to provide or add a service where they believed a gap
existed. None of the respondents crossed out a service or added a service. The following chart describes
the service priorities.
Figure 2: Citizen Service Priorities
While there is a clear deference to traditional emergency response services as illustrated in Figure 2, it is
clear that the citizens prioritize all types of emergency response services highly. This is not to say they
do not value other services. On the contrary, services often viewed as routine (public education) are still
valued as an important priority (2), leaning toward critical (3).
Finally, the forum participants were asked to rate and compare the cost of service, response
performance, and staffing. The following chart depicted in Figure 3 describe the opinions of the forum
attendees in the three categories; cost, response, and staffing.
2.93
2.86
2.64
2.57
2.43
2.36
2.36
2.21
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5
Fire Suppression
Emergency Medical Response
Technical Rescue
Aircraft Rescue & Firefighting
Hazardous Materials Response
Ambulance Transportation
Fire Prevention Services
Public Education
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Figure 3: Cost, Response, and Staffing Survey
These three categories illustrate that Pasco is viewed as appropriately staffed (54%), provides an
appropriate response time (62%), and has an appropriate cost for the service (69%). Significant in its
consistency is the belief by those in attendance that the services are not too expensive (0%), responses
are not too heavy or aggressive (0%), and that the department is not overstaffed (0%). However, it is
important to recognize that these dimensions are not necessarily representative of a community-wide
perspective, nor that these survey results would be an accurate predictor of similar results of a broader
survey. It is a reflection of the opinions of those in attendance, armed with some background
information about Pasco Fire Department’s service delivery system and the challenges and limitations it
faces. This result reinforces ESCI’s assertion that community outreach provides the opportunity to
educate the community about PFD’s service delivery system and its limitations to the broader
community. It is clear the department enjoys a great deal of respect and confidence from its citizenry.
The Internal Fire Dept. Staff
Prior to arrival on site, a survey instrument was administered to the fire department. The survey is a
standard instrument used by ESCI to gauge the internal dynamics and environment of the fire
department, which helps tailor the process to the organization once the planning workshop begins. The
following are the results of the survey instrument displayed graphically. Data representing 2% of
answers or less appear visually but are not labeled with a percentage to maintain clarity of the figures.
46%
54%
0%
38%
62%
0%
31%
69%
0%
0%10%20%30%40%50%60%70%80%
Understaffed
Staffed Appropriately
Overstaffed
Response too slow
Response appropriate
Response too heavy
Underfunded
Appropriate cost
Too expensive
Cost Response Staffing
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Figure 4: PFD Internal Survey – Experience
Please identify your total number of years of experience (paid and volunteer) in the fire
service.
Answer Options Response
Percent
Response
Count
3-10 years 24.0% 12
10-20 years 48.0% 24
20+ years 28.0% 14
Answered Question 50
Skipped Question 0
Out of 63 personnel in the Pasco Fire Department, 50 responded to the survey, which is almost 80% of
the entire workforce. In ESCI’s experience, responses that exceed 50% is exceptional engagement by the
membership. The responses also reveal that 72% of the respondents have more than ten years of
experience in the fire service.
Figure 5: PFD Internal Survey Demographics – Position
Which one of the following best describes your current position?
Answer Options Response
Percent
Response
Count
Command Staff 12.2% 6
Company Officer 30.6% 15
Line Staff 55.1% 27
Support Staff 2.0% 1
Answered Question 49
Skipped Question 1
Line staff accounted for the largest group of respondents as compared with line officers, command staff
and support staff. When line staff and company officers are added together (collectively referred to as
shift personnel in the fire service), 85.7% of the respondents are at or below the Captain rank.
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Figure 6: Training & Professional Development
When asked to comment on a series of questions related to training and professional development, an
obvious area of concern is those being promoted being prepared for the new duties at the higher level.
Almost 40% of the respondents strongly disagreed that those promoted are well prepared by the
department. With only 20% of the respondents either strongly agreeing or somewhat agreeing, it is clear
this is an area of need, which is addressed in the strategic initiative #2, “Succession Planning.”
It is important however, to differentiate between the department’s obligation to prepare a person for
upward advancement and the individual’s responsibility to prepare themselves for promotion. In ESCI’s
opinion, it is incumbent upon those seeking upward advancement to prepare themselves to operate at a
higher level in the organization. It is incumbent upon the PFD to further refine and develop the skills of
those in the new, higher position.
It is in everyone’s best interest for the department to create a clear roadmap to follow for those aspiring
to higher positions, including the important hard and soft skills that are the hallmark of a highly capable
professional. Goal 2B in this strategic plan addresses that issue head-on.
10%
8%
20%
12%
10%
24%
14%
8%
10%
41%
24%
18%
18%
24%
35%
22%
29%
31%
47%
45%
49%
39%
39%
49%
47%
16%
14%
22%
20%
10%
10%
10%
10%
4%
0%10%20%30%40%50%60%70%80%90%100%
My department has a clear plan in place for my
professional development.
I have a clear understanding about the goals and objectives
of the department's training program.
My training prepares me for the types of emergency
incidents that I am likely to encounter in my job.
Training is consistent throughout the department.
In general, all department personnel are adequately
trained to do their jobs.
The department's training records are accurate and
current.
The training program meets the needs of the department.
Members who are promoted are usually well prepared by
the department's professional development program for
their new duties.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
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There were several anecdotal comments added by some members in the survey expressing concern
about the training program and the training officer. This issue was discussed with the internal planning
team during the workshop. Those in attendance did not agree with the sentiments expressed in
criticisms of the training officer and postulated that there may be some who misunderstand the role of
the training officer.
The training officer, as described by the internal planning team, is not a drill master who takes crews
into the field and trains them. Rather, he develops curricula and adjuncts to establish standardization of
training and hands the training off to the company officers to teach their crews. He then establishes a
spot audit to determine the relative success of the instruction and keeps records required by state
statutes. Clarity on this subject and the role of the training officer should be a topic of discussion by the
administration.
Figure 7: Performance Reviews
Performance reviews are surprisingly highly evaluated by the respondents. Close to 80% of the
respondents either agreed or strongly agreed that performance reviews included positive recognition,
included suggestions for individual improvement, are based on well understood standards, and are
regularly conducted. In ESCI’s experience, this is an area where most fire departments score low.
6%
11%
4%
11%
13%
17%
19%
47%
53%
55%
43%
36%
23%
26%
34%
0%10%20%30%40%50%60%70%80%90%100%
I receive regular feedback (reviews) from my
supervisor about the quality of my work.
I know what standards will be used to evaluate my
performance.
Performance evaluations include suggestions for
improved performance.
Performance evaluations include recognition for
superior work and accomplishments.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
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Figure 8: Communication
Communication is another area where most fire departments could use significant improvement.
However, in PFD’s case, the scores range from 55%-60% either agreeing or strongly agreeing that
communication is open and honest, that criticisms are responded to professionally, that an open flow of
communication occurs from the top down (although this has the lowest marks of the group of
responses), and that members are well informed.
There were several comments made by respondents about communication being sometimes at crossed
purposes between the fire chief and assistant chief. Some members expressed concern about getting
mixed, or in some cases, opposite responses from the two chief officers when a question is posed. It is
an area of potential emphasis for the executive leadership to concentrate effort on. Mixed responses by
the two can at the least confuse personnel, and can erode confidence in getting “the straight scoop” in
the worst case.
11%
4%
17%
21%
17%
17%
13%
21%
26%
15%
17%
21%
43%
36%
38%
38%
40%
17%
17%
28%
17%
21%
0%10%20%30%40%50%60%70%80%90%100%
I am well informed about the activities at my
department.
An open flow of communication is maintained to and
from the senior leadership (i.e., chief, deputy chief,
etc.) and the line personnel.
My department's leadership values employee input
in general.
Employee concerns about or criticisms of the
department are responded to in a professional
manner.
The department's senior leadership is open and
honest with the membership.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
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Figure 9: Sources of Information
Information sources by respondents is most appropriately by direct supervisors, which represents 34%
of the respondents’ selections. “Department newsletter” and “elected group meeting minutes” had zero
percent of the responses and thus do not appear on the pie chart. The rumor mill is one of the lowest
sources of information respondents rely upon. Rumor mills in fire departments (in part due to the 24
hours of close quarters interaction) is usually a significant problem in most fire departments. It is
axiomatic that a vacuum in information flow is often filled with speculation. To prevent this reliance on
the rumor mill for information, significant effort needs to be exerted by the administration to
communicate in an honest, transparent and timely manner. Clearly, at PFD significant effort is being
expended in communicating. The fire chief and assistant chief should spend some energy getting on the
same page when communicating issues to the troops, avoiding speculation that leads to a divergence of
message.
34%
23%
11%
15%
11%
6% My immediate supervisor
Other members
The 'rumor mill'
Senior leadership (i.e., chief,
deputy chief)
Elected group meeting minutes
Association/Labor representatives
Department newsletter
Other (please specify)
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Figure 10: Work Environment
The work environment appears to be very positive, with one lone exception. When asked to agree with
the statement that decisions are made in a timely, impartial and consistent manner, 51% of the
respondents either somewhat disagreed or strongly disagreed. It is unclear to ESCI whether the issue is
weighted on timeliness, impartiality, or consistency (or all three), but further exploration into the
relative dissatisfaction of the decision-making process is warranted.
It is entirely possible that decisions that are made are not communicated formally, allowing the
information to filter throughout the organization in whatever pathway it naturally flows. This may tie in
with the previous two figures, “Communication” and “Sources of Information.”
5%
7%
16%
4%
9%
7%
18%
16%
36%
16%
22%
33%
45%
49%
38%
40%
69%
60%
32%
29%
11%
40%
0%10%20%30%40%50%60%70%80%90%100%
My immediate supervisor is knowledgeable.
I have a clear understanding of my job and
responsibilities.
The department provides me with the resources
necessary to perform my job effectively.
The work habits of officers/supervisors I work with
set a good example.
Decisions at the department are made in a timely,
impartial, and consistent manner.
Morale in my work group is high.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
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Figure 11: Perceived Department Morale
Department morale is relatively high as compared with other fire departments of similar size and scope.
This is not to discount the minority who feel the morale is poor. There are numerous factors which go
into the psychology of organizational morale, including individual happiness (whether work-related or
not), the feeling of individual engagement, the individual’s crew make-up and their relative negativity or
positivity, and the working conditions. The current status of collective bargaining, of mediation, or
arbitration can also influence perception of department morale.
There is insufficient information to make a determination here as to cause. The group who rated
department morale as poor, while in the minority, is large enough to warrant further exploration. It is
important to recognize, however, that the greatest litmus test for department morale includes the
number of those feeling the morale is excellent or good. In this case, that equals 53% of the
respondents. Sixteen percent feel it is poor. It is important to keep these numbers in perspective.
9%
44% 31%
16%
Excellent
Good
Average
Poor
No Opinion
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Figure 12: Perceived Employee Morale
Similar to the previous figure illustrating perceived department morale, the above figure focuses on
individual morale and whether morale is going up, down, or staying the same. Eighty percent of the
respondents stated that their individual morale is either the same or better than it was a year ago.
Twenty percent felt it was lower than last year. This roughly approximates the rating on department
morale in the previous figure.
Figure 13: Rating of Personal Work Environment
36%
44%
20%
Greater than it was a year ago.
About the same as it was a year
ago.
Lower than it was a year ago.
39%
46%
11%
4%
Excellent
Good
Average
Poor
No Opinion
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The personal work environment seeks to get the respondents to look at the work environment, not their
own personal feelings. In this case, 85% of the respondents rated their personal work environment
either excellent or good. Only 4% rated the work environment poor. This latter rating mirrors Figure 10:
Work Environment (“morale in my work group is high”). In that response, two individuals strongly
disagreed with the statement, “morale in my work group is high,” which is 4% of the respondent group.
While no organization can dismiss as insignificant any employee who feels low, it is also important to
keep the size of the problem in context.
Figure 14: Member Pride
The members of the Pasco Fire Department are proud of their organization and proud to work for it, as
evidenced by the 91% stating they are either very proud or somewhat proud to work for their agency.
The 9% (n=4) who are not proud to work for their agency may have varied reasons. The number is too
low to discern a trend, however, the administration would be well served to open the door to discussion
on the lack of pride and personal morale by these few individuals.
74%
17%
9%
Very Proud
Somewhat Proud
Not Proud
No Opinion
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Figure 15: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate the following external
services and programs provided to the public by the department?
The primary emergency services provided by PFD (fire suppression and EMS) are scored highly, as is
public education. Those emergency services provided as part of an interagency team are scored lower
(technical rescue and hazardous materials). Plan inspections and code enforcement are scored the
lowest, but are services not provided directly by PFD, but by the building official. This may reflect either
a lack of specific knowledge about how these services are provided, or that they should be provided by
PFD and are thus provided in a less effective manner.
Figure 16: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate the following internal
services and processes provided by the department?
Surprisingly, employee benefits top the rankings of internal services. Employee relations and
administrative support round out the top three internal services thought to be provided very well. The
lack of a wellness/fitness program is evident (and is addressed in strategic initiative #3, goal 3A), as is
dispatch services and facility and apparatus maintenance (also addressed in strategic initiative #1, goals
1E and 1F). These areas will be addressed in a positive way through the implementation of this strategic
plan.
8.60
7.77
7.48
6.70
5.80
4.35
4.14
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00
Emergency Medical Services
Public Education
Fire Suppression
Technical Rescue (as currently provided)
Haz Mat
Code Enforcement
Plan Inspections
7.75
6.89
6.43
5.95
5.73
5.42
5.20
4.61
2.91
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00
Employee Benefits
Administrative Support
Employee Relations
Organizational Planning
Safety Programs
Equipment and Apparatus Maintenance
Facility Maintenance
Dispatch/Communications
Wellness/Fitness Program
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Figure 17: Facilities & Apparatus
Facilities do not meet the needs of the department according to 52% of the respondents, which is
supported by the results and recommendations of the master plan, concluded six months ago.
Apparatus maintenance could be improved according to 50% of the respondents, but there is a higher
lack of satisfaction for the timeliness of apparatus repairs (55%). Both of these issues are addressed in
strategic initiative #1 – Service Delivery Infrastructure (goals 1A, 1B, 1C, 1D, and 1E).
Figure 18: Community Relations
4%
4%
4%
7%
48%
15%
7%
24%
15%
26%
4%
4%
7%
30%
33%
37%
33%
37%
37%
4%
13%
43%
48%
39%
43%
30%
28%
35%
30%
4%
7%
7%
4%
59%
54%
54%
0%10%20%30%40%50%60%70%80%90%100%
The existing facilities are adequate to meet the
needs of the department.
The facilities are well maintained.
The facilities are in good repair.
The current fleet of apparatus is adequate to meet
the needs of the department.
Apparatus are well maintained.
Apparatus repairs and maintenance are completed
in a timely manner.
Hose testing is completed on a regular basis.
Ladder testing is completed on a regular basis.
Pump testing is completed on a regular basis.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
7%
5%
18%
5%
53%
53%
39%
44%
22%
52%
0%10%20%30%40%50%60%70%80%90%100%
The department is respected by the community that
it serves.
The department is sufficiently engaged in the
community.
The department leadership strives to maintain
cooperative working relationships with neighboring
emergency service providers.
No Opinion Strongly Disagree Somewhat Disagree Somewhat Agree Strongly Agree
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Respondents believe PFD works well with neighboring emergency service providers and believes the
community itself respects the PFD. Sufficient engagement received the lowest score within this category
(which is still high). Over 75% either somewhat agree or strongly agree that the department is
sufficiently engaged in the community. This unwillingness to accept “good enough” is reflected in
strategic initiative #3 – Health and Safety (goals 3D and 3E).
Figure 19: In your opinion, what is the community's overall image of the Pasco Fire Department?
Figure 19 reflects that respondents believe overwhelmingly that the community has a positive image of
the Pasco Fire Department. As stated in the analysis of Figure 18, there appears to be a recognition that
being respected and valued by the people you serve is key to an emergency service organizations’
success. There appears to be an unwillingness to accept “good enough.” Even those who score this
dimension low only score it average. No respondent scored it as poor.
36%
44%
20%
Excellent
Good
Average
Poor
No Opinion
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Mission, Vision, and Guiding Principles
Mission
The organization’s mission statement should clearly define the primary purpose of its existence. It
focuses fire department members on what is truly important to the organization and community. The
mission statement should be understood by all members and posted prominently throughout the
organization’s facilities. Each member should commit the mission to memory. The internal planning
team, through a consensus process and based on feedback from the citizen forum, reviewed and revised
the department’s mission statement.
Pasco Fire Department Mission Statement
Honorably Protect and Serve our Community
Vision
In addition to knowing their mission, all successful organizations need to define where they expect to be
in the future. The department’s vision provides members with a future view that can be shared, a clear
sense of direction, a mobilization of energy, and gives a sense of being engaged in something important.
Vision statements provide a direction of how things can be and a sense of organizational purpose.
Pasco Fire Department Vision Statement
The Pasco Fire Department will:
• Maintain a highly-qualified workforce grounded in humility, integrity, and respect for
all cultures
• Promote progressive growth and expansion to meet the changing needs of the
community
• Conduct ourselves professionally in our community at all times
• Promote a healthy and safe work environment
• Be the leading resource for community safety, education, and information
• Work collaboratively with labor and management to meet the community’s
expectations
• Integrate the department into community activities and events
Guiding Principles (Values)
Guiding principles (values) define what the organization considers to be appropriate and inappropriate
behaviors. An organization’s fundamental guiding principles define the organization’s culture and belief
system, thus providing a foundation in an environment that is always changing. The strategic planning
team declared the following as the core values for the department.
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With the completion of its mission, vision, and core values, the Pasco Fire Department has established
the organization’s foundation for strategic planning. ESCI strongly recommends that every member
empower themselves with these elements; they are the basis for accomplishing the organization’s
strategic initiatives, goals, objectives, and day-to-day tasks.
Pasco Fire Department Core Values
• Promote morale, pride, and accountability from the top down
• Maintain collaborative relationships with city departments and neighboring agencies
• Honor tradition and provide training and education by highly experienced personnel
• Remain progressive with innovation and technology through education and training
• Engage in active sharing of your knowledge and experience
• Earn respect daily
Environmental Scan
In order to properly formulate strategic initiatives, the internal planning team had to evaluate the
external and internal organizational environment. The
internal planning team combined feedback from the
citizen forum, the allied agency session, the organization-
wide internal survey results, and their collective
knowledge of the organization and the community to
assess the environment in which the department operates. Analyzing the organization’s strengths,
weaknesses, opportunities, and threats (SWOT) is the first step in identifying the actionable strategies
the department must develop for the future.
Strengths
The identification of organizational strengths is the first step in the environment scan. An organization’s
strengths identify its capability of providing the services requested by its customers. The organization
needs to make certain that its strengths are consistent with the issues it faces. Programs that do not
match organizational strengths or primary functions should be reviewed to evaluate the rate of return
on precious staff time. The internal planning team identified the department strengths:
• The line firefighters.
• Being a growing agency with new motivated employees for the most part.
• The line staff is dedicated to serve the community in the best possible manner with
the resources at its disposal. Pasco Fire maintains a level of aggressiveness that is not
rivaled by any city in the area regarding fire attack and EMS services.
• The fire chief.
• PFD has a lot of new personnel that bring a lot of outside expertise in different areas.
• The ability to be part of the Tri-Cities, not on our own.
• Senior staff that supports their members.
To map out a course of action and follow it
to an end requires some of the same
courage that a soldier needs.
—Ralph Waldo Emerson
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Weaknesses
Organizational weaknesses, or lack of performance, are also an important environmental scan element.
In order to move forward, the organization must honestly
identify the issues that have created barriers to success in the
past. Weak areas needing improvement are not the same as
challenges, which will be identified later, but rather those day-
to-day issues and concerns that may slow or inhibit progress.
Internal organizational issues, as identified by the planning team, are typically issues that are at the
heart of an organization’s problems. The internal planning team identified the following weaknesses:
• Communication.
• Borderline embarrassing physical fitness correlating with lack of training.
• Lack of accountability and follow through, specifically with officers.
• Officer Development.
• The ARFF program is our greatest weakness. We don't have a program manager who
coordinates the program and its associated activities. Because there is no manager it
is ignored and flounders. A strong manager could promote the program within the
organization and develop a training program that would incorporate hands on
evolutions.
• Training for new officers.
• Not aggressively planning and executing buildings for stations and getting those up
and running before the need is drastic.
Opportunities
An organization’s opportunities and threats are generally derived from the external environment.
Opportunities are focused on existing services and on expanding and developing new possibilities inside
and beyond the traditional service area. Many opportunities exist for the department:
• More hands-on training and physical fitness requirements.
• Public support.
• The willingness of the line personnel who want more outside training in such things as
truck ops, boat ops, or TRT.
• Building our own training facility.
• Officer Development.
• The ability to consolidate Tri-City fire departments.
• Growth. We finally seem to have some buy in from City Council. Let’s get them excited
about growth in the fire department.
You can't expect to meet the
challenges of today with yesterday's
tools and expect to be in business
tomorrow.
—Unknown Source
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Threats
There are conditions in the external environment that are not under the organization’s control. The
identification of these conditions allows the
organization to develop plans to mitigate or respond
when a threat becomes an obstacle. By recognizing
these challenges, an organization can greatly reduce
the potential for loss. The internal planning team identified the following threats:
• Promoting inexperienced firefighters to the officer position.
• Administration retiring with no plans in place to cover that change. And getting a new
chief that isn't in line with the department’s future plans and goals.
• Physical fitness; personnel with poor fitness being a liability for everybody.
• Losing the support from the City Council and upper management through the next few
years as council seats come up for re-election and the Chief retiring.
• Running out of funding and backing for the change and growth that is happening, and
then not reaching the goals.
• Not following through with new station and staffing.
If you don't like change you're going to like
irrelevance even less.
—US Army General Eric Shinseki
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Definition of Terms
There are five main components to a strategic plan: Strategic Initiatives, Goals, Objectives, Critical Tasks,
and Outcomes or Performance Indicators. For purposes of this strategic plan, they are defined as
follows:
Initiative – The largest overarching element of a strategic plan, an initiative is a broad enterprise
where the department may have multiple areas of focus.
Goal – A smaller component of and subordinate to an initiative, a goal is focused on one
particular area but is still general in nature. If all of the goals under an initiative have been
accomplished, the initiative will be considered achieved.
Objective – A smaller component of and subordinate to a goal, an objective is usually defined as
specific, measurable, action-oriented, realistic, and time-sensitive. If all objectives under a goal
are accomplished, the goal will have been accomplished.
Critical task – The smallest component of a strategic plan, critical tasks are the immediate
(within 90 days) action steps needed to meet an objective or a goal. An objective itself may be a
critical task, but not all goals or objectives have critical tasks.
Outcome – The description of a desired result of an objective once accomplished.
Strategic initiatives, goals, objectives, critical tasks, and outcomes become an important part of the
organization’s efforts. By following these components carefully, the organization will be guided into the
future and should benefit from reduced obstacles and distractions. Each of the initiatives, goals, and
objectives were identified in a two-day planning workshop facilitated by ESCI with the internal planning
team.
To actually implement the objectives contained in this plan, ESCI recommends establishing numerous
work groups, referred to within this plan as task forces. PFD should assemble appropriate personnel to
these task forces based on skill-sets, interest, and alignment with current job duties. The initiative
manager listed at the top of each initiative is responsible for routinely checking in with the task forces
that make up that initiative, encourage the groups, reinforce accountability, and communicate progress
to the rest of the organization.
The following series of tables list and define each initiative with its subordinate goals and each goal with
its subordinate objectives. Timelines are also listed with each objective as follows: Critical tasks (to be
completed within the 90 days following finalization of the strategic plan), Short-term (more than 90 days
but less than one year), Mid-term (greater than one year but less than three years), and Long-term
(greater than three years but not longer than five years). These timelines are listed after the objectives.
Each objective has a person responsible for coordinating the effort to implement that objective. Each
initiative has an assigned manager. The initiative manager is responsible for tracking that initiative’s
progress. This includes coordinating with the individual objective coordinators within that initiative to
maintain progress and assist by removing roadblocks.
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Strategic Plan
Initiative 1 – Service Delivery Infrastructure
This initiative includes all of the capital, vehicles, hardware, and technology systems which the fire
department relies upon to provide service to the community. This includes fire stations, training facilities,
apparatus and their maintenance, equipment, software programs and systems, and the dispatch center.
Initiative Manager: Fire Chief Bob Gear
Goal: 1A Site and construct a new Station 84 with adequate personnel, consistent with the master plan
recommendations. Objectives 1. Secure funding for station construction
Responsible: Facilities Task Force Timeline: Short-term
Outcome: Pasco has a funding source identified and secured for Station 84
2. Locate and secure land for a new Station 84
Responsible: Facilities Task Force Timeline: Short-term
Outcome: New Station 84 property has been secured and is in place
3. Select an architect for station design
Responsible: Facilities Task Force Timeline: Short-term
Outcome: An architect has been contracted for Station 84
4. Select a contractor for station construction
Responsible: Facilities Task Force Timeline: Mid-term
Outcome: A contractor has been contracted for Station 84
5. Develop a staffing plan consistent with the master plan
Responsible: Facilities Task Force Timeline: Mid-term
Outcome: A staffing plan has been developed and staged to be implemented to coincide with
Station 84 opening
6. Construct and open the station by 1-1-2020
Responsible: Facilities Task Force Timeline: Mid-term
Outcome: A new Station 84 is open, staffed, and serving the community
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Goal: 1B Relocate Station 83 based on the Master Plan recommendation. Objective 1. Secure funding for station relocation
Responsible: Facilities Task Force Timeline: Short-term
Outcome: Pasco has a funding source identified and secured for Station 83 relocation
2. Locate and secure land for relocated Station 83
Responsible: Facilities Task Force Timeline: Short-term
Outcome: Pasco has a site selected and secured for relocation of Station 83 as per the master plan
recommendations
3. Select an architect for station design
Responsible: Facilities Task Force Timeline: Short-term
Outcome: An architect has been contracted for Station 83
4. Select a contractor for station construction
Responsible: Facilities Task Force Timeline: Mid-term
Outcome: A contractor has been contracted for Station 83
5. Construct and open the new station 83 by 1-1-2020
Responsible: Facilities Task Force Timeline: Mid-term
Outcome: A relocated Station 83 is open and serving the community
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Goal: 1C Establish a regional training facility with additional training program staffing. Objectives 1. Identify regional partner agencies to form a regional training center consortium
Responsible: Facilities Task Force & Training Timeline: Critical Task
Outcome: Regional partners have been identified, engaged, and have agreed in concept to join a
regional training consortium
2. Establish an inter-local agreement to form a regional training consortium
Responsible: Facilities Task Force & Training Timeline: Critical Task
Outcome: An agreement has been executed for a regional training consortium
3. Secure funding for Training Center site in partnership with the consortium members
Responsible: Facilities Task Force & Training Timeline: Short-term
Outcome: Pasco and its consortium partners have a funding source identified and secured for the
new training center
4. Locate and secure land for new training center
Responsible: Facilities Task Force & Training Timeline: Short-term
Outcome: Pasco has a site selected and secured for a new training center that meets environmental
regulations
5. Select an architect for training center design
Responsible: Facilities Task Force & Training Timeline: Short-term
Outcome: An architect has been contracted for the new training center
6. Select a contractor for the training center
Responsible: Facilities Task Force & Training Timeline: Short-term
Outcome: A contractor has been contracted for the training center construction
7. Construct and open the new training center by 1-1-2019
Responsible: Facilities Task Force & Training Timeline: Mid-term
Outcome: A new training center is open and serving PFD and its consortium partners
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Goal: 1D Provide adequate storage for equipment in existing stations. Objectives 1. Surplus excess equipment currently utilizing storage space
Responsible: Storage Task Force Timeline: Critical Task
Outcome: Survey of equipment completed; all excess equipment is surplused
2. Assess each station’s storage capacity
Responsible: Storage Task Force Timeline: Critical Task
Outcome: A storage survey has been completed for each station
3. Develop and implement a storage plan for each station
Responsible: Storage Task Force Timeline: Short-term
Outcome: Adequate storage has been provided for each station
Goal: 1E Improve fleet maintenance. Objectives 1. Partner with Public Works to identify problems with maintenance of fire apparatus
Responsible: Apparatus Task Force & PPW Timeline: Critical Task
Outcome: Work group established to identify problems; Maintenance issues identified
2. Identify options to improve fleet maintenance through-put
Responsible: Apparatus Task Force & PPW Timeline: Short-term
Outcome: List of available options to correct issues has been established
3. Establish a regular preventative maintenance program
Responsible: Apparatus Task Force & PPW Timeline: Short-term
Outcome: Preventative maintenance program is in place
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4. Develop a funding mechanism to address maintenance of fire apparatus
Responsible: Apparatus Task Force & PPW Timeline: Short-term
Outcome: Funding for maintenance secured
Goal: 1F Pursue consolidation of dispatch centers (already under way). Objectives 1. Secure signatures of partnering agencies (Franklin and Benton Counties)
Responsible: Communication Task Force Timeline: Critical Task
Outcome: Signatures collected from all participants
2. Conduct SECOMM radio procedure training for Pasco Fire
Responsible: Communication Task Force Timeline: Short-term
Outcome: All PFD personnel are trained in SECOMM radio procedures
3. Ensure proper training for SECOMM personnel
Responsible: Communication Task Force Timeline: Short-term
Outcome: SECOMM personnel are properly trained
4. Develop an emergency dispatch transition plan
Responsible: Communication Task Force Timeline: Short-term
Outcome: A transition plan is in place with contingencies
5. Work with SECOMM to update deployment plan and run cards
Responsible: Communication Task Force Timeline: Short-term
Outcome: Run cards created and uploaded into the CAD program
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Initiative 2 – Succession Planning
Pasco Fire Department is within one year of losing its fire chief and assistant chief to retirement. In addition,
senior staff in the rest of the department is within three to five years of retirement as an entire group. As a
young department, the future leadership on the line and at the mid-management levels is likely to be
inexperienced as compared to counterpart agencies of similar size and scope. The potential executive
leadership vacuum is the most pressing concern facing the department. Concern internally and externally has
been expressed about the loss of momentum, the loss of continuity, and the loss of effective relationships in
all directions. This initiative is intended to address the immediate concerns and set the framework for
leadership development long term at all levels.
Initiative Managers: Chief Bob Gear, Assistant Chief Dave Hare, City Manager Dave Zabell
Goal: 2A Recruit and select PFD executive leadership to maintain a positive and progressive
administration. Objectives 1. Develop a successful candidate profile for the chief and assistant chief (or deputy) positions
Responsible: Executive Recruitment Task Force Timeline: Critical Task
Outcome: Profile outlines are completed
2. Target recruit for candidates fitting the profile with significant emphasis on effective
labor/management relationships
Responsible: Executive Recruitment Task Force Timeline: Short-term
Outcome: List of candidates identified, interviews scheduled
3. Develop a comprehensive testing process with input from labor and other key stakeholders
Responsible: Executive Recruitment Task Force Timeline: Short-term
Outcome: A comprehensive testing process has been identified which addresses key stakeholder
concerns
4. Recruit and fill the executive positions prior to incumbents leaving for a smooth transition
Responsible: Executive Recruitment Task Force Timeline: Short-term
Outcome: Fire chief position is filled six months in advance of incumbent departure; Assistant
(Deputy) chief position is filled six months in advance of incumbent departure
5. Continue strong relationships with assisting and cooperating agencies through the PFD
leadership transition.
Responsible: Executive Recruitment Task Force Timeline: Short-term, ongoing
Outcome: Effective interagency relationships have been maintained; New relationships have been
developed
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Goal: 2B Establish a career development program Objectives 1. Map potential career path opportunities, laterally and vertically
Responsible: Career Development Task Force Timeline: Short-term
Outcome: Written guidelines are developed and available to all personnel
2. Identify critical skills needed to be successful at each rank and level of the organization
Responsible: Career Development Task Force Timeline: Short-term
Outcome: A skills inventory, including soft skills and technical skills, has been created for each
position in the organization
3. Create specific curriculum for each skill set and for each position in the organization
Responsible: Career Development Task Force Timeline: Short-term
Outcome: A curriculum for the development of each position in the department has been created
which includes soft skills, technical skills, and alternative (external) paths to obtain these skills
4. Implement curricula organization-wide
Responsible: Career Development Task Force Timeline: Mid-term
Outcome: The curricula has been implemented and is being utilized widely within the department;
attendance for sessions is high and growing
5. Evaluate the success of the career development program and adjust as needed
Responsible: Career Development Task Force Timeline: Mid-term, ongoing
Outcome: The participants are polled to determine needed adjustments; adjustments are made
without needless delay
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Goal: 2C Implement a standardized lateral entry and entry level hiring process Objectives 1. Collaborate with labor to develop a standardized lateral entry and entry level hiring process
Responsible: Hiring Process Task Force Timeline: Mid-term
Outcome: A standardized hiring process has been developed with input from labor; written
guidelines have been created
2. Conduct competency testing for lateral entry and entry level positions
Responsible: Hiring Process Task Force Timeline: Mid-term
Outcome: Highly qualified personnel are being selected and hired by PFD
3. Post hiring evaluation of testing process is evaluated and adjusted as necessary
Responsible: Hiring Process Task Force Timeline: Mid-term, ongoing
Outcome: The testing process is routinely adjusted to reflect lessons learned from previous testing
and hiring processes
Initiative 3 – Health and Safety
Pasco Fire Department personnel recognize the inherent dangers firefighting poses to its members. The
physical condition of firefighters plays an important role in reducing injuries and even death of its personnel.
The safety equipment used by firefighters must be well maintained and consistently used to keep members as
safe as possible. Stress contributes to firefighter health, and as such should be managed to the extent
possible. Finally, the general public’s health and safety has a direct bearing on the services provided by PFD.
This initiative seeks to address each of these elements of health and safety.
Initiative Managers: Assistant Chief Dave Hare
Goal: 3A Develop a Wellness/Fitness Program Objectives 1. Research successful programs in other agencies already in place
Responsible: Wellness/fitness Task Force Timeline: Mid-term
Outcome: Successful attributes have been identified and collected; agencies that have successfully
implemented wellness/fitness programs have been identified
2. Develop a wellness/fitness program which includes the successful attributes identified in 3A:1
Responsible: Wellness/fitness Task Force Timeline: Mid-term
Outcome: A wellness/fitness program has been established and implemented
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3. Address exercise equipment and workout space needs as identified in the wellness/fitness
program; access to a gym may be an efficient alternative
Responsible: Wellness/fitness Task Force Timeline: Mid-term
Outcome: Appropriate exercise equipment and workout space is available to all personnel
4. Develop a non-punitive, standardized, job related wellness/fitness education and evaluation
process that includes new recruits
Responsible: Wellness/fitness Task Force Timeline: Mid-term
Outcome: An ongoing, job related wellness/fitness education program is in place; a confidential,
non-punitive wellness/fitness evaluation process is in place
5. Implement the Washington State Council of Firefighters Healthy In/Healthy Out program
Responsible: Wellness/fitness Task Force Timeline: Mid-term, ongoing
Outcome: All personnel have been trained in the tenets of the Health In/Healthy Out program and it
is used and reinforced routinely in PFD
Goal: 3B Ensure proper Personal Protection Equipment (PPE) is selected and provided to all personnel Objectives 1. Regularly evaluate PPE needs, factoring the latest technology into replacement criteria
Responsible: PPE Task Force Timeline: Mid-term, ongoing
Outcome: A written PPE replacement cycle and criteria has been created
2. Research and acquire appropriate personal escape systems for all personnel
Responsible: PPE Task Force Timeline: Mid-term
Outcome: Personal escape systems have been acquired for all line personnel
3. Provide annual training on care, maintenance, and inspection of PPE
Responsible: PPE Task Force Timeline: Mid-term
Outcome: All personnel have been trained and routinely follow the maintenance and inspection
processes
4. Pursue grants and other alternative funding sources for PPE
Responsible: PPE Task Force Timeline: Mid-term, ongoing
Outcome: Grants and alternative funding has been secured for PPE improvements
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Goal: 3C Improve station alerting systems Objectives 1. Research appropriate and healthy alerting systems
Responsible: Alerting Task Force Timeline: Short-term
Outcome: Research completed and healthy alerting systems identified
2. Install healthy alerting systems at each fire facility
Responsible: Alerting Task Force Timeline: Mid-term
Outcome: Healthy alerting systems have been installed at each fire facility
Goal: 3D Continue to develop and implement Community Risk Reduction programs Objectives 1. Develop a Community Paramedicine Program
Responsible: Community Outreach Task Force Timeline: Mid-term
Outcome: A complete community paramedicine program has been developed
2. Establish partnership agreements with allied agencies
Responsible: Community Outreach Task Force Timeline: Mid-term
Outcome: Allied agencies have partnered with PFD and signed onto an agreement
3. Implement the Community Paramedicine Program developed in 3D1
Responsible: Community Outreach Task Force Timeline: Mid-term
Outcome: The community paramedicine program identified in 3D1 has been implemented
4. Secure ongoing funding for community paramedicine program
Responsible: Community Outreach Task Force Timeline: Long-term
Outcome: Alternative funding streams have been established for the ongoing operation of the
community paramedicine program
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Goal: 3E Enhance community outreach Objectives 1. Implement a Community Emergency Response Team (CERT) program
Responsible: Community Outreach Task Force Timeline: Long-term
Outcome: A CERT program has been implemented in the community and community members have
joined the team and received the training
2. Develop processes, systems, and programs to engage the community to reduce their risk
Responsible: Community Outreach Task Force Timeline: Long-term
Outcome: Community members have partnered with PFD to help reduce community risks
3. Develop and conduct a PFD Citizen’s Academy
Responsible: Community Outreach Task Force Timeline: Long-term
Outcome: A Citizen’s Academy has been developed and implemented which teaches community
stakeholders about the PFD from “the inside”
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Implementation Methodology
“The three major keys to successful strategic planning and implementation are commitment, credibility,
and communication.”1 These three critical elements are best addressed by appropriate prioritization and
completion of objectives, consistently seeking and utilizing input from PFD members and
communicating plan status on a consistent basis, and measuring compliance for the established
timelines.
Prioritization of Objectives
In conjunction with developing operational plans, assigned task forces/individuals are charged with
prioritizing each of their objectives. Each assigned task force/individual will determine the priority and
timing for each objective. Upon approval of the fire chief, objectives that can be accomplished within
the limits of existing program budgets receive highest priority.
Pasco Fire Department Member Input and Communication
Once the operational plans for each objective are developed, the groups tasked with a given objective
will forward ideas, suggestions, and comments to the initiative manager for review and approval.
2017 Implementation Timeline
The Pasco Fire Department Strategic Planning Team must be committed to a regular schedule of status
updates and accountability monitoring. The Team should set up an implementation schedule for 2017 to
ensure regular communication and commitment to the strategic plan:
• Upon adoption – Fire chief provides summary of strategic plan initiatives and goals to
membership, and interested community stakeholders. Official development of operational plans
begin.
• Quarterly Meeting – Strategic Planning Team meeting to track progress of operational plan
development and objectives prioritization.
• Annual budget development plan review – Strategic plan is reviewed and prioritized in
accordance with budget development and annual planning priorities.
In addition to the quarterly planning meetings, the Strategic Planning Team should meet on an annual
basis to assess progress, celebrate accomplishments, and ensure the ongoing viability and validity of the
Strategic Plan.
To help maintain communication about the organization’s progress in meeting its goals to the
membership, PFD leadership should commit to publishing regular status reports and minutes resulting
from the Team’s quarterly and annual meetings. Regular communication with the organization on plan
progress serves to keep the strategic plan front-of-mind for PFD’s members and sustains momentum.
1 Ahoy, Chris, Associate Vice President of Facilities Planning & Management, Iowa State University, September 1998.
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Appendix A – Internal SWOT Feedback
All members of Pasco Fire Department were solicited for their feedback under the headings, “Strengths,
Weaknesses, Opportunities, and Threats” within an organizational survey. Fifty members submitted
responses. Their responses are listed below. The results follow:
Strengths
Continuity between crews. The personnel, our Chief has created an
environment to allow us to succeed.
Its firefighters. Chief
The people that work for the department. The vast knowledge, willingness to learn, and
ability to do the job that the majority of the
personnel have.
The line firefighters. Our Department Chief.
Its employees. We have a lot of dedicated, young employees
who will make great formal and informal leaders
in the future.
Line personnel. We do have areas where we call
all improve, but overall, we have a large
percentage of good people wanting to be good at
our jobs.
It has a lot of new personnel that bring a lot of
outside expertise in different areas.
Being a growing agency with new motivated
employees for the most part.
The ability to be part of the Tri-Cities, not on our
own.
Highly talented group of individuals. That the majority of its members are younger and
" go-getters."
Community-oriented with caring, proficient
personnel.
The drive of the members to serve the
community members with the best possible
customer service.
People it hires. The employees of the fire department.
The people. Senior staff that supports their members.
The employees on the line trying to get the job
done.
Its support staff and its Chief. The improvements
need to be made in the middle and upper level.
Moving forward in a variety of areas in a Pasco
Fire Department. We have a lot of people
working on various projects moving PFD in the
right direction.
The personnel.
EMS Its line personnel and their willingness to do their
job is where the greatest strength lies.
B Shift The people.
Staff Tenacity.
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Weaknesses
Three shifts, three different ways of going about
things.
Poor attitudes of personnel.
Communication, rumor mill. The few "bad apples" that constantly spread
discontent and create issues.
Training Arrogance and/or ignorance.
The training division. The ability to take the Chief’s game plan and put
it into day to day operations.
Training division and communication are tied. Lack of motivation from some individuals.
Consistent ongoing training. Training for new officers.
Borderline embarrassing physical fitness
correlating with lack of training.
That the city is growing so fast and that we are
under staffed.
Spoiled rotten group of individuals that work as
individuals and not as a team.
Not aggressively planning and executing buildings
for stations and getting those up and running
before the need is drastic.
Inability to grow to an adequate staffing level due
to financial planning of the City years ago.
Lack of manpower.
Growth not keeping up with demand. We're on the computer way more than we're
outside training.
Communications are all over the place. This isn't
communications not happening, just different
stories depending on audience and who is telling
the story. The Chief and Asst. Chief offices are
right next to each other, yet we will get two
different versions of something in the same day.
Or the story will change day to day even from the
same person. In addition, we keep being asked to
give input, like this survey. The appearance
however, is that it just makes it look like our
input counts and management can say we asked
for input.
The ARFF program is our greatest weakness. We
don't have a program manager who coordinates
the program and its associated activities. Because
there is no manager it is ignored and flounders. A
strong manager could promote the program
within the organization and develop a training
program that would incorporate hands on
evolutions.
Lack of accountability and follow through,
specifically with officers.
Speed at which government gets things done.
Officer Development The shifts don't work together well. There is a
rivalry that could be a good thing but is not and it
starts at the top of the shifts.
Truck Ops Time to achieve our training goals.
Communicating through the massive growth we
are experiencing, and changing with the times.
Lack of accountability.
Breaks in communications between the Chief-
Asst, Chief-BC, and firefighters. This
communication is not consistent in both
directions and between shifts leading to missed
info and a less efficient department.
There is so much growth right now that it is hard
to keep up with what is happening and get the
information down to them. But making sure
everyone has a common message to send out.
Then the line staff have a better understanding of
what is happening.
We are stretched thin for managing programs. A generalized sense of entitlement.
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Opportunities
Better officer development. Development of department members that are
genuinely excited about the job and want to
become masters of their craft. Not only upward
mobility but also empower them to lead from the
bottom up.
The city growth. Pushing the water rescue program to be the go to
program in the area.
With the new hires and the department's growth,
instill to the new employees and old employees
to be appreciative to how good we have it to be
firefighters and be able to serve the community.
Get adequate staffing.
The city's growth. Use it to promote and grow the
department.
The backing of the City Council seems to be very
favorable right now. Pub Education
More hands-on training and physical fitness
requirements.
Expansion and growth.
Public support. Officer Development
Being proactive in funding Station 5. Community Paramedicine
Truly listening to the employees and when
something is brought up, don't just write it off as
complaining for no reason.
The ability to consolidate Tri-City fire
departments.
The willingness of the line personal who want
more outside training in such things as truck ops,
boat ops, or TRT.
Training off duty.
A strong up-and-coming leadership crew with
excitement to continually make the department
better and on the path with the Chief’s vision.
The growth in West Pasco. Use this rapid growth
to promote and improve PFD.
Ensure the growth of the fire department
matches the community’s needs. We fell so far
behind in the 80s it took monumental effort to
catch up.
Growth. We finally seem to have some buy in
from City Council. Let’s get them excited about
growth in the fire department.
Building our own training facility. Administrative and policy-level change due to
retirements.
City growth.
Page 79 of 115
Pasco Fire Department Strategic Plan – 2017
Page 41
Threats
Under-trained officers. City growth.
lack of future admin leadership, after who is
there now retires.
Stagnation of programs and training. The science
of firefighting is changing and we must keep up
with the times to provide the best service to our
citizens that is possible.
Promoting inexperience firefighters to the officer
position.
Losing the support from the City Council and
upper management through the next few years
as council seats come up for reelection and
Chief’s retiring.
Admin retiring with no plans in place to cover
that change. And getting a new chief that isn't in
line with the department future plans and goals.
Station and Staffing
The mass influx of new employees and a training
division with no supervisory or line experience.
Not handled right, this will hurt the department
in the long run.
Not being able to provide our services to the
entire city due to location of stations.
All new administration. The Chief leaving the department.
Physical fitness, personnel being a liability for
everybody.
I'm worried about the next chief after Gear.
Funding for all the programs that we promote
without having a clear program from the start.
Financial support from the stakeholders.
Honesty between upper management and line
personnel.
Changing federal and state laws that deal with
health care. The inability to collect funds for
services rendered.
The older officers who want to keep things status
que and continue with the "busy work" which will
bring morale down.
The loss of support from a new City Council and
manager.
Increased need with not enough employees or
stations to handle call volume.
Money. Revenue.
Falling behind the growth curve of the city. Stale administration and an inexperienced,
unsupervised training department.
Senior leadership change. Running out of funding and backing for the
change and growth that is happening, and then
not reaching the goals.
Too fast of growth for the department to keep up
with.
Administrative and Policy level change due to
retirements.
Page 80 of 115
Pasco Fire Department Strategic Plan – 2017
Page 42
Appendix B – Timeline
Objectives Assigned Responsibility Critical
90 Days
Short Term
< 1 year
Mid Term
1–3 years
Long Term
3–5 years
1C1: Identify regional partner agencies to form a regional training
center consortium
Facilities Task Force &
Training
1C2: Establish an inter-local agreement to form a regional
training consortium
Facilities Task Force &
Training
1D1: Surplus excess equipment currently utilizing storage space Storage Task Force
1D2: Assess each station’s storage capacity Storage Task Force
1E1: Partner with Public Works to identify problems with maintenance
of fire apparatus Apparatus Task Force & PPW
1F1: Secure signatures of partnering agencies
(Franklin and Benton Counties) Communication Task Force
2A1: Develop a successful candidate profile for the chief and
assistant chief (or deputy) positions
Executive Recruitment Task
Force
1A1: Secure funding for station construction Facilities Task Force
1A2: Locate and secure land for a new Station 84 Facilities Task Force
1A3: Select an architect for station design Facilities Task Force
1B1: Secure funding for station relocation Facilities Task Force
1B2: Locate and secure land for relocated Station 83 Facilities Task Force
1B3: Select an architect for station design Facilities Task Force
1C3: Secure funding for Training Center site in partnership with the
consortium members
Facilities Task Force &
Training
1C4: Locate and secure land for new training center Facilities Task Force &
Training
1C5: Select an architect for training center design Facilities Task Force &
Training Page 81 of 115
Pasco Fire Department Strategic Plan – 2017
Page 43
Objectives Assigned Responsibility Critical
90 Days
Short Term
< 1 year
Mid Term
1–3 years
Long Term
3–5 years
1C6: Select a contractor for the training center Facilities Task Force &
Training
1D3: Develop and implement a storage plan for each station Storage Task Force
1E2: Identify options to improve fleet maintenance through-put Apparatus Task Force & PPW
1E3: Establish a regular preventative maintenance program Apparatus Task Force & PPW
1E4: Develop a funding mechanism to address maintenance of fire
apparatus Apparatus Task Force & PPW
1F2: Conduct SECOMM radio procedure training for Pasco Fire Communication Task Force
1F3: Ensure proper training for SECOMM personnel Communication Task Force
1F4: Develop an emergency dispatch transition plan Communication Task Force
1F5: Work with SECOMM to update deployment plan and run cards Communication Task Force
2A2: Target recruit for candidates fitting the profile with significant
emphasis on effective labor/management relationships
Executive Recruitment Task
Force
2A3: Develop a comprehensive testing process with input from labor and
other key stakeholders
Executive Recruitment Task
Force
2A4: Recruit and fill the executive positions prior to incumbents leaving
for a smooth transition
Executive Recruitment Task
Force
2A5: Continue strong relationships with assisting and cooperating
agencies through the PFD leadership transition
Executive Recruitment Task
Force Ongoing
2B1: Map potential career path opportunities, laterally and vertically Career Development Task
Force
2B2: Identify critical skills needed to be successful at each rank and level
of the organization
Career Development Task
Force
2B3: Create specific curriculum for each skill set and for each position in
the organization
Career Development Task
Force
3C1: Research appropriate and healthy alerting systems Alerting Task Force Page 82 of 115
Pasco Fire Department Strategic Plan – 2017
Page 44
Objectives Assigned Responsibility Critical
90 Days
Short Term
< 1 year
Mid Term
1–3 years
Long Term
3–5 years
1A4: Select a contractor for station construction Facilities Task Force
1A5: Develop a staffing plan consistent with the master plan Facilities Task Force
1A6: Construct and open the station by 1-1-2020 Facilities Task Force
1B4: Select a contractor for station construction Facilities Task Force
1B5: Construct and open the new station 83 by 1-1-2020 Facilities Task Force
1C7: Construct and open the new training center by 1-1-2019 Facilities Task Force &
Training
2B4: Implement curricula organization-wide Career Development Task
Force
2B5: Evaluate the success of the career development program and adjust
as needed
Career Development Task
Force Ongoing
2C1: Collaborate with labor to develop a standardized lateral entry and
entry level hiring process Hiring Process Task Force
2C2: Conduct competency testing for lateral entry and entry level
positions Hiring Process Task Force
2C3: Post hiring evaluation of testing process is evaluated and adjusted as
necessary Hiring Process Task Force Ongoing
3A1: Research successful programs in other agencies already in place Wellness/Fitness Task Force
3A2: Develop a wellness/fitness program which includes the successful
attributes identified in 3A:1 Wellness/Fitness Task Force
3A3: Address exercise equipment and workout space needs as identified
in the wellness/fitness program; access to a gym may be an efficient
alternative
Wellness/Fitness Task Force
3A4: Develop a standardized, job related wellness/fitness education and
evaluation process that includes new recruits Wellness/Fitness Task Force
3A5: Implement the Washington State Council of Firefighters Healthy
In/Healthy Out program Wellness/Fitness Task Force Ongoing
3B1: Regularly evaluate PPE needs, factoring the latest technology into PPE Task Force Ongoing Page 83 of 115
Pasco Fire Department Strategic Plan – 2017
Page 45
Objectives Assigned Responsibility Critical
90 Days
Short Term
< 1 year
Mid Term
1–3 years
Long Term
3–5 years
replacement criteria
3B2: Research and acquire appropriate personal escape systems for all
personnel PPE Task Force
3B3: Provide annual training on care, maintenance, and inspection of PPE PPE Task Force
3B4: Pursue grants and other alternative funding sources for PPE PPE Task Force Ongoing
3C2: Install healthy alerting systems at each fire facility Alerting Task Force
3D1: Develop a Community Paramedicine Program Community Outreach Task
Force
3D2: Establish partnership agreements with allied agencies Community Outreach Task
Force
3D3: Implement the Community Paramedicine Program developed in 3D1 Community Outreach Task
Force
3D4: Secure ongoing funding for community paramedicine program Community Outreach Task
Force
3E1: Implement a Community Emergency Response Team (CERT)
program
Community Outreach Task
Force
3E2: Develop processes, systems, and programs to engage the
community to reduce their risk
Community Outreach Task
Force
3E3: Develop and conduct a PFD Citizen’s Academy Community Outreach Task
Force
Page 84 of 115
Pasco Fire Department Strategic Plan – 2017
Page 46
Appendix C – Status & Accountability
Pasco Fire Department
Status & Accountability Worksheet
Implementation Timeline Status: On Target – Delayed or Deferred – Not Currently On Target
Initiatives/Goals/Objectives
Initiative #1: Service Delivery Infrastructure Manager: Assistant Chief Dave Hare
Goal 1A: Site and construct a new Station 84 with adequate personnel, consistent with the master
plan recommendations. Responsible Timeline
Obj. 1: Secure funding for station construction Facilities Task Force Short-term
Obj. 2: Locate and secure land for a new Station 84 Facilities Task Force Short-term
Obj. 3: Select an architect for station design Facilities Task Force Short-term
Obj. 4: Select a contractor for station construction Facilities Task Force Mid-term
Obj. 5: Develop a staffing plan consistent with the master plan Facilities Task Force Mid-term
Obj. 6: Construct and open the station by 1-1-2020 Facilities Task Force Mid-term
Goal 1B: Relocate Station 83 based on the Master Plan recommendation. Responsible Timeline
Obj. 1: Secure funding for station relocation Facilities Task Force Short-term
Obj. 2: Locate and secure land for relocated Station 83 Facilities Task Force Short-term
Obj. 3: Select an architect for station design Facilities Task Force Short-term
Obj. 4: Select a contractor for station construction Facilities Task Force Mid-term
Obj. 5: Construct and open the new station 83 by 1-1-2020 Facilities Task Force Mid-term
Goal 1C: Establish a regional training facility with additional training program staffing. Responsible Timeline
Obj. 1: Identify regional partner agencies to form a regional training center consortium Facilities Task Force &
Training Critical Task
Obj. 2: Establish an inter-local agreement to form a regional training consortium Facilities Task Force &
Training Critical Task Page 85 of 115
Pasco Fire Department Strategic Plan – 2017
Page 47
Obj. 3: Secure funding for Training Center site in partnership with the consortium members Facilities Task Force &
Training Short-term
Obj. 4: Locate and secure land for new training center Facilities Task Force &
Training Short-term
Obj. 5: Select an architect for training center design Facilities Task Force &
Training Short-term
Obj. 6: Select a contractor for the training center Facilities Task Force &
Training Short-term
Obj. 7: Construct and open the new training center by 1-1-2019 Facilities Task Force &
Training Mid-term
Goal 1D: Provide adequate storage for equipment in existing stations. Responsible Timeline
Obj. 1: Surplus excess equipment currently utilizing storage space Storage Task Force Critical Task
Obj. 2: Assess each station’s storage capacity Storage Task Force Critical Task
Obj. 3: Develop and implement a storage plan for each station Storage Task Force Short-term
Goal 1E: Improve fleet maintenance. Responsible Timeline
Obj. 1: Partner with Public Works to identify problems with maintenance of fire apparatus Apparatus Task Force &
PPW Critical Task
Obj. 2: Identify options to improve fleet maintenance through-put Apparatus Task Force &
PPW Short-term
Obj. 3: Establish a regular preventative maintenance program Apparatus Task Force &
PPW Short-term
Obj. 4: Develop a funding mechanism to address maintenance of fire apparatus Apparatus Task Force &
PPW Short-term
Goal 1F: Pursue consolidation of dispatch centers (already under way). Responsible Timeline
Obj. 1: Secure signatures of partnering agencies (Franklin and Benton Counties) Communication Task
Force Critical Task
Obj. 2: Conduct SECOMM radio procedure training for Pasco Fire Communication Task
Force Short-term Page 86 of 115
Pasco Fire Department Strategic Plan – 2017
Page 48
Obj. 3: Ensure proper training for SECOMM personnel Communication Task
Force Short-term
Obj. 4: Develop an emergency dispatch transition plan Communication Task
Force Short-term
Obj. 5: Work with SECOMM to update deployment plan and run cards Communication Task
Force Short-term
Initiative #2: Succession Planning Manager: Executive Team, City Manager
Goal 2A: Recruit and select PFD executive leadership to maintain a positive and progressive
administration. Responsible Timeline
Obj. 1: Develop a successful candidate profile for the chief and assistant chief (or deputy) positions Executive Recruitment
Task Force Critical Task
Obj. 2: Target recruit for candidates fitting the profile with significant emphasis on effective
labor/management relationships
Executive Recruitment
Task Force Short-term
Obj. 3: Develop a comprehensive testing process with input from labor and other key stakeholders Executive Recruitment
Task Force Short-term
Obj. 4: Recruit and fill the executive positions prior to incumbents leaving for a smooth transition Executive Recruitment
Task Force Short-term
Obj. 5: Continue strong relationships with assisting and cooperating agencies through the PFD
leadership transition
Executive Recruitment
Task Force
Short-term,
ongoing
Goal 2B: Establish a career development program. Responsible Timeline
Obj. 1: Map potential career path opportunities, laterally and vertically Career Development Task
Force Short-term
Obj. 2: Identify critical skills needed to be successful at each rank and level of the organization Career Development Task
Force Short-term
Obj. 3: Create specific curriculum for each skill set and for each position in the organization Career Development Task
Force Short-term
Obj. 4: Implement curricula organization-wide Career Development Task
Force Mid-term
Obj. 5: Evaluate the success of the career development program and adjust as needed Career Development Task
Force
Mid-term,
ongoing Page 87 of 115
Pasco Fire Department Strategic Plan – 2017
Page 49
Goal 2C: Implement a standardized lateral entry and entry level hiring process. Responsible Timeline
Obj. 1: Collaborate with labor to develop a standardized lateral entry and entry level hiring process Hiring Process Task Force Mid-term
Obj. 2: Conduct competency testing for lateral entry and entry level positions Hiring Process Task Force Mid-term
Obj. 3: Post hiring evaluation of testing process is evaluated and adjusted as necessary Hiring Process Task Force Mid-term,
ongoing
Initiative #3: Health and Safety Manager: Fire Chief Bob Gear
Goal 3A: Develop a Wellness/Fitness Program. Responsible Timeline
Obj. 1: Research successful programs in other agencies already in place Wellness/Fitness Task
Force Mid-term
Obj. 2: Develop a wellness/fitness program which includes the successful attributes identified in 3A:1 Wellness/Fitness Task
Force Mid-term
Obj. 3: Address exercise equipment and workout space needs as identified in the wellness/fitness
program; access to a gym may be an efficient alternative
Wellness/Fitness Task
Force Mid-term
Obj. 4: Develop a standardized, job related wellness/fitness education and evaluation process that
includes new recruits
Wellness/Fitness Task
Force Mid-term
Obj. 5: Implement the Washington State Council of Firefighters Healthy In/Healthy Out program Wellness/Fitness Task
Force
Mid-term,
ongoing
Goal 3B: Ensure proper Personal Protection Equipment (PPE) is selected and provided to all personnel. Responsible Timeline
Obj. 1: Regularly evaluate PPE needs, factoring the latest technology into replacement criteria PPE Task Force Mid-term,
ongoing
Obj. 2: Research and acquire appropriate personal escape systems for all personnel PPE Task Force Mid-term
Obj. 3: Provide annual training on care, maintenance, and inspection of PPE PPE Task Force Mid-term
Obj. 4: Pursue grants and other alternative funding sources for PPE PPE Task Force Mid-term,
ongoing
Goal 3C: Improve station alerting systems. Responsible Timeline
Obj. 1: Research appropriate and healthy alerting systems Alerting Task Force Short-term
Obj. 2: Install healthy alerting systems at each fire facility Alerting Task Force Mid-term Page 88 of 115
Pasco Fire Department Strategic Plan – 2017
Page 50
Goal 3D: Continue to develop and implement Community Risk Reduction programs. Responsible Timeline
Obj. 1: Develop a Community Paramedicine Program Community Outreach Task
Force Mid-term
Obj. 2: Establish partnership agreements with allied agencies Community Outreach Task
Force Mid-term
Obj. 3: Implement the Community Paramedicine Program developed in 3D1 Community Outreach Task
Force Mid-term
Obj. 4: Secure ongoing funding for community paramedicine program Community Outreach Task
Force Long-term
Goal 3E: Enhance community outreach. Responsible Timeline
Obj. 1: Implement a Community Emergency Response Team (CERT) program Community Outreach Task
Force Long-term
Obj. 2: Develop processes, systems, and programs to engage the community to reduce their risk Community Outreach Task
Force Long-term
Obj. 3: Develop and conduct a PFD Citizen’s Academy Community Outreach Task
Force Long-term Page 89 of 115
Pasco Fire Department Strategic Plan – 2017
Page 51
Appendix D – Task Worksheet
Initiative: Person(s) Responsible: Desired Outcome(s):
Goal:
Objective: Timeline:
# Task Assigned/Delegated Start
Date
Completion
Date
Cost
Estimate
Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Page 90 of 115
RESOLUTION NO. _________
Staffing for Adequate Fire and Emergency Response (SAFER) Grant
A RESOLUTION of the City of Pasco approving the acceptance of the
Staffing for Adequate Fire and Emergency Response (SAFER) Grant awarded by
the US Department of Homeland Security Federal Emergency Management
Agency (FEMA).
WHEREAS, it is a 2016-2017 City Council goal to reduce fire and ambulance response
times and achieve a Washington State Rating Bureau (WSRB) protection class 4; and
WHEREAS, the City recently acquired a new fire station (Station 84) in the Riverview
area, an area in the City where response times consistently exceed the City Council adopted 90%
time of 6 minutes; and
WHEREAS, the City is currently unable to fully staff Station 84; and
WHEREAS, the City has been chosen to receive the SAFER Grant; NOW,
THEREFORE,
BE IT RESOLVED that:
1. The City guarantees to maintain current staffing levels and incur no lay-offs during the
period of performance of the Grant; and
2. The City agrees to the SAFER Grant Agreement Articles attached; and
3. The City Manager or his designee is hereby authorized to accept the SAFER Grant.
PASSED by the City Council of the City of Pasco this 21st day of August, 2017.
Matt Watkins, Mayor
ATTEST: APPROVED AS TO FORM:
Daniela Erickson, City Clerk Leland B. Kerr, City Attorney
Page 91 of 115
Award Package
Agreement Articles
U.S.Department of Homeland Security
Washington,D.C.20472
AGREEMENT ARTICLES
STAFFING FOR ADEQUATE FIRE AND EMERGENCY RESPONSE (SAFER)Grants
GRANTEE:Pasco Fire Department
PROGRAM:Staffing for Adequate Fire and Emergency Response (SAFER)-Hiring
AGREEMENT NUMBER:EMW-2016-FH-00428
AMENDMENTNUMBER:
TABLE OF CONTENTS
Amde I Assurances,Administrative Requirements and Cost
Principles
Article ll Acknowledgement of Federal Funding from DHS
Article lll Activities Conducted Abroad
Article IV Age Discrimination Act of 1975
Article V Americans with Disabilities Act of 1990
vi °t
Article Vll Title VI of the Civil Rights Act of 1964
Article Vlll Civil Right Act of 1968
Article IX Copyright
Article X Debarment and Suspension
Article Xl Drug~Free Workplace Regulations
Article Xll Duplication of Benefits
Article Xlll Energy Policy and Conservation Act
Article XIV Reporting Subawards and Executive Compensation
Article XV False Claims Act and Program Fraud Civil Remedies
Article XVI Federal Debt Status
Article XVll Fly America Act of 1974
Article XVll|Hotel and Motel Safety Act of 1990
Amde XIX gweite/cI1)EnglishPro?ciency (Civil Rights Act of ‘I964,
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Award Package
Article XX Lobbying Prohibitions
Article XXI Non-supplanting Requirement
Article XXII Patents and Intellectual Property Rights
Article XXl|I Procurement of Recovered Materials
Contract Provisions for Non-federal Entity ContractsArticleXXIVunderFederalAwards
Article XXV SAFECOM
Article XXVl Terrorist Financing E,O.13224
Article XXVll Trafficking Victims Protection Act of 2000
Article XXIX Rehabilitation Act of 1973
Article XXX USA Patriot Act of 2001
Article XXXI Use of DHS Seal,Logo and Flags
Article XXXII Whistleblower Protection Act
Article X)(Xll|DHS Specific Acknowledgements and Assurances
System of Award Management and Universal Identi?er
Requirements
Article XXXV Animal Welfare Act of 1966
Article XXXVI Protection of Human Subjects
lncorporation by Reference of Notice of Funding
Opportunity
Article XXXVlll Acceptance of Post Award Changes
Article XXXIX Prior Approval for Modification of Approved Budget
Disposition of Equipment Acquired Under the Federal
Article XXXIV
Article XXXVII
Article XL Award
Amide XL!EnvironmentalPlanning and Historic Preservation
Screening
I4 Assurances,Administrative Requirements and Cost Principles
Recipients of DHS federal financial assistance must complete OMB
Standard Form 4245 Assuiances;_j1gn-»Cogstruction Prog[_ams.Certain
assurances in this document may not be applicable to your program,and
the awarding agency may require applicants to certify additional
assurances‘Please contact the program awarding office if you have any
questions.
The administrative requirements and cost principles that apply to DHS
award recipients originate from:
2 C F Part 29g,Uniform Administrative Requirement,Cost Principles,and Audit
Requirements for Federal Awards,as adopted by DHS at 2 C.F.R.Part 3002.
II.Acknowledgement of Federal Funding from DHS
All recipients must acknowledge their use of federal funding when issuing
statements,press releases,requests for proposals,bid invitations,and other
ltttps://eserviccsfema.gov/FemaFircGmnt/?1‘egrant/jsp/f'1tc_admin/awards/spec/viewwaward...8/4/2017Page 93 of 115
Award Package
documents describing projects or programs funded in whole or in part with
Federal funds.
III.Activities Conducted Abroad
All recipients must ensure that project activities carried on outside the United
States are coordinated as necessary with appropriate government authorities
and that appropriate licenses,permits,or approvals are obtained.
IV.Age Discrimination Act of 1975
All recipients must comply with the requirements of the Age DiscriminationAct of
1975 (5tg_U.S.C.§§3t0‘I at sel),which prohibits discrimination on the basis of age
in any program or activity receiving Federal financial assistance.
-<.
Americans with Disabilities Act of 1990
All recipients must comply with the requirements of Titles I,ll,and ill of the
Americans with DisabilitiesAct,which prohibits recipients from discriminating on
the basis ofdisability in the operation of public entities,public and private
transportation systems,places of public accommodation,and certain testing
entities (gig u.s.c.§§_,_1_2_1oi—122_3_3_).
VI.Best Practices for Collection and Use of Personally identifiable information (Pll)
All recipients who collect Pll are required to have a publically-available
privacy policy that describes what Pll they collect,how they use the PH,
whether they share PMwith third parties,and how individuals may have their
Pll corrected where appropriate.
Award recipients may also find as a useful resource the DHS Privacy Impact
Assessments:E_;i_v_acyGuigance and E_ri\/acyternplge respectively.
VII.Title VI of the Civil Rights Act of 1964
All recipients must comply with the requirements of Title VI of the Civil Rights Act
of 1964 (g:,U.S.C.§__2gQ0Od etseg),which provides that no person in the United
States will,on the grounds of race,color,or national origin,be excluded from
participation in,be denied the bene?ts of,or be subjected to discrimination under
any program or activity receiving Federal financial assistance.Implementing
regulations for the Act are found at §g§;_.F.R.Pa;t_g__1and ‘{Jr__4‘”£;y;_E.R4Part;
VIII.Civil Rights Act of 1968
All recipients must comply with 1‘itle_\_/tLl_gq§_tl_re_Ciyj_l_,&qlttsAct o?jg??,which
prohibits recipients from discriminating in the sale,rental,financing,and
advertising of dwellings,or in the provision of services in connection therewith,
on the basis of race,color,national origin,religion,disability,familial status,and
sex (4_2,Ll__S__Q_,_,§360i etseg),as implemented by the Department of Housing and
Urban Development at _2_g_CFR.i>g;rt_'i£)_Q.The prohibition on disability
discrimination includes the requirement that new multifamily housing with four or
more dwelling units—i.e.,the public and common use areas and individual
apartment units (all units in buildings with elevators and ground—floor units in
buildings without elevators)-be designed and constructed with certain accessible
features (566 2iL...E-.f3.;§E£.2.QJ.)-
IX.Cogyright
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view_award...
8/4/20}7Page 94 of 115
Award Package
All recipients must affix the applicable copyright notices of ,1/Z,_;dg;$,,Qg_§§4_Oj_,grAAOg
and an acknowledgement of Government sponsorship (including award number)
to any work first produced under Federal financial assistance awards,unless the
work includes any information that is otherwise controlled by the Government
(e.g.,classified information or other information subject to national security or
export control laws or regulations).
X.Debarment and Suspension
All recipients must comply with Executive Orders and 12589,which provide
protection against waste,fraud and abuse by debarring or suspending those
persons deemed irresponsible in their dealings with the Federal government.
XI.Drug-Free Workplace Regulations
All recipients must comply with the Drug-Free Workplace Act of 1988 (?’_:J_._S.C.§
?)l_eL§e_g.),which requires that all organizations receiving grants from any
Federal agency agree to maintain a drug-free workplace.DHS has adopted the
Act's implementing regulations at _2§__F_a_Pait 3001.
Xll.Duplication of Benefits
Any cost allocable to a particular Federal award provided for in 2_Q._E_.»F§j§_it_g@,
§ybQart E may not be charged to other Federal awards to overcome fund
deficiencies,to avoid restrictions imposed by Federal statutes,regulations,or
terms and conditions of the Federal awards,or for other reasons.However,this
prohibition would not preclude the non-Federal entity from shifting costs that are
allowable under two or more Federal awards in accordance with existing Federal
statutes,regulations,or the terms and conditions of the Federal awards.
Xlll.Energy Policy and Conservation Act
All recipients must comply with the requirements of z_i_2,__tJ“.g§.C.§6201 which
contain policies relating to energy efficiency that are defined in the state energy
conservation plan issues in compliance with this Act.
XIV.Reporting Subawards and Executive Compensation
a.Reporting of first-tier subawards.
1.Applicability.Unless you are exempt as provided in paragraph d.of this
award term,you must report each action that obligates $25,000 or more
in Federal funds that does not include Recovery funds (as defined in
section 1512(a)(2)of the American Recovery and Reinvestment Act of
2009,Pub.L.111-5)for a subaward to an entity (see definitions in
paragraph e.ofthis award term).
2.Where and when to report.
i,You must report each obligating action described in paragraph
at of this award term to http://wwwfsrs.gov.
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Award Package
ii.For subaward information,report no later than the end of the
month following the month in which the obligation was made.(For
example,if the obligation was made on November 7,2010,the
obligation must be reported by no later than December 31,2010.)
3.What to report,You must report the information about each obligating
action that the submission instructions posted at http://www.fsrs.gov
specify.
b.Reporting Total Compensation of Recipient Executives.
1.Applicability and what to report.You must report total compensation for
each of your ?ve most highly compensated executives for the preceding
completed fiscal year,if-
i.the total Federal funding authorized to date under this award is
$25,000 or more;
ii.in the preceding fiscal year,you received-
(A)80 percent or more of your annual gross
revenues from Federal procurement contracts (and
subcontracts)and Federal financial assistance
subject to the Transparency Act,as defined at 2
CFR 170.320 (and subawards);and
(B)$25,000,000 or more in annual gross revenues
from Federal procurement contracts (and
subcontracts)and Federal financial assistance
subject to the Transparency Act,as defined at 2
CFR 170.320 (and subawards);and
iii.The public does not have access to information about the
compensation of the executives through periodic reports filed
under section 13(a)or 15(d)ofthe Securities Exchange Act of
1934 (15 U.S.C.78m(a),78o(d))or section 6104 of the Internal
Revenue Code of 1986.(To determine if the public has access to
the compensation information,see the U.S.Security and
Exchange Commission total compensation filings at
http://wvvw.sec.go V/answers/execomp.htm.)
2.Where and when to report.You must report executive total
compensation described in paragraph b.1.of this award term:
i.As part of your registration profile at lLtt;gs;/fgryvwyygsak/1i.At2_@'.
ii.By the end of the month following the month in which this award
is made,and annually thereafter.
c.Reporting of Total Compensation of Subrecipient Executives.
1.Applicability and what to report.Unless you are exempt as provided in
paragraph d.of this award term,for each first-tier subrecipient under this
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:1.Exemptions
award,you shall report the names and total compensation of each of the
subrecipient‘s five most highly compensated executives for the
subrecipient‘s preceding completed fiscal year,if—
i.in the subrecipient's preceding fiscal year,the subrecipient
received
(A)80 percent or more of its annual gross revenues
from Federal procurement contracts (and
subcontracts)and Federal financial assistance
subject to the Transparency Act,as defined at 2
CFR 170.320 (and subawards);and
(B)$25,000,000 or more in annual gross revenues
from Federal procurement contracts (and
subcontracts),and Federal ?nancial assistance
subject to the Transparency Act (and subawards);
and
ii,The public does not have access to information about the
compensation of the executives through periodic reports filed
under section 13(a)or 15(d)of the Securities Exchange Act of
1934 (15 USC.78m(a),78o(d))or section 6104 of the internal
Revenue Code of 1986.(To determine if the public has access to
the compensation information,see the US.Security and
Exchange Commission total compensation ?lings at
http://www.sec.go v/answers/exe comp.htm.)
2.Where and when to report.You must report subrecipient executive
total compensation described in paragraph ct.of this award term:
i.To the recipient.
ii.By the end of the month following the month during which you
make the subaward,For example,if a subaward is obligated on
any date during the month of October of a given year (i.e.,
between October 1 and 31),you must report any required
compensation information of the subrecipient by November 30 of
that year.
if,in the previous tax year,you had gross income,from all sources,under
$300,000,you are exempt from the requirements to report:
i.Subawards,
and
ii.The total compensation of the five most highly compensated
executives of any subrecipient.
e.Definitions.For purposes of this award term:
1.Entity means all of the following,as defined in 2 CFR part 25:
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i.A Governmental organization,which is a State,local
government,or Indian tribe;
ii.A foreign public entity;
iii.A domestic or foreign nonprofit organization;
iv.A domestic or foreign for—profitorganization;
v.A Federal agency,but only as a subrecipient under an award or
subaward to a non—Federalentity.
2.Executive means of?cers,managing partners,or any other employees
in management positions.
3.subaward:
i.This term means a legal instrument to provide support for the
performance of any portion of the substantive project or program
for which you received this award and that you as the recipient
award to an eligible subrecipient.
ii.The term does not include your procurement of property and
services needed to carry out the project or program (for further
explanation,see Sec.__.210 of the attachment to OMB Circular
A-133,"Audits of States,Local Governments,and Non-Profit
Organizations").
iii.A subaward may be provided through any legal agreement,
including an agreement that you or a subrecipient considers a
contract.
4.Subrecipient means an entity that:
i,Receives a subaward from you (the recipient)under this award;
and
ii.ls accountable to you for the use of the Federal funds provided
by the subaward.
5.Total compensation means the cash and noncash dollar value earned
by the executive during the recipient's or subrecipient‘s preceding fiscal
year and includes the following (for more information see 17 CFR
229.402(c)(2)):
i.Salary and bonus.
ii.Awards of stock,stock options,and stock appreciation rights.
Use the dollar amount recognized for financial statement reporting
purposes with respect to the ?scal year in accordance with the
Statement of Financial Accounting Standards No.123 (Revised
2004)(FAS 123R),Shared Based Payments.
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iii.Earnings for services under non-equity incentive plans.This
does not include group life,health,hospitalization or medical
reimbursement plans that do not discriminate in favor of
executives,and are available generally to all salaried employees.
iv.Change in pension value.This is the change in present value
of defined benefit and actuarial pension plans.
v.Above~market earnings on deferred compensation which is not
tax—qua/ified.
vi.Other compensation,if the aggregate value of all such other
compensation (e.g.severance,termination payments,value of life
insurance paid on behalf of the employee,perquisites or property)
for the executive exceeds $10,000.
XV.False Claims Act and Proqram Fraud Civil Remedies
All recipients must comply with the requirements of ;1_tJ_.§gg:§3729 which set
forth that no recipient of federal payments shall submit a false claim for payment.
See also _3_8_g._$_._C_.§3801;_3§3_j_,g_which details the administrative remedies for false
claims and statements made.
XVI.Federal Debt Status
All recipients are required to be non~delinquent in their repayment of any Federal
debt.Examples of relevant debt include delinquent payroll and other taxes,audit
disallowances,and benefit overpayments.See QMBCircular A—12_§and form
SF-4248,item number 17 for additional information and guidance.
XVII.Fly America Act of 1974
All recipients must comply with Preference for US.Flag Air Carriers:(air carriers
holding certificates under g§_9_g§Q.§41102)for international air transportation of
people and property to the extent that such service is available,in accordance
with the International Air Transportation Fair Competitive Practices Act of 1974
(gig U.S.C.§4Q1_1_8_)and the interpretative guidelines issued by the Comptroller
General of the United States in the March 31,1981,@j‘Q8nCIiTie?_LIOComptroller
General Decision B~138942.
XVIII.Hotel and Motel Fire Safety Act of 1990
in accordance with Section 6 of the Hotel and Motel Fire Safety Act of 1990,1Q
U.S.C.§222_5_a__,all recipients must ensure that all conference,meeting,convention,
or training space funded in whole or in part with Federal funds complies with the
fire prevention and control guidelines of the Federal Fire Prevention and Control
Act of 1974,as amended,15 U.S.C.§2225.
XIX.Limited Enqlish Proficiency (Civil Rights Act of 1964,Title VI)
All recipients must comply with the Title VI of the Civil Rights Act of 1964 (Title
VI)prohibition against discrimination on the basis of national origin,which
requires that recipients of federal financial assistance take reasonable steps to
provide meaningful access to persons with limited English pro?ciency (LEP)to
their programs and services.Providing meaningful access for persons with LEP
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XX.
XXI.
XXII.
XXIH.
may entail providing language assistance services,including oral interpretation
and written translation.In order to facilitate compliance with Title VI,recipients
are encouraged to consider the need for language services for LEP persons
served or encountered in developing program budgets.Executive Order 13166,
Improving Access to Services for Persons with Limited English Pro?ciency
(August 11,2000),requires federal agencies to issue guidance to recipients,
assisting such organizations and entities in understanding their language access
obligations.DHS published the required recipient guidance in April 2011,DHS
Guidance to Federal Financial Assistance Recipients Regarding Title VI
Prohibition Against National Origin Discrimination Affecting Limited English
Pro?cient Persons,76 Fed.Reg.21755-21768,(April 18,2011).The Guidance
provides helpful information such as how a recipient can determine the extent of
its obligation to provide language sen/ices;selecting language services;and
elements of an effective plan on language assistance for LEP persons.For
additional assistance and information regarding language access obligations,
please refer to the DHS Recipient Guidance htyas://wvvw.dhs.go\;/g_gidance—
9ulLH§D§g;h91rL-desparmtgeytzsuaec?egiggrgacmza?wsemy?gmanmgtutasgmegelg
limiteg and additional resources on http://wvvv_Ll_e9gg_gy.
Lobbying Prohibitions
All recipients must comply with 3_1__L_J_.§._C_§1352,which provides that none of the
funds provided under an award may be expended by the recipient to pay any
person to influence,or attempt to influence an officer or employee of any agency,
a Member of Congress,an officer or employee of Congress,or an employee of a
Member of Congress in connection with any Federal action concerning the award
or renewal.
Non-supplanting Reguirement
All recipients who receive awards made under programs that prohibit supplanting
by law must ensure that Federal funds do not replace (supplant)funds that have
been budgeted for the same purpose through non—Federal sources.Where
federal statues for a particular program prohibits supplanting,applicants or
recipients may be required to demonstrate and document that a reduction in
non—Federal resources occurred for reasons other than the receipt of expected
receipt of Federal funds.
Patents and Intellectual Property Riqhts
Unless otherwise provided by law,recipients are subject to the Bayn-Qgligg
Pub.L.l\io._9@;§3_j/_,as amended,and codified in §§g§_QW§g2_Qt_J,et seq.All
recipients are subject to the specific requirements governing the development,
reporting,and disposition of rights to inventions and patents resulting from
financial assistance awards are in §V7_,_Q_,E??l3g_r_t_giQand the standard patent
rights clause in 37 C.F.R.§401.14.
Procurement of Recovered Materials
All recipients must comply with section 6002 of the _S‘_()_li_L_i__\_l_y_i':;l_S_1_e_L_7|SQOSalz’—\C_l,as
amended by the Resource Conservation and Recovery Act.The requirements of
Section 6002 include procuring only items designated in guidelines of the
Environmental Protection Agency (EPA)at 40 CFR.Part 247 that contain the
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highest percentage of recovered materials practicable,consistent with
maintaining a satisfactory level of competition,where the purchase price of the
item exceeds $10,000 or the value of the quantity acquired by the preceding
?scal year exceeded $10,000;procuring solid waste management services in a
manner that maximizes energy and resource recovery;and establishing an
affirmative procurement program for procurement of recovered materials
identified in the EPA guidelines.
XXIV.Contract Provisions for Non~federal Entity Contracts under Federal Awards
a.Contracts for more than the simpli?ed acquisition threshold set at
§15O 000.
All recipients who have contracts exceeding the acquisition threshold
currently set at $150,000,which is the inflation adjusted amount
determined by Civilian Agency Acquisition Council and the Defense
Acquisition Regulation Council as authorized by 5l1#tJ,_S_._t3_W§_1g_O_t3,
must address administrative,contractual,or legal remedies in
instance where contractors violate or breach contract terms and
provide for such sanctions and penalties as appropriate.
b.Contracts in excess of §10 000.
All recipients that have contracts exceeding $10,000
must address termination for cause and for convenience
by the non-Federal entity including the manner by which
it will be effected and the basis for settlement.
XXV.SAFECOM
All recipients who receive awards made under programs that provide
emergency communication equipment and its related activities must
comply with the §;\_FECOM Guidance for Emergency Communication
Grants,including provisions on technical standards that ensure and
enhance interoperable communications‘
XXVI.Terrorist Financing E.O.13224
All recipients must comply with tJ_§.4‘Exeg_tgivg_Qger_i_§__2_2;1and US.
law that prohibit transactions with,and the provisions of resources
and support to,individuals and organizations associated with
terrorism‘It is the legal responsibility of recipients to ensure
compliance with the E.O.and laws.
XXVII.Title IX of the Education Amendments of 1972 (Equal Ogportunity in
Education Actt
All recipients must comply with the requirements of Title IX of the
Education Amendments of 1972 (20 U.S_(_3”.~§_i__6_E’:_ig§_l__s_§~((.),which
provides that no person in the United States will,on the basis of sex,
be excluded from participation in,be denied the benefits of,or be
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XXV|ll
XXIX.
XXX.
XXXI.
XXXII.
XXX|l|.
subjected to discrimination under any educational program or activity
receiving Federal financial assistance.implementing regulations are
codified at 6_g§._l1_P_ar_t1Z and 5l3,__(:~.E_.L3VPartlg
.TraffickingVictims Protection Act of 2000
All recipients must comply with the requirements of the government-
wide award term which implements Section 106(9)of the Trafficking
Victims Protection Act (TVPA)of 2000,as amended (22 U.S.C.§
1393).This is implemented in accordance with OMB interim Final
Guidance,Federal Register,Volume 72,No.218,November 13,
2007.Full text of the award term is located at _2_QEj<__§_175.15.
Rehabilitation Act of 1973
All recipients of must comply with the requirements of Section 504 of
the Rehabilitation Act of 1973,29 U SC.§_7_§a‘g,as amended,which
provides that no otherwise quali?ed handicapped individual in the
United States will,solely by reason of the handicap,be excluded
from participation in,be denied the benefits of,or be subjected to
discrimination under any program or activity receiving Federal
financial assistance‘These requirements pertain to the provision of
benefits or services as well as to employment.
USA Patriot Act of 2001
All recipients must comply with requirements of the Uniting and
Strengthening America by Providing Appropriate Tools Required to
Intercept and Obstruct Terrorism Act (USA PATRIOT Act),which
amends 1§g§_Q.§§175~i75c.Among other things,the USA
PATRIOT Act prescribes criminal penalties for possession of any
biological agent,toxin,or delivery system of a type or in a quantity
that is not reasonablyjustified by a prophylactic,protective,bona
fide research,or other peaceful purpose.
Use of DHS seal,Logo and Flags
All recipients must obtain DHS‘s approval prior to using the DHS
seal(s),logos,crests or reproductions of flags or likenesses of DHS
agency officials,including use of the United States Coast Guard
seal,logo,crests or reproductions of flags or likenesses of Coast
Guard officials.
Whistleblower Protection Act
All recipients must comply with the statutory requirements for
whistleblower protections (if applicable)at 1Qg._S_,_g§,_ggg§1,/=_/§1__[:i.«§H__C_:_;
§_4_z_1g,and 1Q_U.S.C.§232$4_i_l_US.C.§§_§§Q_§and {—i_;1_Q.
DHS Specific Acknowledqements and Assurances
All recipients must acknowledge and agree-and require any sub-
recipients,contractors,successors,transferees,and assignees
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acknowledge and agree-to comply with applicable provisions
governing DHS access to records,accounts,documents,
information,facilities,and staff.
1.Recipients must cooperate with any compliance review or
complaint investigation conducted by DHS.
2.Recipients must give DHS access to and the right to examine and
copy records,accounts,and other documents and sources of
information related to the grant and permit access to facilities,
personnel,and other individuals and information as may be
necessary,as required by DHS regulations and other applicable
laws or program guidance.
3.Recipients must submit timely,complete,and accurate reports to
the appropriate DHS officials and maintain appropriate backup
documentation to support the reports.
4.Recipients must comply with all other special reporting,data
collection,and evaluation requirements,as prescribed by law or
detailed in program guidance.
5.If,during the past three years,the recipient has been accused of
discrimination on the grounds of race,color,national origin (including
limited English proficiency),sex,age,disability,religion,or familial
status,the recipient must provide a list of all such proceedings,
pending or completed,including outcome and copies of settlement
agreements to the DHS awarding office and the DHS Office of Civil
Rights and Civil Liberties.
6.In the event any court or administrative agency makes a finding of
discrimination on grounds of race,color,national origin (including
limited English pro?ciency),sex,age,disability,religion,or familial
status against the recipient,or the recipient settles a case or matter
alleging such discrimination,recipients must forward a copy of the
complaint and findings to the DHS Component and/or awarding
office.
The United States has the right to seekjudicial enforcement of these
obligations.
XXXIV.System of Award Manaqement and Universal Identifier Requirements
A.Requirement for System of Award Management
Unless exempted from this requirement under 2 CFR 25.110,you as
the recipient must maintain the currency of your information in the
SAM until you submit the final financial report required under this
award or receive the final payment,whichever is later.This requires
that you review and update the information at least annually after the
initial registration,and more frequently if required by changes in your
information or another award term.
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8.Requirement for unique entity identifier
lf authorized to make subawards under this award,you:
1.Must notify potential subrecipients that no entity (see
de?nition in paragraph C of this award term)may receive a
subaward from you unless the entity has provided its unique
entity identi?er to you.
2.May not make a subaward to an entity unless the entity
has provided its unique entity identi?er to you.
C.Definitions
For purposes of this award term:
1.System of Award Management(SAM)means the Federal
repository into which an entity must provide information
required for the conduct of business as a recipient.Additional
information about registration procedures may be found at
the SAM lnternet site (currently at flfig.//Li_/L/_v1/_.§M£3_I_TL_qQ_\_/).
2.Unique entity identi?er means the identifier required for
SAM registration to uniquely identify business entities.
3.Entity,as it is used in this award term,means all of the
following,as defined at 2 CFR part 25,subpart C:
a.A Governmental organization,which is a State,
local government,or Indian Tribe;
b.A foreign public entity;
c.A domestic or foreign nonprofit organization;
d.A domestic or foreign for-profit organization;and
e.A Federal agency,but only as a subrecipient under
an award or subaward to a non-Federal entity.
4.Subaward:
a.This term means a legal instrument to provide
support for the performance of any portion of the
substantive project or program for which you received
this award and that you as the recipient award to an
eligible subrecipient.
b.The term does not include your procurement of
property and services needed to carry out the project
or program (for further explanation,see 2 CFR
200.330).
c.A subaward may be provided through any legal
agreement,including an agreement that you consider
a contract.
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5.Subrecipieni means an entity that:
a.Receives a subaward from you under this award;
and
b.is accountable to you for the use of the Federal
funds provided by the subaward.
XXXV.Animal Welfare Act of 1966
All recipients of financial assistance will comply with the
requirements of the Animal Welfare Act,as amended (7 U.S.C.
§2131 et seq.),which requires that minimum standards of care and
treatment be provided for vertebrate animals bred for commercial
sale,used in research,transported commercially,or exhibited to the
public.Recipients must establish appropriate policies and
procedures for the humane care and use of animals based on the
Guide for the Care and Use of Laboratory Animals and comply with
the Public Health Service Policy and Government Principles
Regarding the Care and Use of Animals.
XXXVl.Protection of Human Subjects
All recipients of financial assistance will comply with the
requirements of the Federal regulations at 45 CFR Part 46,which
requires that recipients comply with applicable provisions/law for the
protection of human subjects for purposes of research.Recipients
must also comply with the requirements in DHS Management
Directive O26-O4,Protection of Human Subjects,prior to
implementing any work with human subjects.For purposes of 45
CFR Part 46,research means a systematic investigation,including
research,development,testing,and evaluation,designed to develop
or contribute to general knowledge.Activities that meet this definition
constitute research for purposes of this policy,whether or not they
are conducted or supported under a program that is considered
research for other purposes.The regulations specify additional
protections for research involving human fetuses,pregnant women,
and neonates (Subpart B);prisoners (Subpart C);and children
(Subpart D).The use of autopsy materials is governed by applicable
State and local law and is not directly regulated by 45 CFR Part 46.
XXXVH.Incorporation byReference of Notice of Fundinq Opportunity
The Notice of Funding Opportunity for this program is hereby
incorporated into your award agreement by reference.By accepting
this award,the recipient agrees that all allocations and use of funds
under this grant will be in accordance with the requirements
contained in the Notice of Funding Opportunity.
XXXVl|l.Acceptance of Post Award Changes
in the event FEMA determines that changes are necessary to the
award document after an award has been made,including changes
to period of performance or terms and conditions,recipients will be
notified of the changes in writing.Once notification has been made,
any subsequent request for funds will indicate recipient acceptance of
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the changes to the award.if you have questions about these
procedures,please contact the AFG Help Desk at 1-866-274-0960,
or send an email to ?5gLagt§@dlis.g;p_v.
XXXIX.Prior Approval for Modification of Agproved Budget
Before making any change to the DHS/FEMA approved budget for
this award,you must request prior written approval from DHS/FEMA
where required by 2 CFR.§200.308.For awards with an approved
budget greater than $150,000,you may not transfer funds among
direct cost categories,programs,functions,or activities without prior
written approval from DHS/FEMA where the cumulative amount of
such transfers exceeds or is expected to exceed ten percent (10%)of
the total budget DHS/FEMA last approved.You must report any
deviations from your DHS/FEMA approved budget in the first Federal
Financial Report (SF-425)you submit following any budget deviation,
regardless of whether the budget deviation requires prior written
approval.
XL.Disposition of Equipment Acg_uired Under the Federal Award
When original or replacement equipment acquired under this award
by the recipient or its sub-recipients is no longer needed for the
original project or program or for other activities currently or
previously supported by DHS/FEMA,you must request instructions
from DHS/FEMA to make proper disposition of the equipment
pursuant to 2 C.F.R.§200.313,
XLI.Environmental Planning and Historic Preservation Screening
SAFER—fundedactivities that involve the installation of equipment
(such as permanently mounted LED/electronic signs)not speci?cally
excluded from a FEMA Environmental and Historic Preservation
(EHP)Review per the Grant Programs Directorate (GPD)
Programmatic Environmental Assessment (PEA);ground-disturbing
activities;or modi?cation/renovation of existing buildings or structures
must undergo a FEMA EHP Review.
FEMAis required to consider the potential impacts to natural and
cultural resources of all projects funded by FEMA grant funds,
through its EHP Review process,as mandated by the National
Environmental Policy Act;National Historic Preservation Act of 1966,
as amended;National Flood Insurance Program regulations;and,
any other applicable laws and Executive Orders.
To access the FEMA‘s Environmental and Historic Preservation
(EHP)screening form and instructions go to our Department of
Homeland Security/Federal Emergency Management Agency-
website at:httgs://vi/vvwjgg@_ggy1mJrary/viewRecQgjVdgQ2id:6906
In order to initiate EHP review of your project(s),you must complete
all relevant sections of this form and submit it to the Grant Programs
Directorate (GPD)along with all other pertinent project information.
Failure to provide requisite information could result in delays in the
release of grant funds.
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AGENDA REPORT
FOR: City Council August 16, 2017
TO: Dave Zabell, City Manager
Rick White, Director
Community & Economic Development
Regular Meeting: 8/21/17
FROM: Troy Hendren, Inspection Services Manager
Community & Economic Development
SUBJECT: Demolition at 827 S. Elm Street (MF# EXEC 2017-019)
I. REFERENCE(S):
Memorandum from Building Official
Bid Summary
Vicinity Map
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to award the demolition bid for 827 S. Elm to M & M Excavation,
LLC, and further, authorize the City Manager to execute the demolition contract.
III. FISCAL IMPACT:
$148,626.48 from the Abatement Fund.
IV. HISTORY AND FACTS BRIEF:
The City acquired the 18 acre property at 827 S. Elm Street in 2007 via the Sheriff Sale
purchase of one of the parcels, payment of tax liens and forgiveness of penalties for
code enforcement and actual abatement costs for the remaining parcels for a total price
of approximately $150,000. Since that time the main building and small scale house
have become dilapidated beyond repair and represent an attractive nuisance and an
potential hazard. The accumulation of debris around the structure also represents a
health and safety hazard to the surrounding neighborhood, requires regular abatement
and is a deterrent to appropriate development of adjacent properties.
A request for demolition bids was conducted in May of this year and resulted in the
receipt of 6 proposals of which M & M Excavation, LLC. was the low bid at
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$148,626.48.
V. DISCUSSION:
The cost for demolition would come from the existing Abatement Fund which has a
current balance of approximately $550,000 of which approximately $110,000 is
budgeted for abatement costs in 2017. The removal of the building's hazardous
materials including asbestos, lead paint, tanks and piping will be completed to State
and Federal standards. All disturbed areas will be final graded, leveled and prepped
with a hydro-seed to control dust.
The City has obtained a brokers opinion of value for the property which suggest a
square foot value of approximately 38 cents per square foot or approximately $300,000
if the existing structure is demolished.
The property is adjacent to utilities on “A” Street and represents an ideal development
opportunity for lighter industrial uses should the dangerous building be demolished and
the entire property be offered for sale.
The potential sale of this industrial property (and of several other commercial and
residential properties) was considered by Council at the Workshop Meeting of August
14, 2017. Council concurred with the concept of selling this property. Demolition of
the structure is a first step towards preparing the property for the market and will be
accomplished in short order under City oversight.
Staff has reviewed the bid and found no exceptions or irregularities and, therefore,
recommends award of the contract to M & M Excavation, LLC. of Glenwood, WA.
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MEMORANDUM
TO:Dave Zabell,City Manager
City of Pasco
FROM:Troy Hendren,Building Official
Community &Economic Development Department
DATE:August 2,2017
RE:Demolition of 827 S.Elm Street
For several years now,there have been serious concerns regarding the property located at 827 S.
Elm Street.Since 2006,this property has been subject to numerous code violations and the
building and structures on the property constitute a hazards to the health and welfare of the citizens
of the City of Pasco.*My ?ndings are as follows:
1.Preliminary investigation was completed and a hazardous nuisance exists.
2.Buildings have become increasingly dangerous due to the deterioration and harsh winter
weather.
3.The nuisance needs to be abated and the buildings demolished.
4.A demolition permit will be required and periodic inspections will be performed to ensure
compliance.
*Multiple property abatements have been completed in the past few years to ensure public safety.
Due to recent harsh weather and extreme deterioration the buildings have become a challenge to
secure.
Page 109 of 115
"'
JPASCO1
BID SUMMARY
Elm Ave.City Building Demo
1)M&M Excavating LLC $148,626.48
2)RCW Construction $172,400.00
3)Andrist Enterprises $185,000.00
4)Ray Poland &Sons,INC $192,602.10
5)Big D’s Construction $319,105.00
6)Matson Demolition $689,284.20
INFORMALBIDSWEREOPENEDONJune 1st,2017.
ALLBIDSHAVEBEENREVIEWEDBYTHISOFFICE.
ANDCONTRACTWILLBEAWARDEDTO:
M&M Excavating LLC.
Z?aw mm
Rick White,Commun'&Economic Development Director Date
év/7
DateildlngOf?ciall Fire Marshal
Page 1 of 1
Page 110 of 115
City of Pasco, IS Division
VicinityMap
Item: K F Inc. Meat Packing Plant DemolitionApplicant: City of Pasco WAFile #: EXE C 2017-019 ±
SITE
E "A" ST
BUTTE ST
ELM AVEDOUGLAS AVEOWEN AVEBEECH AVESYCAMORE AVEHUGO AVEWALDEMAR AVECEDAR AVEPage 111 of 115
AGENDA REPORT
FOR: City Council August 17, 2017
TO: Dave Zabell, City Manager
Rick Terway, Interim Public Works Director
Regular Meeting: 8/21/17
FROM: Dan Ford, City Engineer
Public Works
SUBJECT: Professional Services Agreement with PACE Engineers, Inc. for the Capital
Facility Plan/Engineering Report for the Process Water Resource Facility
(PWRF)
I. REFERENCE(S):
Vicinity Map
Professional Services Agreement Summary
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve the Professional Services Agreement with PACE
Engineers, Inc. for design services for the Process Water Resource Facility Plan and,
further, authorize the City Manager to execute the agreement.
III. FISCAL IMPACT:
Existing and Future Processors $742,000
City Funding (.09 Money, 194 Fund) $235,632
Total Expenditure $977,632
IV. HISTORY AND FACTS BRIEF:
The Process Water Resource Facility was permitted and constructed 1995. The facility
provides treatment for industrial agricultural process wastewater through a land
application treatment process. The facility has been in operation for over 20 years and
due to the aggressive wastewater characteristics, recent increases in industrial
wastewater flows (Grimmway), and future interest from new agricultural food
processors, the facility is in need of repairs and expansion. To accomplish needed
operational improvements and expansion of the PWRF, the preparation of a Capital
Facility Plan/Engineering Report for the Process Water Resource Facility and bid
documents for the Irrigation Pump Station must be accomplished.
Page 112 of 115
The consultant and City staff meet with Ecology (Diana Washington, May 15, 2017) to
discuss this approach and scope of work. Ecology was supportive of this approach and
scope of work.
It is anticipated that this Capital Facilities Plan/Engineering Report Amendment will
expand upon recent draft documentation prepared for the City of Pasco’s Process
Water Resource Facility (PWRF). The following reference materials will be used to
prepare an updated and expanded Capital Facilities Plan/Engineering Report
amendment that develops a regional master plan for industrial water treatment and
guides the PWRF expansion and operation for the 20 year planning horizon. The
documents will comply with RCW 36.70A.070 (3), WAC 365-195-315, WAC 173-
240-020(6), and WAC 173-240-130 which define the permitted operation of this
facility.
V. DISCUSSION:
The intent of this project is to assist the City in their Ecology compliance efforts as
well as provide a consolidated document serving to amend the City’s current Capital
Facilities Plan, prepared in 1995, and provide a regional focus for future modifications
and expansion of the PWRF. The value to the City for this project includes removing
Grimmway’s industrial flows from the Municipal Treatment plant, improving PWRF
capacity and reliability for existing industrial users, and encouraging continued growth
in the City’s food processing corridor on the north side of the City and the Kahlotus-
Pasco (KP) Basin.
Robin Nelson, P.E., a Sr. Principal Engineer with PACE Engineers, Inc. shared the
major components required to create a Facility Plan as part of the presentation to
Council at the June 12, 2017 meeting. Since that meeting, staff has met with both
current and potential future processors and received support and funding for the
majority of the project. The City will fund the design and specifications for the
irrigation pump station, and use grant funds to assist with the Kahlotus pipe line
portion of the project.
The fee for the work proposed is the Not-To-Exceed Sum of $977,632.00. Staff
recommends approval of the proposed Professional Services Agreement with PACE
Engineers, Inc.
Page 113 of 115
Future Planning Map
Pasco Processing
Twin City Foods
Reser’s
Easterday
CRF Frozen Foods
& Fresh Pack
Freeze Pack
Baker Produce
Grimmway
Process Water Reuse Facility
Page 114 of 115
Professional Services Agreement
Summary Sheet
Project: Professional Services Agreement for the Capital Facility Plan/Engineering Report
Process Water Resource Facility and bid documents for the Irrigation Pump
Station at the Process Water Resource Facility (PWRF)
Consultant: PACE Engineers, Inc.
Address: 11255 Kirkland Way, Suite 300 Kirkland, WA 98033
Scope of Services:
Capital Facilities Planning
1. This project is to assist the City in their Washington Department of Ecology, Industrial Waste
Discharge Permit compliance efforts as well as provide an amendment to their Capital
Facilities Planning to include a regional planning-level document for the programmed
expansion of the Process Water Resource Facility (PWRF) to accommodate increasing
demand for agricultural process water disposal and address more immediate operational
constraints due to aging equipment and capacity. The planning horizon is intended to carry
through 2036 (20 years) and will be intended to encourage continued growth in the City’s
food processing corridor on the north side of the City (FW Basin) and the Pasco Kahlotus
Industrial Basin (PK Basin).
Engineering Report
2. This work would also include preparing an engineering report consistent with WAC 173-240
evaluating the condition and capacity of the Foster Wells Lift Station and force main; a
regional lift station in the PK basin area; and address more immediate improvements at the
POITW including the Industrial Pump Station. The regional lift station PS&E would
coordinate with the PK Basin Force Main Routing Study currently in progress.
PS&E
3. This scope of work will also include preparing plans and specifications for immediate needs
defined in the engineering report at the PWRF. At a minimum, this scope of work will
include PS&E for the Industrial Pump Station.
Term: Completion Date: December 31, 2018
Payments to Consultant:
☐ Hourly Rate: $ ☐ Fixed Sum of:
☒ Other: Hourly (Multiple Rate) plus actual expenses incurred, but not to
exceed a total amount of $977,632.00.
Insurance to be Provided:
1. Commercial General Liability:
☐ $1,000,000 each occurrence; ☐ $2,000,000 general aggregate; or
☒ $1,000,000 each occurrence; and $2,000,000 general aggregate
2. Professional Liability:
☒ $1,000,000 per claim; ☐ $1,000,000 policy aggregate limit; or
☐ $________ per claim; and $________ per policy aggregate limit
Signature by:
☐ Mayor ☒ City Manager
Page 115 of 115