HomeMy WebLinkAbout2019 - 2020 Biennial Budget - PreliminaryPASCO
WASHINGTON
2019-2020 BIENNIAL BUDGET
COMMUNITY PROFILE
Pasco History
Over 200 years ago, Lewis and Clark experienced the beauty
and power of the Tri-Cities region. Pasco grew to be a small
but important railroad town in the years before World War
II. The war brought the Manhattan Project, the United States'
development of the atomic bomb, to the nearby Hanford
Site. Pasco, along with the rest of the area, played a vital
support role in that effort. Pasco was also home to Naval Air
Station Pasco (the current Tri-Cities Airport) and the Pasco
Engineer Depot (still called "Big Pasco" today). These
wartime activities more than doubled the population in just
months.
Pasco Today
Pasco has experienced rapid residential growth in the 21st
century, growing from a population of 32,066 in 2000 to an
estimated 73,590 in 2018. With a projected population of
over 124,000 in the next 20 years, it is rated among the best
places to invest, live, and seek employment.
Pasco is in southeast Washington where 300 sun filled days
offer year round outdoor recreation including bicycling,
hunting, and soccer, as well as fishing, water-skiing and paddling on the Columbia, Snake, and
Yakima rivers.
Pasco Leadership
Pasco operates under the council-manager form of
government. Residents elect a seven council governing body
(City Council) who serve as the legislative body and the
community’s policy makers. The City Council appoints a
professional manager (City Manager) to implement City
Council policies and establishment of operating policies and
processes, utilizing an Executive Team of a City Manager,
Deputy City Manager and seven Department Directors.
PASCO AT A GLANCE
Population………………..………………….....73,590 Demographics
Land Area……………………….…34.08 Square Miles Median Age…………………………….…..…..28.7
# of Water Utility Customers………………….20,728 17 and under………………………....….……33.1%
# of Sewer Utility Customers…………………..17,534 18-34………………………………………..…23.9%
# of Stormwater Utility Customers……………19,486 35-64……………………………………....…33.7%
School Enrollment…………………………..….18,098 65 and over……………….……………….....9.3%
Top Employment Sectors Median Household Income……………...$59,200
Agriculture, Government, Manufacturing, Homeownership…………………………...….67%
Retail, and Healthcare Average House Size……………………….…..3.23
Pasco City Council
Matt Watkins, Mayor
At-Large, 2018 – 2019
Craig Maloney, Mayor Pro
Tem
District Six, 2018 – 2021
Blanche Barajas
District One, 2018 – 2021
Ruben Alvarado
District Two, 2018 – 2019
Saul Martinez
District Three, 2018 – 2021
Pete Serrano
District Four, 2018 – 2021
David Milne
District Five, 2018 – 2019
Zach Ratkai
Administrative
& Community
Services
Director
Legal
Recreation
Facilities
City Clerk
Information
Services
Richa Sigdel
Finance
Director
Accounting
Customer
Service
Bob Gear
Fire Chief
Fire
Suppression
Ambulance
Bob Metzger
Police Chief
Field
Operations
Support
Operations
Rick White
Community &
Economic
Development
Director
Economic
Development
Inspections/
Code
Enforcement
Planning
Block Grants
Steve Worley
Public Works
Director
Engineering
Streets
Utilities
Equipment
Rental &
Replacement
Stan Strebel
Deputy City
Manager
Human Resources
Communications
Dave Zabell
City Manager
Citizens
City Council
City of Pasco Leadership Team
Craig
Stillwill
Municipal
Court Judge
Table of Contents
READER’S GUIDE ........................................................................................................................................ 1
BUDGET MESSAGE ..................................................................................................................................... 2
BUDGET SUMMARY ................................................................................................................................ 27
BUDGET PURPOSE ................................................................................................................................. 27
BASIS OF BUDGETING ........................................................................................................................... 28
BUDGET PROCESS ................................................................................................................................. 28
BUDGET CALENDAR.............................................................................................................................. 30
FUND DESCRIPTIONS AND FUND STRUCTURE ................................................................................... 32
BUDGETED EXPENSE BY ADMINISTRATIVE STRUCTURE ...................................................................... 36
ADMINISTRATIVE DEPARTMENTS ........................................................................................................ 36
SUMMARY AND PURPOSE OF FINANCIAL POLICES .............................................................................. 41
FINANCIAL CORE VALUES AND GOALS ................................................................................................. 41
FINANCIAL PLANNING AND BUDGETING ............................................................................................ 41
FINANCIAL DATA .................................................................................................................................... 45
FINANCIAL ANALYSIS ............................................................................................................................ 46
REVENUE SOURCE ANALYSIS FOR EACH MAJOR FUND CATEGORY ................................................... 51
2019-2020 BUDGET SUMMARY – ALL FUNDS ...................................................................................... 69
DEPARTMENTS UNDER GENERAL FUND ................................................................................................ 89
CITY COUNCIL ....................................................................................................................................... 91
MUNICIPAL COURT .............................................................................................................................. 93
CITY MANAGER & EXECUTIVE .............................................................................................................. 99
ADMINISTRATIVE & COMMUNITY SERVICES ...................................................................................... 105
COMMUNITY & ECONOMIC DEVELOPMENT .................................................................................... 113
FINANCE .............................................................................................................................................. 119
POLICE .................................................................................................................................................. 125
FIRE....................................................................................................................................................... 129
PUBLIC WORKS - ENGINEERING .......................................................................................................... 133
SPECIAL REVENUE FUNDS ...................................................................................................................... 140
AMBULANCE SERVICE FUND ............................................................................................................... 141
PUBLIC WORKS – STREETS ................................................................................................................... 145
COMMUNITY DEVELOPMENT BLOCK GRANT ................................................................................... 149
ECONOMIC DEVELOPMENT FUND ..................................................................................................... 153
MARTIN LUTHER KING CENTER FUND .............................................................................................. 155
CEMETERY FUND ................................................................................................................................. 157
SENIOR SERVICES .................................................................................................................................. 159
ENTERPRISE FUND ............................................................................................................................... 168
PUBLIC WORKS - UTILITIES .................................................................................................................. 169
INTERNAL SERVICE FUNDS .................................................................................................................. 176
EQUIPMENT RENTAL ........................................................................................................................... 177
MEDICAL SERVICE FUND ...................................................................................................................... 181
ALL OTHER FUNDS ............................................................................................................................... 184
CAPITAL IMPROVEMENT PLAN ............................................................................................................. 187
APPENDICES ............................................................................................................................................ 195
GLOSSARY OF BUDGET TERMS AND ACRONYMS .............................................................................. 196
REVENUE MANUAL ............................................................................................................................ 203
FEE SCHEDULES ................................................................................................................................... 230
PAY SCHEDULES .................................................................................................................................. 247
STATISTICS .......................................................................................................................................... 254
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READER’S GUIDE
Below are the major sections of this budget document and descriptions of the content to maximize
reader comprehension.
Budget Message – The Budget Message is a letter from the City Manager to the City Council that
communicates the priorities and key issues facing the City for the 2019-2020 biennium. Though not
intended as a comprehensive summary of the budget in total, the message attempts to convey the
assumptions used to estimate biennial revenues and expenditures, highlights major challenges for the
City and the actions taken by staff to address those challenges. Significant changes in priorities from
previous year’s budget are discussed.
Budget Summary – This section includes a discussion of the City’s budget purpose, the basis of
budgeting, budget process along with calendar and the components of the budget.
Budget Structure – This section presents information on fund structure, types of funds and
administrative oversight by fund. A matrix of funds by cost centers is included.
Financial Policies – Includes a summary of the City’s various financial policies and discusses the impact
of those policies on preparation of the budget.
Financial Data –
o Financial Analysis – A thorough analysis of historical, current and proposed revenues and
expenses is included. Graphs and tables present this information summarized for all City funds
and again grouped by fund types, presented by revenue source and expenditure type. There
is a discussion of major revenue sources, significant trends and the underlying assumptions that
supported our budget estimates. Background information is included for debt capacity,
changes in fund balances and working capital.
o City Level Budget – This section contains an overview of the budget, budget summary for all
funds and staffing summary.
o Departmental Fund Level Budget – This section contains the following information for each
of the City’s major departments and funds; 1) organizational chart 2) budget summary 3)
personnel summary 4) goals and objectives.
Capital Budget – This section presents a condensed version of the recently adopted Six Year Capital
Improvement Plan with projects summarized by category and by revenue source. These projects are
proposed in the biennial budget. As the development of capital projects is a dynamic process
dependent on funding, staffing, timing and coordination with other efforts and prioritization, not
every project in the adopted CIP can be included in the biennial CIP budget, projects may be refined
or phased, and occasionally circumstances arise that warrant inclusion of a new project. A
comprehensive version of the City’s Adopted Capital Improvement Plan is available online or at the
City Clerk’s office.
Appendices – Included in this section is the City’s fee schedule, revenue manual, statistical data and
salary schedules.
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BUDGET MESSAGE
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Honorable Mayor and City Council, Pasco residents, business owners/operators, and interested
parties:
Following up on the authorization provided by the City Council earlier this year, I am pleased to
submit for your consideration the City of Pasco’s first preliminary biennial budget for the years 2019-
2020. As required by State law, revenues and expenses in this budget are balanced in all funds. Staff
has developed this budget in support of the adopted City Council Goals for 2018-2019.
As proposed, the preliminary 2019-2020 budget presents a plan for allocation of public resources
toward a variety of City programs, activities, and projects necessary to promote the physical security
of our community; enhance the quality of life of our residents; support our businesses; promote
public investment in our community in the form of capital improvements and strategic planning; and
promote private investment in the form of economic development.
2018 OVERVIEW
Pasco is a city coming into its own. A once small quiet Central Washington town on the banks of the
Columbia, Pasco has experienced rapid growth over a prolonged period of time that has transformed
the City into a dynamic and vibrant community of over 74,000 people, well within the top 20 most
populated cities in the State. The Pasco of today is a regional hub of commerce with a diverse
population, quickly rising education levels and household incomes. As part of this transformation,
Pasco has experienced a changing demographic, infrastructure challenges, increased demands for
services in all sectors; social, education, emergency response, utilities, transportation, etc. The elected
leadership of the City have been responsive and strategic throughout these changes, which has led to
an impressive level of stability given the enormous amount of change absorbed. Today those long-
term strategies, as reflected in the City’s strategic investments in critical infrastructure, equipment,
people, quality of life and the community in general, are bearing fruit.
This year brought several new faces to the City of Pasco; five newly elected councilmembers, and
key staff, such as two Department Directors, a Deputy Fire Chief, Senior Planner. These were in
addition to three FTEs approved in the 2018 budget, along with several other staff positions which
were filled to continue the work of helping to keep the community a great place to live, work, and
visit. Staff is dedicated to evaluating past processes and tackling internal efficiencies to limit the need
for increased staffing. Some recent notable changes include:
o Revamping of the Business Licensing Program;
o The addition of a Fleet Advisory Committee;
o Formation of an improved Development Review process;
o Revamping the Animal Licensing Program; and
o Approval and implementation of a biennial budget process.
CITY MANAGER (509) 545‐3404 / Fax (509) 545‐3403
PO Box 293, 525 N. 3rd Avenue, Pasco, WA 99301
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The year saw numerous noteworthy successes from the efforts by Staff, many of which were long-
time City Council Goals:
o On August 6, 2018 the consolidation of Benton and Franklin Counties emergency dispatch centers
into one, SECOMM, was accomplished. This action instantaneously made the Tri-Cities
significantly safer and will result in ongoing efficiencies.
o Through the diligent efforts of multiple City departments and divisions including Fire, Building,
Water, Finance, Human Resources, and City Council investment, the City achieved a Class 3 Fire
Protection by the Washington Surveying and Rating Bureau (WSRB) effective February 1, 2019,
surpassing the Council’s long-standing goal of a Class 4 rating.
o All of Pasco celebrated, for the first time, being named an All-America City Finalist. Alongside
community members and students, City Council and Staff represented our community proudly.
o The City Council committed to embracing diversity and promoting equality with the appointment
of the Inclusivity Commission and a charter to promote inclusivity in Pasco.
o As part of the effort to promote the Council’s goal of enhancing community identity, the City
Council undertook a logo redesign process to better reflect the Pasco of today and into the future.
o Execution of the adopted 2018 Capital Improvement Plan (CIP) has resulted in numerous safety
and quality of life improvements across the City.
o During 2018, the City aggressively pursued outside funding sources to leverage City investment.
Below are some of the major grants and low-interest loans awarded through largely competitive
processes:
Awarded Office of Community Oriented Policing Services (COPS) Grant to hire four
officers to develop and establish a Homeless Liaison Program.
Secured a Section 108 Loan providing a source of financing for economic development and
public facilities for the Peanuts Park and Farmers Market Project.
Secured a WA Public Works Board Loan – $1M Pre-Construction Loan, PWRF Pre-
Treatment Final Design.
Implemented a WA State Legislature (Dept. of Commerce) Grant – $2.575M – Columbia
East Lift Station & Force Main.
Secured Highway Improvement Program (HIP) Grant – $173,895 for the Citywide Traffic
Signal Upgrade Phase II Project.
Awarded Franklin County .09 Program Grant – $500,000 for the PWRF facility upgrades.
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In January, the City conducted its Community Survey and later multiple Community Forums to guide
City Council in setting the following 2018-2019 goals that guide this biennium budget:
Quality of Life Financial
Sustainability
Community
Safety
Community
Transportation
Network
Economic
Vitality
Community
Identity
Promote a
high-quality of
life through
quality
programs,
services and
appropriate
investment and
re-investment
in community
infrastructure.
Enhance the
long-term
financial
viability,
value and
service levels
of services
and
programs.
Preserve past
improvements
and promote
future gains.
Promote a
highly-functional
multi-modal
transportation
network.
Promote
and
encourage
economic
vitality.
Identify
opportunities
to enhance
community
identity,
cohesion and
image.
2019-2020 BIG PICTURE
If one word could describe it, growth is the theme of 2019-2020. With a population increase of
51,000 projected by the Washington State Office of Financial Management for Pasco over the next
two decades, the City Council, with the assistance of staff, is tasked with shaping the future of our
community over this biennium. While some of this work has occurred – for example, the Police and
Fire strategic plans – several long-range plans and projects are planned for completion within the
biennium. Some of these include: Land Use Comprehensive Plan update, Broadmoor Master Plan
and Design Standards, Comprehensive Economic Plan, Downtown Revitalization Capital Projects,
Comprehensive Transportation Plan, Lewis Street Overpass, numerous infrastructure improvements
and construction of Fire Stations 83 and 84.
To be successful over the long-term, the need to identify and acquire alternative funding sources for
major capital projects is imperative. Operationally, to position the organization toward sustainability,
a continued focus on enhancing efficiencies through process design will be required. Needed along
with that is the strategic application of technology and prioritization of efforts in a fashion that leads
to lower costs and greater efficiency, without adversely impacting the quality of service to the public.
The City Council has been handed a significant agenda in its early tenure, and as we have seen in
2018, each task is an opportunity to create the future of Pasco and to solidify and enhance its place
in the State and region.
What follows is an overview of each City Council goal and what can be expected this biennium to
advance them.
Quality of Life
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Council has long put an emphasis on quality of life for its residents. With a growing population, the
enhancement of programs, services, and availability of facilities continue to be a priority to City
Council. Recreational programs, new and improved parks, and mitigation of congestion in our busiest
corridors, were matters of interest at the 2018 Community Forums. Several projects are identified
below:
o Animal Control Shelter
Through partnership with Kennewick and Richland, a location and feasibility study have
been completed and design is underway. Look for this long standing goal to be checked-
off this budget cycle with completion of a new facility. The new facility will be well-
equipped to meet the needs of our current and future community and those of our agency
partners.
o Community Center
The desire for a new Community Center was evident from the input received during the
Community forums earlier this year and through other channels over the past couple of
years. As revitalization efforts commence in the Downtown and Broadmoor Master Plan
is completed and that area begins to develop, efforts to unify all of Pasco will help maintain
and strengthen the closely-knit community that still exists today. This budget anticipates a
public process to gauge community sentiments as to location, followed by a Council
decision as to location and determination of funding source. Potential funding options
have been presented to City Council and will be refined.
o ‘A’ Street Sporting Complex
The space available for sports fields falls short of the demand for such facilities. Without
adding additional capacity, many users will look elsewhere for multi-sports fields.
Recognizing these facts, the City Council this year authorized the use of city-owned
property on ‘A’ Street for recreational use. The ‘A’ Street Sporting Complex will be
designed and constructed in 2019-2020. This Complex will add 8-14 multi-use fields to
support the growing needs citywide.
Financial Sustainability
A thorough understanding of City-owned assets, programs, and services, as well as the condition they
are in, is central to the City’s financial stability. Considerable effort has been expended over the past
few years to analyze these items and make that information available to the City Council and public
in a transparent, understandable format. With what we have learned, it is clear that the City must
leverage its existing infrastructure against new or improved opportunities in a manner that will result
in effective cost recovery that can be utilized to enhance programing and services to meet the needs
of our community. Through diligent planning, City staff will work to provide policy options for
Council designed to enhance the long-term financial viability, value and service levels that currently
exist over this biennium. Some projects you will see in 2019-2020 include:
o Organizational capacity to implement additional City Council directed programming and long-
range financial planning as a result of changing to biennial budgeting.
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o Change to Ambulance Utility and Business License fee structure to promote equity and operational
efficiency.
o Comprehensive review of design standards.
o Organizational analysis of information systems and technology needs for the organization.
Community Safety
Police and Fire continue to make great strides in the enhancement of our community’s safety. With
the Downtown revitalization efforts set to be underway, major capital projects rolling out, and the
opening of the Mission, the safety of the downtown area continues to be a high priority for
community safety. The Downtown Mini-Station is scheduled to open in 2019, which provides
additional visibility to one of the City’s most significant investments. In 2018, the Police Department
was awarded the Office of Community Oriented Policing Services (COPS) Grant to hire four FTEs to
liaise and assist the homeless population most prominently seen in and around the downtown core.
Fire services achieved a Class 3 Rating, but without additional resources to service the imminent
development of the Broadmoor area, the rating is not sustainable. The Fire Department’s Strategic
Plan adopted by Council in 2017 identified alternatives to address deficiencies through additional
stations, or a strategic relocation of Station 83 and a new Station 84. Temporary Station 84 was
intended as temporary and has done its job. While response times in Riverview, a large section of
the City, are much improved, the facility was not designed or built to meet the needs of modern
professional engine and ambulance crews. Funding to provide the full cost of increased staffing levels
due to grants and additional fire stations have been identified, but require Council action at the time
of this writing.
o Station 83 Relocation
The City has grown significantly in the last decade creating varying response times to the
NW area of the City. The location of the current station has served the area well since the
mid-1990’s, however most service calls for Station 83 come from north of I-182. This adds
minutes to the response time of almost every call for service from that station. The
relocation of the station to a City-owned lot at Sandifur Parkway & Road 76 will
significantly lessen response times to the majority of the service area and expand the service
area to accommodate much of what is anticipated in the Broadmoor area over the next
decade. Design and construction are scheduled for completion in 2019 dependent on
funding availability.
o Station 84 Replacement
As mentioned above, temporary Station 84 was not meant to be a long-term solution for
the Riverview area. As part of the redeployment of Station 83 and 84 in the Fire Strategic
Plan, relocation of Station 83 to a permanent station to the north maintains the Council’s
six-minute response time goal and provides the crews a facility designed to meet current
and future needs. The new station will be constructed on City-owned property located on
Road 52 north of Court Street, which was purchased previously for this use. The site has
good access to the Court Street arterial, allows for the addition of necessary training and
community rooms, and will serve as the central administrative office to support the future
8
needs of the department and community. Design and construction are scheduled for
completion in 2019, dependent on funding availability.
o Stations 85 & 86 Land Acquisition
While the need for additional stations is well into the future, additional stations will
eventually be needed to effectively serve anticipated growth. Given the unique parameters
for the location of a Fire Station, securing property early is a hedge against rising land prices
in the future and scarcity of suitable sites as areas develop. Staff will work to acquire the
land necessary for the stations within the biennium.
Community Transportation Network
The promotion of a functional multi-modal transportation will be challenging. Council has
demonstrated its expectation in this regard with the adoption of a “Complete Streets” ordinance.
Staff will work vigorously to advance vital projects and improve, not only vehicular circulation, but
also the facilitation of transit, pedestrians, bicycles, and other means. In addition to major projects
below, the City will complete a Comprehensive Transportation Plan to address Pasco’s current and
future transportation needs in order to plan for the efficient movement of our citizens, goods, and
visitors.
o Lewis Street Overpass
This long-time goal of City Council is quickly picking up steam. The City Council is
committed to a “shovel-ready” status; however, construction will be dependent on
successfully securing gap funding. Final design work is 30% complete and scheduled to be
completed in 2019. Staff is working to secure the BNSF permit required for construction
and expect to have it in hand by early 2019. While the allocation for this project in the
2015 Connecting Washington program is significant, a large shortfall exists to fully fund
the project. In 2018, the City applied for BUILD and TIB grants to secure gap funding to
complete construction of the project. Awards have not yet been announced. Depending
on the success in either of these efforts, the project will be ready to go to construction in
2019.
o Chapel Hill Boulevard Extension
Through the successful formation of a Local Improvement District (LID) with land owners,
Chapel Hill Boulevard will extend from Road 68 to Road 84, enhancing the connectivity
and easing congestion in the Road 68 corridor. This project will promote economic
development for 60 acres of commercial property in the area and enhance public safety
connection to the Chapel Hill area. The City will participate in cost-sharing of a 5th lane
and proposed roundabouts. Acquisition of right-of-way and construction will be
completed in 2019.
o Road 68 Interchange
Additional work to ease congestion in the Chapel Hill Blvd./Road 68 area is scheduled to
be completed in 2019 in partnership with Washington State Department of Transportation
(WSDOT). Staff will be working with WSDOT on a larger scale project aimed at a major
overhaul of the interchange and its interface with Road 68 and nearby key intersections.
9
o Argent Road
This two-phase project will enhance the safety and capacity between 20th Avenue and
Road 36 for motor vehicles, pedestrians, bicyclists, and other non-vehicular access. For
over 350,000 citizens traveling annually to and from Pasco Airport, Columbia Basin
College (CBC) students and staff, and hotels in the area, this project will proactively
support our transportation infrastructural needs for the rapidly developing area. Through
private partnerships with the Port of Pasco and CBC, this project will see significant
progress this biennium with completion of Phase II scheduled for 2021. Phase I will be
awarded in early 2019 with completion anticipated the same year.
o Citywide Traffic Signal Improvements Phase II
Phase II was initiated in 2018 and the work to upgrade all traffic signal controllers in the
system will continue with the updating the last 21 old-style controllers in the City’s traffic
signal inventory. This project will increase system reliability, traffic efficiency, and
pedestrian and vehicular safety. It also includes upgrades to meet current American
Disabilities Act (ADA) accessibility at signalized intersections.
Economic Vitality
During this biennium we will see significant investment to increase Pasco’s economic and community
development in key areas of the City; in particular, revitalizing Downtown, the development of the
Broadmoor Area and upgrades to the Process Water Reuse Facility (PWRF).
o Peanuts Park Restoration
Centrally located, Peanuts Park is the focal point for the downtown area. Home to the
Farmers Market, Cinco de Mayo and Fiery Foods Festivals, the restoration of the park is a
key element to the revitalization and redevelopment efforts. This biennium you will see
the Community Development Block Grant (CDBG) and the 2018 awarded Sector 108 grant
funds leveraged to restore Peanuts Park. This investment is critical to the City’s and
Downtown Pasco Development Authority’s (DPDA) revitalization and redevelopment
efforts in the Central Business District.
o PWRF Upgrades
One of the drivers of the area’s agricultural economy, the PWRF plays an important role
in supporting the majority of the agricultural processing plants in Franklin County. The
City is coordinating with Washington Department of Ecology and partner processors to
complete the PWRF Facility Plan this biennium. Upgrades in the Facility Plan will help
retain the 1,200 existing jobs and create up to 650 new jobs through additional capacity
of solids handling facilities and food processing of industrial waste.
o Broadmoor Master Plan
The Broadmoor area provides a unique opportunity for Pasco with over 1,600 acres for
future development. Numerous activities during the biennium mark the City’s investment
in this critical area to the City’s economic future:
Completion of the Harris Road Trunk Sewer;
Completion the Broadmoor Sub-Area Plan and non-project Environmental Impact
Statement (EIS);
10
Development and adoption of design standards for the area;
Plan and develop transportation projects identified in the EIS; and
Work with major property owners in the area to extend sanitary sewer north to
accommodate anticipated growth.
o Comprehensive Economic Development Plan
The City has taken a more pro-active position with respect to economic development over
the past few years. Work with the Retail Coach has demonstrated significant retail sales
leakage from the City to other communities. The current population and anticipated
additional 51,000 lives over the next two decades provides a mass and synergy in Pasco
that represents a significant market. A comprehensive plan focused on economic
development will provide an invaluable tool in leveraging investment and for the
recruitment of businesses as the City works toward greater sustainability.
Community Identity
The City initiated its rebranding effort in 2018 and will continue these efforts over the biennium.
o Branding
An implementation plan will be designed to roll-out the City’s new logo.
City standards will be created and enhance coordinated messaging.
o Involvement Opportunities
Staff is committed to providing more opportunities for community engagement.
The City will continue to enhance public information through social media channels and
look for opportunities to expand on current efforts.
Staffing
Over the past few years, and based on recommendations from the City Manager, the Council has
added several additional position, most of which are in the Fire and Police Departments. This strategy
has brought staffing levels much closer to the level needed by the City’s 75,000 residents and
businesses. This investment has led, in part, to the City being recognized as the 3rd safest large city in
Washington State and in achieving the WSRB Class 3 rating. The organization is at a point of
equilibrium in these two areas at the moment; a situation that will be short-lived as the community
continues to grow. The situation is, however, timely in that it allows for some room to catch up on
needs in other areas.
This budget recommendation includes the following FTE changes:
Systems Administrator (Upgraded Position)
As the City grows in size, the technological investment is key to keeping the operational cost low
while meeting the needs of our residents. A new Systems Administrator position will provide the City
organization with much needed capacity and talent to maintain and improve software essential to
City operations. However, it is also important for the City to look for internal efficiencies before
adding new positions. In doing so, it is recommended that the Administrative and Community
Services (ACS) Legal Secretary position, no longer needed and vacant, be upgraded to a Systems
Administrator. Both positions are within the ACS Department.
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Accreditation Program Coordinator (Restored Position)
As Council will recall, in 2018 a vacant civilian position within the Police department was shifted to
make room for the position of Policy Analyst, which would work within the Executive department
with staff across all City departments to provide professional level assistance in areas such as research,
data and policy analysis, project and program implementation, and assist in preparing
recommendations for the City Manager to support the City Council’s goals and objectives. As a
planned part of that change, the position was tasked almost exclusively to the Police Department to
assist the department in attaining State and National accreditation. With State accreditation achieved
and the National accreditation efforts nearing successful completion, accreditation duties will shift to
maintenance, a rigorous task to be sure, but less so than the achievement itself. As the Policy Analyst
assumes a more generalist role and is no longer embedded into the Police Department, there will still
be a need for continuing support to maintain accreditation and other key functions. This budget
recommendation restores the prior civilian position to the Police department as an Accreditation
Program Coordinator.
Four Police Officers (New Positions)
As noted above, in 2018 the Police Department was awarded the Office of Community Oriented
Policing Services (COPS) Grant to hire four FTEs to liaise and assist the homeless population most
prominently seen in and around the downtown core. Council subsequently authorized the addition
of the four partially grant-funded positions in mid-2018. These will be formally included as part of
the 2018 supplemental budget. As a reminder, the COPS grant funding for these positions expires in
2021.
Balancing General Fund
The General Fund is expected to increase in fund balance by $700,000 by end of the 2019-2020
biennium. This will replenish reserves the City has needed to spend recently on planned projects such
as the un-bonded portion of the Police Station and the City’s negotiated share of the emergency
dispatch consolidation effort. As noted earlier, Staff is not anticipating the bond/s to be issued
immediately in 2019. This results in the addition of close to $600,000 to the fund balance, making it
available for pre-bond project related costs to reduce the total bond amount. Furthermore, this
budget proposal is consistent with a strategy of positioning the City toward a sustainable financial
future. The budget was balanced in large part through efficiencies gained or planned through process
improvements, partnerships, and the leveraging of internal and external talents. No adverse service
level impacts to the Community are anticipated as a result of these measures, and in fact, satisfaction
levels are expected to increase.
Grants for the seven aforementioned grant positions (four Police, three Fire) funded through
Community Oriented Policing Service (COPS) and Staffing for Adequate Fire and Emergency
Response (SAFER) programs, will phase out completely by 2021. This funding gap needs to be
addressed in the 2021-2022 biennial budget.
What’s to Come
o Initiate Economic Development Plan;
o Comprehensive Plan update;
o Completion of Broadmoor Master Plan/EIS;
12
o Completion of Comprehensive Traffic Plan; and
o Review and update Development Impact Fees to assure new growth mitigates its impacts.
Funding Sources
As the City’s infrastructure ages and the City grows, systems are faced with two different kinds of
financial pressures. While in concept, new growth is expected to mitigate its impacts, this process
doesn’t happen prior to or even during its development. The City charges impact fees, mitigation
fees (SEPA), latecomer’s fees, and other development-related charges and costs, which often, as a
function of State law, are recouped over many years after commercial or residential development
starts its operation. Additionally, the City has the obligation to develop capital facilities necessary to
support basic services. Council approved the 2019-2024 Capital Improvement Plan (CIP) totaling
$205M, a significant portion of which is planned to be completed during the 2019-2020 biennium.
Large capital projects like the Lewis Street Overpass and Peanuts Park are planned years ahead of
time and require a certain level of shovel-readiness to competitively pursue all available funding
options. Additionally, as we discussed during the CIP presentation, low interest loans for utility
infrastructure has been highly competitive. This has resulted in a greater reliance by municipalities on
revenue bonds. A revenue bond is not considered to be secured funding until Council has approved
an ordinance authorizing commencement of the process. As a result, the adopted CIP reflects that
63% of projects lacked fully-secured funding.
However, even in the short time since the CIP presentation was made, the Council has been reviewing
options on funding approximately $18.5M for two Fire Stations. This project is listed as not having
secured funding in the approved CIP. Similarly, Public Works staff continue to make progress in
securing private and State funding for the Process Water Reuse Facility upgrades.
Staff does not and cannot authorize work for which funding is not secured.
GENERAL FUND
Revenue
The graph below portrays budgeted General Fund revenues by source, expected to be available to
fund General Fund programs for the 2019-2020 biennium. The table reflects the revenue by source
from 2016-2020. Total general revenue excluding other financial sources that are one-time in nature,
the fund is expected to receive $50.5M and $51.6M in revenue in 2019 and 2020 respectively. This
is an increase of 10% from 2018 adopted to 2019 proposed revenue is mainly due to proposed levy
of banked capacity for $1.8M, as well as anticipated sales tax growth of nearly $1.0M. Additionally,
focus on efficiently serving our residents has resulted in greater revenue through Business Licensing
program as well as our Engineering department overhead recovery, which reflects a more robust list
of budgeted capital projects. The revenue also includes impact to utility tax through proposed rate
changes. The result is an increase in the ending fund balance of approximately $700,000 by the end
of the biennium (see page 51).
13
Three major General Fund revenue sources are the City’s share of sales tax, utility tax, and property
tax. A brief synopsis of each for major revenue source is as follows:
Sales Tax – Sales tax is the General Fund’s largest revenue stream and includes regular Retail Sales
Tax, as well as Criminal Justice and Public Safety sales tax. The latter two taxes are mandated to
provide public safety services to the citizens of Pasco, while the regular retail tax funds all general
services. Since 2014, sales tax revenues have trended upward, averaging more than 7% growth
annually. This growth has been fueled by new construction and supported by a modestly expanding
commercial inventory, auto, and large equipment sales.
Utility Tax - An 8.5% tax on gross revenues of all public utilities is paid to the City on a monthly
basis by system users. The City’s Water, Sewer, Irrigation, Storm Water and Reuse utilities are subject
to utility tax, as well as companies who provide natural gas, electricity, phone, cable and garbage
services in the City limits. The General Fund receives 88.23% of utility tax revenue, while the Street
Fund receives 2.35% and the Overlay Fund receives 9.42%. Although new home construction
generates more users, for many utilities, extreme cold and hot weather are bigger factors in overall
revenue from this source. The City has seen a steady decline in telephone utility tax since 2014. This
is likely due to the competition of many service providers and the diminishing use of landlines.
Although utility tax revenue reflects very measured growth, it is a stable source of recurrent revenue
to the City.
Property Tax - Statutory mandates only allow the City to levy a 1% property tax annually, plus the
value of new construction. In 2016 and 2017, the increase in new construction drove property tax
revenue increases of 6.4% and 5.4% respectively. In 2019, the budget proposes to levy $1.86M of
banked property tax capacity. As discussed previously, and more recently during the statutorily
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
Taxes Licenses &
Permits
Intergov
Revenues
Charges for
Goods and
Services
Fines & Forfeits Miscellaneous
Revenues
Other
Financing
Sources
2019-2020 Budgeted General Fund Revenues
2019 Budget
2020 Budget
14
required 2019 revenue and Ad Valorem hearing, the additional property tax is proposed to fund
much needed facility replacements and help to shore up future revenue growth for the City.
About 3% of the total tax revenue is comprised of gambling, leasehold and admission tax. Taxes
make up 54% of the 2019 General Fund revenue. Taxes make up 54% of the 2019 General Fund
revenue, a share that is lower than the average of 70% due to proceeds from proposed LTGO bond.
Expense
General Fund regular expenses are budgeted at $49.4M and $50.6M in 2019 and 2020 respectively.
This does not include the transfer ins and outs as well as transfer to capital projects (see page 74 for
more details). Most of the other sources are small dollar one-time activity, or Council directed yearly
transfers. The proposed budget includes approximately $18.5M in the form of a recommended bond
issuance for the aforementioned Fire Station 83 and 84 projects and the subsequent transfer to Capital
Fund for construction of said Fire Stations. Proposed $49.4M regular expense budget in 2019 is an
increase of 8.4% from 2018 adopted budget. This increase is mainly due to absorption of the grant
funded public safety employees and anticipated increases in salaries and wages. While not significant
in amount, the City is spending additional funds this year to replace breathing air compressors,
extrication tools, Information Services related hardware, and the replacement of increasingly obsolete
Utility Billing software. The graph below illustrates 2019-2020 budgeted expenditure for General
Fund by categories.
UTILITIES
The greatest challenges for the utility fund is to ensure financial self-sufficiency; that the infrastructure
is kept in good service and that new capital needs or large maintenance or improvement requirements
are anticipated, planned and communicated to Council. Council has approved the City’s 2019-2024
Capital Improvement Plan that accounts for the majority of the key issues this fund is facing. Needed - 5 10 15 20 25Salaries & Wages
Personnel Benefits
Supplies
Services & Charges
Capital Outlays
Debt Services
Transfer out
Interfund Payments
for Services
2019-2020 Budgeted Expenditure - General Fund (in millions)
2020
2019
15
upgrades or replacement of aging infrastructure that has reached or is nearing the end of its useful
life, as well as the Growth Management Act (GMA), which requires the City to have capital facilities
in place and readily available when new development occurs or a service area population grows,
drives the operation of this fund. The City expects to expend close to $40M in capital projects in this
biennium cycle. Staff will pursue grants, low interest loans, and finally, revenue bonds, as funding
options for these projects. This significant investment to the backbone of the City will require modest
rate increases in Water and Sewer services.
The proposed budget contains a Sanitary Sewer rate increase of 4% and Water rate increase of 3%
for the next 3 years. Staff uses industry standard rate model to not just anticipate the need for current
budget cycle but review the need of the fund for next 5 to 8 years. As utilities require significant
infrastructure investment, anticipating the need many steps ahead is critical to provide safe, reliable
and efficient vital services to our residents.
AMBULANCE SERVICES
Access to sustainable, reliable, and efficient ambulance service for its residents, businesses and visitors
has been a top priority for the Council and the community. To that end the Council has put
considerable effort and investment into stabilizing the fund fiscally, and in addressing service
deficiencies through the authorization of a fourth medical unit, operating out of temporary Station
84. As noted within and previously, the fourth unit has lessened response times dramatically within
the Riverview area of the City and has enhanced response times and reliability in the remainder of
the City by relieving the remaining units of the need to provide primary cover to Riverview.
Capabilities, coverage, quality and timeliness are much improved today than was the case just two
years ago. The investment made to the ambulance service, coupled with enhancement to Fire
department have made a significant and positive impact to the safety of the community.
The needs of this fund are unique; as in, this is a highly regulated area with high equipment standards,
daily demands that regularly tax the capacity of the system, constantly increasing and sometimes
widely fluctuating costs for medical supplies and a specialized workforce requiring significant ongoing
training and advanced certifications.
On the financial side, the fund experiences high rates of Medicare, Medicaid and uninsured patients
as compared to ambulance utilities in other local jurisdictions. In the case of Medicare and particularly
Medicaid, this fact results in lower reimbursement revenue from the Federal Government as
compared to private insurance reimbursement. This coupled with the high number of uninsured
patients has had an adverse impact on revenues to the fund, which in turn has necessitated increases
in monthly rates.
The Council began to tackle this issue in 2016 based on a comprehensive rate and cost of service
study conducted by the FCS Group of Redmond, Washington. As part of the City’s efforts toward
sustainability of the fund, the Council made the difficult decision to increase ambulance fees
significantly, however not near to the level recommended by the consultant. At the roughly the
same time as the aforementioned evaluation, staff was working with State officials and internally to
prepare for participation in the Ground Emergency Medical Transport (GEMT) program, which in
part provides reimbursement to local ambulance providers for service to Medicaid patients, including
16
transports. With GEMT reimbursements having the potential to be a significant revenue source for
the fund, the City landed on a strategy of waiting on enacting rates to fully support the ambulance
utility instead implementing a plan to provide inter-fund loans to support the fund while the GEMT
issues were sorted out, and make any needed adjustments at that point knowing that if successfully
negotiated, future GEMT revenues would lessen the need for rate increases. For the past two years
staff has been working with State officials on the implementation of the program, which only
commenced this past August.
Most recently, in 2018, the Council also authorized changes to City’s application of Ambulance Utility
Fee from a standard unit regardless of size or activity, to one based upon Equivalent Residential Unit
(ERU). This change was implemented to maintain equity among users of the City’s service and is
anticipated to increase revenues to the fund by approximately $300,000 annually.
The City started receiving GEMT reimbursement for its Medicaid transports beginning August of 2018.
Staff estimates the revenue stream from the GEMT program to be on the order of $700,000 annually,
effectively reducing the debt write-offs to the fund attributed to Medicaid patients by the same
amount. This reimbursement greatly reduces the revenue pressures on this fund, and represents a
theoretical savings of $2.30 per month per ERU. The proposed budget formalizes the $2.0M inter-
fund loan to the fund at the end of 2018 to accommodate this delay in GEMT funding.
Operationally, the fund experienced a planned but significant increase in cost due to the addition of
the fourth ambulance crew operating out of temporary Fire Station 84.
The good news is that after several years of working through the issues noted above, the community
enjoys a much improved ambulance service and the fund is now stable and sustainable with moderate
rate increases. Moving forward, and absent any other significant and unforeseen changes, fund
expenses are expected to increase modestly, though because of the specialized nature of the service,
higher than CPI.
For 2019 and 2020, due to annual increases in personnel costs, equipment and vehicles, medical
supplies, and the debt service related to the needed inter-fund loan, staff is proposing a 7% increase
in Ambulance Utility Fee per ERU, resulting in the proposed monthly fee increasing from $14.98 to
$16.03 in 2019, and $17.15 in 2020.
The $2.0M inter-fund loan is proposed to be retired in 5 Years, with $1.3M proposed payback in
2019, once GEMT reimbursements are received. Retirement of the loan will represent a reduction in
annual expenses of $190,000 for future years, which can be addressed by Council at that time.
SUMMARY
The adopted budget seeks to satisfy or make significant progress toward the City Council’s adopted
Goals for 2018-2019 by providing for the implementation of important policy decisions made by the
City Council through the process of prioritization, recognition and implementation of efficiencies.
Developing a balanced budget is always a challenge, a helpful decision-making filter used in budget
considerations and the very purpose of this organization is as follows:
If the City and its services went away tomorrow,
why would the people want us back?
17
As with the prior year, this proposal attempts to maximize value through the efficient provision of
services while minimizing the level of taxes, rates and fees paid by the citizens of Pasco. The increased
staffing authorized in the 2018 budget and earlier has reduced the challenges to maintaining services
for our growing community, and due to this fact, staff is requesting only two new positions for 2019-
2020. Addition of the staff below will help the City meet its current and future needs.
NEW POSITIONS
PROPOSED 2019 FUNDING SOURCE
Accreditation Coordinator
(Restoration of FTE)
1 General Fund
TOTAL 1
I want to acknowledge the public for their willingness in presenting their concerns and priorities
throughout the year in different venues: community meetings; listening sessions; National Citizen’s
Survey; correspondence; social media; and City Council meetings. And, also, the members of the City
Council for their efforts to distill all that comes before them into clear policy direction; particularly
the development of the 2018-2019 City Council Goals, which have served as a roadmap to preparing
the 2019-2020 Budget. Finally, I want to acknowledge the dedication and service of the City’s
employees. The budget is the product of an intensive effort by all Departments to ensure that this is
not just a document but a plan to best serve those who live and invest in the community.
Respectfully Submitted,
Dave Zabell
City Manager
18
19
CITY COUNCIL 2018-2019 GOALS
Each biennium coinciding with a Council election, the newly elected City Council establishes specific
goals designed to guide the work of the City. Following two community forums, community surveys,
and ongoing formal and informal input from the public and governmental partners, the Council
conducted a goal-setting retreat in May 2018. The goals which grew out of the retreat were
subsequently adopted by the Council and are as follows:
QUALITY OF LIFE
Promote a high quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure by:
o Use of CDBG and other public and private capital to re-revitalize older neighborhoods.
o Continued efforts to designate/acquire adequate site for new community center and
community park.
o Continued efforts to provide additional soccer and sports fields.
o Coordination with the Pasco Public Facilities District and the Regional Public Facilities District
to fully investigate alternatives to provide the Pasco voters with a chance to decide on the
development of a regional aquatic facility.
o Commencement of construction of a new animal control facility.
o Ongoing efforts to improve efficiency and effectiveness in the use of public resources in the
delivery of municipal services, programs and long-term maintenance and viability of public
facilities.
FINANCIAL SUSTAINABILITY
Enhance the long-term financial viability, value and service levels of services and programs,
including:
o Importance to community.
o Continuation of cost of service/recovery targets in evaluating City services.
o Ongoing evaluation of costs associated with delivery, including staffing, facilities and
partnership opportunities.
COMMUNITY SAFETY
Preserve past improvements and promote future gains by:
o Enhancing proactive community policing efforts.
o Continued efforts to improve police/community relations.
o Working to achieve/maintain target fire response times through operational improvements
and long-range planning of facilities and staffing.
o Focus on a long-term goal of improving the Washington State Ratings Bureau community
rating to Class 4.
o Review of the inventories of City sidewalks and streetlight systems and consideration of
policies/methods to address needs.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly functional multi-modal transportation network through:
20
o Completion of the Lewis Street Overpass design concept process, securing gap funding for
construction and achievement of “shovel-ready” status.
o Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor.
o Pro-active traffic management (calming) within neighborhoods.
o Completion of planned Phase 2 improvements on Oregon Avenue.
o Continued collaboration with Benton-Franklin Transit to enhance mobility.
o Undertaking a comprehensive and inclusive transportation planning and analysis process to
include facilitation of traffic flow in major corridors, support integration of pedestrian, bicycle
and other non-vehicular means of transportation.
ECONOMIC VITALITY
Promote and encourage economic vitality by supporting:
o Downtown revitalization efforts of the Downtown Pasco Development Authority (DPDA).
o Implementation of downtown infrastructure improvements including Peanuts Park, Farmers
Market, and streetscape/gateway upgrades.
o Comprehensive Plan updates to include growth management strategies, review of City utility
extension policies and development standards, infill and consideration of affordable housing
needs.
o Completion of the Broadmoor sub-area plan and environmental analysis, including plans for
needed utilities and transportation improvements.
o Increased efforts to promote the community as a desirable place for commercial and industrial
development by promoting small business outreach and assistance and predictability in project
review.
o Continuation of efforts to encourage Department of Natural Resources (DNR) to sell/develop
remaining State property at Road 68 and I-182.
o Identification of alternatives for City/Port of Pasco and other regional partners for
coordination on waterfront plan implementation and similar projects.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion and image through:
o Community surveying.
o Providing opportunities for community engagement through boards, commissions, volunteer
opportunities, social media, forums and other outlets.
o Coordinated messaging.
o Identification and celebration of successes.
o Implementation of a community identity/image enhancement campaign.
o Consideration and appropriate implementation of recommendations from Inclusivity
Commission.
21
22
Organizational Goals Completed
o Implementation of the long awaited consolidation of Benton and Franklin Counties
emergency dispatch (SECOMM).
o Creation of a Council appointed Inclusivity Commission
o Significant progress in the design and funding for the Lewis Street Overpass Project
o Substantial completion of the Oregon Avenue Project
o Completion of design of the Animal Control Facility
o Improved Fire and emergency medical response times with the activation of temporary
Station 84.
o Exceeded long time goal of achieved a Washington State Fire Bureau Class 4 Rating by
achieving a Class 3 rating
o Orientation and onboarding of five new Councilmembers from among the City Council
Districts created by the historic United States District Court for the Eastern District of
Washington decision
o Implemented processes improving efficiencies along with value and convenience for the
public; e.g., online payments, business licensing, pet licensing, increased flexibility for
payment windows.
o Through public involvement, nearing completion of an update to City’s decades old logo to
reflect the community today and into the future.
o Draft Sub-Area Plan and Environmental Impact Statement for the Broadmoor area
substantially complete and under review.
23
KEY FISCAL DISCUSSION
General Fund
The General Fund is the City’s largest fund and accounts for the majority of the City’s revenues and
expenditures. Of the $49M in revenues expected in 2019, over 71% of the revenues are expected
from taxes levied on property, sales, and utility. While property tax is the most known of taxes levied
by a municipality, property tax only makes up 18% of total General Fund revenue. Sales tax, on the
other hand, makes up the largest portion of the General Fund revenue, 31%, which is followed by
utility tax at 20%.
The City has been one of the fastest growing communities within the State and the Country. The
assessed valuation of the City, as shown in the graph below, is an indicator of this growth trajectory.
At $5.42 billion dollars, the preliminary assessment for 2019 represents an increase in total assessed
value of 272% since 2006.
The challenge faced by the City is to manage its growth and maintenance with Initiative 747 (I-747)
in mind. I-747 limits yearly property tax increases to the lessor of 1% (excluding new construction)
or the Implicit Price Deflator (IPD). This means that even though the City’s assessed valuation has
24
been increasing significantly, the increase in property tax revenue cannot follow the same trajectory
Property tax revenue for the City has been increasing higher than 1% due to new construction;
however, a recession can significantly affect such revenue source. Furthermore, the City’s residents
have historically enjoyed low City-levied property taxes compared to other jurisdictions in our
region. The City has $1.86M in banked capacity, which the City Council will levy to fund the
relocation of two fire stations and other emerging needs.
The City has a fairly diverse economy, with approximately half of the City's sales tax being collected
from retail activity, including automotive dealers. The chart below illustrates the major sources for
the City's retail sales tax for the year 2017. On average, 12% of the City’s sales taxes can be attributed
to construction sales tax. Once again, this revenue source is highly sensitive to a downturn in
national/regional economy.
Other revenue sources that are accounted
for in the General Fund are partnerships
with the Port of Pasco operating the Airport
Rescue and Firefighting and Pasco School
District providing School Resource Officers,
as well as building permits, grants, and
overhead recovery from the City’s Utility
Fund.
As discussed above, there is a significant
amount of growth related revenue, such as
new construction property tax, construction
sales tax, and building permits, that the fund
relies on for operations.
Additionally, the City can be impacted by
decisions made by the Washington State
Legilature. As has occurred with just the last
several years, changes in State shared
revenues, for example, liquor board profits,
liquor excise tax, and gas tax, can significantly impact the City’s bottom line. The Mainstreet Fairness
Act, which requires the collection of sales and use tax by out-of-state retailers, is expected to bring in
more revenue for the State and its cities. However, it will take 5 to 10 years to build the framework
to fully benefit from this law that attempts to level the playing field between online and store
retailers. Unfortunately, there is an effort to eliminate Streamlined Sales Tax Mitigation revenue,
which will negetively impact cities who are not bringing in enough Marketplace Fairness Act revenue
to offset the loss. of Streamlined Sales Tax Mitigation revenue.
Through Council’s careful long-term planning, aided by robust growth, the City’s General Fund has
sustained a stable fund balance of $13.5M. The 2019-2020 budget is balanced and the economic
outlook for the City is largely positive. The City will need to remain cautious, as it has in the past, to
properly balance the needs of a large City with the revenue it generates and to do so in a timely
manner.
25
Ambulance Services Fund
Access to sustainable, reliable, and efficient ambulance service for its residents, businesses and visitors
has been a top priority for the Council and the community. To that end the Council has put
considerable effort and investment into stabilizing the fund fiscally, and in addressing service
deficiencies through the authorization of a fourth medical unit, operating out of temporary Station
84. As noted within and previously, the fourth unit has lessened response times dramatically within
the Riverview area of the City and has enhanced response times and reliability in the remainder of
the City by relieving the remaining units of the need to provide primary cover Riverview.
Capabilities, coverage, quality and timeliness are much improved today than was the case just two
years ago. The investment made to the ambulance service, coupled with enhancement to Fire
department have made a significant and positive impact to the safety of the community.
The needs of this fund are unique; as in, this is a highly regulated area with high equipment standards,
daily demands that regularly tax the capacity of the system, constantly increasing and sometimes
widely fluctuating costs for medical supplies and a specialized workforce requiring significant ongoing
training.
On the financial side, the fund experiences high rates of Medicare, Medicaid and uninsured patients
as compared to ambulance utilities in other local jurisdictions. In the case of Medicare and particularly
Medicaid, this fact results in lower reimbursement revenue from the Federal Government as
compared to private insurance reimbursement. This coupled with the high number of uninsured
patients has had an adverse impact on revenues to the fund, which in turn has necessitated an increase
in rates.
The Council began to tackle this issue in 2016 based on a comprehensive rate and cost of service
study conducted by the FCS Group of Redmond, Washington. As part of the City’s efforts toward
sustainability of the fund, the Council made the difficult decision to increase ambulance fees
significantly, however not near to the level recommended by the consultant. At the roughly the
same time as the aforementioned evaluation, staff was working with State officials and internally to
prepare for participation in the Ground Emergency Medical Transport (GEMT) program, which in
part provides reimbursement to local ambulance providers for service to Medicaid patients including
transports. With the GEMT reimbursements having the potential to be a significant revenue source
for the fund, the City landed on a strategy of waiting on enacting rates to fully support the ambulance
utility instead implementing a plan to provide inter-fund loans to support the fund while the GEMT
issues were sorted out, and make any needed adjustments at that point knowing that if successfully
negotiated, future GEMT revenues would lessen the need for rate increases. For the past two years,
staff has been working with State officials on the implementation of the program, which only
commenced this past August.
Most recently, in 2018, the Council also authorized changes to City’s application of Ambulance Utility
Fee from a standard unit regardless of size or activity, to one based upon Equivalent Residential Unit
(ERU). This change was implemented to maintain equity among users of the City’s service and is
anticipated to increase revenues to the fund by approximately $300,000 annually.
26
The City started receiving GEMT reimbursement for its Medicaid transports beginning August of 2018.
Staff estimates the revenue stream from the GEMT program to be on the order of $700,000 annually,
effectively reducing the debt write-offs to the fund attributed to Medicaid patients by the same
amount. This reimbursement greatly reduces the revenue pressures on this fund, and represents a
theoretical savings of $2.30 per month per ERU. Proposed budget formalizes the $2.0M inter-fund
loan to the fund at the end of 2018 to accommodate this delay in GEMT funding. Operationally,
the fund experienced a planned but significant increase in cost due to the addition of the fourth
ambulance crew operating out of temporary Fire Station 84.
The good news is that after several years of working through the issues noted above, the community
now enjoys much improved ambulance service and the fund is now stable and sustainable with
moderate rate increases. Moving forward, and absent any other significant and unforeseen changes,
fund expenses are expected to increase modestly, though because of the specialized nature of the
service, higher than CPI.
For 2019 and 2020, due to annual increases in personnel cost, equipment and vehicles, medical
supplies, and the debt service related to needed inter-fund loan, staff is proposing a 7% increase in
Ambulance Utility Fee per ERU, resulting in the proposed monthly fee increasing from $14.98 to
$16.03 in 2019, and $17.15 in 2020.
The $2.0M inter-fund loan is proposed to be retired in 5 Years, with $1.3M proposed payback in
2019, once GEMT reimbursements are received. Retirement of the loan will represent a reduction in
annual expenses of $190,000 for future years, which can be addressed by Council at that time.
Utility Fund
The biggest challenge for the utility fund is to ensure that this entity is self-sufficient; that the
infrastructure is kept in good shape and that any new capital needs or large maintenance or
improvement requirements are anticipated and communicated to Council. Council has approved
the City’s 2019-2024 Capital Improvement Plan that accounts for the majority of the key issues this
fund is facing. Needed upgrades or replacement of aging infrastructure that has reached or is
nearing the end of its useful life, as well as the Growth Management Act (GMA), which requires the
City to have capital facilities in place and readily available when new development occurs or a
service area population grows, drives the operation of this fund. The City expects to expend close
to $40M in capital projects in this biennium cycle. Staff will pursue grants, low interest loans, and
finally, revenue bonds, as funding options for these projects. This significant investment to the
backbone of the City will require some rate increases in Water and Sewer services.
27
BUDGET SUMMARY
This section summarizes the 2019-2020 Biennial Budget and provides high-level information on
revenues and expenditures for all City funds, as well as a review of major financial issues the City
currently faces.
Budget Purpose
A government’s budget reflects its vision, strategy, and priorities. Effective budget processes are
inclusive, transparent, and efficient. They build trust through involvement and buy-in from citizens,
department leaders, and elected
officials. A good budget should
start with vison, strategy and
goals, invite citizen input, and be
transparent. The Budget presents
in detail the financial plan of the
City, including its various sources
of revenue and the allocation of
resources to the various
programs.
The City of Pasco’s budget is
intended to accomplish the
following four basic purposes.
Policy Tool
The City’s budget process allows
the City’s officials to
comprehensively review the
direction of the City and to
redirect its activities by means of
the allocation of financial
resources. On this basis, the
budget sets policies and direction
for the following two years. This budget also facilitates the evaluation of City programs by providing
a means to examine both the financial activities and the progress towards City objectives over time.
Operational Guide
The adopted budget constitutes the legal authority for expenditures. This allows a level of control at
which expenditures may not legally exceed appropriations in the fund. The budget provides control
by setting forth legislative and administrative guidance to City employees regarding the character and
scope of their activities. This direction is set forth in both summary and detail form in the various
sections of the budget document. This is also a supplemental tool to evaluate and measure progress.
Financial Plan
Budget
Purpose
Policy Tool
Operational
Guide
Financial
Plan
Communica-
tion Tool
28
Our budget outlines the manner in which the financial resources of the City will be managed during
the budget period. The allocation of resources is based on both the current needs and on a long-term
view of the development of City programs. The information is generated by the City’s financial
forecast. This forecast is a financial tool that provides the City’s decision-makers with an indication
of the long-term fiscal impact of current policies and budget decisions. The budget takes into account
unforeseen contingencies and provides for periodic adjustments.
Communication Tool
A budget cannot be effective unless it is clear, accurate and promotes transparency and
accountability. Since this budget has a diverse audience, it seeks to clearly communicate at several
levels and for several purposes. It also seeks to communicate significant policy issues and options in
a format that can be acted on. It further seeks to provide information to the City’s citizens in a way
that enables meaningful dialog with elected officials.
Basis of Budgeting
The City prepares a biennial budget in accordance with RCW 35.34 which allows cities to adopt two-
year appropriations. Biennial budgets begin in odd-numbered years and require a mid-biennium
review in the first year. The intention of the mid-biennium review is make necessary adjustments to
the budget, not to complete an entire budget process in itself. Changes to the budgets may be done
in the form of adjustments or amendments. Adjustments are reallocations of existing appropriations
and do not change the budget “bottom line”. Amendments involve an addition to or reduction of
existing appropriations. Typically, the mid-biennium review begins in September and is completed
by December of the first year. The utilization of a biennial budget provides an opportunity to expand
the planning horizon and encourages long-term thinking to be a part of the financial plan that the
budget represents.
The budget for governmental funds is prepared on a modified accrual basis of accounting in
conformity with generally accepted accounting principles (GAAP) applicable to governments. The
budget for proprietary funds is prepared on an accrual basis, also in accordance with GAAP. Financial
statements for each of these funds are prepared using the same basis of accounting; modified accrual
for governmental funds and accrual for proprietary funds.
Budget Process
The City of Pasco’s budget process meets these aforementioned purposes by integrating planning and
implementation of City programs with the allocation of financial resources necessary to support those
services.
The budget process has various levels and aspects. The initial steps include obtaining input on needs
and feedback from the community, which occurs in the spring of even numbered years. This
information is taken into consideration, along with input from departments and progress evaluations
from the prior year. In late spring, City Council reviews previous goals and objectives, as well as the
current year’s goals and objectives. Then staffing levels, emerging topics and program priorities are
reviewed with departments. After the input is obtained, the City Council sets its biennial goals, which
occurred in May of 2018.
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With the Council’s Biennial goals and priorities established, the Capital Improvement Plan process
begins in May and is finalized in October. However, the Capital Budget is not formally adopted until
December, along with the Operating Budget. The Capital Improvement Plan includes capital projects
scheduled for construction, which are intended to meet the biennial goals established by Council. For
the most part, departments use a “bottom-up” approach to budgeting in which they develop their
objectives along with identifying their fiscal requirements. Alongside the Capital Improvement Plan
process, departments submit preliminary budget requests to the Finance Department. At this time,
the Finance Department and City Manager meet with Department Directors to review budget
requests and discuss possible modifications. The preliminary Capital Improvement Plan is presented
to Council in early fall by the City Manager for approval.
In early fall, the Finance Department begins the budgeting process for the revenue aspect of the
budget. This is done in the form of preliminary revenue forecasts and possibly rate studies of services
and fees. Part of the revenue budgeting process is the presentation and public hearings regarding the
Ad Valorem Tax (property tax) levy. Public hearings and departmental meetings are coordinated, as
needed, to ensure timeliness, transparency and allow for the opportunity for adjustments before the
budget takes a formal shape. The Operating and Capital Budget, including the projects in the Capital
Improvement Plan, are then adopted by Council in December.
Not only is planning and establishing the budget of importance, but implementing and monitoring
the budget is also of high value. Monitoring the budget is a continuous effort and, as such, department
heads meet monthly for budget progress meetings. These meetings allow the departments to ensure
they are on track and implement any necessary adjustments in a timely manner in order to meet
objectives and stay within budget. Further, in the summer of odd numbered years, departments will
meet with the Finance Department to evaluate progress and recommend adjustments for the
remainder of the biennium. Mid-year budget adjustments will then be adopted by ordinance.
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Budget Calendar
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Components of the Budget
The budget consists of two parts: the operating budget and the capital budget. Showing the budget
in these two components separates key policy issues in order to facilitate consideration. Based on
information, analysis and recommendations from the City Manager and the public, the Council set
policy as the level at which existing programs should be funded, what programs of services might be
added and what improvements should be made and at what level of funding. The components are
briefly described below.
Operating Budget
The operating budget consists of departmental budget proposals, which would be sufficient
to support the department objectives and contribute to achieving Council goals.
Capital Budget
The capital budget authorizes and provides the basis for controlling expenditures related to
the acquisition of significant City assets and construction of capital facilities. The capital budget
is established with the intent to achieve the goals set forth in the City’s six-year Capital
Improvement Plan.
Implementation and Monitoring
The budget and its policies are implemented through the objectives of individual departments and
accounting controls of the Finance Department. The financial aspects of the budget are monitored in
periodic reports issued by the Finance Department comparing actual expenditures and revenues with
the budget. These reports are presented to City Council for monitoring and oversight. In these
reports, financial data can be presented at a higher level of detail than the final budget. These reports
include an analysis of the City’s financial condition. Implementation of the budget is further
monitored by the oversight activities of Council, which meets to not only consider proposals before
it, but also to review the activities of the various City departments. Furthermore, individual
departments hold monthly budget process meeting to evaluate progress and consider necessary
operational adjustments.
Fund Descriptions and Fund Structure
The City is financially organized into separate fiscal and accounting entities known as Funds. Each
Fund is a separate division for accounting and budgetary purposes. The Fund accounting process
allows the City to budget and account for revenues that are restricted by law or policy for a specific
use or purpose in accordance with nationally recognized rules of governmental accounting and
budgeting.
The City of Pasco budgets and accounts for approximately 38 separate Funds. Each Fund can be
viewed as a separate checking account to be used for a specific purpose. All Funds of the City fall
into one of the following major categories: General Fund, Special Revenue Funds, Debt Service Funds,
Proprietary Funds, Internal Service Funds and Fiduciary Funds. Following is a brief description of
these categories.
General Fund: The General Fund finances most traditional services that public associates with the
City. This includes law enforcement, fire protection, municipal court, parks and recreation,
community development and administrative activities. The General Fund is, essentially, a “catch-all”
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fund for accounting for City operations that are not required to be accounted for in a separate fund.
The General Fund receives all of the property taxes, except those that are voter approved for the
repayment of debt.
Special Revenue Funds: The City uses Special Revenue Funds to account for revenues that must be
used by law for specific purposes. Examples are the City Street Fund and Arterial Street Fund that
account for gasoline taxes received and can only be used for maintenance and improvements to
roads and streets.
Debt Service Funds: The Debt Service Funds are used to account for the accumulation of resources
for the repayment of monies borrowed through voter approved general obligation bond sales and
the related interest.
Proprietary Funds: The Proprietary Funds are established to account for operations that are financed
and operated in a manner similar to private business, with the intent that the cost of the goods or
services provided will be recovered primarily through user charges. The Water/Sewer Utility Fund is
the City’s major fund in this category.
Internal Service Funds: Internal Service Funds are used by the City to account for the financing of
goods and/or services provided by one department or fund to another department or fund of the
City on a cost reimbursement basis. For example, the City uses the Equipment Rental (ER) Funds to
purchase and maintain vehicles used by the various departments and funds. Each department or fund
pays rent to the ER Fund to use that equipment.
Fiduciary Funds: These funds are also referred to as Trust or Agency Funds and are used to account
for assets held by the City on behalf of outside parties, including other governments, or other funds
within the City. For example, the Cemetery Trust Fund holds a portion of the proceeds from the sale
of gravesites in order to provide ongoing grounds maintenance and care of the facility.
Capital Projects Fund: This fund accounts for financial resources that are restricted, committed or
assigned to expenditures for the acquisition and construction of major capital facilities. Most Capital
projects are accounted for in this fund.
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Summary of Fund Structure
Fund Number & Title Responsibility Budget Description
General Fund Revenues Finance Director General government activities
General Fund Operations
Council Council Council
Municipal Court Judge Municipal Court
City Manager Council Management of City, personnel, communication, legal, and risk
Police Police Chief Police services
Fire Department Fire Chief Fire services (Not including Ambulance Services)
Administration ACS Director Management of facilities, parks, recreation, information services
Community Development CED Director Community planning, economic development, and code
enforcement
Finance Finance Director General finance
Engineering PW Director Public Works Administration and Engineering
Library ACS Director Mid-Columbia Library
Non Departmental Finance Director Citywide expenditures, fund transfers, fund balance & one-time
expenditures
Special Revenue Funds
110 Street PW Director Operations & maintenance of City's streets
120 Arterial Street PW Director Construction & maintenance of City's arterial streets
125 I-182 Impact PW Director Construction & maintenance of geographically bound City's
transportation network
130 Street Overlay PW Director Overlay of City's transportation network
140 CDBG CED Director Community Development Block Grant (CDBG)
145 MLK Center ACS Director Recreation Center
150 Ambulance Fire Chief Ambulance operations & service
160 Cemetery ACS Director Cemetery operations & service
161 Blvd Maintenance ACS Director Maintenance of City's boulevards
165 Athletics ACS Director Manage recreation programs
166 Golf Course ACS Director Manage recreation operation facility
170 Senior Center ACS Director Manage recreation program for seniors
180 Multi Modal ACS Director Train station, bus station & any of City's transportation network
182 School Impact Finance Director Pass-through funds collected for Pasco School District
185 Marina ACS Director Manage recreation program
188 Lodging City Manager Manage Lodging tax for promotion of tourism
189 Litter Abatement CED Director Manage litter programs
190 Revolving Abatement CED Director Defray expenses related to repair, demolition, and cleanup of
dangerous buildings, and abatement of nuisances
191 TRAC City Manager Manage Trade Recreation Agriculture center
192 Park Development ACS Director Management of Park Development Program (mostly capital
projects)
193 Capital Improve REET City Manager Real Estate Excise Tax used to fund major capital infrastructures
194 Economic Development CED Director Promote economic development of the City through revenues
received from City's property leases
195 Stadium/Convention Center City Manager Management of recreation program
196 Hotel/Motel Excise Tax Finance Director Manage Lodging tax for promotion of tourism
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Fund Number & Title Responsibility Budget Description
Debt Service Funds
200 LID Guarantee Finance Director Reserves for security of Local Improvement Districts (LIDs)
244 LID Loans Finance Director Principal & Interest, Local Improvement Districts
245 LID Bonds Finance Director Principal & Interest, bonds
Capital Projects Funds
367 Capital Improvements Finance Director Capital Improvement – Citywide projects
Enterprise Funds
410 Utilities PW Director Operation and capital fund for Water, Irrigation, Sewer, Reuse
and Storm Water
Internal Service Funds
510 Equipment O&M
Government
PW Director Operation and maintenance of government vehicles
511 Equipment O&M Utility PW Director Operation and maintenance of enterprise vehicles
515 Equipment Replacement
Government
PW Director Equipment replacement fund for government vehicles
516 Equipment Replacement
Utility
PW Director Equipment replacement fund for enterprise vehicles
521 Medical/Dental City Manager Management of City's self-insured medical insurance
530 Central Stores Finance Director Currently dormant fund
Fiduciary/Trust Funds
610 Old Fire Pension Finance Director Pension fund for fireman's retirement
619 Old Fire OPEB Finance Director Pension fund for fireman's benefits
Permanent Fund
605 Cemetery Endowment Care Finance Director Long-term reserves for cemetery care and improvements
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Budgeted Expense by Administrative Structure
The City’s administrative structure is centered around function and accountability. The primary goal
of organizing a City administratively, is to group similar work tasks within one director’s department
for increased efficiency and less duplication of effort. This structure enhances communication within
the City and promotes a seamless work flow. The City Manager’s department oversees
administration, communications and human resources; all functions with related characteristics that
support many departments. Each director manages a department with multiple divisions and is
accountable for all expenditure budgets of their department.
The administrative structure of the City consists of the City Manager, Deputy City Manager and six
department directors. The following is a brief description of the administrative departments of the
City.
Administrative Departments
City Council: Provides inclusive policy oversight and direction of City operations, including Council
related expenditures.
City Manager: This department is the liaison for City Council, responsible for ensuring Council
priorities are communicated and acted upon throughout the organization. Within the Executive
department, the Deputy City Manager has oversight for Human Resource, Safety and Communication
divisions, and oversees the TRAC and Baseball Stadium funds and facilitates the Lodging Tax
expenditures.
Judge: The Municipal Court Judge is responsible for all operations and divisions of the Municipal
Court.
ACS Director: This department is responsible for oversight of the Information Systems, City Clerk,
Animal Control, Indigent Defense, Recreation and Parks and Facilities divisions of the General Fund.
The department also manages other City facilities such as the Marina, Golf Course, Community
Centers, Animal Control Facility, and Cemetery.
Finance Director: The Finance Director oversees the Accounting, Utility Billing and Business License
divisions as well as debt service funds, construction and pension funds, and the General Fund’s Non
Departmental divisions.
Community Development Director: This department provides oversight to Community and
Economic Development, Abatement, Code Enforcement, Planning, and the Community
Development Block Grant funds.
Public Works Director: The Public Works Director is responsible for facilitating the projects and
operations of the Streets and Utilities fund as well as the Engineering Division. The department also
supervises the vehicle replacement and O & M.
Police Chief: Supervises all divisions and operations of the Police Department.
Fire Chief: Manages operations of the Fire Department and the Ambulance utility.
A complete list of all City funds by administrative department can be found on the following page.
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Budgeted Expenditures by Administrative Structure
2016 Actual 2017 Actual 2018 Budget 2019-2020 Budget
MAYOR & COUNCIL:
Mayor & Council 105,773 111,918 124,511 260,540
105,773 111,918 124,511 260,540
CITY MANAGER
Administration 561,183 685,525 1,597,293 2,101,501
Communications 161,242 228,573 177,929 465,933
Human Resources 708,178 795,542 789,297 1,693,702
Lodging 308,697 328,241 275,000 650,500
TRAC 273,948 122,003 278,094 553,344
Capital Improve REET 642,917 1,422,673 4,414,260 8,228,527
Stadium/Conv Ctr 292,188 302,398 347,798 2,371,222
Medical/Dental 5,515,274 5,346,917 5,956,274 12,055,660
8,463,627 9,231,872 13,835,945 28,120,389
JUDGE
Municipal Court 2 1,571,331 1,458,681 1,464,406 3,228,697
1,571,331 1,458,681 1,464,406 3,228,697
ACS DIRECTOR
Administration 1 , 2 8,754,257 7,370,499 7,533,004 16,217,814
Library 1,280,576 1,445,549 1,377,958 2,905,818
MLK Center 104,844 110,003 163,139 283,928
Cemetery 255,998 244,595 258,130 549,096
Blvd Maintenance 75,000 170,000 141,828 293,564
Athletics 117,596 107,818 153,383 408,582
Golf Course 1,693,955 1,769,789 1,744,269 3,592,382
Senior Center 324,971 289,831 332,196 590,495
Multi Modal 59,178 43,476 191,823 435,573
Marina 12,591 10,471 13,710 27,132
Park Development 287,560 924,619 41,247 1,441,336
12,966,526 12,486,650 11,950,687 26,745,720
COMMUNITY DEVELOPMENT:
Community Development 1,464,514 1,748,052 1,728,603 3,878,345
CDBG 781,929 707,541 1,507,963 1,806,424
Litter Abatement 12,816 8,705 15,145 30,238
Revolve Abatement 162,372 296,240 112,934 550,318
Economic Development 1,629,436 1,803,675 1,529,995 2,073,087
4,051,067 4,564,213 4,894,640 8,338,412
FINANCE DIRECTOR:
Finance 1 - 2,196,310 2,231,311 5,105,873
Non-Departmental 10,271,567 5,617,752 4,115,213 28,592,505
School Impact 1,915,573 2,333,355 2,500,000 5,000,000
Hotel/Motel Excise tax - - - 1,212,244
LID Guarantee 300,000 300,000 - -
2016 Actual 2017 Actual 2018 Budget 2019-2020 Budget
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FINANCE DIRECTOR (cont.):
LID Loans 93,372 198,172 131,560 87,656
LID Bonds 122,800 27,250 21,575 1,070
99UT Lib/Fire 422,300 - - -
2002 UT Ref 253,110 - - -
Capital Improvement 8,815,507 7,378,188 22,128,145 73,608,744
Central Stores - - 500 1,000
Old Fire Pension 125,968 126,373 135,407 280,112
Old Fire OPEB 191,907 148,887 186,215 332,536
Cemetery Endowment Care - - - -
22,512,104 18,326,287 31,449,926 114,221,740
PUBLIC WORKS DIRECTOR:
Engineering 1,799,126 1,726,983 1,801,529 3,791,421
Street 2,038,847 2,511,020 2,341,177 5,303,218
Arterial Street 763,592 278,640 1,091,123 1,998,336
I-182 Impact 123,132 459,223 101,391 170,584
Street overlay 43,030 148,044 931,871 4,161,913
Utilities 35,242,080 32,055,554 35,993,313 95,857,578
Equipment Rental Gvt 2,114,829 3,075,945 1,538,504 6,488,774
Equipment Rental Entp 851,211 508,720 1,037,121 1,099,308
42,975,847 40,764,129 44,836,029 118,871,132
POLICE CHIEF:
Police 14,463,698 16,488,563 16,544,349 35,524,184
14,463,698 16,488,563 16,544,349 35,524,184
FIRE CHIEF:
Fire 5,619,293 7,660,554 6,859,386 15,266,340
Ambulance 5,595,600 6,585,984 8,043,496 17,447,545
11,214,893 14,246,538 14,902,882 32,713,885
Budgeted Fund Balance
General Fund - - 13,290,429 14,002,691
Special Revenue Funds - - 14,013,698 15,928,103
Debt Service Funds - - 337,064 1,194,608
Capital Fund - - - -
Enterprise Funds - - 20,826,613 23,228,788
Internal Service Funds - - 19,955,340 22,487,732
Fiduciary Funds - - 4,769,045 5,412,807
Permanent Fund - - 516,729 595,348
- - 73,708,918 82,850,077
TOTAL ALL FUNDS 118,324,866 117,678,851 213,712,293 450,874,776
1 Finance department was separated from ACS in 2017.
2 Indigent Defense was moved from Municipal Court to ACS in 2017.
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COST CENTER BUDGET
The Cost Center Budget contains budget requests organized by departments that assumes
responsibility of the cost center. This detail provides summarized data presented on the departmental
budget section. Below is a visual representation of departments that either depend upon or are
responsible for funds listed.
DEPARTMENTS Council Court City Mgr Police Fire ACS CED Finance Public Works TO FUNDS General Fund * * * * * * * * *
Street * * * *
Arterial Street * * * *
I-182 Impact * * * *
Street Overlay * * * *
CDBG * * * * *
MLK * * * *
Ambulance * * * * * *
Cemetery * * * *
Blvd Maint * * * *
Athletic * * * *
Golf Course * * * *
Senior Center * * * *
Multi Modal * * * *
School Impact * * *
Marina * * * *
Lodging * * * *
Litter Abatement * * * *
Revolve Abate * * * * *
TRAC * * * *
Park Develop * * * * *
Capital Improve Reet * * * *
Economic Dev * * * * * *
Stadium / Conv Ctr * * * *
Hotel/Motel Excise tax * * *
LID * * * * *
Capital Improv * * * * *
Water / Sewer * * * * *
Equipment Repl Funds * * *
Cemetery Endow * * *
Old Fire Pension * * *
Flex * * *
PPFD * * *
ACA * * *
Payroll Clearing * * *
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FINANCIAL POLICIES
Summary and Purpose of Financial Polices
The stewardship of public funds is one of the greatest responsibilities given to the officials and
managers of the City of Pasco. Therefore, the establishment and implementation of sound financial
policies enables the City to protect public interest, maintain public trust and guide the City to meet
their objectives. These policies are designed with a long-term approach to achieve financial stability
and economic growth. These policies are intended to be applied over periods extending well beyond
the current budget period. Long-term stability and growth cannot be accomplished if we allow long-
term deficits or choose to support on-going needs through one-time revenues. Financial best practices
and fiscal prudence must dictate the City’s financial operations and procedures, as well as guide the
City to meet its immediate and long-term objectives.
Financial Core Values and Goals
Financial Stability – The City will create financial stability to provide residents with consistent and
adequate levels of public services. The City of Pasco is accountable to its citizens for the use of public
dollars. All activities supported by the City must function within the limits of its financial resources.
With a long-term financial approach in mind, the City will develop and maintain long-term plans,
carefully weigh the costs and benefits of development opportunities and adhere to sound debt,
reserve and investment policies.
Accountability and Financial Planning – The City will institute financial planning that ensures City
services are provided at the best value and that services are in alignment with the needs and wants
of the community.
Environmental and Economic Vitality – The City’s financial strategy will support continued
investment in the renovation and maintenance of infrastructure, facilities, policies and programs that
support a clean and healthy natural environment. The City will strive to provide effective and
efficient services to ensure a safe and healthy atmosphere for its residents, businesses, and visitors,
while preserving and enhancing its unique cultural and environmental attributes.
Transparency and Engagement – The City will be accountable for producing value for the community
by providing planning and report mechanisms that make it clear how the City plans to use its
resources to achieve the community vision. The City is committed to engaging its citizens as a partner
in formulating plans and delivering services.
Financial Planning and Budgeting
Biennial Budget – The budget should be a performance, financing and spending plan agreed to by
the Council, City Manager and Department Directors. It should contain information and data
regarding expected revenues, expected expenditures and anticipated capital projects. The budget
should be developed using a performance-based, results-oriented approach that incorporates line
items, programs and the priorities of the City. The City defines a balanced budget as current biennium
revenues (including fund balances) equal to or greater than current biennium budgeted expenditures.
A fiscally sound budget will include the following aspects:
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o Budget adoption by the Council will be at the fund level. Any changes in appropriations at
the fund level will require City Council approval in the form of a scheduled budget
amendment.
o Position budging will be used as a tool for Council consideration. This will list the actual and
proposed full time equivalent (FTE) allocation on a department and fund basis.
o Department and Fund budgets will include overhead and full cost allocation activity.
o Reports on revenues and expenditures will be prepared at least quarterly for the General fund
and made available to the Council. Staff will also make available to Council revenue and
expenditure reports on a quarterly basis for all major funds.
o Biennial budgets should provide for design, construction, maintenance and replacement of the
City’s capital, plant, and equipment consistent with the Capital Improvement Plan.
o The City will develop an analysis of equipment replacement and maintenance needs. This
analysis will be to more accurately project the life cycle of the equipment and will attempt to
update the results consistent with the budget development process.
o Inter-fund transfers and/or loans will be completed only after Council approval or inclusion
in the adopted budget or subsequent amendment.
o Recurring operating expenditures will be funded by recurring operating revenues. One-time
revenues will not be used to support on-going needs, unless otherwise budgeted or approved
by Council.
o City-operated utilities should show positive net operating results, unless otherwise budgeted
or approved by Council.
Reserve Policies – Financial best practices dictate that the City should have a reasonable amount of
resources in reserve to address unanticipated declines in revenue. Adequate reserve levels are a
necessary component of the City’s overall financial management strategy and a key factor in external
agencies’ measurement of the City’s financial strength. In general, the City shall support ongoing
operations with ongoing revenues, but may use reserves on a one-time basis to support City services
pending the development a longer term financial solution. Reserves help mitigate the effects of an
economic downturn or other unanticipated events on revenue growth.
o Provide sufficient cash flow to meet daily financial needs.
o All expenditures drawn from reserve accounts shall require prior Council approval unless
previously authorized by the City Council for expenditures within the City’s annual budget.
o If reserves fall below required levels as set by this policy, the City must include within its annual
budget a plan to restore reserves to the required levels.
o General Fund: Reserves should be maintained to at least 60 days of average operating
expenditures, unless otherwise adopted in the budget or otherwise approved by Council.
The City will review annually the reserve level required to meet cash flow needs.
Reserves should be maintained to at least 60 days of operating expenditures, unless
otherwise adopted in the budget or otherwise approved by Council.
o Water/Sewer Fund and non-major Enterprise funds: Reserves should be maintained at 45 days
of operating expenditures, unless otherwise adopted in the budget.
o Debt Service Fund: Reserves should be maintained at an average of one year’s debt service
payments for all debt, except assessment debt, or all statutorily required reserve funds to
guarantee debt service, whichever is more.
o Medical/Dental Insurance Fund: Reserves should be maintained at an amount equal to 16
weeks of budgeted expenses.
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Capital Improvement Plan (CIP) – The CIP is a six-year plan for capital and major improvements that
support the City of Pasco’s current and future population and economy. The City’s CIP is a long-
range schedule of proposed public facilities, infrastructure and major projects, which includes
estimated costs and sources of funding over a six-year period. The CIP is updated annually for the
purpose of confirming and/or reorganizing projects on a priority basis and to prepare the Capital
Projects Budget. The Council’s adoption of the CIP in no way constitutes an appropriation of funds
to a specific project.
o The City will make capital improvements in accordance with an adopted Capital Improvement
Plan as budgeted within the current biennial budget.
o The City will determine the most cost effective financing method for all new projects.
o For each capital project and for each year of the six-year planning period, the CIP shall include
an estimate of the cost of construction, an estimate of the annual O&M impact, and anticipated
sources of funding.
o The CIP shall be prepared and submitted to the City Council as part the proposed biennial
operating budget.
o Reports on the status of projects included in the CIP shall be prepared and presented to the
City Council annually.
These reports will highlight the status of project construction, scheduling, spending, funding
and discuss any significant issues or trends that may affect the ability of the City to stay
within budget.
Equipment Replacement – The City’s physical assets, such as vehicles and buildings, represent a
significant investment of resources. Timely maintenance and replacement of these assets at the end
of their useful lives is necessary. This enhances reliability, quality of public services, and supports safety
for the public and employees.
o The City will maintain a comprehensive inventory of its physical assets, including useful life,
original purchase date and cost, information on its general condition, and the estimated value
of replacement.
o The City will maintain a replacement schedule by physical asset indicating the replacement
cost and its corresponding source of funding. The replacement schedule will be reviewed and
budgeted as part of the City’s biennial budgeting process.
o The City will maintain its physical assets adequately to protect the City’s capital investment.
Adequate maintenance will further minimize unnecessary future repair and replacement cost.
o Equipment reserve funds shall be maintained at levels sufficient to meet scheduled equipment
replacement, ensure safety and to prevent a deterioration in City assets.
Revenue Policies
Service demands require that an adequate revenue stream be maintained. A diversified and stable
revenue structure will be maintained to shelter the City from fluctuations in any single revenue source.
City funds will be prudently invested to provide for sufficient liquidity to meet cash flow needs and
provide interest earnings. The following will serve as guidelines for maintaining a stable revenue
stream:
o The City will seek to avoid dependence on temporary or unstable revenues to fund
recurring/basic municipal services.
o The City will proactively compete for its fair share of available State and Federal revenues.
The City will diligently collect revenue due and ensure compliance with revenue regulations.
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o The City will establish all user charges/fees at a level related to the cost of providing the service
and within policy parameters established by City Council.
o At least every odd numbered year, the City will review user fees to assess for the effects of
inflation and other factors as appropriate. The City will set fees and user charges for enterprise
funds at a level that fully supports the total direct and indirect cost of the activity, including
the cost of annual depreciation of capital assets.
Expenditure Policies
The City shall authorize only those ongoing operating expenditures that may be supported by
ongoing operating revenues. Before the City undertakes any agreements or purchases that would
create fixed or ongoing expenses, the cost implications of such shall be analyzed and reviewed.
o Emphasis shall be placed on improving productivity, workplace innovation and program
evaluation, as well as alternative means of service, rather than adding to the work force.
o The City shall invest in technology and other efficiency tools to ensure high productivity.
o Enterprise Fund expenditures shall be fully supported by their own rates, fees and charges and
not subsidized by the General Fund without authorization of the City Council. The Enterprise
Funds shall pay their share of overhead costs and services provided by the General Fund.
Debt Policies
The City recognizes that prudent use of its credit can facilitate construction of essential capital
improvements and services while sharing the costs of those improvements between current and future
beneficiaries. The intent of the Council is that the City shall manage its long-term debt in a manner
designed to utilize its credit to optimize City services while balancing debt levels and annual debt
service obligations. The following policies are intended to apply to all forms of debt.
Short-term Debt and Internal Debt:
o Short term debt is defined as a period of one year or less.
o The City may use short-term debt to cover temporary cash flow shortages.
o The City may issue Inter-fund loans (internal debt) rather than outside debt to meet short-
term cash flow needs. This includes “one-day” loans from the General Fund for year-end fund
balance reporting. All Inter-fund loans with terms of three months or more will be subject to
Council approval by ordinance or resolution and will bear interest.
Long-term Debt:
o Long term debt is defined as a period of one year or more.
o Long-term debt service payments will not exceed the expected life of a project.
o The City will determine whether self-supporting bonds (such as special assessment
improvement district bonds) are in the City’s best interest when planning to incur debt to
finance capital improvements.
o Prior to the decision to issue general obligations debt, which is an obligation against the general
taxing authority of the City, the feasibility of alternative methods of financing using special
assessments, fees/charges and special revenue debt, should first be determined.
General Accounting, Auditing and Financial Reporting Policies
45
The City of Pasco recognizes the need for ensuring accountability for the collection, management and
expenditure of all public funds under its jurisdiction. Strong accounting practices and financial
reporting is essential in ensuring compliance with governing laws, ordinances and procedures.
Further, this allows for timely and accurate reporting to City officials, City Council and the public.
o The City will establish and maintain a high standard of internal controls and accounting
practices.
o The accounting system will maintain records on a basis consistent with accepted standards for
local government accounting and the State of Washington Budgeting, Accounting, and
Reporting Systems (BARS).
o Annual financial reports will present a summary of financial activity by major types of funds.
Such reports will be available via the City’s website.
o The annual financial report shall conform to Generally Accepted Accounting Principles (GAAP)
and be in the form of a Comprehensive Annual Financial Report (CAFR) as described by the
Government Finance Officers Association (GFOA).
o A fixed asset system will be maintained to identify all City assets, their location, and condition.
o The City will strive to maximize the return on its investments with the primary objective of
preserving capital and use prudent investment practices as detailed in the City’s Investment
Policy.
As described in the Investment Policy, criteria for managing the City’s investment portfolio
shall be: a) to maintain liquidity to meet the City’s cash needs; b) to minimize potential
market risks; and c) to maximize investment returns.
o The City will deposit all funds within 24 hours of receipt as required by the State Constitution.
The City will ensure that City records are audited annually, which will result in the issuance of a
financial opinion. The results of such audit are to be available to the public via the City’s website.
FINANCIAL DATA
The City’s 2019-2020 Biennial Budget represents a financial plan that provides detailed estimates of
revenues and expenditures by fund, necessary to finance essential City services. With a focus on
sustainability, available reserves are utilized to fund expenditures that support City Council goals.
This section of the budget provides a combined view of both past and anticipated future revenue
and expenditures for all funds and provides a descriptive narrative of the overall assumptions and
trends that influenced the creation of this budget.
In the sections that follow there is a detailed revenue analysis for each fund type along with tables
and graphs for better visualization.
46
FINANCIAL ANALYSIS
REVENUE - ALL FUNDS
Total All Funds
Revenues 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Taxes 34,727,320$ 37,780,892$ 36,864,295$ 40,357,020$ 41,379,587$
Licenses & Permits 2,674,627 2,761,247 2,632,893 2,820,698 2,821,698
Intergovernmental 5,349,445 14,088,865 17,832,369 12,088,212 20,553,455
Charges Goods & Services 45,014,994 55,516,483 51,716,259 59,880,083 59,343,349
Fines & Penalties 983,276 960,287 983,600 1,036,100 1,036,100
Miscellaneous Rev 7,129,115 4,099,973 6,504,159 34,485,197 18,583,122
Transfers in 10,227,880 6,531,386 8,287,745 30,345,950 7,535,416
Other Source 7,658,829 12,778,652 10,587,930 29,973,317 2,199,081
Total Revenues & Other Financing Sources 113,765,486 134,517,785 135,409,250 210,986,577 153,451,808
Budgeted Budgeted Beg Fund Balance - - 78,303,043 86,436,391 78,138,676
TOTAL AVAILABLE RESOURCES 113,765,486$ 134,517,785$ 213,712,293$ 297,422,968$ 231,590,484$
-
10
20
30
40
50
60
70
TaxesLicense & PermitsIntergovernmentalCharges for ServiceFines & ForfeituresMiscellaneousTransfer InDebt proceedsContributedCapitalOther Sources2019
2020
47
Tax Revenue
Tax revenue makes up the City’s second largest revenue source. The City’s tax revenues include retail
sales tax, property tax, utility tax, real estate excise tax, lodging tax, gambling tax and admission tax.
In the 2019-2020 biennium, the General Fund will receive 90% of the City’s tax revenue, which is
necessary to fund essential City services. Since 2014, the City has experienced a surge in residential
and commercial construction and, subsequently, a significant growth in retail sales tax. In 2019, the
City plans to levy banked property tax to provide ongoing funding to replace several aged City
facilities. The City’s Special Revenue Funds receive tax revenues from utility tax, lodging tax and real
estate excise tax. Tax revenue is expected to continue the current trend, fueled by construction and
the additional property tax.
License and Permit Revenue
The license and permit revenue is comprised largely of building permit revenue, animal and business
licenses, franchise fees and industrial permits for wastewater. The General Fund is expected to receive
79% of the license and permit revenue for the next biennium which consists of $2.7M in building
permit revenue, $1.3M in business license revenue and $444,000 in animal licenses. The Street Fund
receives franchise fees and street permits that make up 14% of the 2019-2020 license and permit
revenue and Enterprise Funds receive about 7% of the revenue from industrial discharge permits.
The City anticipates the current upward trend of this revenue will continue through the 2019-2020
biennium.
Intergovernmental Revenue
Intergovernmental revenue consists primarily of Federal and State grants and other governmental
contributions. This category makes up 9% of the City’s total revenue. Street projects in the Capital
Improvement Plan account for 53% of the total revenue for the 2019-2020 biennium. The General
Fund accounts for approximately 14% of intergovernmental revenue, which is comprised of PUD
Privilege allocations, liquor revenues and public safety grants. Street and Arterial Street funds receive
10% of intergovernmental revenue from the motor vehicle excise tax paid to the State and allocated
to cities on a per capita basis. Other revenues in this category include Community Development Block
Grant funds and Multi Modal transportation revenues distributed by the State.
Charges for Goods and Services
The City’s largest source of revenue comes from charges for goods and services, comprising 32.7%
of the City’s total revenue. The Enterprise fund receives approximately 48% of the total revenue in
this category, providing multiple utility services to the citizens. The General Fund receives payments
for recreational services, plan check fees, reimbursement for public safety services, and planning and
inspection charges. Special Revenue funds contribute 21% of the revenue to charges for goods and
services, primarily from impact fees and ambulance transport and monthly utility fees. Internal
payments for cost allocation, medical premiums, vehicle replacement, and vehicle O&M make up
25% of the City’s charges for goods and services.
Fines and Penalties
Fines and penalties are primarily reported in the General Fund and include traffic and civil infractions.
The Revolving Abatement fund accounts for 13% of fines and penalties, while the General Fund
makes up 87% of the total. Fines and penalties make up less than 1% of the City’s total revenue.
48
Miscellaneous Revenues
Investment income, donations, leases and rentals, and the sale of surplus goods traditionally makes
up the bulk of revenue from miscellaneous revenue. In the 2019-2020 biennium, 84% of budgeted
miscellaneous revenue is for Capital Improvement Plan projects that hope to secure a permanent
funding source in the 2019-2020 biennium. Once a funding source is identified, the budget will be
transferred to the appropriate source.
Transfers In
Transfers between funds are budgeted for grant-related and one-time programs, ongoing subsidies
and approved capital projects. In the 2019-2020 biennium, $36M of transfers are budgeted for
capital projects. These transfers are coming from Arterial Streets, Overlay, Park Development and
Capital Improvement funds to provide funding for multiple streets, parks and facilities projects. These
transfers make up 95% of the revenue in the category for the 2019-2020 biennium.
Other Financing Sources
Other financing sources make up 9% of the City’s overall revenue in the 2019-2020 biennial budget.
These revenues consist of capital contributions, inter-fund loan proceeds and repayments and bond
issues or other financing proceeds. In the 2019-2020 biennium, the City plans to issue Local
Improvement District (LID) bonds and Limited Tax General Obligation (LTGO) bonds with a
combined total of $25M. Inter-fund loans are budgeted in the Stadium Fund for $2M and in the
Irrigation Fund for $815,000. Capital contributions and inter-fund loan repayments make up the
remainder of the budget for this revenue.
EXPENDITURE - ALL FUNDS
Salaries and Benefits
Salaries and benefits are budgeted at approximately $44.1M in 2019 and $45.9M in 2020. The City’s
labor force includes members of four bargaining unions. For the budget years of 2019, all but one of
the labor agreements have been settled. The City is currently in negotiation with the police labor
union. The most recent collective bargaining agreement for police services will expire as of December
31, 2018. As of the end of 2019, the City’s agreement with the International Union of Operating
Engineers (IUOE) will expire and require negotiation. The 2019 budget includes the addition of one
system analyst in the Information Services department. No staff level changes are incorporated in the
2020 budget.
Supplies
Citywide supplies account for three percent of the 2019-2020 budget. The 2019 supplies budget is
$5.88M. For 2020, the supplies spending is budgeted at $6.02M. Included in the category of supplies
are office supply type items like pens and paper, business forms and small equipment. Other examples
of supplies include purchases of fuel, laboratory and medical supplies, inventory items for equipment
maintenance, and uniform purchases.
Services and Charges
While City staff can perform some services internally, at times it is necessary for the City to receive
services from an outside provider. Some of these services are rendered in the form of ongoing, routine
49
support. For example, banking services and utilities supplied to our facilities and parks. Other services
are unique and the result of a special agreement. For example, entering a contractual agreement for
a consultant to perform a rate or cost of service study. The 2019-2020 budget includes $35.9M and
$34.4M of service type expenditures, respectively.
Transfers and Pass Through
Transfers and pass through expenditures are budgeted at $31.8M in 2019 and $7.53M in 2020. The
transfers occur between one City fund and another City fund. Primarily, transfers take place to fund
capital improvements that are accounted for in our Capital Improvement Fund. Annual changes in
capital projects, as outlined in our Capital Improvement Plan, account for the fluctuation of planned
transfers from one year to the next. At a much smaller degree, transfers occur when the General Fund
is supporting another activity. One example of this support is the General Fund’s subsidy of the
Ambulance Fund. Finally, there are certain receipts that are passed through a City fund. For example,
Hotel/Motel Excise Tax, budgeted at $435,000 annually, is classified as a pass through. It is remitted
to the City and passes through to other beneficiaries.
Capital Outlay
As touched upon in the transfers and pass through narrative above, the City completes a Capital
Improvement Plan annually. Based upon this planning effort, the City prioritizes capital spending.
When deemed prudent, large scale, capital improvement projects are budgeted. For the budget years
2019-2020, the City has included $117.32M of capital spending citywide. In the governmental funds,
the total budgeted projects are $35.04M, or 29%, of the total capital budget. Some of the larger
projects include the construction of two new fire stations, construction of a community center,
improvement of a core section of our downtown in the form of the restoration of Peanuts Park, and
numerous, large scale street improvements. The Enterprise Fund projects account for $42.45M, equal
to 36%, of the total capital outlay budget of 2019-2020. Examples of the larger projects budgeted
in the Enterprise Fund are the construction of a new river outfall infrastructure in the sewer treatment
plant, sewer system improvements in the Broadmoor area, and infrastructure improvements at the
Process Water Reuse Facility. The City is also the administering agency for the animal control shelter
that jointly benefits the communities of Kennewick, Richland and Pasco. Included in the budgeted
capital projects of this biennium is the construction of a new animal shelter. The total expenditure
budget for that purpose is $4.34M.
Debt Service
The Citywide cost of debt service payments, budgeted for the biennium is $12.75M in 2019 and
$7.82M in 2020. The majority of the budget is related to outstanding bonds and the accompanying
payment of principal and interest. When available, the City may choose to self-fund projects via inter-
fund borrowing. Like loan agreements with an outside entity, interest is charged. However, with an
inter-fund loan, the City earns the interest income in the lending fund. This biennium includes two
inter-fund loan distributions. The first of $815,000, to be used for the completion of capital projects,
benefits the Irrigation Department. The Water Department is the lender. The second borrowing,
totaling $2M, is to make improvements to GESA Stadium. It will be paid back to the Equipment
Replacement Fund. In 2019, the Ambulance Fund has budgeted debt service to repay a previously
issued inter-fund loan to the General Fund in the amount of $1.34M.
Inter-fund Payments
50
Payments to Internal Service Funds total $9.14M in 2019 and $9.34M in 2020. Included in these
payments are equipment repair and replacement of fleet vehicles and equipment, service supplied
for technology support from the Information Services department, professional services of the
Finance and Engineering departments, and Facilities maintenance and repair charges.
51
REVENUE SOURCE ANALYSIS FOR EACH MAJOR FUND
CATEGORY
General Fund Revenues
The graph below portrays budgeted General Fund revenues by source, expected to be available to
fund General Fund programs for the 2019-2020 biennium. The table reflects the revenue by source
from 2016-2020. Although taxes and charges for goods and services are generally the most significant
sources of income to the General Fund, in 2019 a planned LTGO bond sale will comprise 25% of
the budgeted revenue.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
Taxes Licenses &
Permits
Intergov
Revenues
Charges for
Goods and
Services
Fines & Forfeits Miscellaneous
Revenues
Other
Financing
Sources
2019-2020 Budgeted General Fund Revenues
2019 Budget
2020 Budget
General Fund Revenues 2016 Actual 2017 Actual
2018
Adopted
2019
Proposed
2020
Proposed
Taxes 30,987,198 33,329,261 33,060,476 36,714,021 37,704,828
Licenses & Permits 2,042,239 2,177,235 2,054,200 2,229,500 2,229,500
Intergov Revenues 2,069,452 2,130,300 2,317,438 2,416,110 2,321,758
Charges for Goods and Services 6,315,134 6,932,637 7,093,604 7,618,796 7,798,222
Fines and Forfeits 747,809 788,474 853,100 905,600 905,600
Miscellaneous Revenues 790,853 644,160 528,800 592,100 603,700
Total Revenue 42,952,685 46,002,067 45,907,618 50,476,127 51,563,608
Other Financing Sources 1,147,098 638,000 227,600 17,477,600 227,600
Beginning Fund Balance 17,300,545 14,473,467 13,500,000 13,290,429 13,548,437
Total Available Resources 61,400,328$ 61,113,534$ 59,635,218$ 81,244,156$ 65,339,645$
52
Taxes: Sales Tax is the General Fund’s largest revenue stream and includes regular Retail Sales Tax, as
well as Criminal Justice and Public Safety sales tax. The latter two taxes are mandated to provide
public safety services to the citizens of Pasco, while the regular retail tax funds all general services.
Since 2014, sales tax revenues have trended upward, averaging more than 7% growth annually. This
growth has been fueled by new construction and supported by the City’s many car dealerships. An
8.5% tax on gross revenues of all public utilities is paid to the City on a monthly basis. The City’s
Water, Sewer, Irrigation, Storm Water and Reuse utilities are subject to utility tax, as well as
companies who provide natural gas, electricity, phone, cable and garbage services in the City limits.
The General Fund receives 88.23% of utility tax revenue, while the Street Fund receives 2.35% and
the Overlay Fund receives 9.42%. Although new home construction generates more users, for many
utilities, extreme cold and hot weather are bigger factors in revenue growth. The City has seen a
steady decline in telephone utility tax since 2014. This is likely due to the competition of many service
providers and the diminishing use of land lines. Although utility tax revenue reflects very measured
growth, it is a stable source of recurrent revenue to the City. Statutory mandates only allow the City
to levy a 1% property tax annually, plus the value of new construction. In 2016 and 2017, the increase
in new construction drove property tax revenue increases of 6.4% and 5.4% respectively. For reason
explained in detail elsewhere in this document, for 2019, the City proposes to levy $1.86M of banked
property tax capacity. The additional property tax will fund much needed facility replacements and
help to shore up future revenue growth for the City. About 3% of the total tax revenue is comprised
of gambling, leasehold and admission tax. Taxes make up 54% of the 2019 General Fund revenue.
Taxes make up 54% of the 2019 General Fund revenue, a share that is lower than average of 70%
due to proceeds from proposed LTGO bond.
Licenses and Permits: Building permit sales is expected to provide about 61% of the License and
Permit revenue in the 2019-2020 biennium. Building permit revenue increased by 29% in 2016 and
has stayed consistent through 2017 and 2018 year-to-date. With new construction thriving, building
permits are expected to meet or exceed current levels in 2019 and 2020. Business licenses make up
the second largest component of Licenses and Permits with 28% of the revenue. In 2017, the City
recognized a 21% increase in business licenses, the first significant increase in license revenue in several
years. In 2018, the City restructured the fees for business licensing, charging a base rate as well as a
per employee assessment. In addition to the restructuring, the City also implemented the mandatory
State of Washington Business Licensing program early. These changes have brought about a noticeable
influx in licensing revenue for year-to-date 2018 and the trend is expected to continue in future years.
Animal licenses make up 10% of the revenue and these collections also continue to trend upward.
The period from 2015-2017 saw average growth of 13% in this revenue.
Intergovernmental Revenue: In the General Fund, the intergovernmental revenues are comprised of
State and Federal grants, liquor excise tax and liquor board profits, PUD privilege tax and
City/County assistance payments. The City will receive $333,333 in COPS Grants in this biennium
for the hiring of four new police officers. Liquor taxes and profits will make up 42% of the
intergovernmental revenue in the 2019-2020 biennium, contributing $1.98M in revenues. Grant
revenues can vary significantly from year to year; however, the local and state PUD taxes and the
liquor revenues provide a stable source of recurring revenue in this category. This revenue is expected
to increase by 4% in 2019.
53
Charges for Services: The largest source of revenue in charges for services in the General Fund is the
reimbursement of administrative services and engineering charge backs from other funds. In 2017, a
Cost Allocation Study was completed and a new cost allocation model for administrative services
was put into service. The new model increased 2018 revenue by 15% and, in the 2019-2020
biennium, the General Fund expects to receive $6.3M in revenue. Engineering charge backs make up
$3M of the budgeted 2019-2020 revenue in this category. Other revenues include plan check fees,
recreation programs, and reimbursement of outside services provided by Police and Fire employees.
Charges for services make up 15% of the General Fund revenue.
Fines and Forfeits: Traffic infractions dominate this category, providing 78% of the revenue. In 2019,
if Council approves the City collaborating with Redflex to install red light cameras at two major
intersections, there is the expectation that the cameras will reduce incidents leading to vehicular
conflict at these intersections and the City will see a negligible revenue from this endeavor. Additional
service revenues include trauma care and court-related fines.
Miscellaneous Revenue: This category is comprised of lease and rental income from City facilities and
parks, insurance refunds and other reimbursements, donations, sale of surplus and interest income.
The City is anticipating a 12% increase in this category for 2019 based on current trending of rental
incomes and an expected increase in investment income.
Other Financing Sources: In the General Fund, transfers, sale of assets and debt issuance are the
primary revenues in other financing sources. Revenues in this category tend to vary significantly from
one year to the next because of one-time revenues. In 2019, if Council approves the levy of the
banked capacity, the City plans to issue LTGO bonds to fund the construction of two replacement
fire stations. The 2019-2020 budgeted revenue in this category consists of the new LTGO bonds and
“transfers in” from the Boulevard Fund and the Block Grant Fund.
SPECIAL REVENUE FUNDS
The City has 24 special revenue funds presented in this budget. Ambulance Service, Arterial Street,
Street, Overlay, Park Development are some examples of a special revenue fund (for a full list see
page 149). These funds are used to account for the proceeds of specific revenue sources that are
legally restricted to expenditure for specific purposes. The graph below portrays budgeted revenues
by source for all special revenue funds for the 2019-2020 biennium. The table reflects the revenue by
source from 2016-2020. Charges for goods and services are the dominant revenue stream in this
category, making up more than 48% of overall revenues.
54
Taxes: Real Estate Excise Tax (REET) makes up 48% of the tax category for the Special Revenue funds,
followed by utility tax with 29% and lodging tax with 17%. In 2017, REET revenues increased by
30% and are continuing to trend strongly through 2018. The table reflects a slight decrease in 2019-
2020 tax revenue due to the correction of Tourism Promotion Area (TPA) funds that were incorrectly
categorized as tax in previous years. These revenues are expected to continue moderate upward
growth in the 2019-2020 biennium.
Licenses Permits: The Street Fund receives franchise fees from cable providers and issues street and
curb permits to generate the license and permit revenue for Special Revenue funds. These revenues
are relatively stable and are not inclined to vary significantly from year to year.
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
Taxes Licenses &
Permits
Intergov
Revenues
Charges for
Goods and
Services
Fines and
Forfeits
Miscellaneous
Revenues
Other
Financing
Sources
2019-2020 Budgeted Special Revenue Fund Revenues
2019 Budget
2020 Budget
Special Revenue Fund Revenues 2016 Actual 2017 Actual 2018 Adopted 2019 Proposed 2020 Proposed
Taxes 3,615,778 4,451,631 3,803,819 3,642,999 3,674,759
Licenses & Permits 473,823 398,420 393,100 383,000 384,000
Intergov Revenues 2,867,846 2,628,513 5,452,931 5,280,602 3,803,197
Charges for Goods and Services 9,201,132 11,488,179 10,865,980 12,564,294 12,302,041
Fines and Forfeits 235,467 171,813 130,500 130,500 130,500
Miscellaneous Revenues 1,912,020 1,796,809 2,124,956 1,756,113 1,722,525
Total Revenue 18,306,066 20,935,365 22,771,286 23,757,508 22,017,022
Other Financing Sources 1,606,085 1,683,242 1,513,484 4,034,500 1,946,116
Beginning Fund Balance 16,710,796 19,550,550 16,258,900 23,352,545 17,631,887
Total Available Resources 36,622,947$ 42,169,157$ 40,543,670$ 51,144,553$ 41,595,025$
55
Intergovernmental Revenue: These revenues are comprised of State and Federal grants and
entitlements and certain State shared revenues. The bulk of the revenue consists of Motor Vehicle
Excise Tax (MVET), Multi Modal funds, and other State and Federal grants and program revenues.
In the 2019-2020 biennial budget, the Ambulance Fund budgeted $2.7M in Ground Emergency
Medical Transportation (GEMT) reimbursements and $379,300 in Staffing for Adequate Fire and
Emergency Response (SAFER) grant revenues. The GEMT grant is a new revenue source to the City.
The program helps to supplant lost ambulance revenues in lower income cities and are an integral
part in offsetting fund losses and sustaining the ongoing operation of the Ambulance Fund. Street and
Arterial Street funds estimate receiving $3.3M in MVET revenue, while the Community Development
Block Grant Fund expects to receive $1.44M in program revenues for the 2019-2020 biennium. The
upward trend in this category is primarily due to the new revenues in the Ambulance Fund.
Charges for Goods and Services: The Special Revenue funds provide a vast and varied array of services
that contribute to this revenue. Revenues include traffic impact fees, ambulance monthly utility and
transport charges, park impact fees, golf charges, recreation program fees, sale of gravesites,
headstones and cemetery services, abatement services and senior health services. In addition to these
charges, the City receives approximately $2.8M annually in pass-through revenues for the Tourism
Promotion Area and School Impact Fees. Most revenues in this category grow at a moderate rate,
led by population and economic growth. The Ambulance Fund contributes 52% of the revenue in
this category and is the major source of growth in recent and projected future years. Significant
population growth in recent years made it necessary to increase staffing in the Ambulance Fund and,
subsequently, to increase rates. For the 2019-2020 biennium, the City is budgeting consecutive year
rate increases of 7% for the monthly ambulance utility charge.
Fines and Forfeits: The Revolving Abatement Fund is the sole contributor to this revenue. The City’s
Code Enforcement department cites homeowners for code violations of hazardous and unsightly
properties and, in severe cases, where the owner does not respond to citations, the City corrects the
problem and imposes a fine to reimburse the cost of cleanup.
Miscellaneous Revenue: Miscellaneous leases and rentals account for 84% of the revenue in this
category. The Economic Development Department receives approximately $1M annually in lease
revenue from City-owned crop circles. The Multi Modal Fund receives monthly lease revenue from
Amtrak, Greyhound and other privately owned bus companies. Other revenues come from the lease
of the post office, the baseball stadium lease, a marina lease, short term rental of City facilities,
donations and investment interest. The crop circle leases are negotiated each year, but most other
leases have a multi-year contract with modest annual increases. The significant spike in the 2018
budgeted revenue was due to a budgeted one-time reimbursement to the City.
Other Financing Sources: Transfers are the predominant revenue in this category, with an occasional
sale of assets and debt issuance or repayment. In 2019, the significant increase in revenue is due to
the Stadium Fund securing a $2M inter-fund loan to make necessary improvements to the baseball
stadium. The Streets Fund will receive $829,500 in “transfers in” for capital projects in 2019, while
the Ambulance, Martin Luther King Center and Senior Center funds receive a transfer in from the
General Fund to help mitigate fund expenses.
56
INTERNAL SERVICE FUNDS
The City uses Internal Service funds to account for goods and services provided by one fund to other
City funds. The Medical Service Fund collects medical and dental insurance premiums to pay claims
for the City’s self-insured healthcare plan. The Equipment Replacement funds collect monthly set
aside payments to purchase and replace City vehicles and to fund rental fleets. The Vehicle Operating
and Maintenance funds are reimbursed for costs associated with repairing and maintaining the City’s
fleet of vehicles. The graph below portrays budgeted revenues by source for all internal service funds
for the 2019-2020 biennium. The table reflects the revenue by source from 2016-2020.
Charges for Goods and Services: Medical premiums make up 65% of this revenue, followed by
vehicle replacement at 20% and vehicle operating and maintenance at 15%. Revenues are expected
to increase by 5.3% in 2019, primarily due to budgeted increases in medical premiums that may or
may not be necessary.
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Charges for Goods and Services Miscellaneous Revenues Other Financing Sources
2019-2020 Budgeted Internal Service Fund Revenues
2019 Budget
2020 Budget
Internal Service Fund Revenues 2016 Actual 2017 Actual 2018 Adopted 2019 Proposed 2020 Proposed
Charges for Goods and Services 6,060,483 11,449,777 10,030,776 10,570,640 10,745,533
Miscellaneous Revenues 3,482,712 305,020 105,656 113,711 118,711
Total Revenue 9,543,195 11,754,797 10,136,432 10,684,351 10,864,244
Other Financing Sources 496,606 525,938 89,567 129,873 14,567
Beginning Fund Balance 14,890,082 15,989,222 18,261,740 20,439,439 20,261,233
Total Available Resources 24,929,883$ 28,269,957$ 28,487,739$ 31,253,663$ 31,140,044$
57
Miscellaneous Revenues: These revenues are comprised of investment interest, insurance recoveries,
and refunds and reimbursements. In recent years, certain inter-fund revenues classified as
miscellaneous revenues were reclassified as charges for goods and services.
Other Financing Sources: Inter-fund loan repayments and transfers make up the revenues in this
category. Beginning in 2019, most functions of the Vehicle Maintenance funds will be combined in
one fund. This change results in a transfer between funds in 2019 of $115,306.
CONSTRUCTION FUND
The City has one Governmental Construction Fund that accounts for general projects identified in
capital budget. For the 2019-2020 biennium, budgeted projects include two fire stations, a remodel
of City Hall, Chapel Hill LID, and many other parks, facilities and street projects. The graph below
portrays budgeted revenues by source for the construction fund for the 2019-2020 biennium. The
table reflects the revenue by source from 2016-2020.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
Intergov Revenues Miscellaneous Revenues Other Financing Sources
2019-2020 Budgeted Construction Revenues - Governmental
2019 Budget
2020 Budget
58
Intergovernmental Revenue: These revenues are comprised of State and Federal grants and
entitlements that are used to fund transportation and recreation projects. The City will utilize $17.2M
in grant revenues to help fund three transportation projects and continue the citywide traffic signal
upgrades in the 2019-2020 biennium.
Miscellaneous Revenue: The miscellaneous revenue in the Construction Fund budget for the 2019-
2020 biennial budget is comprised of two types of revenues. Partnerships and private donations
comprise $2.96M of revenues for the 2019-2020 biennium, while $12.8M is budgeted as a
placeholder for unsecured projects. Management is currently seeking methods of funding these
projects in the 2019-2020 biennium and will budget them as unsecured until a funding source has
been identified, at which time a budget transfer will be initiated to move the funding from
miscellaneous to the appropriate category of revenue.
Other Financing Sources: “Transfers in” make up 80% of the revenue in this category for the 2019-
2020 budget. A $17.2M transfer from General Fund will fund two replacement fire stations; the funds
are from a planned LTGO bond issue. Transfers from the Capital Improvement Fund in the amount
of $6.7M will fund portions of 21 parks, facilities and transportation projects in the 2019-2020
budget. Overlay, Arterial Streets and Traffic Impact Funds will transfer in more than $6.2M to fund
transportation projects. $7.9M in LID bond proceeds has been budgeted for the Chapel Hill LID that
was approved in August of 2018. Revenues in this category can vary significantly depending on the
availability of funds.
ENTERPRISE FUND
The City has one Water/Sewer Utility fund that incorporates the activity of all utility type
departments that the City operates. This fund includes the operations of water, sewer, irrigation,
storm water and a process water reuse facility. The following table and graph reflect the amount of
revenues received by major source.
Construction Fund Revenue 2016 Actual 2017 Actual 2018 Adopted 2019 Proposed 2020 Proposed
Intergov Revenues 343,019 3,192,349 9,398,000 3,102,000 14,160,000
Miscellaneous Revenues - 35,000 4,720,000 8,973,200 6,815,300
Total Revenue 343,019 3,227,349 14,118,000 12,075,200 20,975,300
Other Financing Sources 8,432,675 4,455,223 8,010,145 35,174,544 5,383,700
Beginning Fund Balance (12,933) 225,500 556,633 - -
Total Available Resources 8,762,761$ 7,908,072$ 22,684,778$ 47,249,744$ 26,359,000$
59
Intergovernmental: This source of revenue is Federal and State grant and program revenue. Beginning
in 2018, the City was the beneficiary of an economic development grant ($550K) from Franklin
County to support the Columbia East Force Main & Lift Station project at the Process Water Reuse
Facility. Additionally, the City has been awarded a Department of Commerce grant. This revenue of
$1.236M is included in this biennial budget and will be used for the Columbia East project. The water
utility includes a Department of Ecology grant of $75K for their Aquifer Storage & Recovery program.
Also, from the Department of Ecology, the storm water utility anticipates the continuation of an
operating grant of $50K annually.
Charges for services: Charges for services are the fees charged to customers for providing water,
sewer, storm water and irrigation services. The process water reuse utility charges certain commercial
users to dispose of industrial wastewater that comes from food processing facilities. These recurring
services provide a stable platform of utility revenue to fund operations. The City routinely undertakes
rate and cost of service studies to establish rates for classes of service based upon equitable cost
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
Intergov Revenues Charges for Goods and
Services
Miscellaneous Revenues Other Financing Sources
2019-2020 Budgeted Enterprise Fund Revenues
2019 Budget
2020 Budget
Enterprise Fund Revenues 2016 Actual 2017 Actual 2018 Adopted 2019 Proposed 2020 Proposed
Intergov Revenues 10,937 68,669 600,000 1,216,000 195,000
Charges for Goods and Services 23,672,625 25,642,772 26,005,297 29,173,551 28,544,751
Miscellaneous Revenues 6,528,012 5,352,470 1,514,438 2,068,662 2,065,327
Total Revenue 30,211,574 31,063,911 28,119,735 32,458,213 30,805,078
Other Financing Sources 4,002,452 16,069,165 4,243,000 23,695,000 9,390,500
Beginning Working Capital 19,042,602 17,560,515 24,457,191 22,737,575 19,589,195
Total Available Resources 53,256,628$ 64,693,591$ 56,819,926$ 78,890,788$ 59,784,773$
60
recovery and prudent system management. Charges for services revenue is approximately 60% of
the budgeted 2019-2020 Enterprise fund revenues. This biennial budget incorporates a not yet
approved service rate increase of 3% annually for the water system service and 4% annually for the
sewer system users. Of the total service revenue, 85.2% is contributed by the four utilities that serve
all classes of customers. The 85.2% is comprised of the following service revenues: water 37.6%,
sewer 34.6%, storm water 7.2% and irrigation 5.8%. The charges to the Process Water Reuse Facility
users represent 13.3 % of charges for services. The remaining incidental fees, like disconnect or field
service fees are only 1% of the total charges for services.
Miscellaneous Revenue: This category of revenue includes charges associated with development
(including fees charged to new users of the utility systems and the value of capital contributions from
developers), investment income, special assessment principal and interest payments, tower rental to
cell phone service providers, and infrequent activity that results from refunds, reimbursements or
sales of surplus materials. Development charges are part of the permitting process for new utility
infrastructure which brings new utility accounts to the water and sewer systems. Related to these
revenues are donated, developer installed capital, that is gifted to the City. Donated capital has been
significant totaling $4.49M in 2016 and $3.07M in 2017. The recognition of this capital occurs as a
part of the City’s year end closing process and is not budgeted. Therefore, the miscellaneous revenue
included in the budget for the 2019-2020 biennium is a representation of the new development
charges paid by new users of our water and sewer systems.
Other Financing Sources: The Enterprise Fund activities are capital intensive services. As part of the
funding of the capital improvements necessary to support the systems, the fund issues bonds and
enters loan agreements. Included in this revenue source are loan proceeds, revenue bond proceeds,
State revolving loan proceeds and intergovernmental loans. Additionally, this budget includes
approximately $31.97M in unsecured bond or loan proceeds. When available, the City pursues low
interest loans. This effort to pursue low interest support will continue into the new biennium. Based
upon the success or failure of securing low interest funding, the priority and timing of associated
capital projects will be determined. Although a rarity for the Enterprise Fund, transfers are included
in this revenue category. The 2019-2020 biennial budget does not include “transfers in.”
OTHER FUNDS
The City has two fiduciary funds that account for pension and OPEB expense of five pre-LEOFF 1
firefighters. It is estimated that the Pension and OPEB plans have sufficient assets to fully fund the
plans and the only budgeted revenue is investment income and dividends. The City has a permanent
Cemetery Endowment Fund that has assets set aside to maintain the cemetery grounds in future years.
The only budgeted revenue in this fund is investment income.
61
Debt
Cities use various type of financing tools to pay for large infrastructure projects like water and sewer
systems, fire and police stations, parks etc. Much like a private citizen, the City has a credit rating that
indicates its ability to pay back the borrowed funds. The City’s credit rating as of 2017 is AA-. Existing
debt levels and future needs, as well as statutory limits on borrowing (see debt capacity section),
dictate the City’s ability to issue new debt.
Below are some of the major financing tools available to the City to fund large infrastructure projects:
Bonds: The City Council may authorize the City Manager to sell bonds to raise revenue for capital
improvements. Those bonds are sold on the open market in exchange for cash payments, essentially
functioning as a loan for the City. In selling and managing bonds, the City seeks the advice of both a
bond counsel and an outside financial advisor. Interest rates on bond payments are based on market
conditions and the City’s bond rating, determined by private rating agencies. The City’s current bond
rating is AA-, last evaluated in 2017 by S&P Global.
Unlimited Tax General Obligation Bonds (UTGO): One of the most common methods of financing
capital improvements for local governments is through the issuance of municipal bonds known as
“Unlimited Tax General Obligation Bonds” or “UTGO Bonds.” The voters within the local
government must approve UTGO Bonds. UTGO Bonds are secured by and payable out of annual
property taxes, above and beyond general property taxes, unlimited as to rate or amount. In other
words, a local government is obligated to levy excess property taxes at whatever rate is necessary to
repay the UTGO Bonds. Further, UTGO Bonds constitute a general obligation of the local
government, and, as such, the full faith, credit and resources of the local government are pledged for
their repayment.
The approval process requires local government voters to approve the bond ballot proposition at a
properly conducted election. UTGO Bonds must be approved by 60% of the qualified voters within
the local government. In addition, the total number of voters casting ballots at the election cannot
be less than 40% of the number of votes cast in the last state general election. Further, a local
government may only place a bond ballot proposition before its voters twice in any calendar year.
Voted indebtedness for cities may not exceed 2.5% of Assessed Value (AV) for general municipal
purposes (any outstanding non-voted, or councilmanic debt is counted against this 2.5%), 2.5% for
certain utility purposes, and 2.5% for certain parks, open space and economic development
purposes. The total amount of voted and non-voted debt may not exceed 7.5%. The City has
significant bonding capacity, with voted indebtedness being 0.2588% in 2017. The City currently
doesn’t have any UTGO bonds outstanding. The last UTGO bonds issued by the City were in 1999
to fund a library and a fire station.
Limited Tax General Obligation Bonds (LTGO): Limited Tax General Obligation Bonds are also called
“councilmanic” bonds or non-voted debt. These bonds may be issued by a vote of the legislative
body and require a majority support. Because the voters have not been asked to approve a tax
increase to pay for the principal and interest, existing general fund revenues must be pledged to pay
62
the debt service on a LTGO Bond. The City issued $8,795,000 of LTGO bonds in 2015 to build the
Pasco Police and Community Services Building.
Revenue Bond: Another debt financing option to finance projects for any City enterprise, which is
self-supporting like utilities, is Revenue Bonds. Payment comes from user fees; so the debt is not
backed by the full faith and credit of the City. Investors consider these somewhat less secure than
general obligation bonds as well.
Grants and Loans: Some of the funding for larger City capital projects comes from grants and loans
made by Federal and State agencies. Almost all federal funds are 'passed through' a State Agency filter.
Some of the major agencies involved in funding grants and loans are the Transportation Improvement
Board (TIB), Washington State Recreation and Conservation Office (RCO), Water Resources
Program, and the Department of Ecology. Parks and Transportation projects are the largest
benefactors of such grants and loans to the City of Pasco.
On-Going Revenue: Revenue is created by services like water, sewer, and taxes, etc. These revenues
are used to fund Capital projects in their respective areas. The City follows the applicable regulation
around special revenue funds, enterprise funds and general funds.
Local Improvement District (LID): A Local Improvement District (LID) is a method by which a group
of property owners can share in the cost of infrastructure improvements. LIDs can be used to help
finance improvements including:
o Street overlays, repair, and construction;
o Street lighting;
o Utility expansion (Water, Sewer, Storm Water, Irrigation);
o Overhead power conversion to underground;
o Street beautification and revitalization projects; and
o Park construction and improvements.
DEBT CAPACITY
The total indebtedness for general purposes with or without a vote cannot exceed 2.5% of the value
of the taxable property within the City limits. The maximum limit for general-purpose debt without
a vote (councilmanic) is 1.5%.
Utility revenue bonds do not have such criteria, as utility funds are treated as a business unit and debt
can be issued if the rates can sustain debt service. The bond interest rates are driven by the total
financial health of, not only the fund, but also the City’s residents and its future needs.
Council has made some prudent financial decisions, which are reflected in the history of the City’s
debt capacity. General-purpose bonded indebtedness capacity for the City is $120,022,000. The
current general-purpose bond for the City is $9,660,000, or 8% of the maximum allowable debt. It
is also important to note that cities historically go through cycles of debt incurrence with aging
facilities, infrastructure and growth.
63
The pattern and speed of Pasco’s growth will result in debt needing to be issued in a cyclical, not
continuous, pattern. The last time the City issued a large amount of debt was in the 1990s to build
the Process Water Reuse Facility (PWRF), a library, and fire stations. The exhibit above demonstrates
the variances in which the City has leveraged debt to fund large capital projects over the last quarter
century.
64
FUND BALANCE TRENDS
Fund Balance is a calculation of the difference between the assets and liabilities of a governmental
fund. The governmental funds reported below are the General Fund and Special Revenue Funds. The
General Fund accounts for all City activity not required to be accounted for in another fund, such as
a Special Revenue Fund or a Proprietary Fund. Special Revenue Funds are used to account for and
report specific revenue sources that are limited in use for a specified purpose. Finally, an Enterprise
Fund is business-like and self-financing.
Through prudent financial decisions from Council, implementation of Public Safety sales tax and rapid
growth, the General Fund fund balance has been rising steadily since 2013. Construction of Police
station from 2015-2017 has reduced the unrestricted reserves but not significantly. The Council has
made decisions to use fund balance only for large capital needs like additional funds to complete
Police Community Services building and transfer from Franklin County Emergency Dispatch to
Southeast Communications Center (SECOMM). As the City moves forward with appropriately
equipped and sized public safety facilities, and other infrastructure needs of a growing and aging City,
the goal is to keep this reserve stable.
For many years, Council chose to forego their option to implement allowed property tax increases.
Instead that taxing capacity was “banked,” allowing the future implementation of the taxing
authority upon Council approval. With the need to relocate two fire stations, the desire to build a
new community center on the horizon and ongoing costs associated with the public safety personnel
enhancement this biennium, Council has approved recapturing the banked capacity and, as such, this
budget includes the recognition of an additional $1.8M of property tax revenue. The value of the
budgeted ending fund balance as of 2020 is equal to approximately 105 days’ or 26% of operating
expenses. Recommended level for this reserve is 60 days, or 18% of operating expenses.
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
201320142015201620172018Budgeted2019Budgeted2020BudgetedThousandsGeneral Fund - Fund Balance
65
The budgeted ending fund balance of the Special Revenue Funds of the City for the end of 2020
decreases from previous years due to numerous large transportation and municipal projects valued
at approximately $6M in 2019 and $2.87M in 2020.
ENTERPRISE FUNDS – WORKING CAPITAL
The Utility fund of the City of Pasco incorporates the utility based services provided to citizens and
businesses. The utilities’ activity is accounted for on a different basis than the governmental services.
The operation of the utility services relies upon extensive capital infrastructure. Unlike the
governmental services of the City, the utility fund recognizes its capital assets and any associated
liabilities as part of the value of the utility. This value, called its net investment in capital, however is
not available to fund future spending. Therefore, an important factor of sound budgeting is an
understanding of our working capital. Working capital is the difference between the current assets
and current liabilities. In establishing the budget for the coming biennium, the City considered the
utility fund’s beginning working capital for 2018 as the available support.
An important factor of budgeting in the utility fund is the adequate maintenance of any necessary
reserves and proper accounting for any funds meant for specific purposes. Specifically, the Utility
Fund must maintain a sufficient bond reserve to satisfy covenants related to outstanding bonds. Also,
the Utility Fund receives revenues, and at times grant or debt proceeds, that are restricted to be used
exclusively for capital purposes. By narrowing our focus to calculate the available ending fund
balance, or the working capital plus and minus budgeted spending, the City is able to segregate the
budget activity to assess and focus our budget planning efforts.
66
Over the past many years the Utility fund has undertaken the systematic implementation of utility
rate increases. 2018 was the final year of planned rate increase based upon a 2015 rate study of the
water and sewer departments. Similarly, the irrigation and storm water utility departments were
evaluated in a rate study performed in 2017. Based upon those results, Council approved annual rate
increases of 3% for the years 2018 - 2022 for the irrigation utility. At the same time, a rate plan was
approved for the storm water department that initiated a 15% rate increase in 2018 and 5% annual
rate increases for the years 2019 – 2022.
As part of the budget process, each utility function was evaluated with regard to its ability to meet
any reserve requirements and maintain a sufficient working capital balance. Also, with long term
planning in mind, City staff used the biennial budget input to update our rate study model. Based
upon the working capital calculations and the rate study model evaluation, a determination was
made that the water and sewer utility department rates will require an annual rate increase of 3%
and 4%, respectively. Without the projected rate increases, the projected operating expenses will be
greater than projected operating revenues in the water utility. While the sewer utility department
does benefit in 2020 by the extinguishment of a sizeable annual debt service payment, the rate
increase is necessary to provide adequate working capital and reserves.
The irrigation utility department’s working capital decreases somewhat in 2020 as compared to
previous years. In 2019, the utility is completely substantial capital improvements related to
development around Chapel Hill road in West Pasco. The front loading of this large capital cost will
draw down our working capital balance temporarily. As rates continue to be collected, the capital
improvement cost will be offset. Also, planned in 2019 is a comprehensive irrigation system
evaluation project. The completion of this task will impact future decision making.
The Process Water Reuse Facility (PWRF) is accounted for as, and with, a utility. It is, however, a
public private collaboration to treat industrial waste of food processing facilities located in the City,
thereby diverting this unique waste stream from our municipal wastewater treatment plant. The
participants of the PWRF support the costs of operations. The working capital and reserves are
sufficient to fund budgeted operations costs.
As noted previously, the storm water utility department is in the beginning years of systematic annual
rate increases. Accordingly, this biennium the storm water utility department has sufficient working
capital to fund capital improvements.
The working capital reflected in the years below includes capital reserves related to development fees
and/or bond proceeds. With the value of those capital reserves removed the working capital balance
is very level, decreasing by 2% from 2016 to 2018 and rebounding to its 2016 level by the closed of
2020.
67
$‐
$5
$10
$15
$20
$25
Enterprise FundMillionsWorking Capital ‐Year End
Actual
2016
Estimated
2018
Budgeted
2020
68
69
2019-2020 BUDGET SUMMARY – ALL FUNDS
Fund
Budgeted
Beginning Fund
Balance
Revenues Expenditures
Budgeted
End Fund
Balance
GENERAL FUND* 13,290,429 119,744,935 119,032,673 14,002,691 SPECIAL REVENUE FUNDS Street 3,092 5,450,306 5,303,218 150,180
Arterial 1,564,733 1,097,694 1,998,336 664,091
I-182 Impact 1,062,380 510,000 170,584 1,401,796
Street Overlay 4,327,688 2,116,461 4,161,913 2,282,236
CDBG - 1,806,424 1,806,424 -
Martin Luther King Center 136,139 236,216 283,928 88,427
Ambulance 1,228,550 16,915,219 17,447,545 696,224
Cemetery 40,011 518,200 549,096 9,115
Boulevard Maintenance 2,311,220 363,263 293,564 2,380,919
Athletics 234,778 324,595 408,582 150,791
Golf course 27,000 3,718,000 3,592,382 152,618
Senior Center 16,926 592,716 590,495 19,147
Multi Modal 341,661 382,252 435,573 288,340
School Impact - 5,000,000 5,000,000 -
Pasco Marina 82,484 39,200 27,132 94,552
Lodging - 650,500 650,500 -
Litter Abatement 19,618 35,100 30,238 24,480
Revolving Abatement 328,473 372,000 550,318 150,155
TRAC 465,228 556,000 553,344 467,884
Park Development 2,196,028 1,028,200 1,441,336 1,782,892
Capital Improvement REET 7,042,960 3,660,000 8,228,527 2,474,433
Economic Development 1,478,322 2,743,200 2,073,087 2,148,435
Stadium/Convention Center 445,254 2,388,600 2,371,222 462,632
Hotel/Motel Excise Tax - 1,251,000 1,212,244 38,756
70
Fund
Budgeted
Beginning Fund
Balance
Revenues Expenditures Budgeted End
Fund Balance DEBT SERVICE Local Improvement
District 420,220 863,114 88,726 1,194,608 CAPITAL PROJECT General Capital
Improvement - 73,608,744 73,608,744 - ENTERPRISE FUND Total Water/Sewer Fund 22,737,575 96,348,791 95,857,578 23,228,788
Water 10,564,230 25,872,316 26,699,520 9,737,026
Irrigation 366,635 4,091,977 4,226,206 232,406
Sewer 7,783,967 34,842,085 32,939,210 9,686,842
PWRF 2,972,075 27,419,604 28,027,694 2,363,985
Storm Water 1,050,668 4,122,809 3,964,948 1,208,529 INTERNAL SERVICE FUNDS Equipment O&M
Government 312,453 3,172,665 3,184,428 300,690
Equipment O&M
Enterprise 115,306 275,932 391,238 -
Equipment Replacement
Government 11,953,885 2,966,352 3,304,346 11,615,891
Equipment Replacement
Enterprise 5,045,599 1,233,452 708,070 5,570,981
Medical/Dental 2,999,116 14,044,524 12,055,660 4,987,980
Central Stores 13,080 110 1,000 12,190 FIDUCIARY FUNDS Old Fire Pension 2,755,894 248,120 280,112 2,723,902
Old Fire OPEB 2,907,441 114,000 332,536 2,688,905 PERMANENT FUND Cemetery Endowment 532,848 62,500 - 595,348
TOTAL 86,436,391 364,438,385 368,024,699 82,850,077
TOTAL BUDGET $ 450,874,776 $ 450,874,776
*While the fund balance is expected to increase during this biennium due to proposed banked capacity levy,
these funds will be assigned to activities that Council has specifically authorized like debt service for two Fire
Station relocation, possible Community Center construction, and filling the funding gap after grant expires
for up to seven public safety positions in general fund.
71
General Fund, 32.9%
Special Revenue
Funds, 14.2%
Debt Service, 0.2%
Capital Project,
20.2%
Enterprise Fund,
26.4%
Internal Service
Funds, 6.0%
BUDGETED REVENUES - ALL FUNDS
General Fund, 32.3%
Special Revenue
Funds, 16.1%
Debt Service, 0.0%
Capital Project,
20.0%
Enterprise Fund,
26.1%
Internal Service
Funds, 5.3%
BUDGETED EXPENDITURES - ALL FUNDS
72
COMPARATIVE BUDGET SUMMARY – ALL FUNDS
2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Taxes 34,727,320 37,780,892 36,864,295 40,357,020 41,379,587
License & Permits 2,674,627 2,761,247 2,632,893 2,820,698 2,821,698
Intergovernmental 5,349,445 14,088,865 17,832,369 12,088,212 20,553,455
Charges for Service 45,014,994 55,516,483 51,716,259 59,880,083 59,343,349
Fines & Forfeitures 983,276 960,287 983,600 1,036,100 1,036,100
Miscellaneous 7,129,115 4,099,973 6,504,159 34,485,197 18,583,122
Other Sources 25,593 89,802 65,000 86,310 86,310
Total Revenues 95,904,370 115,297,549 116,598,575 150,753,620 143,803,621
Expenditures
Salaries & Wages 25,662,981 28,961,637 30,385,820 32,262,506 33,550,635
Personnel Benefits 10,616,590 10,799,045 11,476,839 11,904,910 12,358,344
Supplies 5,154,870 5,349,495 6,304,335 5,889,442 6,021,348
Services & Charges 29,435,413 31,130,220 32,979,047 35,922,248 34,420,014
Capital Outlays 17,937,733 18,947,206 34,009,002 79,453,155 37,870,177
Debt Services 12,677,114 6,931,444 7,950,901 12,747,572 7,817,982
Inter-fund Payments for
Services 6,612,288 9,028,424 8,609,686 9,136,473 9,344,527
Total Expenditures 108,096,989 111,147,471 131,715,630 187,316,306 141,383,027
Other Financing Sources (uses)
Debt proceeds 4,657,714 10,767,834 5,802,930 28,081,907 307,671
Proceeds from Sale of
Capital Asset 1,010,111 66,693 - - -
Transfer In 10,227,880 6,531,386 8,287,745 30,345,950 7,535,416
Transfer Out (10,227,882) (6,531,385) (8,287,745) (31,789,950) (7,535,416)
Contributed Capital 1,965,411 1,854,323 4,720,000 1,805,100 1,805,100
Total Financing Sources (Uses) 7,633,234 12,688,851 10,522,930 28,443,007 2,112,771
Net Change in Fund Balance (4,559,385) 16,838,929 (4,594,125) (8,119,679) 4,533,365
Budgeted Beg Fund Balance - - 78,303,043 86,436,391 78,316,712
Budgeted End Fund Balance* - - 73,708,918 78,316,712 82,850,077
*2019 Beginning fund balance is an estimation of 2018 activity and hence differs from 2018 budgeted ending fund balance.
73
- 10 20 30 40 50 60Taxes
License & Permits
Intergovernmental
Charges for Service
Fines & Forfeitures
Miscellaneous
Transfer In
Debt proceeds
Contributed Capital
Other Sources
2019-2020 Budgeted Revenue - All Funds (millions)
2020
2019
- 10 20 30 40 50 60 70 80 90Salaries & Wages
Personnel Benefits
Supplies
Services & Charges
Capital Outlays
Debt Services
Transfer Out
Interfund Payments
for Services
2019-2020 Budgeted Expenditure - All Funds (millions)
2020
2019
74
COMPARATIVE BUDGET SUMMARY – GENERAL FUND
2016 Actual 2017 Actual 2018
Budget
2019
Budget
2020
Budget
REVENUES
Taxes:
Property 7,803,698 7,963,302 8,182,758 10,561,963 10,987,008
Sales & Use 14,055,885 14,838,955 14,343,740 15,352,183 15,771,026
Utility 7,965,282 9,274,980 9,318,808 9,583,525 9,725,394
Other 1,162,334 1,252,023 1,215,170 1,216,350 1,221,400
License & Permits 2,042,238 2,177,235 2,054,200 2,229,500 2,229,500
Intergovernmental 2,069,452 2,130,297 2,317,438 2,416,110 2,321,758
Charges for Service 6,315,133 6,932,636 7,093,604 7,618,796 7,798,222
Fines & Forfeitures 747,808 788,474 853,100 905,600 905,600
Miscellaneous 783,254 637,067 523,800 589,600 601,200
Total Revenues 42,945,084 45,994,969 45,902,618 50,473,627 51,561,108
Expenditures
Salaries & Wages 17,988,642 20,221,051 20,364,853 21,814,599 22,762,365
Personnel Benefits 6,873,743 7,388,931 7,543,543 7,981,352 8,312,723
Supplies 1,268,353 1,344,773 2,471,968 1,736,689 1,691,494
Services & Charges 10,496,578 11,081,003 11,491,210 12,339,201 12,276,892
Capital Outlays 264,714 166,168 170,704 363,451 376,251
Debt Services 1,199,430 1,182,947 1,166,700 2,614,417 2,611,217
Inter-fund Payments for
Services 1,628,421 3,746,910 2,360,811 2,536,010 2,616,896
Total Expenditures 39,719,881 45,131,783 45,569,789 49,385,719 50,647,838
75
COMPARATIVE BUDGET SUMMARY – GENERAL FUND (cont.)
2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
OTHER FINANCING SOURCES
Insurance Recoveries 7,599 7,094 5,000 2,500 2,500
Bond Proceeds 17,250,000
Proceeds from Sale of Capital
Asset 955,431
Transfer In
From Fund 161
Blvd Maint for Facility
(Vehicle)
75,000 45,000 12,600 12,600 12,600
From Fund 161
Blvd Maint for Facility (Staff) 48,667 125,000 125,000 125,000 125,000
From Fund 140
CDBG for Code Enf Staff 48,000 48,000 70,000 70,000 70,000
From Fund 140
CDBG for Civic Center 20,000 20,000 20,000 20,000 20,000
From Fund 193
REET for Sidewalks 100,000
From Fund 200
LID Guarantee for Sidewalks 300,000
Transfer Out
To Fund 110
Street Sidewalk (587,000)
To Fund 145
MLK Center Subsidy (100,000) (100,000) (50,000) (50,000) (50,000)
To Fund 150
Ambulance Subsidy (420,000) (420,000) (420,000) (420,000) (420,000)
To Fund 160
Cemetery Subsidy (60,000)
To Fund 170
Senior Center Subsidy (220,000) (201,000) (250,000) (210,000) (214,116)
To Fund 189
Liter Abatement Subsidy (5,000) (5,000) (5,000) (5,000) (5,000)
To Fund 200
LID Guarantee
To Fund 367
Levee Lowering Sacajawea
Trail
(50,000)
To Fund 367
CIP projects (6,235,858) (1,089,716) (17,625,000)
Net Change in Fund Balance (2,660,958) (894,436) (209,571) 258,008 454,254
Budgeted Fund Balances -
Beginning 13,500,000 13,290,429 13,548,437
Budgeted Fund Balances -
Ending 13,290,429 13,548,437 14,002,691
76
- 5 10 15 20 25 30 35 40Taxes
License & Permits
Intergovernmental
Charges for Service
Fines & Forfeitures
Transfer in
Debt proceeds
Miscellaneous
2019-2020 Budgeted Revenue - General Fund (in millions)
2020
2019
- 5 10 15 20 25Salaries & Wages
Personnel Benefits
Supplies
Services & Charges
Capital Outlays
Debt Services
Transfer out
Interfund Payments
for Services
2019-2020 Budgeted Expenditure - General Fund (in millions)
2020
2019
77
78
2019-2020 BUDGETED REVENUE BY TYPE – ALL FUNDS
Fund Taxes License &
Permits Intergov’t Charges for
Services
Fines &
Forfeitures
GENERAL FUND 74,418,849 4,459,000 4,737,868 15,417,018 1,811,200 SPECIAL REVENUE FUNDS Street 510,297 767,000 2,241,868 351,041 -
Arterial - - 1,077,694 10,000 -
I-182 Impact - - - 500,000 -
Street Overlay 2,046,461 - - - -
CDBG - - 1,677,378 - -
Martin Luther King Center - - - - -
Ambulance - - 3,107,720 12,935,499 -
Cemetery - - - 514,800 -
Boulevard Maintenance - - - 270,000 -
Athletics - - - 314,595 -
Golf course - - - 3,157,000 -
Senior Center - - 35,000 30,200 -
Multi Modal - - 204,139 - -
School Impact - - - 5,000,000 -
Marina - - - - -
Lodging - - - 650,000 -
Litter Abatement - - - 25,000 -
Revolving Abatement - - - 100,000 261,000
TRAC - - - - -
Park Development - - - 1,008,200 -
Capital Improvement REET 3,510,000 - - - -
Economic Development - - 740,000 - -
Stadium/Convention Ctr - - - - -
Hotel/Motel Excise Tax 1,251,000 - - - DEBT SERVICE LID - - - - - CAPITAL PROJECT General CIP - - 17,262,000 - -
79
Fund Miscellaneous
Revenues
Inter-fund
Transfers
Other
Sources
Beginning
Fund Balance
Total
Resources
GENERAL FUND 1,195,800 455,200 17,250,000 13,112,393 132,857,328 REVENUE FUNDS Street 600 1,579,500 - 3,092 5,453,398
Arterial 10,000 - - 1,564,733 2,662,427
I-182 Impact 10,000 - - 1,062,380 1,572,380
Street Overlay 70,000 - - 4,327,688 6,444,149
CDBG 129,046 - - - 1,806,424
Martin Luther King Center 96,216 140,000 - 136,139 372,355
Ambulance 32,000 840,000 - 1,228,550 18,143,769
Cemetery 3,400 - - 40,011 558,211
Boulevard Maintenance 36,263 - 57,000 2,311,220 2,674,483
Athletics 10,000 - - 234,778 559,373
Golf course 561,000 - - 27,000 3,745,000
Senior Center 43,400 484,116 - 16,926 609,642
Multi Modal 178,113 - - 341,661 723,913
School Impact - - - - 5,000,000
Marina 39,200 - - 82,484 121,684
Lodging 500 - - - 650,500
Litter Abatement 100 10,000 - 19,618 54,718
Revolving Abatement 11,000 - - 328,473 700,473
TRAC 6,000 550,000 - 465,228 1,021,228
Park Development 20,000 - - 2,196,028 3,224,228
Capital Improvement REET 150,000 - - 7,042,960 10,702,960
Economic Development 2,003,200 - - 1,478,322 4,221,522
Stadium/Convention Ctr 68,600 320,000 2,000,000 445,254 2,833,854
Hotel/Motel Excise Tax - - - - 1,251,000 DEBT SERVICE LID 113,114 750,000 - 420,220 1,283,334 CAPITAL PROJECT General CIP 15,788,500 32,637,244 7,921,000 - 73,608,744
80
Fund Taxes License &
Permits Intergov’t Charges for
Services
Fines &
Forfeitures ENTERPRISE FUND Total Utility Fund - 416,396 1,411,000 57,583,906 -
Water - - 75,000 22,271,868 -
Irrigation - - - 3,226,049 -
Sewer - 119,446 - 19,695,526 -
PWRF - 296,950 1,236,000 8,377,654 -
Storm Water - - 100,000 4,012,809 - INTERNAL SERVICE FUNDS Eqpt O&M Govt - - - 3,045,359 -
Eqpt O&M Enterprise - - - 275,932 -
Eqpt Replacement Govt - - - 2,935,906 -
Eqpt Replacement Entp - - - 1,233,452 -
Medical/Dental - - - 13,825,524 -
Central Stores - - - - - FIDUCIARY FUNDS Old Fire Pension - - 147,000 - -
Old Fire OPEB - - - - - PERMANENT FUND Cemetery Endowment - - - 40,000 -
TOTAL $ 81,736,607 $ 5,642,396 $ 32,641,667 $119,223,432 $ 2,072,200
81
Fund Miscellaneous
Revenues
Inter-fund
Transfers Other Sources Beginning Fund
Balance Total Resources ENTERPRISE FUND Total Utility Fund 32,209,789 - 4,727,700 22,737,575 119,086,366
Water 1,982,748 - 1,542,700 10,564,230 36,436,546
Irrigation 50,928 - 815,000 366,635 4,458,612
Sewer 12,657,113 - 2,370,000 7,783,967 42,626,052
PWRF 17,509,000 - - 2,972,075 30,391,679
Storm Water 10,000 - - 1,050,668 5,173,477 INTERNAL SERVICE FUNDS Eqpt O&M Govt 12,000 115,306 - 312,453 3,485,118
Eqpt O&M Enterprise - - - 115,306 391,238
Eqpt Replacement Govt 1,312 - 29,134 11,953,885 14,920,237
Eqpt Replacement Entp - - - 5,045,599 6,279,051
Medical/Dental 219,000 - - 2,999,116 17,043,640
Central Stores 110 - - 13,080 13,190 FIDUCIARY FUNDS Old Fire Pension 17,556 - 83,564 2,755,894 3,004,014
Old Fire OPEB 10,000 - 104,000 2,907,441 3,021,441 PERMANENT FUND Cemetery Endowment 22,500 - - 532,848 595,348
TOTAL $ 53,068,319 $ 37,881,366 $ 32,172,398 $ 86,258,355 $450,696,740
82
2019-2020 BUDGETED EXPENDITURES BY OBJECT – ALL FUNDS
Fund (10 & 20 )
Personnel (30) Supplies (40) Services (40) Inter-
fund Services
(50) Inter-
fund Transfers
GENERAL FUND 60,871,039 3,428,183 24,616,063 5,152,936 18,999,116 SPECIAL REVENUE FUNDS Street 1,723,837 798,265 1,444,648 1,254,513 -
Arterial - - - 7,636 1,990,700
I-182 Impact - - - 12,584 158,000
Street Overlay - - - 101,913 4,060,000
CDBG 221,151 2,400 946,373 24,000 612,500
Martin Luther King Center 103,650 8,660 97,488 74,130 -
Ambulance 11,834,663 537,095 1,847,019 1,612,768 -
Cemetery 272,280 128,720 60,804 87,292 -
Boulevard Maintenance - - - 18,364 275,200
Athletics 52,034 86,040 141,870 128,638 -
Golf course - 4,000 2,950,000 638,382 -
Senior Center 341,226 14,200 86,360 148,709 -
Multi Modal - 20,000 93,404 22,169 300,000
School Impact - - 4,986,000 14,000 -
Marina - - 26,030 1,102 -
Lodging - - 641,507 8,993 -
Litter Abatement - - 30,000 238 -
Revolving Abatement - - 542,200 8,118 -
TRAC - - 550,000 3,344 -
Park Development - - 36,000 25,336 1,380,000
Capital Improvement REET - - - 38,983 8,189,544
Economic Development 335,945 138,145 924,736 38,261 375,000
Stadium/Convention Ctr - - 31,600 19,622 2,000,000
Hotel/Motel Excise Tax - - 342,244 - 870,000 DEBT SERVICE LID - - - 9,463 - CAPITAL PROJECT General CIP - - - 1,702,185 -
83
Fund (60) Capital (70 & 80) Debt
Services
Ending Fund
Balance Total Budget
GENERAL FUND 739,702 5,225,634 14,002,691 133,035,364 REVENUE FUNDS Street 81,955 - 150,180 5,453,398
Arterial - - 664,091 2,662,427
I-182 Impact - - 1,401,796 1,572,380
Street Overlay - - 2,282,236 6,444,149
CDBG - - - 1,806,424
Martin Luther King Center - - 88,427 372,355
Ambulance 87,000 1,529,000 696,224 18,143,769
Cemetery - - 9,115 558,211
Boulevard Maintenance - - 2,380,919 2,674,483
Athletics - - 150,791 559,373
Golf course - - 152,618 3,745,000
Senior Center - - 19,147 609,642
Multi Modal - - 288,340 723,913
School Impact - - - 5,000,000
Marina - - 94,552 121,684
Lodging - - - 650,500
Litter Abatement - - 24,480 54,718
Revolving Abatement - - 150,155 700,473
TRAC - - 467,884 1,021,228
Park Development - - 1,782,892 3,224,228
Capital Improvement REET - - 2,474,433 10,702,960
Economic Development 261,000 - 2,148,435 4,221,522
Stadium/Convention Ctr - 320,000 462,632 2,833,854
Hotel/Motel Excise Tax - - 38,756 1,251,000 DEBT SERVICE LID - 79,263 1,194,608 1,283,334 CAPITAL PROJECT General CIP 71,906,559 - - 73,608,744
84
Fund (10 & 20 )
Personnel (30) Supplies (40) Services (40) Inter-fund
Services
(50) Inter-fund
Transfers ENTERPRISE FUND Total Utility Fund 12,457,134 4,778,886 17,680,851 7,074,350 -
Water 4,311,050 2,063,890 7,712,389 3,263,191 -
Irrigation 743,191 96,553 1,700,940 610,022 -
Sewer 3,877,342 1,888,733 4,759,633 1,829,684 -
PWRF 1,810,384 640,010 2,910,239 618,022 -
Storm Water 1,715,167 89,700 597,650 753,431 - INTERNAL SERVICE FUNDS Eqpt O&M Govt 1,330,528 1,469,264 266,578 118,058 -
Eqpt O&M Enterprise - 275,932 - - 115,306
Eqpt Replacement Govt - 220,000 - - -
Eqpt Replacement Entp - - - - -
Medical/Dental 83,802 - 11,856,344 115,514 -
Central Stores - 1,000 (11,857) 11,857 - FIDUCIARY FUNDS Old Fire Pension 271,400 - 5,250 3,462 -
Old Fire OPEB 177,706 - 150,750 4,080 - PERMANENT FUND Cemetery Endowment - - - - -
TOTAL $ 90,076,395 $ 11,910,790 $ 70,342,262 $ 18,481,000 $ 39,325,366
85
Fund (60) Capital (70 & 80) Debt
Services
Ending Fund
Balance Total Budget ENTERPRISE FUND Total Utility Fund 42,454,700 11,411,657 23,228,788 119,086,366
Water 4,180,500 5,168,500 9,737,026 36,436,546
Irrigation 773,000 302,500 232,406 4,458,612
Sewer 16,371,000 4,212,818 9,686,842 42,626,052
PWRF 20,321,200 1,727,839 2,363,985 30,391,679
Storm Water 809,000 - 1,208,529 5,173,477 INTERNAL SERVICE FUNDS Eqpt O&M Govt - - 300,690 3,485,118
Eqpt O&M Enterprise - - - 391,238
Eqpt Replacement Govt 1,084,346 2,000,000 11,615,891 14,920,237
Eqpt Replacement Entp 708,070 - 5,570,981 6,279,051
Medical/Dental - - 4,987,980 17,043,640
Central Stores - - 12,190 13,190 FIDUCIARY FUNDS Old Fire Pension - - 2,723,902 3,004,014
Old Fire OPEB - - 2,688,905 3,021,441 PERMANENT FUND Cemetery Endowment - - 595,348 595,348
TOTAL $117,323,332 $ 20,565,554 $ 82,850,077 $450,874,776
86
Staffing Trends
The following page presents the current and past staffing allocated to the various City departments
and funds. Since 2016, the staffing focus has primarily been in the public safety departments such as
fire, ambulance and police. As the City population has increased, the need for public safety services
has consequently increased. The City’s efforts and focus in this area has positively impacted the quality
of life and community well-being. According to safehome.org, Pasco is the third safest city in
Washington State and has a safety rating of 79. Further, Pasco’s crime rate has dropped more than
80% since 1990. These strides toward improving public safety can be partially attributed to funding
sources such as State and Federal grants. In 2017, the City accepted a Staffing for Adequate Fire and
Emergency Response (SAFER) Grant to assist in fully staffing the new fire station, Station 84. In order
to fully staff the station, 12 FTEs were needed, 6 of which were funded by the SAFER grant. Of the
6 FTEs funded by the grant, 3 were added to the Fire department and 3 to Ambulance. Additionally,
City also added a Community Risk Reduction program and an FTE to execute the program. Further,
to supplement the City’s focus on public safety, the City has also been awarded the Community
Oriented Policing Services (COPS) Grant with reimbursement funding anticipated to begin in 2019.
As a result of this, the Police department will be adding 4 FTEs in the 2019-2020 biennium, which
will be partially reimbursed by the grant. Staffing levels in these departments will now be stable and
correspond to service levels needed for the community.
Staffing levels in all other departments have remained relatively unchanged, whereas services
provided and population served has increased. The graph below shows the full time equivalents
(FTEs) citywide from 2015 to 2020, in which the 2019-2020 figures are budgeted. According to the
Office of Financial Management, the City of Pasco’s population growth was approximately 2% and
3% in 2017 and 2018, respectively. Growth is expected to continue at a similar rate in the next
biennium. The number of employees per 1,000 citizens has historically been 4.9 FTEs since 2015. It
is projected to remain at that level through the 2019-2020 biennial budget cycle.
87
FTE by Department 2016 2017 2018 2019/202
0 Change Comment
City Council 7.00 7.00 7.00 7.00 -
Municipal Court 14.75 14.75 14.75 14.75 -
City Manager
10.00 10.00 11.00 10.00
(1.00)
Payroll
moved to
Finance
Police 87.00 88.00 87.00 92.00 5.00
4 Police
Officers, 1
Accreditatio
n Program
Coordinator
Fire/Ambulance 66.20 72.20 79.20 79.00 (0.20)
Reduction
of Part time
employee
Administrative & Community Services 52.00 37.00 37.00 37.00 -
-
Finance 16.00 17.00 18.00 1.00
Payroll
moved to
Finance
Community & Economic
Development 16.00 18.00 18.00 18.00 -
-
Public Works 89.00 89.00 91.00 91.00 -
Total 341.95
351.95
361.95
366.75 4.80
0
1
2
3
4
5
6
0
50
100
150
200
250
300
350
400
2016 2017 2018 2019-2020
Population and Staff level
FTEs per
Year
Staff/Pop
ulation
88
89
DEPARTMENTS UNDER GENERAL FUND
The Departmental/Fund Level Budget contains the organizational chart for each of the City’s major
departments and funds, as well as historical and proposed expenditures. This section includes the
2018 accomplishments and 2019-2020 goals for each department.
90
91
CITY COUNCIL
CITIZENS OF PASCO
CITY COUNCIL
CITY MANAGER
CIVIL SERVICE
COMMISSION
CODE
ENFORCEMENT
BOARD
BENTON-FRANKLIN
TRANSIT
AUTHORITY
DOWNTOWN
PASCO
DEVELOPMENT
ASSOCIATION
FIREMAN'S PENSION
BOARD
HOUSING
AUTHORITY
HISTORIC
PRESERVATION
COMMISSION
REGIONAL PUBLIC
FACILITIES DISTRICT
LEOFF DISABILITY
BOARD
PARKS &
RECREATION
ADVISORY BOARD
PLANNING
COMMISSION
PUBLIC FACILITIES
DISTRICT
CITY BOARDS AND
COMMISSIONS
Commissions included are either created or advised by Council.
92
Council 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 84,363 90,963 97,679 97,679 97,679
Personnel Benefits 10,849 12,196 13,412 9,986 9,986
Supplies 142 246 800 800 800
Services & Charges 10,419 8,513 12,620 20,358 23,252
Department Total 105,773 111,918 124,511 128,823 131,717
City Council Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 7 7 7 7 7
93
MUNICIPAL COURT
JUDGE
COURT
ADMINISTRATOR
COURT SERVICES
SPECIALIST
LEAD COURT
CLERK
Deputy Court
Clerk
PROBATION
OFFICER
Probation Clerk
Administrative
Assistant II
94
Municipal Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 14.75 14.75 14.75 14.75 14.75
Court 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 834,819 865,502 874,858 891,245 938,256
Personnel Benefits 391,800 386,517 411,390 409,901 430,445
Supplies 28,790 32,685 42,302 44,302 44,302
Services & Charges 315,922 173,977 135,856 231,739 238,507
Department Total 1,571,331 1,458,681 1,464,406 1,577,187 1,651,510
95
MUNICIPAL COURT
MISSION
Pasco Municipal Court recognizes the importance of treating individuals appearing before the court
in a fair and impartial manner. This ensures that everyone, to the extent possible, feels as though they
have truly had their day in court, whether the matter to be heard is civil or criminal in nature.
MAJOR FUNCTIONS
Pasco Municipal Court is a court of limited jurisdiction with the jurisdiction to hear certain criminal
cases, traffic infractions, non-traffic infractions and parking tickets. The City contracts with the City of
Mesa and the Port of Pasco Airport to hear their cases as well. There are three divisions within the
court system.
PROBATION
This division monitors defendants who are placed on active supervision by the Judge at the time of
sentencing.
COMMUNITY SERVICE
This division is responsible for defendant work crews for those ordered to perform a determined
amount of hours as a case condition of sentencing. The crews not only assist with graffiti abatement,
but also perform many other tasks within the City of Pasco.
GRAFFITI ABATEMENT PROGRAM (GAP)
This division helps local business owners and City residents with the removal of graffiti from their
property. Public areas are also included in locations served by GAP. The crews are the same persons
ordered to perform community service hours.
2018 KEY ACCOMPLISHMENTS
COURT
Increased the number of forms printed in house resulting in cost savings.
Redesigned and implemented state approved forms, combined a Conditions of Release form with
a Notice to Appear form, and developed a new time payment agreement form to be signed in
the courtroom to cut down the congestion at the court office after court.
Implemented new procedure for review of affidavits for court appointed counsel for in-custody
defendants reducing the number of days a defendant remains in jail.
Continue to investigate the possibility of becoming a paperless court. This is an ongoing goal that
will take years to accomplish. However, before pursuing this goal further, the court must first
ensure this is feasible with the new case management system being procured and/or developed
by Washington State Administrative Office of the Courts (AOC). The new state mandated case
management system will likely be implemented by Pasco Municipal Court in 2019, dependent on
the progress of the CLJ Case Management System Project managed by AOC.
Initiated cross training of probation clerks to perform some functions within the court office,
however, vacancy in positions has delayed completion.
96
Implemented a new review system for No Contact Order that encourages victims to contact local
domestic violence services.
Improved efficiency with rearrangement of dockets mitigating staff working past normal office
hours.
Implemented procedures to review default orders in civil infractions.
PROBATION
Coordinated with Information Services creation of a secure email profile for treatment provides
to transmit treatment reports to Probation and house in Caseload Pro Database (CPD).
Continued to implement the MRT-DV program. With the departure of the previous probation officer,
there is currently no one in the Court certified to lead the program.
COMMUNITY SERVICES
Timely clean-up homeless camps, garbage, and illegal dump sites within the city limits of Pasco.
Maintained safe environment with no injuries.
Communicated with all city departments to contact the work crew supervisors for tasks that can
be performed by persons ordered into this program.
GRAFFITI ABATEMENT PROGRAM
The number of graffiti sites addressed has increased this past year. In 2017, there were 1,197
locations serviced. As of the end of October 2018, 1,238 sites have already been covered
improving the city’s overall appearance and providing a disincentive for those who engage in
graffiti activities.
97
2019-2020 GOALS
COURT
Work with Court to get credit card readers at the Clerk’s Office so customers have the option of
paying with a credit card at the counter.
Continue to investigate the possibility of becoming a paperless court. This is an ongoing goal that
will take years to accomplish. This goal is now pushed back further with the State’s objective to
implement a new case management system in all courts in the State sometime in 2019.
Continue to streamline procedures and cross-train clerks to improve efficiency in serving the
public.
PROBATION
Investigate the implementation of programs more accessible to our predominately indigent
customers.
Continue to evaluate the probation caseload to identify low risk cases that are eligible for closure.
COMMUNITY SERVICES
Continue to offer services to other city departments as requested.
Maintain safe environment with no injuries.
GRAFFITI ABATEMENT PROGRAM
Continue to quickly remove graffiti in the City of Pasco, thus improving the city’s overall
appearance and providing a disincentive for those who engage in graffiti activities.
98
99
CITY MANAGER & EXECUTIVE
CITY MANAGER
POLICE CHIEF FIRE CHIEF
COMMUNITY &
ECONOMIC
DEVELOPMENT
DIRECTOR
PUBLIC WORKS
DIRECTOR
ADMINISTRATIVE &
COMMUNITY
SERVICES DIRECTOR
FINANCE DIRECTOR
DEPUTY CITY
MANAGER
Human Resources
Manager
Senior HR Analyst
HR Specialist
Safety Training
Specialist
Administrative Assistant
II
Communications
Specialist Policy Analyst
Executive
Administrative Assistant
MUNICIPAL COURT
JUDGE
100
City Manager 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 882,460 963,139 923,268 1,023,274 1,022,223
Personnel Benefits 344,310 367,516 358,825 395,496 400,922
Supplies 13,201 98,581 1,019,750 374,769 378,248
Services & Charges 190,633 242,916 262,676 366,492 299,712
Capital Outlay - 37,486 - - -
Department Total $ 1,430,604 $ 1,709,638 $ 2,564,519 $ 2,160,031 $ 2,101,105
Library 2016 Actual 2017 Actual 2018 Budget 2019
Adopted
2020
Adopted
Expenditures
Supplies 3,159 3,857 7,500 4,700 4,700
Services & Charges 1,277,417 1,441,692 1,370,458 1,420,569 1,475,849
Department Total 1,280,576 1,445,549 1,377,958 1,425,269 1,480,549
City Manager Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 10 10 10.7 9.7 9.7
* Payroll Specialist moved to Finance in 2019
101
CITY MANAGER & EXECUTIVE DEPARTMENT
MISSION
To deliver municipal services consistent with Council policy and directives and provide leadership
and direction to City staff.
MAJOR FUNCTIONS
CITY MANAGER
As the chief administrative officer of the City, provides general oversight of all City operations and
programs. The City Manager is responsible to the City Council for:
Implementation of policy and delivery of services through the respective Department Directors.
Formulating recommendations for City Council consideration, including preparation of the
City’s Operating and Capital Improvement budgets.
Representing the City on inter-local boards, as directed.
EXECUTIVE DEPARTMENT
Supervised by the Deputy City Manager and includes Human Resources and Communication
functions.
Human Resources includes recruitment, testing, selection and employee orientation, service,
labor relations and safety compliance.
Communications includes public outreach and media relations, City publications, website, social
media and operations of the City government access channel, PSC-TV.
2018 KEY ACCOMPLISHMENTS
CITY MANAGER
Guided the onboarding of five new councilmembers and assisted City Council with biannual
goal setting retreat in spring of 2018.
Assisted with the development and advocacy of the City Council’s legislative agenda with the
Washington State Legislature.
Continued to vigorously pursue City Council legislative priorities with individual State elected
representatives.
Prepared and led City team to two economic development conferences to promote economic
development opportunities in the City. This was done in conjunction with other area agencies
including Port of Pasco and Visit Tri-Cities.
Continued to enhance City economic development efforts and opportunities with special
emphasis on downtown Pasco, developing industrial areas and the growing northwest
(Broadmoor) area of the community.
Completed efforts with partner agencies to finalize and implement inter-local agreement for
improved public safety dispatch and communications (SECOMM).
Named one of 20 All-America City finalists and coordinated City and partner agency
participation in awards competition in Denver, Colorado.
Adopted new policies for Citywide procurement and purchasing.
102
HUMAN RESOURCES
Implemented on-line employment applications and tracking system to facilitate applicant
response and simplify screening selection process.
Successfully advertised, recruited, and on boarded:
o 2 executive level positions
o 60 full-time regular positions
o 57 lifeguards
o 41 seasonal laborers
o 5 facilities interns
Conducted seven Civil Service Recruitments
Reduced work related injuries and time loss from 188% in 2015 to 68% in 2017
Outperformed all other Association of Washington Cities (AWC) members in L&I retro payment
for return to work.
Successfully negotiated labor agreements with Firefighters (IAFF) and Non-Uniformed Police
personnel.
Revised Substance-Free Workplace Administrative Order
Established Alternate Schedule policy
COMMUNICATIONS
Coordinated process to develop and recommend options for a new City Logo for Council’s
consideration.
Received national recognition for the Alliance for Community Media “Hometown” Award for
TV coverage of City Council.
Enhanced City’s use of social media
Increased 92.5% in minutes watched via Facebook video (Council meetings, voter forums, etc.)
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2019-2020 GOALS
CITY MANAGER
Implement PowerDMS system citywide.
Create Employee Engagement and Professional Development Committees.
Initiate 311 project
Work with City Clerk to maintain a consistent records management system.
HUMAN RESOURCES
Complete negotiations for Police (PPA), Fire (IAFF), Operating Engineer (IUOE) labor
agreements.
Implement employee portal to access payroll, benefit, W2’s, 1095’s, and policy information
improving accessibility to staff.
Establish program plan to meet standards for electrical safety-related work practices including
policy, procedures, and potential training, lowering potential staff injury by electrical hazards.
Revamp employee orientation process and create and implement new employee onboarding
program.
Coordinate with City Clerk in the creation and implementation of records management process
for retention and destruction of employment records.
Work with City Clerk to maintain a consistent records management system.
COMMUNICATIONS
Compete for All-America City Award.
Complete update of City website to improve user experience and functionality.
Implementation of new logo.
Migration of PSC-TV to High Definition.
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105
ADMINISTRATIVE & COMMUNITY SERVICES
CITY MANAGER
ADMINISTRATIVE
& COMMUNITY
SERVICES
DIRECTOR
INFORMATIO
N SERVICES
MANAGER
Network/Syste
ms
Database/Appl
ications
Computer &
Hardware
GIS
RECREATION
SERVICES
MANAGER
Recreation
Specialist
Department
Assistant
Temporary
Employees
FACILITIES
MANAGER
Chief
Groundsmen
Groundsmen I
& II
Facilities
Maintenance
Cemetery
Forestry
Park Patrol
Temporary
Employees
CITY CLERK
Administrative
Assistant II
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ACS 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 3,486,907 2,881,021 2,887,434 3,066,228 3,221,038
Personnel Benefits 1,414,369 1,177,701 1,210,954 1,285,712 1,332,109
Supplies 649,995 581,223 714,423 578,525 580,437
Services & Charges 3,096,476 2,666,183 2,576,489 2,778,663 2,785,400
Capital Outlay 106,510 64,371 143,704 238,451 351,251
Department Total 8,754,257 7,370,499 7,533,004 7,947,579 8,270,235
Administrative & Community Services Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 47.5 48.5 32.5 33 33
* Finance Department removed from Administrative & Community Services in 2018
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ADMINISTRATIVE & COMMUNITY SERVICES
MISSION
Provide the diverse internal services necessary to operate or support City departments efficiently and
deliver specific external services through recreational programming.
MAJOR FUNCTIONS
Administrative & Community Services divisions include – Information Services, Facilities and Parks
Maintenance, Records Management (City Clerk) and Legal Services. In addition, this department
delivers certain external services including adult and youth recreation services, and senior citizen
services.
INFORMATION SERVICES
Responsible for the City’s computer and telecommunications systems including development,
implementation, and maintenance of all automated municipal information applications including GIS,
remote access points for traffic, utility monitoring, and Police and Fire computer services.
ADMINISTRATIVE SERVICES
Responsible for maintaining over 400,000 square feet of buildings, records management, legal service
and City Clerk functions. It also manages the Boat Basin, GESA Stadium and Sun Willow Golf Course.
RECREATION SERVICES
Responsible for the operation and implementation of recreational activities in the community
including the management of Memorial Pool and Softball Complex.
FACILITIES
Responsible for five areas: Buildings, Grounds, Cemetery, Urban Forestry and the Park Ranger
Program
CITY CLERK (RECORDS MANAGEMENT)
Oversees the preservation and protection of the public record and is required to maintain and index
the Minutes, Ordinances, and Resolutions adopted by City Council. The public record provides
fundamental integrity to the structure of the City and ensures the overall transparency of the
organization to the public; the City Clerk ensures that other municipal records are readily accessible
to the public.
2018 KEY ACCOMPLISHMENTS
INFORMATION SERVICES
Implemented 94 Police Body Camera System to include system evaluations, hardware (cameras,
docks, and networks), iPhone mobile devices and software (configuration, storage, mobile) and initial
user setup and training
Transitioned Police and Fire Departments from Franklin County 911 to regional SECCOM 911 to
include in-vehicle computers, mobile devices, printer, wired and wireless network connectivity,
and provided user assistance and training in support of 94 police officers and 83 fire fighters
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Expansion of network connectivity and services to multiple sites (~25) including traffic
controllers, SCADA, and facilities (softball complex, Martin Luther king, Downtown Mini-Station,
Chiawana Mini-Station) to enhance and modernize efficiency and provide greater security to
internal and external users.
Implementation of staff email security testing and training system to improve overall user cyber
knowledge and system security.
Upgrade of Irrigation SCADA PC control system at seven (of 13 total) remaining irrigation control
sites to allow improved connectivity, monitoring, and operator control
Upgrade\implementation of IS Inventory system from current historical spreadsheets that will
allow for additional equipment types, locations, advance reporting, and automate metrics to
provide better insight to IS support functions, tasks, and demand.
Provide technology research and implementation support of 5G small cell networks to best align
the needs of the city and cellular providers while improving connectivity options to support
citizen and industry demands.
Completion of 2018 Aerial Flyovers proving updated imagining to City departments for
informational, planning, enforcement and development purposes
Transition and implementation of existing Fire Reporting system, ERS, to new Tri-City wide
system (ImageTrend) including primary technical support for other agencies. Transition and
technical support for ImageTrend included nearly 400 staff members for Tri-Cities area agencies.
Expansion of public Wi-Fi access to recreational sites or activities to improve citizen access during
events and targeting email marketing of future recreation opportunities.
ADMINISTRATIVE SERVICES
Completed City Hall Remodel – Phase I project in-house for a cost savings of $27,000. This phase
provided much-needed space for the Information Services Division and enhanced security for the
City’s vital technology infrastructure. (CIP Project #00006)
Peanuts Park/Farmers Market 30% design drawings submitted to City. A&CS has assumed project
ownership and has partnered with the Public Works staff for integrated project management. (CIP
Project #18023)
RECREATION SERVICES
Developed a new program for the Softball Complex, including staffing changes, additional
programs and improved policies to better serve the public.
Conducted water audit and continue development of overall central control system for irrigation
systems to ensure City-owned properties are conserving their usage of water in the most
environmentally efficient and cost effective manner.
Installed free Wi-Fi at the Softball Complex and Volunteer Park to broaden our Recreation media
outreach and provide a better user experience.
Complete construction of 1st Avenue Center – Phase II (CIP Project #00010)
Replaced Marina Dock (CIP Project #00020) destroyed in 2016 snowstorm.
Held 1st Annual Pasco Winterfest Event with an attendance of 1,000
Memorial Park Aquatics
o Held first Memorial Weekend Splash open swim
o Taught 450 more swim lessons than 2017
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o Increased 2017 Open Swim Attendance by 2,738 or 10%
o Increased 2017 Overall Revenue by 12.6%
Doubled size of the Car show for Grand Old 4th of July and added Veteran VIP area with at
GESA Stadium
Partnered with the Downtown Pasco Development Authority (DPDA) for Sundown in Tri-Town
Summer Concerts to accomplish the goal of combining Food Truck Friday, Wednesday Farmers
Market and Summer Concerts increasing average weekly attendance from 120 to 400.
Held a Columbians Drum and Bugle Corps Concert and partnered with Mid-Columbia Libraries
for Lucky Diaz Concert, a Latin Grammy Award Winning Children’s group.
Big Cross
o Opened 18-hole disc golf course at through partnership with Port of Pasco and private
agencies
o Improved user experience through installation of Kiosk, expanding gravel parking lot, and
spreading woodchips throughout disc golf course and running path.
FACILITIES
Design of new Animal Control Facility (CIP Project #18004) is in-progress (30%) and expected to
be completed by the of 2018 pending site survey completion.
Remodeled old Facilities building (CIP Project #00014) to accommodate future staff expansion
and have space to stock vital parts to reduce or eliminate ordering time and receive bulk pricing
from vendors.
Completed security system at Facilities Shop to prevent loss and protect vital publically owned
assets.
Installed concrete piers for Fire Burn Prop (CIP Project #00003) to further modernize training
facilities for the Pasco Fire Department.
Remodeled Cemetery Sales Office to provide improved customer experience
Completed Pasco Specialty Kitchen facility (CIP Project #00009)upgrade project which supports
downtown revitalization, further solidifies the City’s relationship with Downtown Pasco
Development Authority and helps promote local business startups and the Pasco food industry.
Opened Police Mini Station at Chiawana Park upon adding new concrete deck and ramp, re-
roofing carport and awning, and installing new locks, signage, fiber, and data infrastructure. Mini
Station provides police officers opportunity to station in park and enhances community
interactions.
CITY CLERK/RECORDS
Implemented public record request and management systems – providing the public with greater
tracking and efficiencies
Leading the revision and implementation of new online Municipal Code revised by Code
Publishing that provides more transparency to the public.
2019-2020 GOALS
INFORMATION SERVICES
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Complete technology data\network rewiring equipment upgrade of city hall to support remodel
plans and relocation of wire\data room locations to improve network services, expand
technology offerings, and increase user productivity.
Implementation of a new Information Services work order\help desk system to improve usability,
accessibility and performance tracking
Implementation of Fire Station Automation system, Locution, at Station 81 and 82 providing
automated lighting, sound, and alerting to each station, dorm, and staff.
Create citywide Information Services Governance committee to align goals and maximize
productivity with available technology resources.
Creation of IT five-year strategic Plan along with Request for Proposals to create technology road
map.
Initial implementing of Office 365 products to mobile device users to enable additional
technology usage remotely and in the field
Additional network connectivity and services expansion to ~20 offsite locations including traffic
signals and SCADA locations.
Implementation of GIS AS built Standards (and guide) for Development and construction projects
to improve and expedite ESRI GIS and Cartegraph work order\asset systems.
ADMINISTRATIVE SERVICES
Finalize design and begin construction on upgrades for Peanuts Park/Farmers Market (CIP Project
#18023)
Conduct an organizational assessment of the Information Services department to determine
optimal staff needs, as well as future planning for large and small purchases.
Form and staff an Information Services Governance committee.
Create and ratify Information Services and Technology purchase policies.
Facilitate reevaluation of Animal Control Services.
Design and install $2M GESA stadium (CIP Project #19001)improvements to meet professional
baseball standards.
Progress Council’s goal to have Community Center by conducting a needs, location, and feasibility
study through consultant/RFP process.
Continue work on the implementation of the regional wayfinding program (CIP Project
#18008)with West Richland, Richland, and Kennewick.
Act as project manager for the City Hall Remodel (Phase II) (CIP Project #18006)
Develop maintenance agreement with the Corp of Engineers.
RECREATION SERVICES
Acquire land & right-of-way and construction of permanent ADA compliant restroom and storage
building at Highland Park to enhance customer experience. (CIP Project #18017)
Complete design for Road 54 Park improvements to parking and picnic areas (CIP Project #18024)
that will enhance connection to Sacajawea Heritage Trail routes.
Create and begin sending yearly community Parks & Recreation survey to track satisfaction and
identify service needs.
Work with Parks to start a new October/Halloween event at the Cemetery (Graveyard Fun Run,
Trunk or Treat).
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Hold a successful All CommUNITY picnic (formerly the All Senior Picnic) with attendance target
over 500.
FACILITIES
Complete Volunteer Park revitalization, which will include painting the locomotive, installing
park benches, replacing fencing and installing new signage.
Complete cemetery improvements including baby section, urn garden, and meditation area.
Installation of climate control “bubble” for Memorial Pool (CIP Project #19021) to enable year-
round use with School District and private organizations.
Develop HVAC preventative maintenance program.
Develop internal project development program for internal and external contracts.
Revitalize Softball Complex with new batting cages, shelters and remodel of coaches’ office.
Build new Chapel Hill Park (CIP Project #18011)
Complete design and construction of Schlagel Park Improvements (CIP Project #18027)
Construction of community Dog Park near newly constructed Animal Control Facility (CIP Project
#18013) to enhance potential adoptive animals.
Design, acquire land & right-of-way and construct Road 84 Park (CIP Project #19023).
Design, acquire land & right-of-way and construct “A” Street Sporting Complex (CIP Project
#18028).
Complete Pasco Sporting Complex Update Phase II (CIP Project #18022) – renovation and
upgrade of splash pad.
Install shelter at Kurtzman Park (CIP Project #19020) where there is currently no seating or shade
for community.
Replace signage in front of City Parks & Facilities with new City logo.
Complete design and construction of Sacajawea Heritage Trail – BNSF Tunnel Passage (CIP Project
#18025) to connect Sacagawea Heritage Trail with Schlagel Park.
Complete park restroom restoration/replacement at Kurtzman Park (CIP Project #00021)
CITY CLERK/RECORDS
Training and final kickoff of new Public Records Request System
Training and work with departments to utilize new Records Management Software.
Finish and attain Certified Municipal Clerk (CMC) designation.
Work on policies for: Scan and Toss, Records Management, Public Record Request, Disaster
Recovery Plan.
Create a Vision Statement and Mission Statement.
Vault Inventory.
Create centralized records management policies and work with departments to maintain a
consistent records management system.
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113
COMMUNITY & ECONOMIC DEVELOPMENT
CITY MANAGER
COMMUNITY &
ECONOMIC
DEVELOPMENT
DIRECTOR
Block Grant
Administrator Senior Planner
Associate Planner
Planner 1
Inspection
Service Manager
Code
Enforcement
Officers
Building
Inspectors
Permit
Technicians
Plans Examiner
COMMUNITY &
ECONOMIC
DEVELOPMENT
DEPUTY DIRECTOR
Administrative
Assistant II
114
CED 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 876,462 1,010,589 1,022,483 1,044,106 1,080,815
Personnel Benefits 392,427 463,719 479,417 484,225 498,547
Supplies 16,776 18,279 17,700 29,049 22,000
Services & Charges 178,849 255,465 209,003 407,916 311,687
Department Total 1,464,514 1,748,052 1,728,603 1,965,296 1,913,049
Community Development Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 15 16 16 16 16
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COMMUNITY & ECONOMIC DEVELOPMENT
MISSION
The Department focus is long and short term physical planning, expanding the City’s tax base,
providing code compliance for construction and civic activities and administration of the City’s
Federal Block Grant entitlement.
MAJOR FUNCTIONS
Community and Economic Development Department houses Community Planning, Economic
Development, Inspection Services and Community Development Block Grant divisions for the City
of Pasco.
ECONOMIC DEVELOPMENT
Fosters growth of existing business, attraction of new business and positions the community for
expansion of the tax base through planned provision of appropriate land use, utilities and assistance
in project permitting.
COMMUNITY PLANNING
Provides predictability in zoning, subdivision, annexation and development and aesthetic
regulations through the administration of the State Environmental Policy Act (SEPA), Growth
Management Act (GMA) and Pasco Municipal Code (PMC).
INSPECTION SERVICES
Protects the health and safety of the community through the provisions of the International
Building Codes by construction plan reviews, building and fire inspections, and code and nuisance
enforcement and abatement processes.
COMMUNITY DEVELOPMENT BLOCK GRANT
Administers the City’s entitlement Federal grants to address the City’s physical development,
revitalization and housing needs that directly benefit low and moderate income persons and
families.
2018 KEY ACCOMPLISHMENTS
Provided continued public outreach, education and community support by participating in two
Block Watch and two Landlord/Tenant organization presentations that focused on Code
Enforcement, Chronic Nuisance Ordinance, building permit and fire safety inspection process.
Initiated and supervised 23 emergency abatements minimizing public safety risks from illegal
occupation of dilapidated and burned structures, and secured premises preventing unlawful entry.
Approved/funded seven down payment assistance loans and completed one owner-occupied
rehabilitation project resulting in home ownership for seven first-time homeowner families
meeting Housing and Urban Development (HUD) guidelines for low/moderate income assistance.
Completed CDBG funding for the Pasco Specialty Kitchen (commercial kitchen business incubator)
Façade Improvement and Facility Improvement Construction Projects (CIP Project #00009)
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resulting in upgraded facility appearance both inside and out, safety enhancements to the exiting
ways and replacement of the aged flooring.
Submitted and HUD approval for the Section 108 Loan Program which will provide the funding
mechanism for the upgrades of the Downtown core public spaces in Peanuts Park and Farmers
Market Pavilions.
Provided Technical Assistance for use of HUD Section 108 Loan Program funding to the Contract
Administrator for Peanuts Park Design/Farmers Market Pavilion upgrades (CIP Project #18023),
this will ensure that federal regulations regarding the use of HUD funds is properly documented.
Revised participation techniques in 2018 RECON (retail attraction) Program to include enhanced
outreach to retailers, improved booth and marketing materials and greater leverage of economic
data to specific markets and opportunities resulting in increased private sector awareness of
investment opportunities in Pasco.
Received the twenty-year City population forecast (an expected increase of 51,000 residents by
the year 2038) from Washington State, submitted an initial request for expansion of the Urban
Growth Area and held four public meetings and one study session with affected area residents
and property owners. The forecast will result in a significant expansion of the present urban
boundary which will impact future land use, provision of public infrastructure (water, sewer,
roads, utilities, recreation, etc.) and public services.
2019-2020 GOALS
Overhaul the Department’s Economic Development website using data and presentation
techniques from the City’s 2017 retail analysis as this technique capitalizes on the present trend
of site selectors to accomplish a significant amount of research for new retail/industrial sites on-
line.
Fully implement the revised Development Review process with Planning, Fire, Public Works/
Engineering and applicable agencies including utility providers which will provide greater
consistency and understanding of City regulations to applicants for development projects.
Assist with finalization of the Master Plan and Environmental Impact Study of the Broadmoor
Area; develop implementing legislation depending on the Master Plan requirements; and assist
with the public information efforts to fund and provide sewer infrastructure in the Broadmoor
Area.
Begin Implementing the Boat Basin /Marine Terminal Plan in corroboration with the Port of
Pasco to develop an appropriate zoning designation for the area – facilitating the Port’s efforts
to attract private investment in a mixed use (commercial/residential) environment.
Continue to strengthen participation techniques in International Council of Shopping Center
retail attraction efforts which focus on drawing attention to the Pasco community and market
opportunities resulting in a greater source of sales tax revenue.
Develop Residential Design Standards for use in establishing guidelines for physical growth
providing the threshold for community aesthetics Council desires to achieve.
Begin the revision process for the Sign Code with focus on signage standards that will reflect the
characteristics of the various commercial and industrial districts within Pasco.
Complete the Underrepresented Communities Grant and historical inventory process which
documents the physical and social contributions of the African American community to Pasco’s
history.
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Complete the Urban Area expansion and Comprehensive Plan update process using the
Environmental Impact Study process to identify alternatives for expansion of the urban area to
accommodate a 51,000 person increase by the year 2038; identify the geographic areas for
physical growth and infrastructure planning and provide for increase public input opportunities
in the outcome.
Develop and implement increased use of the Hearing Examiner System for land use permit/project
review resulting in a succinct and focused approach to land use permitting resulting in less legal
exposure and liability and increase opportunities for the Planning Commission and City Council
to focus on policy direction issues.
Work with City Clerk to maintain a consistent records management system.
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119
FINANCE
CITY
MANAGER
FINANCE
DIRECTOR
Customer
Service
Manager
Accounting
Clerk
Department
Assistant II
Lead
Accountant
Staff
Accountant
Department
Assistant II
Procurement
Specialist
Payroll
Specialist
Administrative
Assistant II
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Finance 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries - 998,242 1,046,151 1,157,424 1,198,189
Personnel Benefits - 433,731 465,159 511,652 525,202
Supplies - 26,755 17,195 19,345 19,497
Services & Charges - 737,582 702,806 815,348 859,216
Department Total - 2,196,310 2,231,311 2,503,769 2,602,104
Non Departmental 2016 Actual 2017 Actual 2018 Budget 2019
Adopted
2020
Adopted
Expenditures
Salaries - - - - -
Personnel Benefits 564,545 23,583 - - -
Supplies 37,157 38,629 42,708 42,708 42,708
Services & Charges 1,404,871 1,963,081 2,130,805 2,102,110 2,180,229
Capital Outlay 24,706 6,796 - - -
Transfers & Pass
Through's 7,040,858 2,402,716 775,000 18,310,000 689,116
Debt Principal & Interest 1,199,430 1,182,947 1,166,700 2,614,417 2,611,217
Department Total 10,271,567 5,617,752 4,115,213 23,069,235 5,523,270
Finance Personnel Summary
Number of Employees (FTE)
2016* 2017 2018 2019 2020
Total 16 16.8 17.8 17.8
*Finance was included with Administrative & Community Services until 2017.
**Payroll Specialist moved from Human Resources (City Manager) to Finance in 2019.
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FINANCE
MISSION
To ensure financial stability and to support citizens and City operations by providing timely,
accurate, clear, and complete information while maintaining a high level of compliance with
Federal, State, and local rules and regulations.
MAJOR FUNCTIONS
The Finance Department manages all financial operations of City Departments in accordance with
generally accepted principles of government accounting. The Finance Director provides
comprehensive financial information to City Council and management and maintains appropriate
internal controls and oversight of all financial functions.
The department is comprised of two divisions: general accounting and customer service/utility
billing.
ACCOUNTING
Accounting staff are responsible for many functions, including: Accounts Receivable and Payable,
Budget, Capital Improvement Plan, Comprehensive Annual Financial Report, Investments, General
Accounting, Analysis, Grant Reporting, Local Improvement Districts (LID’s), and Debt Service.
CUSTOMER SERVICE/UTILITY BILLING
Customer Service/Utility Billing bills customers for City utilities, facilitates business and dog licensing
and provides central cashiering for all City services. All functions associated with billing and
collection for City utilities are accounted for in this division.
2018 KEY ACCOMPLISHMENTS
ACCOUNTING
Implemented City’s first biennial budget for budget years 2019-2020 to promote and facilitate
long-term financial and strategic planning and create organizational capacity to review,
enhance, and manage other programs to improve efficiency and quality to citizens, businesses,
property owners, and visitors.
Established effective procurement process throughout the City with 2018 approved Procurement
Specialist improving the City’s financial position and increase efficiency. Department is in the
process of implementing procurement module within the City’s financial system.
Reinstated City’s banked property tax levy capacity to $1,859,000 from $400,000. Final steps
to this process will be taken by Franklin County Assessor’s Office through memo to Department
of Revenue in November 2018. Pending Council approval, levy funds will improve public
safety with the addition of two fire stations and support growth in the fasted developing area
of Pasco.
Continued execution of Chapel Hill and Broadmoor Local Improvement District bond and
reduce City’s risk exposure.
Continued in-depth review and analysis of the current Fleet process to identify correct fleet size
and yearly investment for the City.
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CUSTOMER SERVICE/UTILITY BILLING
Completed implementation of City’s Business Licensing program to State’s Business Licensing
Service program as per state law HB-2005. Implementation has made it easier for customers to
receive the City’s business license by providing a standard platform shared by the State and
many municipalities across the State.
Using City’s Geographic Information System (GIS), completed mapping of residential and
business water meters. This provides improved maintenance of meters and the ability to reroute
the City utility billing meter reading and takes into account growth that has occurred and
accommodate for anticipated new growth improving efficiencies.
Implemented PetData dog licensing decreasing lines at City Hall and staff overtime. The system
improved payment options for customers, provides 24/7 access to online licensing including
access to real time information for Animal Shelter and Control Services.
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2019-2020 GOALS
ACCOUNTING
Establish robust procurement system module within the City’s financial system to streamline
procurement processes to increase efficiency, transparency, and standardization.
Create LID management structure to manage all LID’s until all liabilities are fulfilled including the
complete execution of Chapel Hill LID and Broadmoor LID (if Council approves such action).
Model the City’s cash flow needs to maximize investment opportunities. This goal was not
accomplished in 2018 due to various factors like reporting capability within City’s financial
system, and resource constraints due to other process implementations.
Review all rates and fees for sustainability and cost recovery to create a comprehensive fee
schedule encapsulating rate and fee charges throughout the City.
Review and update Development Impact Fees to assure new growth mitigates its impacts.
Complete long-term financial plan for General Fund to enhance City’s long-term financial
viability, and identify financial trends and issues for proactive resolution.
Create comprehensive Finance Manual to include fiscal policies as well as operating procedures
to improve department succession planning ensuring optimal and continuous operation.
Create robust interdepartmental work order system to maximize internal city resources and
ensure accurate accounting of cost.
CUSTOMER SERVICE/UTILITY BILLING
Address issues with aging Utility Billing Software which no longer provides updates or
enhancements to the program. This remains an ongoing goal as we work with many
jurisdictions across the State to find the best fit for the City. The current landscape of software
acquisition has shown that it is best to wait for available software’s to mature. The Department
will continue to monitor the risk of the aging system vs. the risks of implementing software not
fully realized.
Submit a plan for a possible rate reduction for low-income long-term disabled citizens. The
Department contacts citizens believed to fit criterion on an ad-hoc basis. The implementation of
new animal and business licensing has delayed creation of a formal plan.
Create comprehensive operations manual to include fiscal policies as well as operating
procedures to improve department succession planning ensuring optimal and continuous
operation.
Work with City Clerk to maintain a consistent records management system.
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125 POLICE CITY MANAGERPOLICE CHIEFDEPUTY CHIEFFIELD OPS CAPTAINSergeants DaysOfficersSergeants AfternoonOfficersSergeants NightsOfficersK-9SWATSUPPORT OPS CAPTAINSergeant ResourceAROSROBackground IASergeant AdminTrainingEquipmentCrime AnalystPSS LeadRecordsSergeant SCUDetectivesSergeant ISDDetectivesMETRO DetectiveDEA DetectiveFBI DetectiveAdministrative Assistant ISIUAdministrative Assistant IICitizen's AdvisoryProgram Coordinator
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Police 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 7,031,758 8,274,589 8,228,682 8,792,211 9,263,529
Personnel Benefits 2,347,527 2,909,240 2,862,622 3,066,165 3,240,269
Supplies 310,494 283,678 336,435 361,295 334,745
Services & Charges 4,693,995 5,010,759 5,116,610 5,254,843 5,211,127
Capital Outlay 79,924 10,297 - - -
Department Total 14,463,698 16,488,563 16,544,349 17,474,514 18,049,670
Police Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 87 88 87 92 92
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POLICE DEPARTMENT
MISSION
We are dedicated to serving our community with excellent law enforcement services.
Vision – We proudly partner with our community to ensure Pasco is a safe place to live, work and
visit.
Values –
Passion: Our work is our calling.
Pride: We give our best to Pasco.
Service: We connect with our diverse community by treating everyone with dignity and
respect.
MAJOR FUNCTIONS
The Pasco Police Department consists of an authorized strength of 82 commissioned officers
consisting of a Chief, Deputy Chief, 2 Captains, 10 sergeants, and 68 officers and detectives.
Additionally, 10 staff providing administrative support for police records, evidence and property,
crime analysis, and department leadership. The department is on a mission of providing
community oriented policing services to the city.
The department provides many quality services to the community including: patrol, investigations,
canine, area and school resource officers, street crimes, SWAT, METRO drug unit, and liaisons with
the FBI, DEA and U.S. Marshalls. In addition, we provide community policing services such as
Coffee with a Cop, Citizen's Academy (English and Spanish) and our very successful Facebook page
that has the largest following of any police department in the State of Washington.
2018 KEY ACCOMPLISHMENTS
Through Hot Spotters Program:
o Created partnership to implement Trueblood Diversion Services Grant awarded to
Lourdes Health and embedding a Mental Health Professional into the police department
– enriching officer interactions with individual suffering with mental illness.
o Identified and initiated market study survey for potential low-barrier housing project for
population challenged to meet restrictions in more traditional housing options.
Accreditation Program:
o Completed comprehensive review of policies and procedures for to comply with over
350 Commission of Accreditation for Law Enforcement Agencies national standards for
policing.
o Completed training and implementation of IAPro system to enhance police integrity with
data collection of internal affair matters and reporting needs for accreditation.
Completed formal agreement with the Pasco Airport Police to provide records and back-up
patrol services.
Body Worn Camera Program
o Completed Body Worn Camera review and worked with the police association on
language implementation.
o Acquired five-year federal cost sharing grant to implement Body Worn Camera program.
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Community Outreach
o Conducted tabletop exercise and developed and delivered Mass Causality Response
Training to over 2,000 Pasco School District employees.
o Completed comprehensive school site safety and security survey to assess all access
points, locks and communication procedures for all Pasco Schools in partnership with
Washington State Patrol, Fire Department, and Pasco Fire District 1.
o Increased Facebook followers by 16% and Twitter followers by 81% improving
department’s ability to deliver public information and increasing community interaction.
Investigations
o 100% clearance rate by arrest for 2018 homicides (year-to-date).
o Two cold case homicides (1986 and 2018) cleared by arrest.
o Enhanced mobile device and computer investigations through implementation of analytic
system which automatically analyzes data from images, text, video, and location.
Completed the long awaited merger of dispatch centers from Franklin County to SECOMM.
Increased canine unit by 50% utilizing drug forfeiture funds. Both teams are fully trained in
their individual specialty (patrol or narcotics detection) and State certified.
Awarded COPS hiring grant for four officers to focus on homelessness individuals.
Acquired one-time WASPC WAGang grant to populate the Regional Information Sharing
Systems (RISS). The utilization of the grant reimbursed 121 hours invested by Crime Analyst to
support regional efforts against organized and violent crime, gang activity, drug activity, human
trafficking, identity theft, and other regional priorities, while promoting officer safety.
2019-2020 GOALS
Complete initial national accreditation through CALEA including onsite assessment and program
structure for annual compliance of over 350 standards.
Implementation of OverDose “OD” Mapping, a computer-based mapping system to provide
surveillance data across jurisdictions by tracking related overdose deaths and providing strategic
analysis across jurisdictions.
Implement Homeless Liaison Officer (HLO) program to assist in the reduction of people
experiencing homelessness and facilitate diversion to supportive services rather than
incarceration and reducing negative police interactions.
Complete the embedding of Mental Health Professionals into the Department by initiating
regular roll-call training for officers on mental health and crisis response.
Complete survey of homeless population in conjunction with Catholic Family Services to
evaluate development of a housing project for individuals suffering from coexisting mental
health and substance issues in cooperation with the City.
Complete table top exercise to develop and deliver Mass Causality Response Training to
Lourdes Health employees.
Create a partnership to enhance offender accountability with Department of Corrections (DOC)
by moving DOC officer(s) into the Street Crimes Unit.
Work with City Clerk to maintain a consistent records management system.
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FIRE
CITY
MANAGER
FIRE CHIEF
DEPUTY FIRE
CHIEF
Battalion Chief
Captain
Lieutenant
Firefighter
ARFF
Lieutenant
ARFF
Firefighter
Training Officer
Community
Risk Reduction
Officer
Administrative
Assistant II
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Fire Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 35.2 35.7 39.5 39.5 39.5
Fire 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 3,651,718 4,062,543 4,142,295 4,568,983 4,709,817
Personnel Benefits 944,035 1,175,635 1,265,088 1,314,102 1,353,526
Supplies 185,950 247,538 254,655 259,966 248,677
Services & Charges 784,016 2,127,620 1,170,348 1,315,040 1,346,229
Capital Outlay 53,574 47,218 27,000 125,000 25,000
Department Total 5,619,293 7,660,554 6,859,386 7,583,091 7,683,249
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FIRE DEPARTMENT
MISSION
Honorably Protect and Serve our Community.
MAJOR FUNCTIONS
The Fire Department provides well-supervised, qualified and professional fire suppression services in
accordance with National, State, and Local ordinance and industry standards. The department
provides safety training and education for its members in accordance with WAC 296-305
requirements.
In addition, the department provides technical rescue services as defined by NFPA 1670 and WAC
296-305 in the following disciplines: Rope Rescue, Confined Space Rescue, Trench and Excavation
Rescue, Machinery and Vehicle Rescue, Structural Collapse Rescue and Water Rescue. The fire
department is also responsible for operations level hazardous materials responses within the City of
Pasco.
A division of the department, the Aircraft Rescue and Firefighting (ARFF) program provides services
to the Tri-Cities Airport in accordance with Federal Aviation Administration (FAA) Regulations Part
139 and applicable advisory circulars, WAC 296-305 and applicable sections of NFPA 402.
2018 KEY ACCOMPLISHMENTS
Completed SECOMM merger and consolidation of dispatch centers. This required:
o The evaluation and updating of all dispatch protocols and plans for the City of Pasco Fire
Department.
o Reprogramming of 52 portable radios, 23 mobile radios, and 5 base stations.
o Training of all staff members on new protocols and plans.
Completed efforts and programs to upgrade to a Class 3 Washington State Raters Bureau rating.
This was accomplished by:
o Learn not to Burn and Life Safety House presentations at local schools
o Promotion of home life safety inspections and installation of smoke alarms
o Increased life safety inspections of businesses by Code Enforcement
o Better records management by the water department
o Increased training by personnel of the water, code enforcement, and fire departments
o Purchase of additional engine, aerial apparatus and water tender to meet the needs of
the community
o Increased staffing levels at Station 84 in July of 2018 to provide additional engine
company
o SECOMM merger
o Community Risk Reduction Program
o Completed efforts to support regionalized and standardized training programs to
maximize the utilization of resources and leverage training costs. This was accomplished
by:
Development and sponsorship of a regionalized recruit fire training program
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Secured Assistance to Firefighters Grant (AFG) for the purchase of 3 regional
live fire training props (CIP Project #00003).
Participated in regional “Command Lab” training exercises for company and
shift officers.
Sponsored regional tactical course for large box and high rise incidents.
Began design for the relocation of Fire Station 83 to better serve the community inside the
Urban Growth Area & replacement of temporary Fire Station 84 with a permanent station (CIP
Project #18001 & CIP Project #18002).
Completed comprehensive school site safety and security survey to assess all access points, locks
and communication procedures for all Pasco Schools in partnership with Washington State
Patrol, Police Department, and Pasco Fire District 1.
2019-2020 GOALS
Complete design and construction for the relocation of Fire Station 83 to better serve the
community inside the Urban Growth Area & replacement of temporary Fire Station 84 with a
permanent station (CIP Project #18001 & CIP Project #18002).
Identify/secure land use options for additional Fire Stations 85 & 86 (CIP Project #19003) to
meet the expanding needs of the community and provide continuous level of service in the
Urban Growth Area.
Identify/secure alternative programmatic funding streams to meet the expanding needs of the
community.
Promote fiscal stewardship through the leveraging of regionalization.
Work with City Clerk to maintain a consistent records management system.
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PUBLIC WORKS - ENGINEERING
CITY MANAGER
PUBLIC WORKS
DIRECTOR
CITY ENGINEER
Senior Design
Engineer -
Traffic
Civil Engineer
Signal Tech
Senior Design
Coordinator
Contract
Administrator
Senior Design
Engineer -
Utilities
Associate
Engineer
Engineering
Tech 2
Construction
Manager
Construction
Inspector
Development
Tech 3
Engineering
Tech 1
Administrative
Assistant I
ADMINISTRATIVE
ASSISTANT II
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Engineering 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Expenditures
Salaries 1,140,155 1,074,463 1,142,003 1,173,449 1,230,819
Personnel Benefits 463,881 439,093 476,676 504,113 521,717
Supplies 22,689 13,302 18,500 21,230 15,380
Services & Charges 172,401 200,125 164,350 162,133 162,580
Department Total 1,799,126 1,726,983 1,801,529 1,860,925 1,930,496
Engineering Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 16.65 16.65 16.65 16.65 16.65
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PUBLIC WORKS – ENGINEERING
MISSION
Provide on-time/on-budget delivery of transportation and utility projects, at the highest level of
quality, and with minimum disruptions in the project development cycle - from a project’s early
planning and funding stages through design and construction to final completion.
MAJOR FUNCTIONS
The purpose of the Engineering Division is to plan, promote, construct, and maintain the City’s
infrastructure, including: Streets, Water, Sewer, Irrigation, Storm Water, and Process Water. This
activity provides technical expertise and contract administration in the planning, design,
implementation and inspection of public works projects. It also provides engineering oversight of
commercial, industrial development and subdivision infrastructure improvements and maintains
records of financial, physical and legal components of the projects and public rights-of-way.
Another aspect of the Engineering Division is to plan for infrastructure improvements that will
accommodate the explosive growth being experienced in Pasco. This is accomplished through the
development and updating of the following planning documents:
Transportation Improvement Program
Capital Improvement Program
Comprehensive Water Plan
Comprehensive Sewer Plan
Comprehensive Irrigation Plan
Comprehensive Storm Water Plan
Process Water Reuse Facility Plan
Wastewater Treatment Plant Facility Plan
The overall goal of the Engineering Division is to provide exceptional customer service.
2018 KEY ACCOMPLISHMENTS
Completed of the Process Water Facility Plan and Engineering Report
Reinvigorate the Lewis Street Overpass Project with a completed design, National
Environmental Policy Act Update and applied for necessary funding to complete construction
by 2021.
Complete construction of the Oregon Avenue Widening Project construction is 70% complete.
Initiated revised private development review process with Planning and Fire providing a
procedure that promotes uniform application of City standards and expectations.
SANITARY SEWER/WASTEWATER TREATMENT PLANT (WWTP)
Completed the assessments, technical memorandums, and/or preliminary design for four of the
City’s priority sanitary sewer lift stations to ensure sufficient reliability of sewer services,
including:
o Pearl Street Lift Station (CIP Project #15002) – Design and right-of- way acquisition
completed
o Maitland Lift Station (CIP Project #15003) – Preliminary design completed
o Road 36 Lift Station (CIP Project #16006) – Assessment completed
o 9th & Washington Lift Station (CIP Project #16007) – Design completed
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Completed the design and started construction of the WWTP PLC & Controls Upgrade Project
(CIP Project #18059)
Completed the design of the Harris Road Sewer Transmission Main Project [previously known
as the NW Area Sewer Transmission Main Project] (CIP Project #14001) which will help serve
the fast growing northwest area of Pasco including a currently proposed 300+ residential
subdivision.
Completed 75% of the WWTP Facility Plan (CIP Project #16019) which looks at the expansion
needs of the WWTP to accommodate future growth within the City. By developing a Facility
Plan, eligibility for funding assistance through the WA Department of Ecology’s Water Quality
Program will be expedited.
Began conceptual work on the Broadmoor Area Sewer LID Project (CIP Project #1800076). This
is a project that will extend sewer north and east from the Harris Road Sewer Transmission
Main project. This project will accommodate the sewer needs of the fast growing northwest
area.
WATER TREATMENT/DISTRIBUTION
Completed construction of the Columbia Water Intake Project (CIP Project #11001) enhancing
the City with an improved reliable source of water to meet the future demands of the City’s
potable water system.
Completed the Butterfield WTP PLC & Control Upgrade Project (CIP Project #17019) advancing
the Programmable Logic Controller (PLC) system to the same modern technology as the
Municipal West Pasco Water Treatment Plan (WPWTP).
Completed the Comprehensive Water System Plan (CIP Project #15005) which looks at the
expansion needs of the Domestic Water System as a whole to accommodate future growth
within the City.
Completed the design and construction of the Schuman Lane Waterline Extension (CIP Project
#180040). This project provides fire protection to existing residences along Schuman Lane
Completed the Irrigation System Capacity Evaluation, which determined the existing capacity of
the current system and identified the potential service area for the utility.
STORMWATER
Completed the design and construction of the Valencia Drive and Santa Anna Loop Stormwater
Improvement Projects. These projects addressed two areas of the City that experienced
complaints about significant stormwater flooding due to inadequate facilities. City staff
designed and constructed improvements to these two problem areas. This was an added 2018
project.
TRANSPORTATION/TRAFFIC
Completed 70% construction of the Oregon Avenue Safety Project – Phase 1 (CIP Project
#12002), improving safety, access management and mobility on a major north/south corridor.
Began the final design and preparation of the bid package for the Lewis Street Overpass Project
(CIP Project #13007). Construction plans were completed to the 30% design level.
Successfully worked with property owners and formed the Chapel Hill Blvd LID Project (CIP
Project #16030) and completed the road and utilities design which will close the gap of Chapel
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Hill Blvd between Road 68 and Road 84. This project will accommodate transportation needs
necessary for future growth.
Construction of the City Wide Traffic Signal – Phase 1 Project (CIP Project #13006) which
enhances the City’s ability to use emergency vehicle preemption and signal coordination making
our transportation system safer and more efficient. This project focused on those intersections
throughout the City that did not require the acquisition of rights-of-way for required ADA
improvements. This approach allowed Phase 1 to proceed substantially quicker than Phase 2.
Completed design of the City Wide Traffic Signal – Phase 2 (CIP Project #17014) project which
will enhance the City’s ability to use emergency vehicle preemption and signal coordination
making our transportation system more efficient.
Completed the design and construction of two Safe Routes to School projects; Road 84 Safe
Walking Route Connection (CIP Project #17017) and Rowena Chess School Crossing (CIP
Project #17018). These sidewalk and crosswalk improvements serve several hundred students at
three area schools.
Continued coordination with the Port of Pasco and Columbia Basin College for the Argent
Road Widening Project (CIP Project #12001) which will provide for growth at this important
location serving multiple modes of travel and multiple types of users.
PROCESS WATER REUSE FACILITY (PWRF)
Partially completed the design and property acquisition for the Columbia East Pump Station
Project (CIP Project #17003) which will add a new pump station for the food processors in the
Commercial Avenue-Kahlotus Highway area and will allow for the diversion of 1.5 MGD of
industrial (food processing) waste away from the municipal wastewater treatment plant
increasing capacity for additional food processors. Design and right-of-way acquisition for the
associated Columbia East Force Main is underway.
Completed the design of the new PWRF Irrigation Pump Station Replacement Project (CIP
Project #18070) to improve reliability and efficiency to food processors utilizing the facility.
Completed the PWRF Facility Plan/Engineering Report (CIP Project # 16016). This report
provides a ‘current conditions’ assessment, an in-depth evaluation of the PWRF pretreatment
system and details the future needs of the PWRF. This report provides the basis of design for
improving the PWRF to allow many more years of use, reduce ongoing failures and
maintenance requirements, and provide the ability for future growth of the food processing
industry in our area.
PARKS
Began the design of the Peanuts Park Improvements Project (CIP Project #16014). This project is a
collaborative effort between the Public Works (PW), Administrative & Community Services (A&CS),
and Community and Economic Development (C&ED) departments and Downtown Pasco
Development Association. PW is managing the design and construction contracts under the
oversight of the A&CS (the project owner), while at the same time C&ED staff is pursuing project
grant funding and coordinating this project with other downtown private development and
revitalization efforts.
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2019-2020 GOALS
Development Review Team (DRT) – Continue working with C&ED, Public Works Operations
and Administration staff to advance a private development review process that better serves the
public and provides clearly written procedures that promotes uniform review and application of
city standards and expectations for private development and redevelopment projects.
Continue to work with the City’s consultant team and the businesses and citizens of Pasco to
complete the design of the Lewis Street Overpass Project and achieve “shovel-ready” status.
Staff will also work with local, State and Federal agencies to pursue opportunities for filling the
funding gap for the construction phase of this project.
Continue working on projects that improve the safety and traffic congestion on the Road 68/I-
182/Burden Blvd corridor. This will include completing the Wrigley Drive Extension Project, the
Road 68 Interchange Improvement Project (Striping and Signage changes) and the Road 68
Widening South of I-182 Project.
Continued collaboration with Ben-Franklin Transit (BFT) to enhance mobility. This will be
accomplished through coordination of our capital projects through regularly scheduled meetings
with BFT. This will help improve the implementation of public transit improvements in
conjunction with City projects.
Work with a Consultant on the completion of a Comprehensive Transportation Plan that
includes a comprehensive and inclusive planning and analysis process to facilitate the
improvement of traffic flows in major corridors and supports integration of pedestrian, bicycle
and other non-vehicular means of transportation. This effort will include a robust public
involvement process.
Continue to provide Engineering support for needed utilities and transportation improvements
for the Broadmoor Master Plan and Environmental Impact Analysis.
Complete construction of the Columbia East Lift Station and Force Main Project and the Foster
Wells Force Main Project in support of the PWRF.
Complete the design and construction of the projects identified in the Council-adopted 2019-
2024 Capital Improvement Plan (CIP). These utility, transportation and park projects will
support the current citizens and businesses as well as the continued economic development of
the City.
Manage the construction of the Lewis Street Overpass Project. This is a multi-year project and
its progress forward will depend heavily on obtaining additional funding from outside sources
to fill the gap for the construction phase of the project.
Continue to work with our Consultant and food processing partners on the continued efforts to
design improvements to the PWRF Pretreatment Facility. This will include working with
Finance Department staff to identify funding for this project.
Continue working on projects that improve the safety and traffic congestion on the Road 68/I-
182/Burden Blvd corridor.
Began developing capital projects and potential funding sources based on the recommendations
of the completed Comprehensive Transportation Plan. Incorporate these into an updated
2020-2025 Capital Improvement Plan and Transportation Improvement Plan.
Complete the design and construction of the projects identified in the Council-adopted 2020-
2025 Capital Improvement Plan (CIP). These utility, transportation and park projects will
139
support the current citizens and businesses as well as the continued economic development of
the City.
Work with City Clerk to maintain a consistent records management system.
140
SPECIAL REVENUE FUNDS
The City uses Special Revenue funds to account for revenues that must be used by law for specific
purposes. Examples are the City Street Fund and Arterial Street Fund that account for gasoline taxes
received that can only be used for maintenance and improvements to roads and streets, as well as
Ambulance Fund that provides vital emergency medical services to our residents.
Below is the list of all of City’s Special Revenue Funds:
Fund 110 – Street
Fund 120 – Arterial Street
Fund 130 – Street Overlay
Fund 140 – Community Development Block Grant (CDBG)
Fund 142 – HOME Program
Fund 144 – Neighborhood Stabilization Program (NSP)
Fund 145 – Martin Luther King (MLK) Center
Fund 150 – Ambulance Services
Fund 160 – City View Cemetery
Fund 161 – Boulevard Maintenance
Fund 165 – Athletic Program
Fund 166 – Golf
Fund 170 – Senior Center
Fund 180 – Multi-Modal Facility
Fund 182 – School Impact Fees
Fund 185 – Rivershore Trail and Marina
Fund 188 – Special Assessment Lodging
Fund 189 – Litter Abatement
Fund 190 – Revolving Abatement
Fund 191 – TRAC Development and Operating
Fund 192 – Park Development
Fund 193 – Capital Improvement Fund (Real Estate Excise Tax)
Fund 194 – Economic Development Fund
Fund 195 – Stadium Convention Center
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AMBULANCE SERVICE FUND
CITY
MANAGER
FIRE CHIEF
DEPUTY FIRE
CHIEF
Battalion Chief
Captain
Lieutenant
Paramedic
EMS Officer
Community
Risk Reduction
Officer
Administrative
Assistant II
Department
Assistant
142
150 – Ambulance 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 322,691 1,228,550 1,193,910
Intergovernmental 1,290 1,270 2,041,328 2,269,210 838,510
Charges Goods &
Services 4,686,236 6,429,273 5,510,700 6,425,463 6,510,036
Miscellaneous Revenue 4,514 20,267 16,000 16,000 16,000
Transfer In 420,000 420,000 420,000 420,000 420,000
Total Revenues 5,112,040 6,870,810 8,310,719 10,359,223 8,978,456
Expenditures
Salaries & Wages 3,214,425 3,657,773 4,189,406 4,521,378 4,659,249
Personnel Benefits 829,861 1,072,825 1,344,904 1,307,406 1,346,630
Supplies 219,397 312,104 231,000 268,560 268,535
Services & Charges 1,287,716 1,472,146 1,468,186 1,702,969 1,756,818
Capital Outlay 44,201 71,136 45,000 25,000 62,000
Debt Principal - - 765,000 1,340,000 189,000
Budgeted End Fund
Balance - - 267,223 1,193,910 696,224
Total Expenditures 5,595,600 6,585,984 8,310,719 10,359,223 8,978,456
Ambulance Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 31 36.5 39.5 39.5 39.5
143
FIRE DEPARTMENT (AMBULANCE UTILITY)
MISSION
Honorably Protect and Serve our Community
MAJOR FUNCTIONS
The Ambulance Service provides well-supervised, qualified and professional basic through advanced
emergency life support services in accordance with National, State, and Local ordinance and
industry standards. The department provides medical safety training and education for its members
in accordance with WAC 296-305 requirements. The Emergency Medical Services (EMS) Officer
serves as the City of Pasco Infectious Disease Control Officer.
The Ambulance Service provides pre-hospital training and safety education and outreach programs
to the City residents and the greater Tri-Cities community. In addition, the Service provides
advanced and basic life support EMS training as defined by the Washington State Department of
Health and Benton/Franklin Pre-Hospital protocols.
2018 KEY ACCOMPLISHMENTS
Initiated the implementation of a tablet-based patient care reporting system. This program is
dependent upon the complete integration of the Records Management System (software) and
the tablets (hardware). The regional records management system is scheduled to come “on-
line” at the beginning of November 2018. Tablets have been purchased and training has been
initiated for all staff members.
o Inventories and supplies are being entered into the new RMS.
Development of alternative funding sources such as the Ground Emergency Medical Transport
(GEMT) program is in-progress.
o Initial filing for the GEMT program has been completed and we are awaiting
remuneration.
o Secondary filing for the GEMT program has been completed and submitted.
o Conversion of the Ambulance Utility billing process into Equivalent Residential Units
(ERU’s) in an effort to promote equity in the utility billing processes.
o Continuing to support and update utility billing rates study with Financial Consulting
Services
Completed SECOMM merger and consolidation of dispatch centers. This required:
o The evaluation and updating of all dispatch protocols and plans for the City of Pasco Fire
Department.
o Reprogramming of 52 portable radios, 23 mobile radios, and 5 base stations.
o Training of all staff members on new protocols and plans.
o Integration of the records management system and computer aided dispatching (CAD)
programs.
o Update of City of Pasco GIS mapping.
Initiated public outreach and education programs within the City of Pasco. Programs are multi-
cultural and address the different needs of the community. Identify community partners (social
144
services) to provide preventative education to “at risk” populations. This is being accomplished
by:
o Collaboration with the “Meals on Wheels” program – to identify acutely at risk
community members
o Collaboration with the Consistent Care program (RCW 35.21.930) – to identify and
track chronic system users. The Consistent Care program works with local non-
governmental social services to provide alternative care programs.
o Collaboration with the City of Pasco Fire Department Community Risk Reduction Officer
– to provide initial and “follow up” training programs for at risk populations.
Continued supporting regionalized and standardized training programs to maximize the
utilization of resources and leverage training costs. The City of Pasco Ambulance Services
continues to be a strong proponent to regionalized training. To that end, we have
supported and collaborated with:
o City of Pasco Police Department for the training and delivery of NARCAN for opiate
over-doses and tactical combat casualty care (TC3) for traumatic injuries.
o Benton/Franklin Health Department for community outreach for influenza vaccinations.
o Continued support of community CPR programs.
o Training of staff on the identification and notification processes for “at risk” patients.
2019-2020 GOALS
Identify/secure alternative programmatic funding streams to meet the expanding needs of the
community including the re-evaluation of the ERU rate processes.
Promote fiscal stewardship through the leveraging of regionalization.
Identify and develop alternative care programs for special needs populations.
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PUBLIC WORKS – STREETS
CITY MANAGER
PUBLIC WORKS
DIRECTOR
SUPERINTENDENT
DIVISION
MANAGER
Lead Street Worker
Heavy Equipment
Operator
Utility Maintenance
Worker
Administrative
Assistant I
Instrument
Technician
146
110 - Street 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 140,000 3,092 94,875
Taxes 212,121 247,073 247,753 252,729 257,568
License & Permits 473,823 398,420 393,100 383,000 384,000
Intergovernmental 1,153,921 1,049,406 1,043,116 1,108,176 1,133,692
Charges Goods &
Services - 22,729 - 351,041 -
Miscellaneous Revenue 6,983 5,656 300 300 300
Transfer In 544,097 597,163 520,000 829,500 750,000
Total Revenues 2,390,945 2,320,447 2,344,269 2,927,838 2,620,435
Expenditures
Salaries & Wages 610,168 704,813 630,302 584,994 605,777
Personnel Benefits 276,689 310,626 289,354 262,281 270,785
Supplies 158,249 234,517 319,150 403,920 394,345
Services & Charges 993,741 1,245,778 1,102,371 1,499,813 1,199,348
Capital Outlay - 15,286 - 81,955 -
Budgeted End Fund
Balance - - 3,092 94,875 150,180
Total Expenditures 2,038,847 2,511,020 2,344,269 2,927,838 2,620,435
Streets Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 10 10 10 9 9
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120 – Arterial 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 978,973 1,564,733 1,903,571
Intergovernmental 496,226 513,304 513,773 532,563 545,131
Charges Goods &
Services 6,650 2,368 5,000 5,000 5,000
Miscellaneous Revenue 9,646 11,933 5,000 5,000 5,000
Total Revenues 512,522 527,605 1,502,746 2,107,296 2,458,702
Expenditures
Services & Charges - - 12,123 3,725 3,911
Transfers & Pass
Through's 763,592 278,640 1,079,000 200,000 1,790,700
Budgeted End Fund
Balance - - 411,623 1,903,571 664,091
Total Expenditures 763,592 278,640 1,502,746 2,107,296 2,458,702
125 - I-182 Impact 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 1,038,083 1,062,380 1,311,241
Charges Goods &
Services 246,786 312,141 250,000 250,000 250,000
Miscellaneous Revenue 7,134 12,771 5,000 5,000 5,000
Total Revenues 253,920 324,912 1,293,083 1,317,380 1,566,241
Expenditures
Services & Charges - - 1,391 6,139 6,445
Transfers & Pass
Through's 123,132 459,223 100,000 - 158,000
Budgeted End Fund
Balance - - 1,191,692 1,311,241 1,401,796
Total Expenditures 123,132 459,223 1,293,083 1,317,380 1,566,241
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130 - Street Overlay 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance 3,690,031 4,327,688 4,021,551
Taxes 850,424 990,173 991,066 1,014,770 1,031,691
Miscellaneous Revenue 16,159 39,423 12,000 5,000 35,000
Total Revenues 866,583 1,029,596 4,693,097 5,377,458 5,088,242
Expenditures
Services & Charges 43,030 112,597 131,871 50,907 51,006
Transfers & Pass
Through's - 35,447 800,000 1,305,000 2,755,000
Budgeted End Fund
Balance - - 3,761,226 4,021,551 2,282,236
Total Expenditures 43,030 148,044 4,693,097 5,377,458 5,088,242
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COMMUNITY DEVELOPMENT BLOCK GRANT
CITY MANAGER
COMMUNITY &
ECONOMIC
DEVELOPMENT
DIRECTOR
Block Grant
Administrator
Administrative
Assistant II
150
140 - CDBG 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - 8,388 - -
Intergovernmental 530,596 457,672 1,211,145 762,399 676,579
Miscellaneous Revenue 11,061 16,029 40,100 24,346 -
Total Revenues 541,657 473,701 1,259,633 786,745 676,579
Expenditures
Salaries & Wages 72,082 78,722 72,791 77,781 80,503
Personnel Benefits 27,791 31,136 29,147 30,962 31,905
Supplies 1,535 2,756 1,200 1,200 1,200
Services & Charges 110,352 149,572 297,350 204,302 422,971
Transfers & Pass
Through's 289,000 272,446 859,145 472,500 140,000
Total Expenditures 500,760 534,632 1,259,633 786,745 676,579
140 - HOME 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - - - -
Intergovernmental 278,497 162,924 200,000 119,200 119,200
Transfer In - - - - -
Total Revenues 278,497 162,924 200,000 119,200 119,200
Expenditures
Salaries & Wages 7,879 2,683 - - -
Personnel Benefits 3,520 1,194 - - -
Supplies 1,363 182 - - -
Services & Charges 266,599 158,501 200,000 119,200 119,200
Budgeted End Fund
Balance - - - - -
Total Expenditures 279,361 162,560 200,000 119,200 119,200
151
140 - NSP 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 63,011 - -
Miscellaneous Revenue - 20,000 - 52,350 52,350
Total Revenues - 20,000 63,011 52,350 52,350
Expenditures
Salaries & Wages 721 739 - - -
Personnel Benefits 304 326 - - -
Services & Charges 783 9,284 48,330 52,350 52,350
Budgeted End Fund
Balance - - 14,681 - -
Total Expenditures 1,808 10,349 63,011 52,350 52,350
Community Development Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 1 1 1 1 1
152
153
ECONOMIC DEVELOPMENT FUND
CITY MANAGER
COMMUNITY &
ECONOMIC
DEVELOPMENT
DIRECTOR
Deputy Economic
Development
Director
Administrative
Assistant II
154
194 - Economic
Development 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 1,022,273 1,478,322 1,465,550
Intergovernmental 319,863 354,375 324,000 370,000 370,000
Miscellaneous Revenue 1,274,913 1,020,481 1,503,810 1,001,560 1,001,640
Debt Proceeds - - - - -
Capital Asset Sale 54,680 66,693 - - -
Transfer In - - - - -
Total Revenues 1,649,456 1,441,549 2,850,083 2,849,882 2,837,190
Expenditures
Salaries & Wages - 57,420 89,107 120,701 124,926
Personnel Benefits - 25,197 36,408 44,561 45,757
Supplies 187,971 150,891 50,972 84,515 53,630
Services & Charges 503,295 800,492 1,276,008 643,555 319,442
Transfers & Pass
Through's 452,714 265,621 35,000 375,000 -
Capital Outlay - 18,597 42,500 116,000 145,000
Debt Principal 466,605 475,938 - - -
Debt Interest 18,851 9,519 - - -
Budgeted End Fund
Balance - - 1,320,088 1,465,550 2,148,435
Total Expenditures 1,629,436 1,803,675 2,850,083 2,849,882 2,837,190
Economic Development Fund Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 0 0 1 1 1
155
MARTIN LUTHER KING CENTER FUND
CITY MANAGER
ADMINISTRATIVE &
COMMUNITY
SERVICES
DIRECTOR
RECREATION
SERVICES
MANAGER
Recreation Specialist
156
145 - MLK Center 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues Budgeted Beg Fund
Balance - - 180,000 136,139 113,431
Charges Goods &
Services 2,994 2,865 3,000 - -
Miscellaneous
Revenue 40,055 44,892 41,900 47,804 48,412
Transfer In 120,000 120,000 70,000 70,000 70,000
Total Revenues 163,049 167,757 294,900 253,943 231,843
Expenditures
Salaries & Wages 32,217 35,121 34,067 36,167 36,853
Personnel Benefits 12,891 14,405 14,525 15,110 15,520
Supplies 2,360 1,668 32,530 4,330 4,330
Services & Charges 57,376 58,809 82,017 84,905 86,713
Budgeted End Fund
Balance - - 131,761 113,431 88,427
Total Expenditures 104,844 110,003 294,900 253,943 231,843
Martin Luther King (MLK) Center Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 1 1 1 1 1
157
CEMETERY FUND
CITY MANAGER
ADMINISTRATIVE &
COMMUNITY
SERVICES
DIRECTOR
FACILITIES
MANAGER
Customer Service
Representative
Groundsman I
Seasonal Employee
158
160 – Cemetery 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues Budgeted Beg Fund
Balance - - 40,807 40,011 28,748
Charges Goods &
Services 248,456 214,595 245,390 256,000 258,800
Miscellaneous Revenue 678 3,280 750 1,700 1,700
Transfer In 60,000 - - - -
Total Revenues 309,134 217,875 286,947 297,711 289,248
Expenditures
Salaries & Wages 92,795 89,297 98,210 101,864 105,430
Personnel Benefits 32,009 32,401 31,662 32,081 32,905
Supplies 57,662 53,864 55,910 62,910 65,810
Services & Charges 73,532 69,033 72,348 72,108 75,988
Budgeted End Fund
Balance - - 28,817 28,748 9,115
Total Expenditures 255,998 244,595 286,947 297,711 289,248
Cemetery Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 1.5 1.5 1.5 1.5 1.5
159
SENIOR SERVICES
CITY MANAGER
ADMINISTRATIVE
& COMMUNITY
SERVICES
DIRECTOR
RECREATION
SERVICES
MANAGER
RECREATION
SPECIALIST
Registered Nurse
Administrative
Assistant I
160
170 - Senior Center 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 21,361 16,926 19,905
Intergovernmental 16,487 15,370 18,500 17,500 17,500
Charges Goods &
Services 24,525 15,671 15,100 15,100 15,100
Miscellaneous Revenue 43,616 15,282 16,100 27,300 16,100
Transfer In 250,000 231,000 280,000 240,000 244,116
Total Revenues 334,628 277,323 351,061 316,826 312,721
Expenditures
Salaries & Wages 146,340 149,488 155,072 120,172 123,977
Personnel Benefits 56,198 58,959 59,443 47,828 49,249
Supplies 13,859 6,941 6,000 8,850 5,350
Services & Charges 108,574 74,443 111,681 120,071 114,998
Budgeted End Fund
Balance - - 18,865 19,905 19,147
Total Expenditures 324,971 289,831 351,061 316,826 312,721
Senior Center Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 2 2 2 1.5 1.5
161
161 - Blvd
Maintenance 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 1,945,877 2,311,220 2,353,406
Charges Goods &
Services 131,620 157,750 151,000 135,000 135,000
Miscellaneous
Revenue 32,082 38,368 20,031 18,744 17,519
Debt Proceeds 152,308 243,387 218,484 35,000 22,000
Total Revenues 316,010 439,505 2,335,392 2,499,964 2,527,925
Expenditures
Services & Charges - - 4,228 8,958 9,406
Transfers & Pass
Through’ s 75,000 170,000 137,600 137,600 137,600
Budgeted End Fund
Balance - - 2,193,564 2,353,406 2,380,919
Total Expenditures 75,000 170,000 2,335,392 2,499,964 2,527,925
165 – Athletics 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 215,000 234,778 193,394
Charges Goods &
Services 141,041 122,678 145,690 156,590 158,005
Miscellaneous
Revenue 3,920 4,088 5,000 5,000 5,000
Total Revenues 144,961 126,766 365,690 396,368 356,399
Expenditures
Salaries & Wages 17,297 14,132 27,896 20,822 19,700
Personnel Benefits 4,216 3,642 7,373 5,827 5,685
Supplies 34,570 27,111 33,280 42,770 43,270
Services & Charges 61,513 62,933 84,834 133,555 136,953
Budgeted End Fund
Balance - - 212,307 193,394 150,791
Total Expenditures 117,596 107,818 365,690 396,368 356,399
162
166 – Golf 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 158,000 27,000 89,647
Charges Goods &
Services 1,382,764 1,325,669 1,473,500 1,578,500 1,578,500
Miscellaneous
Revenue 277,433 283,639 280,500 280,500 280,500
Total Revenues 1,660,197 1,609,308 1,912,000 1,886,000 1,948,647
Expenditures
Supplies 40 - 2,000 2,000 2,000
Services & Charges 1,693,915 1,769,789 1,742,269 1,794,353 1,794,029
Budgeted End Fund
Balance - - 167,731 89,647 152,618
Total Expenditures 1,693,955 1,769,789 1,912,000 1,886,000 1,948,647
180 - Multi Modal 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 289,063 341,661 163,574
Intergovernmental 70,965 74,191 101,069 101,554 102,585
Miscellaneous
Revenue 76,569 86,585 82,715 87,809 90,304
Total Revenues 147,534 160,776 472,847 531,024 356,463
Expenditures
Supplies 2,545 3,150 9,000 10,000 10,000
Services & Charges 56,633 40,326 182,823 57,450 58,123
Transfers & Pass
Through’ s - - - 300,000 -
Budgeted End Fund
Balance - - 281,024 163,574 288,340
Total Expenditures 59,178 43,476 472,847 531,024 356,463
163
182 - School Impact 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - - - -
Charges Goods &
Services 1,902,075 2,325,575 2,500,000 2,500,000 2,500,000
Miscellaneous Revenue 850 1,367 - - -
Total Revenues 1,902,925 2,326,942 2,500,000 2,500,000 2,500,000
Expenditures
Services & Charges 1,915,573 2,333,355 2,500,000 2,500,000 2,500,000
Total Expenditures 1,915,573 2,333,355 2,500,000 2,500,000 2,500,000
185 - Marina 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 43,125 82,484 88,532
Miscellaneous Revenue 17,762 19,184 19,600 19,600 19,600
Total Revenues 17,762 19,184 62,725 102,084 108,132
Expenditures
Salaries & Wages 50 - - - -
Personnel Benefits 27 - - - -
Supplies - - - - -
Services & Charges 12,514 10,471 13,710 13,552 13,580
Budgeted End Fund
Balance - - 49,015 88,532 94,552
Total Expenditures 12,591 10,471 62,725 102,084 108,132
164
188 – Lodging 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - - - -
Taxes 277,117 327,947 275,000 -
Charges Goods &
Services - - - 325,000 325,000
Miscellaneous Revenue 136 430 - 250 250
Total Revenues 277,253 328,377 275,000 325,250 325,250
Expenditures
Services & Charges 308,697 328,241 275,000 325,250 325,250
Budgeted End Fund
Balance - - - - -
Total Expenditures 308,697 328,241 275,000 325,250 325,250
189 - Litter
Abatement 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 9,651 19,618 22,052
Charges Goods &
Services 10,625 12,500 12,500 12,500 12,500
Miscellaneous Revenue 35 116 50 50 50
Transfer In 5,000 5,000 5,000 5,000 5,000
Total Revenues 15,660 17,616 27,201 37,168 39,602
Expenditures
Services & Charges 12,816 8,705 15,145 15,116 15,122
Budgeted End Fund
Balance - - 12,056 22,052 24,480
Total Expenditures 12,816 8,705 27,201 37,168 39,602
165
190 - Revolve Abate 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 497,402 328,473 239,413
Charges Goods &
Services 124,153 79,278 50,000 50,000 50,000
Fines & Penalties 235,467 171,813 130,500 130,500 130,500
Miscellaneous Revenue 7,060 10,523 5,500 5,500 5,500
Total Revenues 366,680 261,614 683,402 514,473 425,413
Expenditures
Services & Charges 162,372 296,240 112,934 275,060 275,258
Budgeted End Fund
Balance - - 570,468 239,413 150,155
Total Expenditures 162,372 296,240 683,402 514,473 425,413
191 – TRAC 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 217,847 465,228 466,597
Taxes 276,864 325,587 275,000 - -
Miscellaneous Revenue 427 1,192 300 3,000 3,000
Transfer In - - - 275,000 275,000
Total Revenues 277,291 326,779 493,147 743,228 744,597
Expenditures
Services & Charges 273,948 122,003 278,094 276,631 276,713
Budgeted End Fund
Balance - - 215,053 466,597 467,884
Total Expenditures 273,948 122,003 493,147 743,228 744,597
166
192 - Park Develop 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 1,877,837 2,196,028 1,719,769
Charges Goods &
Services 293,209 465,088 504,100 504,100 504,100
Miscellaneous Revenue 11,978 30,369 10,000 10,000 10,000
Total Revenues 305,187 495,457 2,391,937 2,710,128 2,233,869
Expenditures
Services & Charges - - 21,247 30,359 30,977
Transfers & Pass
Through's 287,560 924,619 20,000 960,000 420,000
Budgeted End Fund
Balance - - 2,350,690 1,719,769 1,782,892
Total Expenditures 287,560 924,619 2,391,937 2,710,128 2,233,869
193 - Capital
Improvement REET 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 3,208,745 7,042,960 1,669,400
Taxes 1,722,389 2,235,264 1,700,000 1,750,000 1,760,000
Miscellaneous Revenue 45,669 80,411 28,000 75,000 75,000
Transfer In - - - - -
Total Revenues 1,768,058 2,315,675 4,936,745 8,867,960 3,504,400
Expenditures
Services & Charges - - 7,260 19,016 19,967
Transfers & Pass
Through's 642,917 1,422,673 4,407,000 7,179,544 1,010,000
Budgeted End Fund
Balance - - 522,485 1,669,400 2,474,433
Total Expenditures 642,917 1,422,673 4,936,745 8,867,960 3,504,400
167
195 - Stadium/
Convention Center 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 290,735 445,254 453,943
Taxes 276,864 325,588 315,000 - -
Miscellaneous Revenue 33,008 30,524 32,300 34,300 34,300
Debt Proceeds - - - 2,000,000 -
Transfer In - - - 160,000 160,000
Total Revenues 309,872 356,112 638,035 2,639,554 648,243
Expenditures
Services & Charges 165,001 175,210 220,609 25,611 25,611
Transfers & Pass
Through's - - - 2,000,000 -
Debt Principal 116,394 119,886 123,484 80,000 83,200
Debt Interest 10,793 7,302 3,705 80,000 76,800
Budgeted End Fund
Balance - - 290,237 453,943 462,632
Total Expenditures 292,188 302,398 638,035 2,639,554 648,243
196 - Hotel/Motel
Excise Tax 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - - - 19,378
Taxes - - - 625,500 625,500
Total Revenues - - - 625,500 644,878
Expenditures
Services & Charges - - - 171,122 171,122
Transfers & Pass
Through's - - - 435,000 435,000
Budgeted End Fund
Balance - - - 19,378 38,756
Total Expenditures - - - 625,500 644,878
168
ENTERPRISE FUND
169
PUBLIC WORKS - UTILITIES
CITY MANAGER
PUBLIC WORKS
DIRECTOR
PUBLIC WORKS
SUPERINTENDENT
PW DIVISION
MANANGER
WATER
DISTRIBUTION
Foreman
Heavy Equipment
Operator
Utility Maintenance
Worker
CROSS
CONNECTION
Cross Connection
Specialist
Utility Maintenance
Worker
PWRF/
IRRIGATION
Foreman
Pump Mechanic
Heavy Equipment
Operator
Utility Maintenance
Worker
PW DIVISION
MANAGER
WATER
TREATMENT
PLANT
Chief Plant
Operator
Pump Mechanic
Plant Operator
Utility Maintenance
Worker
WASTEWATER
TREATMENT
PLANT
Chief Plant
Operator
Plant Operator
Utility Maintenance
Worker
Lab Technician
PW DIVISION
MANAGER
STORMWATER
Operator/Mechanic
Heavy Equipment
Operator
Utility Maintenance
Worker
SEWER
COLLECTION
Collections Lead
Worker
Heavy Equipment
Operator
Utility Maintenance
Worker
Administrative
Assistant I
Instrument
Technician
Environmental
Coordinator
Pretreatment
Technician
ADMINISTRATIVE
ASSISTANT II
170
410 - Utilities 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 24,457,191 22,737,575 19,589,195
Licenses And Permits 158,564 185,593 185,593 208,198 208,198
Intergovernmental 10,937 6,074,201 600,000 1,216,000 195,000
Charges for Service 23,419,633 25,628,338 27,244,704 29,106,353 28,477,553
Finds & Forfeitures - - - - -
Miscellaneous 170,541 285,358 89,438 22,963,562 9,246,227
Other Financing Source 1,965,411 1,827,575 - 1,805,100 1,805,100
Debt Service Proceeds 4,002,452 9,998,509 4,243,000 854,000 263,500
Transfers in - 65,000 - - -
Total Revenues 29,727,538 44,064,574 56,819,926 78,890,788 59,784,773
Expenditures
Salaries 3,097,783 3,461,415 4,109,593 4,235,139 4,383,060
Personnel Benefits 2,255,786 1,636,421 1,816,911 1,889,050 1,949,885
Supplies 1,715,117 1,918,032 2,234,240 2,388,448 2,390,438
Other Service Charges 9,669,315 9,923,546 10,573,482 12,897,845 11,857,356
Transfer Out - - - - -
Capital Outlay 8,277,511 10,205,709 11,515,125 31,304,700 11,150,000
Debt Services Principal 8,715,547 3,281,308 3,768,233 4,671,269 3,011,771
Debt Services Interest 1,511,021 1,629,123 1,975,729 1,915,142 1,813,475
Budgeted End Fund
Balance - - 20,826,613 19,589,195 23,228,788
Total Expenditures 35,242,080 32,055,554 56,819,926 78,890,788 59,784,773
Water/Sewer Utilities Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 57.65 57.65 58.65 59.65 59.65
171
PUBLIC WORKS – OPERATIONS DIVISION
MISSION
To provide sustainable and responsive operations and maintenance of the City’s streets and utilities
through thoughtful and deliberate execution of municipal services in support of public needs and
Council goals and objectives.
MAJOR FUNCTIONS
Public Works Operations (Operations) provides reliable and cost-effective maintenance for the
City’s water, sewer, irrigation, stormwater, and process water reuse facility utilities, and also
maintains the City streets and traffic signal systems. Operations also provide, as an internal service
provider, regular and routine maintenance of City owned vehicles and equipment.
2018 KEY ACCOMPLISHMENTS
Operations underwent a thorough reorganization that is unconventional within the public
works community. This began in fall 2017 and included:
o A review and analysis completed by the Division Managers and Superintendent of the
organizational structure including staff and manager assignments.
o Restructure of the organization splitting the operation into four divisions: Maintenance,
Construction, Pumps, and Plants. The intent of this shift was to better meet expectations
of the Public, to prioritize our work assignments with Council’s goals, and to align work-
types and work-functions.
o Each of the new divisions incorporate work functions from each of the previous five
divisions;
Maintenance and Construction Divisions will provide service to water, streets,
sewer, irrigation, and storm water related tasks and work assignments, including
special projects that may come up from time to time.
Pump Crew performs work related to pump and mechanical maintenance at the
PWRF and within the water, sewer, and irrigation utilities.
Plant operations will focus their time and efforts on process control at the
wastewater and water treatment plants.
WATER
Complete an additional 22% of the Unidirectional Flushing – program is on schedule.
Closely worked with the Fire Department and Port of Pasco to install fire service at the Fire
Training Facility and on Maitland Avenue, work is ongoing to accomplish the installation of 10
new fire hydrants.
Evaluated vendors through field testing meters and telemetry infrastructure advancing our goal
to install electronic read meters on the water system. Work will continue through 2019. (CIP
Project #18050)
Worked with Department of Health and to advance their Water Plants Optimization Program
including:
o Implementation of enhanced backwash process to eliminate the turbidity spike seen
when returning a filter back to service;
172
o Completed several studies related to plant operation optimization, coagulation, ways
to improve process, and ways to avoid inherently creating risk;
o Installed filter turbidity meter flow controllers and online analytics for improved
disinfection monitoring, increasing the plants disinfection contact time.
Processed and supplied nearly 3.9 billion gallons of water through September – four percent
increase over 2017.
City of Pasco received a 1st Place in the American Water Works Association (Central
Washington) subsection for best tasting water.
Completed filter system assessment to guide repair decision and determine improvements to
filtration processes at the Butterfield Water Treatment Plant – assessment to assist with
determination of existing life of filters and provide analysis to filter needs as plant expands.
SEWER
Advanced goal to CCTV 100% of the City’s sewer infrastructure by indexing and uploading
video into Cartegraph.
Inspected 100% of the City’s manholes including indexing, GPS, and uploading into GIS and
Cartegraph.
Received zero claims against the City for sewer backups and responded to 30 customer service
calls related to sewer services.
Received recognition from the Department of Ecology for a fourth consecutive year of a
violation-free waste water plant operation.
Completed implementation of work order module in Cartegraph, ongoing efforts will enhance
system to track work and associated costs of sewer infrastructure.
IRRIGATION
Streamlined maintenance assignments by aligning types of work performed by crews and
assigning crews that perform similar tasks to better meet the needs of the public.
Continued the installation of isolation valves to lessen the number of customers impacted by a
major repair or routine maintenance by quickly isolating leaks.
Completed Irrigation System Capacity Study which identified additional source capacity needs
to service approximately 80 acres of future irrigable land available and bring system up to meet
minimum 30 psi everywhere.
Reduced number of service calls needing response by over 27%.
Increased supplied irrigation water by 11% (2.8 billion gallons).
STORMWATER
Redesigned maintenance programs to focus stormwater infrastructure efforts to areas that
discharge into the Columbia River.
Developed a Stormwater Utility Education and Outreach Program utilized at the Benton County
Fair, Cinco de Mayo and Fiery Foods Festivals, and Tons of Trucks.
Progressed goal of developing plan to conduct a system-wide condition assessment every five
years by starting with systems that discharge directly into the river. This effort will be ongoing.
173
Prioritized maintenance work with strategic and focused efforts with Cartegraph and developed
a standard for timing and frequency each catch basin will be visited
Completed 100% identification, documentation, and mitigation of all illicit discharges
Maintained low quantity of low quality water from entering the Columbia River by focused
efforts on the six storm water outfalls and inspecting and cleaning each.
PROCESS WATER REUSE FACILITY
Installed new solids handling auger that is appropriately sized to meet current and future
demands that conveys solids from industrial waste into bins for disposal.
Rehabilitated two wells which included the looping of well infrastructure to allow for more
consistent and reliable well water to pivots.
Improvements in staff maintenance programs continued to advance operational reliability
including no center-pivot breakdowns in 2018.
Improved remote communication capabilities through the installation of new line-of-site
antenna which allow all pivots and wells to be controlled remotely.
Completed Facilities Plan/Engineering Study and will begin work on rate study for facility
upgrades identified.
Installed new style tires on Circle 5 for testing with the goal of reducing staff time filling ruts
created by the irrigation pivots.
Repaired seventeen pipe breaks throughout the farm and facility, an ongoing effort due to the
age of the equipment.
Connected five irrigation wells together to improve delivery efficiency of well water to the farm
circles.
Increased volume of industrial waste by 13.5% (5.1 billion gallons) into facility.
2019-2020 GOALS
WATER
Continue efforts to complete an additional 22% of the Unidirectional Flushing.
Train and deploy staff for the ongoing maintenance of city fire hydrants to help mitigate future
failures and supporting Fire Rating.
Continue analysis and installation of electronic read meters. (CIP Project #18050)
Continue working with the Department of Health on their water plants optimization program.
Completion of the EPA Cyanotoxin two-year monitoring program – this is an EPA requirement
based on the method in which we dose chlorine.
Meet Uni-Directional Flushing goal of at least 22% of zones to meet on a 5-year cycle as to
ensure compliance with the Fire Rating program.
Continue planned replacement of Butterfield filter underdrains on two complete filter units –
this will be part of the maintenance program until all 16 filter underdrains have been replaced.
Meet Fire Hydrant Maintenance goal of every hydrant maintained once per year - this ensures
compliance with the Fire Rating program.
174
SEWER
CCTV all critical and problem areas of the City’s sewer infrastructure – this routine maintenance
program ensures the sewer infrastructure operates at its highest efficiency.
Inspect remaining City manholes so 100% are documented as assets in Cartegraph.
Receive zero claims against the City for sewer backups – a continuing annual goal.
Maintain a violation-free treatment plant operation – a continuing annual goal.
Complete construction of the Wastewater Treatment Plan Programmable Login Controllers
(PLC) and Controls Upgrade Project (CIP Project #18059) – this project replaces the existing
outdated 1990’s era system with one that has the ability to use Ethernet connectivity, that uses
reliable and readily available technical support, parts and service, includes modern software
packages and hardware upgrades and provides significant improvement to system reliability and
continuity.
Repair and/or replace ten manhole castings identified as top priority repairs
Complete the inspection of at least 33% of the gravity sewer system – a continuing annual goal.
Develop a work order system based on Cartegraph’s Overall Condition Rating for the sewer
system.
IRRIGATION
Continue annual installation of isolation valves through the utility to lessen the number of
customers impacted by a major repair or routine maintenance.
Rehabilitate two of the irrigation well sites – this will be an annual goal to ensure reliable
irrigation service
Rebuild three Pressure Reducing Valves – this will be an annual goal to ensure reliable irrigation
service.
Achieve over 95% system reliability.
Improve isolation of leaks through the installation of 6 new in-line valves in the street in areas
where mains run through back yards.
STORM WATER
Annual completion of 100% CCTV of the City’s stormwater infrastructure in Basins Four and
Five – to ensure stormwater discharges to the Columbia River are within NPDES requirements.
Develop a plan to conduct a system-wide condition assessment every five years – this ensures
the National Pollutant Discharge Elimination System program requirements are being met.
Identify, document, and mitigate 100% of all illicit discharges to the stormwater system
Repair and/or replace ten manhole castings identified as top priority repairs
Repair and/or replace failed catch basins as identified and prioritized during annual inspections
PROCESS WATER REUSE FACILITY (PWRF) & FARM OPERATIONS
Continue to evaluate the effectiveness of trial pivot improvements to help reduce maintenance
needs throughout the irrigation season.
Complete Solids Handling Improvements (drying bed) project (CIP Project #17011).
Remove stored solids from old equalization pond and deliver to drying beds for drying and
disposal – this will eliminate much of the odor problems with the current facility.
175
Complete pump and force main reconfiguration at Foster Wells Lift station to provide more
reliability and redundancy so as to reduce unanticipated shutdowns and negative impacts to
Processors.
Rehabilitate two fresh water wells – this annual effort ensures these wells continue to operate
efficiently to supplement reuse water being used to irrigate the farm circles.
Implement new pre-treatment requirements for all processors to help ensure the long-term
viability of the PWRF facilities.
Maintain functionality of PWRF while engineered improvements are being built.
Full implementation and use of Cartegraph for a work order system to track all work and costs
Continue pivot improvements – install and evaluate effectiveness of boom backs for improved
circle track longevity between maintenance efforts
Work with City Clerk to maintain a consistent records management system.
176
INTERNAL SERVICE FUNDS
177
EQUIPMENT RENTAL
CITY MANAGER
PUBLIC WORKS
DIRECTOR
SUPERINTENDENT
DIVISION
MANAGER
Chief Mechanic
Mechanics
Administrative
Assistant I
178
510 - Equipment
O&M Government 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 334,101 312,453 337,178
Charges Goods &
Services 48,033 1,106,028 - 1,499,470 1,545,889
Miscellaneous Revenue 1,076,328 10,148 923,223 6,000 6,000
Transfer In - - - 115,306 -
Total Revenues 1,124,361 1,116,176 1,257,324 1,933,229 1,889,067
Expenditures
Salaries & Wages 172,657 201,925 285,963 464,040 480,280
Personnel Benefits 100,543 60,766 117,634 190,154 196,054
Supplies 461,683 591,553 604,970 738,150 731,114
Services & Charges 222,446 220,105 137,056 203,707 180,929
Budgeted End Fund
Balance - - 111,701 337,178 300,690
Total Expenses 957,329 1,074,349 1,257,324 1,933,229 1,889,067
511 - Equipment
O&M Utility 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 144,368 115,306 -
Charges Goods &
Services - 468,237 - 136,600 139,332
Miscellaneous Revenue 319,111 1,379 407,575 - -
Total Revenues 319,111 469,616 551,943 251,906 139,332
Expenditures
Salaries & Wages 91,870 166,554 172,003 - -
Personnel Benefits 37,964 67,381 70,966 - -
Supplies 199,681 208,802 251,615 136,600 139,332
Services & Charges 88,478 44,856 38,337 - -
Transfer out - - - 115,306 -
Budgeted End Fund
Balance - - 19,022 - -
Total Expenses 417,993 487,593 551,943 251,906 139,332
179
515 - Equipment
Replacement
Government
2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 10,518,631 11,953,885 10,927,271
Charges Goods &
Services - 2,850,783 - 1,463,495 1,472,411
Miscellaneous Revenue 1,174,112 73,942 1,617,741 656 656
Debt Proceeds 496,606 525,938 14,567 14,567 14,567
Transfer In - - - - -
Total Revenues 1,670,718 3,450,663 12,150,939 13,432,603 12,414,905
Expenditures
Supplies 68,878 83,433 - - 220,000
Transfers & Pass
Through's - - - - -
Capital Outlay 1,088,622 1,918,163 392,881 505,332 579,014
Debt Principal - - - 2,000,000 -
Budgeted End Fund
Balance - - 11,758,058 10,927,271 11,615,891
Total Expenses 1,157,500 2,001,596 12,150,939 13,432,603 12,414,905
516 - Equipment
Replacement Utility 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 5,227,184 5,045,599 5,015,381
Charges Goods &
Services - 535,480 - 625,382 608,070
Miscellaneous Revenue 878,757 61,884 591,867 - -
Debt Proceeds - - - - -
Transfer In - - - - -
Total Revenues 878,757 597,364 5,819,051 5,670,981 5,623,451
Expenditures
Supplies - - - - -
Capital Outlay 433,218 21,127 504,200 655,600 52,470
Budgeted End Fund
Balance - - 5,314,851 5,015,381 5,570,981
Total Expenses 433,218 21,127 5,819,051 5,670,981 5,623,451
180
Equipment Rental Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 4.7 4.7 5.7 5.7 5.7
181
MEDICAL SERVICE FUND
CITY MANAGER
Deputy City
Manager
Human Resources
Manager
Human Resources
Analyst
182
521 - Medical 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 2,050,000 2,935,638 3,907,515
Charges Goods &
Services 5,583,136 6,020,162 6,009,028 6,355,841 6,475,283
Miscellaneous Revenue 33,612 156,294 98,000 105,000 110,000
Total Revenues 5,616,748 6,176,456 8,157,028 9,396,479 10,492,798
Expenditures
Salaries & Wages - - 26,573 30,449 31,515
Personnel Benefits - - 9,921 10,758 11,080
Services & Charges 5,070,824 4,890,558 5,373,757 5,447,757 5,532,257
Transfers & Pass
Through's - - 75,000 - -
Budgeted End Fund
Balance - - 2,671,777 3,907,515 4,917,946
Total Expenses 5,070,824 4,890,558 8,157,028 9,396,479 10,492,798
522 - Dental 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - (25,000) 63,478 61,253
Charges Goods &
Services 429,315 469,086 487,943 489,852 504,548
Miscellaneous Revenue 699 1,247 1,000 2,000 2,000
Transfer In - - 75,000 - -
Total Revenues 430,014 470,333 538,943 555,330 567,801
Expenditures
Services & Charges 444,450 456,359 471,023 494,077 497,767
Budgeted End Fund
Balance - - 67,920 61,253 70,034
Total Expenses 444,450 456,359 538,943 555,330 567,801
Medical/Dental Insurance Personnel Summary
Number of Employees (FTE)
2016 2017 2018 2019 2020
Total 0.3 0.3 0.3 0.3 0.3
183
530 - Central Stores 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 12,456 13,080 12,635
Miscellaneous Revenue 90 125 55 55 55
Total Revenues 90 125 12,511 13,135 12,690
Expenditures
Supplies - - 500 500 500
Budgeted End Fund
Balance - - 12,011 12,635 12,190
Total Expenses - - 12,511 13,135 12,690
184
ALL OTHER FUNDS
185
367 - General CIP 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - - - -
Intergovernmental 343,019 3,192,349 9,398,000 3,102,000 14,160,000
Miscellaneous Revenue - 35,000 - 8,973,200 6,815,300
Capital Contribution
Cash - 26,748 4,720,000 - -
Debt Proceeds - - 1,320,000 7,921,000 -
Transfer In 8,432,675 4,455,223 6,690,145 27,253,544 5,383,700
Total Revenues 8,775,694 7,709,320 22,128,145 47,249,744 26,359,000
Expenditures
Supplies 761,606 409,715 - - -
Services & Charges 224,436 437,454 789,553 848,627 853,558
Transfers & Pass
Through's - - - - -
Capital Outlay 7,829,465 6,531,019 21,338,592 46,401,117 25,505,442
Total Expenditures 8,815,507 7,378,188 22,128,145 47,249,744 26,359,000
605 - Cemetery
Endowment 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 501,529 532,848 562,848
Charges Goods &
Services 18,609 17,552 15,000 20,000 20,000
Miscellaneous Revenue 122 1,193 200 10,000 12,500
Total Revenues 18,731 18,745 516,729 562,848 595,348
Expenditures
Budgeted End Fund
Balance - - 516,729 562,848 595,348
Total Expenditures - - 516,729 562,848 595,348
186
610 - Old Fire Pension 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund
Balance - - 2,411,750 2,755,894 2,741,965
Intergovernmental 58,193 63,503 64,000 73,500 73,500
Miscellaneous Revenue 255,214 347,898 17,516 8,760 8,796
Dividends 12,735 36,220 25,000 34,310 34,310
Debt Proceeds 6,348 - 6,879 7,340 7,604
Total Revenues 332,490 447,621 2,525,145 2,879,804 2,866,175
Expenditures
Salaries & Wages 118,054 120,503 129,984 134,400 137,000
Services & Charges 7,914 5,870 5,423 3,439 5,273
Budgeted End Fund
Balance - - 2,741,965 2,723,902
Total Expenditures 125,968 126,373 2,525,145 2,879,804 2,866,175
619 - Old Fire OPEB 2016 Actual 2017 Actual 2018 Budget 2019 Budget 2020 Budget
Revenues
Budgeted Beg Fund Balance - - 2,515,522 2,907,441 2,799,536
Miscellaneous Revenue 305,359 454,273 10,000 5,000 5,000
Dividends 12,858 53,582 40,000 52,000 52,000
Total Revenues 318,217 507,855 2,565,522 2,964,441 2,856,536
Expenditures
Personnel Benefits 105,048 94,835 105,048 87,540 90,166
Services & Charges 86,859 54,052 81,167 77,365 77,465
Budgeted End Fund Balance - - 2,379,307 2,799,536 2,688,905
Total Expenditures 191,907 148,887 2,565,522 2,964,441 2,856,536
187
CAPITAL IMPROVEMENT PLAN
The Capital Improvements Projects section lists capital improvement projects budgeted for the six-
year period, including funding sources.
188
Project Name
Total
Project
Cost
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan
Year
2020
Plan
Year
2021
Plan
Year
2022
Plan
Year
2023
Plan
Year
2024
Total
Request
2019-2024
FACILITIES 13,558,544 44,000 788,000 9,151,544 3,375,000 200,000 - - - 12,726,544
-
Animal Control Shelter 4,991,000 44,000 603,000 4,344,000 - - - - - 4,344,000
Downtown Police Substation & Services Facility 100,000 - 50,000 50,000 - - - - - 50,000
City Hall Remodel Phase II 1,767,544 - 100,000 1,667,544 - - - - - 1,667,544
Wayfinding & Signage 650,000 35,000 190,000 225,000 200,000 - - - 615,000
Community Center 4,050,000 - - 900,000 3,150,000 - - - - 4,050,000
Gesa Stadium 2,000,000 - - 2,000,000 - - - - - 2,000,000
FIRE/AMBULANCE 19,527,107 - 122,107 18,980,000 175,000 - 250,000 - - 19,405,000
Fire Station 83 Replacement 5,966,952 - 47,107 5,919,845 - - - - - 5,919,845
Fire Station 84 Replacement 12,705,155 - 75,000 12,630,155 - - - - - 12,630,155
Fire Station 81 Remodel 605,000 - - 180,000 175,000 - 250,000 - - 605,000
Fire Station 85 Land Purchase 250,000 - - 250,000 - - - - - 250,000
PARK & RECREATION 23,491,000 137,000 1,469,000 7,465,000 3,605,000 5,500,000 2,560,000 1,435,000 1,320,000 21,885,000
-
Peanuts Park Restoration 6,007,000 104,000 678,000 5,225,000 - - - - - 5,225,000
Schlagel Park Improvements 736,000 16,000 - 110,000 610,000 - - - - 720,000
Chapel Hill Park 440,000 - 20,000 420,000 - - - - - 420,000
Highland Park Restroom/Concession/Storage Building 210,000 - 10,000 200,000 - - - - - 200,000
Dog Park 200,000 - - 200,000 - - - - - 200,000
Road 84 Park 800,000 - - 400,000 400,000 - - - - 800,000
Road 54 Park Improvement Erwen Property 320,000 - - - 20,000 300,000 - - - 320,000
Rd 48 Park Development 1,250,000 - - - - 1,250,000 - - - 1,250,000
Community Park - Northwest 2,500,000 - - - - - 200,000 1,400,000 900,000 2,500,000
A Street Sporting Complex 1,072,000 - 32,000 140,000 900,000 - - - - 1,040,000
Sylvester Park Tennis Court Upgrades 80,000 - - - - 80,000 - - - 80,000
Marina Dock Replacement 1,800,000 - 500,000 - - 1,300,000 - - - 1,300,000
Pasco Sporting Complex Update Phase II 250,000 - 150,000 100,000 - - - - - 100,000
Memorial Pool Upgrades 500,000 - - 500,000 - - - - - 500,000
Kurtzman Shelter 60,000 - - - 60,000 - - - - 60,000
Parks & Facilities Sign Replacement 50,000 - - 20,000 15,000 15,000 - - - 50,000
Sacajawea Heritage Trail- Levee Lowering 4,696,000 17,000 79,000 100,000 - 2,500,000 2,000,000 - - 4,600,000
Sacajawea Heritage Trail - BNSF Tunnel Passage 1,650,000 - - 50,000 1,600,000 - - - - 1,650,000
FCID Trail Phase I 415,000 - - - - 55,000 360,000 - - 415,000
FCID Trail Phase II 455,000 - - - - - - 35,000 420,000 455,000
TRANSPORTATION 72,511,000 6,517,000 3,843,000 16,682,000 19,638,000 15,881,000 1,550,000 2,270,000 6,130,000 62,151,000
-
Chapel Hill Blvd Extension - LID 150 11,714,000 19,000 1,454,000 10,241,000 - - - - - 10,241,000
Argent Road (20th Ave to Rd 44) 7,195,000 272,000 794,000 1,634,000 317,000 4,178,000 - - - 6,129,000
Lewis Street Overpass 34,142,000 6,089,000 1,053,000 1,000,000 15,447,000 10,553,000 - - - 27,000,000
James Street Improvements 1,617,000 3,000 45,000 480,000 1,089,000 - - - - 1,569,000
Road 68 Interchange Improvements 796,000 134,000 114,000 548,000 - - - - - 548,000
Crescent Road (Rd 108 to Chapel Hill Blvd) 200,000 - - - 200,000 - - - - 200,000
Sandifur Parkway Widening (Rd 52 to 60) 250,000 - - - 250,000 - - - - 250,000
Road 100 Widening 1,220,000 - - - - - - 1,220,000 - 1,220,000
Wrigley Drive Extension 354,000 - - 354,000 - - - - - 354,000
Sacajawea Park Road Overlay 385,000 - - 385,000 - - - - - 385,000
20th Avenue Court Street to Interstate 182 Overlay 440,000 - - 440,000 - - - - - 440,000
Sycamore, Hugo & Waldemar Grind & Overlay 195,000 - - - - 195,000 - - - 195,000
Annual Sidewalk & Complete Street Project 800,000 - - 100,000 200,000 200,000 100,000 100,000 100,000 800,000
Pavement Preservation Program 3,360,000 - - - 555,000 555,000 750,000 750,000 750,000 3,360,000
Sandifur Sidewalk Replacement 80,000 - - - 80,000 - - - - 80,000
City Wide Traffic Signal Improvement Phase II 3,383,000 - 383,000 1,500,000 1,500,000 - - - - 3,000,000
Court Street & Road 68 Intersection Improvements 850,000 - - - - 150,000 700,000 - - 850,000
Oregon Ave (SR397) Corridor Improvement Phase II 2,730,000 - - - - - - 200,000 2,530,000 2,730,000
Road 76 Overpass 50,000 - - - - 50,000 - - - 50,000
Pedestrian Walkway on Road 68 Overpass 1,250,000 - - - - - - - 1,250,000 1,250,000
Pedestrian Walkway on Sylvester Street Overpass 1,500,000 - - - - - - - 1,500,000 1,500,000
CIP PROJECT SUMMARY BY CATEGORY: 2019-2024
CITY OF PASCO
189
Project Name
Total
Project
Cost
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan
Year
2020
Plan
Year
2021
Plan
Year
2022
Plan
Year
2023
Plan
Year
2024
Total
Request
2019-2024
CIP PROJECT SUMMARY BY CATEGORY: 2019-2024
CITY OF PASCO
UTILITIES 93,850,000 495,000 4,876,000 30,620,000 10,788,000 9,379,000 13,421,000 12,701,000 11,570,000 88,479,000
IRRIGATION 2,038,000 - 75,000 850,000 453,000 165,000 165,000 165,000 165,000 1,963,000
Annual Irrigation System Improvements - Development 525,000 - 25,000 200,000 200,000 25,000 25,000 25,000 25,000 500,000
Annual Irrigation Upsize - Development 350,000 - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000
System Improvement & Rehab Projects 540,000 - - 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Chapel Hill Boulevard (Road 84 to Road 68) 220,000 - - 220,000 - - - - - 220,000
Chapel Hill Boulevard to Interstate 182 - Irrigation Main 100,000 - - 100,000 - - - - - 100,000
Chapel Hill Boulevard Pressure Reducing Valve (PRV) 90,000 - - 90,000 - - - - - 90,000
Irrigation Main Extension - Wrigley Drive 213,000 - - 100,000 113,000 - - - - 213,000
-
PROCESS WATER REUSE FACILITY 22,820,000 147,000 2,723,000 17,111,000 2,839,000 - - - - 19,950,000
-
Columbia East Force Main & Lift Station 10,509,000 122,000 2,517,000 6,943,000 927,000 - - - - 7,870,000
PWRF Solids Handling Improvements 325,000 25,000 - 300,000 - - - - - 300,000
PWRF Irrigation Pump Station (IPS) Improvements 4,454,000 - 183,000 4,271,000 - - - - - 4,271,000
Foster Wells Automatic Transfer Switch Replacement 173,000 - 23,000 150,000 - - - - - 150,000
PWRF Primary Treatment Improvement 7,359,000 - - 5,447,000 1,912,000 - - - - 7,359,000
-
SEWER 40,303,000 348,000 1,778,000 10,173,000 5,850,000 5,424,000 5,420,000 6,110,000 5,200,000 38,177,000
-
Annual Sewer System Improvements - Development 717,000 17,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Annual Sewer Upsize - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
WWTP Facility Capital Improvement Projects 18,696,000 160,000 - - - 3,536,000 5,000,000 5,000,000 5,000,000 18,536,000
Wastewater Treatment Plant (PLC)s and Controls Upgrade 855,000 - - 855,000 - - - - - 855,000
River Outfall Phase I 6,464,000 - - 1,464,000 5,000,000 - - - - 6,464,000
Harris Road Sewer Transmission Main 3,829,000 114,000 1,215,000 2,500,000 - - - - - 2,500,000
9th & Washington Lift Station 793,000 27,000 35,000 731,000 - - - - - 731,000
Pearl Street Lift Station 1,173,000 17,000 266,000 510,000 380,000 - - - - 890,000
Road 36 Lift Station Upgrades 338,000 12,000 45,000 281,000 - - - - - 281,000
Maitland Lift Station - Purchase/ Install 4th Pump 150,000 1,000 17,000 132,000 - - - - - 132,000
Broadmoor Area Lift Station 3,500,000 - - 3,500,000 - - - - - 3,500,000
Road 52 & Pearl Street Lift Station 1,370,000 - - - 270,000 1,100,000 - - - 1,370,000
Road 84 & Roberts Drive Lift Station 1,130,000 - - - - - 220,000 910,000 - 1,130,000
Road 44 Corrosion & Odor Control 588,000 - - - - 588,000 - - - 588,000
STORMWATER 1,889,000 - - 200,000 200,000 310,000 779,000 200,000 200,000 1,889,000
-
Annual Stormwater Improvements - Development 600,000 - - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Stormwater Participation Program 600,000 - - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
North Industrial Way Infiltration Retrofit Project 110,000 - - - - 110,000 - - - 110,000
1st Avenue Pipe Rehab 249,000 - - - - - 249,000 - - 249,000
Sylvester Pipe Relining 330,000 - - - - - 330,000 - - 330,000
WATER 26,800,000 - 300,000 2,286,000 1,446,000 3,480,000 7,057,000 6,226,000 6,005,000 26,500,000
Annual Water System Improvements - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Annual Water Upsize - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Chapel Hill Boulevard Water Main Upsize 920,000 - - 920,000 - - - - - 920,000
Aquifer Storage & Recovery (ASR) System 1,950,000 - 100,000 - - 350,000 1,500,000 - - 1,850,000
West Pasco (WTP) Plant Improvements 3,476,000 - - 800,000 856,000 1,100,000 720,000 - - 3,476,000
Butterfield (WTP) - Chlorine Safety 325,000 - - 75,000 250,000 - - - - 325,000
Automated Meter Reading 3,750,000 - - - - 750,000 1,000,000 1,000,000 1,000,000 3,750,000
Reservoir Storage Tank(s) 11,700,000 - - - - 150,000 2,850,000 4,200,000 4,500,000 11,700,000
west of Owen St) 327,000 - - - - - 327,000 - - 327,000
Water Main Extension - Riverhaven Street (Rd 36 to Rd 40) 305,000 - - - - - - - 305,000 305,000
Water Main Replacement - Star Lane (Rd 100 to Rd 97) 218,000 - - 218,000 - - - - - 218,000
Water Main Replacement - South 18th Ave (Court St to 73,000 - - 73,000 - - - - - 73,000
Water Main Replacement - Alley East of Wehe Ave 140,000 - - - 140,000 - - - - 140,000
Water Main Replacement - Road 60 (Court St to W Pearl) 930,000 - - - - 930,000 - - - 930,000
Water Main Replacement - Richardson Road (Rd 92 to Rd 460,000 - - - - - 460,000 - - 460,000
Water Main Replacement - Road 76 (Wernett Rd to Court 826,000 - - - - - - 826,000 - 826,000
190
Project Name
Total Fund
Contribution
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan Year
2020
Plan Year
2021
Plan Year
2022
Plan
Year
2023
Plan Year
2024
Total
Request
2019-2024
INTERNAL CITY FUNDS 27,269,651 379,000 1,819,107 11,533,544 5,319,000 3,839,000 1,100,000 2,235,000 1,045,000 25,071,544
Ambulance Utility Rate 302,500 - - 90,000 87,500 - 125,000 - - 302,500
Fire Station 81 Remodel 302,500 - - 90,000 87,500 - 125,000 - - 302,500
Arterial 4,684,000 42,000 501,000 931,000 1,446,000 1,714,000 - 50,000 - 4,141,000
City Wide Traffic Signal Improvement Phase II 435,000 - 123,000 183,000 129,000 - - - - 312,000
Argent Road Widening (20th Ave to Rd 44) 3,126,000 - 364,000 731,000 317,000 1,714,000 - - - 2,762,000
Road 68 Interchange Improvements 73,000 42,000 14,000 17,000 - - - - - 17,000
Lewis Street Overpass 1,000,000 - - - 1,000,000 - - - - 1,000,000
Oregon Ave (SR397) Corridor Improvement Phase II 50,000 - - - - - - 50,000 - 50,000
Capital Improvement REET 1 3,900,651 16,000 372,107 2,612,544 185,000 15,000 - 700,000 - 3,512,544
Dog Park 165,000 - - 165,000 - - - - - 165,000
Schlagel Park Improvements 236,000 16,000 - 110,000 110,000 - - - - 220,000
City Hall Remodel Phase II 1,767,544 - 100,000 1,667,544 - - - - - 1,667,544
Community Park - Northwest 700,000 - - - - - - 700,000 - 700,000
Kurtzman Shelter 60,000 - - - 60,000 - - - - 60,000
Parks & Facilities Sign Replacement 50,000 - - 20,000 15,000 15,000 - - - 50,000
Fire Station 83 Replacement 272,107 - 47,107 225,000 - - - - - 225,000
Fire Station 84 Replacement 400,000 - 75,000 325,000 - - - - - 325,000
Pasco Sporting Complex Phase II 250,000 - 150,000 100,000 - - - - - 100,000
Capital Improvement REET 2 7,390,500 184,000 732,000 4,477,000 737,500 905,000 125,000 35,000 195,000 6,474,500
Animal Control Shelter 2,091,000 44,000 603,000 1,444,000 - - - - - 1,444,000
Chapel Hill Blvd Extension - LID 150 1,281,000 19,000 - 1,262,000 - - - - - 1,262,000
Community Center 900,000 - - 900,000 - - - - - 900,000
Highland Park Restroom/Concession/Storage Building 110,000 - - 110,000 - - - - - 110,000
Peanuts Park Restoration 125,000 104,000 - 21,000 - - - - - 21,000
Sacajawea Heritage Trail - BNSF Tunnel Passage 700,000 - - 50,000 650,000 - - - - 700,000
Fire Station 81 Remodel 302,500 - - 90,000 87,500 - 125,000 - - 302,500
Fire Station 85 Land Purchase 250,000 - - 250,000 - - - - - 250,000
Sacajawea Heritage Trail - Levee Lowering 1,046,000 17,000 79,000 100,000 - 850,000 - - - 950,000
Downtown Police Substation & Services Facility 100,000 - 50,000 50,000 - - - - - 50,000
FCID Trail Phase 1 55,000 - - - - 55,000 - - - 55,000
FCID Trail Phase 2 230,000 - - - - - - 35,000 195,000 230,000
Memorial Pool Upgrades 200,000 - - 200,000 - - - - - 200,000
Economic Development 100,000 61,000 39,000 - - - - - - -
Wayfinding and Signage 35,000 - 35,000 - - - - - - -
Columbia East Force Main & Lift Station 65,000 61,000 4,000 - - - - - - -
Guarantee Fund 1,058,000 - - 1,058,000 - - - - - 1,058,000
Chapel Hill Blvd Extension - LID 150 1,058,000 - - 1,058,000 - - - - - 1,058,000
Park Development 2,287,000 - 52,000 960,000 420,000 255,000 - 600,000 - 2,235,000
Chapel Hill Park 440,000 - 20,000 420,000 - - - - - 420,000
Road 54 Park Improvement Erwen Property 195,000 - - - 20,000 175,000 - - - 195,000
Sylvester Park Tennis Court Upgrades 80,000 - - - - 80,000 - - - 80,000
A Street Sporting Complex 172,000 - 32,000 140,000 - - - - - 140,000
Community Park - Northwest 600,000 - - - - - - 600,000 - 600,000
Road 84 Park 800,000 - - 400,000 400,000 - - - - 800,000
Street 880,000 - - 100,000 280,000 200,000 100,000 100,000 100,000 880,000
Annual Sidewalk & Complete Street Project 800,000 - - 100,000 200,000 200,000 100,000 100,000 100,000 800,000
Sandifur Sidewalk Replacement 80,000 - - - 80,000 - - - - 80,000
CITY OF PASCO
CIP PROJECT SUMMARY BY REVENUE SOURCE: 2019-2024
191
Project Name
Total Fund
Contribution
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan Year
2020
Plan Year
2021
Plan Year
2022
Plan
Year
2023
Plan Year
2024
Total
Request
2019-2024
CITY OF PASCO
CIP PROJECT SUMMARY BY REVENUE SOURCE: 2019-2024
Street Overlay 6,358,000 3,000 45,000 1,305,000 2,005,000 750,000 750,000 750,000 750,000 6,310,000
Crescent Road (Rd 108 to Chapel Hill Blvd) 200,000 - - - 200,000 - - - - 200,000
Lewis Street Overpass 1,000,000 - - - 1,000,000 - - - - 1,000,000
Pavement Preservation Program 3,360,000 - - - 555,000 555,000 750,000 750,000 750,000 3,360,000
James Street Improvements 528,000 3,000 45,000 480,000 - - - - - 480,000
Sandifur Parkway Widening (Rd 52 to Rd 60) 250,000 - - - 250,000 - - - - 250,000
Sacajawea Park Road Overlay 385,000 - - 385,000 - - - - - 385,000
20th Avenue Court Street to Insterstate 182 Overlay 440,000 - - 440,000 - - - - - 440,000
Sycamore, Hugo & Waldemar Grind & Overlay 195,000 - - - - 195,000 - - - 195,000
Traffic Impact Fee 309,000 73,000 78,000 - 158,000 - - - - 158,000
City Wide Traffic Signal Improvement Phase II 158,000 - - - 158,000 - - - - 158,000
Argent Road Widening (20th Ave to Rd 44) 151,000 73,000 78,000 - - - - - - -
GRANT 30,331,000 6,441,000 3,584,000 4,701,000 14,355,000 250,000 1,000,000 - - 20,306,000
0.09 Franklin County Grant 500,000 - 75,000 375,000 50,000 - - - - 425,000
Columbia East Force Main & Lift Station 500,000 - 75,000 375,000 50,000 - - - - 425,000
CDBG Grant 811,000 - 678,000 133,000 - - - - - 133,000
Peanuts Park Restoration 811,000 - 678,000 133,000 - - - - - 133,000
Connecting WA Grant 15,000,000 - 1,053,000 1,000,000 12,947,000 - - - - 13,947,000
Lewis Street Overpass 15,000,000 - 1,053,000 1,000,000 12,947,000 - - - - 13,947,000
Department of Commerce Grant 2,575,000 - 1,339,000 1,091,000 145,000 - - - - 1,236,000
Columbia East Force Main & Lift Station 2,575,000 - 1,339,000 1,091,000 145,000 - - - - 1,236,000
Department of Ecology Grant 1,325,000 - 75,000 - - 250,000 1,000,000 - - 1,250,000
Aquifer Storage & Recovery (ASR) System 1,325,000 - 75,000 - - 250,000 1,000,000 - - 1,250,000
Economic Development Administration Grant 65,000 61,000 4,000 - - - - - - -
Columbia East Force Main & Lift Station 65,000 61,000 4,000 - - - - - - -
STP Grant 9,908,000 6,380,000 360,000 1,955,000 1,213,000 - - - - 3,168,000
City Wide Traffic Signal Improvement Phase II 2,643,000 - 260,000 1,170,000 1,213,000 - - - - 2,383,000
Lewis Street Overpass 6,089,000 6,089,000 - - - - - - - -
Argent Road Widening (20th Ave to Rd 44) 199,000 199,000 - - - - - - - -
Road 68 Interchange Improvements 673,000 92,000 100,000 481,000 - - - - - 481,000
Wrigley Drive Extension 304,000 - - 304,000 - - - - - 304,000
TAP Grant 147,000 - - 147,000 - - - - - 147,000
City Wide Traffic Signal Improvement Phase II 147,000 - - 147,000 - - - - - 147,000
LOAN 2,683,000 - 183,000 2,500,000 - - - - - 2,500,000
HAEFIC Loan 683,000 - 183,000 500,000 - - - - - 500,000
PWRF Irrigation Pump Station (IPS) Improvements 683,000 - 183,000 500,000 - - - - - 500,000
Interfund Loan 2,000,000 - - 2,000,000 - - - - - 2,000,000
Gesa Stadium 2,000,000 - - 2,000,000 - - - - - 2,000,000
INSURANCE 500,000 - 500,000 - - - - - - -
Marina Dock Replacement 500,000 - 500,000 - - - - - - -
192
Project Name
Total Fund
Contribution
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan Year
2020
Plan Year
2021
Plan Year
2022
Plan
Year
2023
Plan Year
2024
Total
Request
2019-2024
CITY OF PASCO
CIP PROJECT SUMMARY BY REVENUE SOURCE: 2019-2024
MUNICIPALITIES PARTNERSHIP 2,900,000 - - 2,900,000 - - - - - 2,900,000
Animal Control Shelter 2,900,000 - - 2,900,000 - - - - - 2,900,000
PRIVATE DONATIONS 170,000 - - 170,000 - - - - - 170,000
Dog Park 35,000 - - 35,000 - - - - - 35,000
Highland Park Restroom/Concession/Storage Building 35,000 - - 35,000 - - - - - 35,000
Memorial Pool Upgrades 100,000 - - 100,000 - - - - - 100,000
PRIVATE PARTNERSHIPS 3,619,000 - 352,000 903,000 - 2,364,000 - - - 3,267,000
Argent Road Widening (20th Ave to Rd 44) 3,619,000 - 352,000 903,000 - 2,364,000 - - - 3,267,000
PROPOSED LID 9,375,000 - 1,454,000 7,921,000 - - - - - 7,921,000
Chapel Hill Blvd Extension - LID 150 9,375,000 - 1,454,000 7,921,000 - - - - - 7,921,000
REGIONAL MUNICIPALITIES DONATIONS 100,000 - - 100,000 - - - - - 100,000
Memorial Pool Upgrades 100,000 - - 100,000 - - - - - 100,000
SALES OF ASSETS 750,000 - - 750,000 - - - - - 750,000
Fire Station 83 Replacement 750,000 - - 750,000 - - - - - 750,000
SCHOOL DONATIONS 100,000 - - 100,000 - - - - - 100,000
Memorial Pool Upgrades 100,000 - - 100,000 - - - - - 100,000
UNSECURED 130,471,000 160,000 1,128,000 45,407,000 15,891,000 23,432,000 13,837,000 13,406,000 17,210,000 129,183,000
Unsecured 44,656,000 - 1,118,000 13,432,000 8,165,000 14,341,000 1,700,000 2,370,000 3,530,000 43,538,000
Community Center 3,150,000 - - - 3,150,000 - - - - 3,150,000
Lewis Street Overpass 10,553,000 - - - - 10,553,000 - - - 10,553,000
Marina Dock Replacement 1,300,000 - - - - 1,300,000 - - - 1,300,000
Peanuts Park Restoration 1,290,000 - - 1,290,000 - - - - - 1,290,000
Pearl Street Lift Station 357,000 - - - 357,000 - - - - 357,000
James Street Improvements 1,039,000 - - - 1,039,000 - - - - 1,039,000
Wayfinding and Signage 615,000 - - 190,000 225,000 200,000 - - - 615,000
Road 44 Corrosion & Odor Control 588,000 - - - - 588,000 - - - 588,000
Road 48 Park Development 750,000 - - - - 750,000 - - - 750,000
Sacajawea Heritage Trail - BNSF Tunnel Passage 750,000 - - - 750,000 - - - - 750,000
Columbia East Force Main & Lift Station 7,304,000 - 1,095,000 5,477,000 732,000 - - - - 6,209,000
PWRF Primary Treatment Improvement 7,359,000 - - 5,447,000 1,912,000 - - - - 7,359,000
Court Street & Road 68 Intersection Improvements 850,000 - - - - 150,000 700,000 - - 850,000
Oregon Ave (SR397) Corridor Improvement Phase II 2,680,000 - - - - - - 150,000 2,530,000 2,680,000
Road 100 Widening 1,220,000 - - - - - - 1,220,000 - 1,220,000
Road 76 Overpass 50,000 - - - - 50,000 - - - 50,000
Automated Meter Reading 3,750,000 - - - - 750,000 1,000,000 1,000,000 1,000,000 3,750,000
Harris Road Sewer Transmission Main 878,000 - - 878,000 - - - - - 878,000
Foster Wells Automatic Transfer Switch Replacement 173,000 - 23,000 150,000 - - - - - 150,000
193
Project Name
Total Fund
Contribution
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan Year
2020
Plan Year
2021
Plan Year
2022
Plan
Year
2023
Plan Year
2024
Total
Request
2019-2024
CITY OF PASCO
CIP PROJECT SUMMARY BY REVENUE SOURCE: 2019-2024
Unsecured Future Bond 17,250,000 - - 17,250,000 - - - - - 17,250,000
Fire Station 83 Replacement 4,944,845 - - 4,944,845 - - - - - 4,944,845
Fire Station 84 Replacement 12,305,155 - - 12,305,155 - - - - - 12,305,155
Unsecured Grant 2,815,000 - 10,000 55,000 - - - - 2,750,000 2,805,000
Highland Park Restroom/Concession/Storage Building 65,000 - 10,000 55,000 - - - - - 55,000
Pedestrian Walkway on Road 68 Overpass 1,250,000 - - - - - - - 1,250,000 1,250,000
Pedestrian Walkway on Sylvester Street Overpass 1,500,000 - - - - - - - 1,500,000 1,500,000
Unsecured RCO Grant 7,660,000 - - - 1,600,000 2,275,000 2,560,000 100,000 1,125,000 7,660,000
Road 54 Park Improvement Erwen Property 125,000 - - - - 125,000 - - - 125,000
Sacajawea Heritage Trail - Levee Lowering 3,650,000 - - - - 1,650,000 2,000,000 - - 3,650,000
Schlagel Park Improvements 500,000 - - - 500,000 - - - - 500,000
A Street Sporting Complex 900,000 - - - 900,000 - - - - 900,000
Community Park - Northwest 1,200,000 - - - - - 200,000 100,000 900,000 1,200,000
FCID Trail Phase I 360,000 - - - - - 360,000 - - 360,000
FCID Trail Phase II 225,000 - - - - - - - 225,000 225,000
Road 48 Park Development 500,000 - - - - 500,000 - - - 500,000
Sacajawea Heritage Trail - BNSF Tunnel Passage 200,000 - - - 200,000 - - - - 200,000
Unsecured Revenue Bond 54,309,000 160,000 - 10,889,000 6,126,000 6,816,000 9,577,000 10,936,000 9,805,000 54,149,000
Reservoir Storage Tank(s) 11,700,000 - - - - 150,000 2,850,000 4,200,000 4,500,000 11,700,000
WWTP Facility Capital Improvement Projects 18,696,000 160,000 - - - 3,536,000 5,000,000 5,000,000 5,000,000 18,536,000
Wastewater Treatment Plant (PLC)s and Controls Upgrade 855,000 - - 855,000 - - - - - 855,000
Water Main Replacement - Road 60 930,000 - - - - 930,000 - - - 930,000
PWRF Irrigation Pump Station (IPS) Improvements 3,771,000 - - 3,771,000 - - - - - 3,771,000
River Outfall Phase 1 6,464,000 - - 1,464,000 5,000,000 - - - - 6,464,000
Water Main Replacement - Star Lane (Rd 100 to Rd 97) 218,000 - - 218,000 - - - - - 218,000
Water Main Extension - Alton Street 327,000 - - - - - 327,000 - - 327,000
Water Main Replacement - Richardson Road (Rd 92 to Rd 9 460,000 - - - - - 460,000 - - 460,000
Water Main Replacement - Road 76 (Wernett Rd to Court 826,000 - - - - - - 826,000 - 826,000
Water Main Extension - Riverhaven Street (Rd 36 to Rd 40) 305,000 - - - - - - - 305,000 305,000
Road 36 Lift Station Upgrades 281,000 - - 281,000 - - - - - 281,000
Road 52 & Pearl Street Lift Station 1,370,000 - - - 270,000 1,100,000 - - - 1,370,000
West Pasco (WTP) Plant Improvements 3,476,000 - - 800,000 856,000 1,100,000 720,000 - - 3,476,000
Broadmoor Area Sewer Lift Station 3,500,000 - - 3,500,000 - - - - - 3,500,000
Road 84 & Roberts Drive Lift Station 1,130,000 - - - - - 220,000 910,000 - 1,130,000
Unsecured Section 108 Loan 3,781,000 - - 3,781,000 - - - - - 3,781,000
Peanuts Park Restoration - - 3,781,000 - - - - - 3,781,000
194
Project Name
Total Fund
Contribution
Project
to Date
12/31/17
Current
Year
Anticipated
Cost
Plan
Year
2019
Plan Year
2020
Plan Year
2021
Plan Year
2022
Plan
Year
2023
Plan Year
2024
Total
Request
2019-2024
CITY OF PASCO
CIP PROJECT SUMMARY BY REVENUE SOURCE: 2019-2024
CURRENT REVENUE BOND 4,860,000 189,000 1,578,000 3,070,000 23,000 - - - - 3,093,000
Utility 2013 Revenue Bond 25,000 25,000 - - - - - - - -
PWRF Solids Handling Improvements 25,000 25,000 - - - - - - - -
Utility 2015 Revenue Bond 946,000 105,000 35,000 806,000 - - - - - 806,000
9th & Washington Lift Station 766,000 - 35,000 731,000 - - - - - 731,000
Butterfield (WTP) - Chlorine Safety 75,000 - - 75,000 - - - - - 75,000
Pearl Street Lift Station 8,000 8,000 - - - - - - - -
Harris Road Sewer Transmission Main 84,000 84,000 - - - - - - - -
Road 36 Lift Station Upgrades 12,000 12,000 - - - - - - - -
Maitland Lift Station- Purchase/ Install 4th Pump 1,000 1,000 - - - - - - - -
Utility 2017 Revenue Bond 3,889,000 59,000 1,543,000 2,264,000 23,000 - - - - 2,287,000
9th & Washington Lift Station 27,000 27,000 - - - - - - - -
Pearl Street Lift Station 808,000 9,000 266,000 510,000 23,000 - - - - 533,000
Harris Road Sewer Transmission Main 2,860,000 23,000 1,215,000 1,622,000 - - - - - 1,622,000
Road 36 Lift Station Upgrades 45,000 - 45,000 - - - - - - -
Maitland Lift Station- Purchase/ Install 4th Pump 149,000 - 17,000 132,000 - - - - - 132,000
UTILITY RATE 9,959,000 24,000 500,000 2,993,000 1,993,000 1,075,000 1,844,000 765,000 765,000 9,435,000
Utility Rate 9,959,000 24,000 500,000 2,993,000 1,993,000 1,075,000 1,844,000 765,000 765,000 9,435,000
1st Avenue Pipe Rehab 249,000 - - - - - 249,000 - - 249,000
Butterfield (WTP) - Chlorine Safety 250,000 - - - 250,000 - - - - 250,000
Chapel Hill Boulevard (Rd 84 to Rd 68) 220,000 - - 220,000 - - - - - 220,000
Annual Irrigation System Improvements - Development 525,000 - 25,000 200,000 200,000 25,000 25,000 25,000 25,000 500,000
Annual Irrigation Upsize - Development 350,000 - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Chapel Hill Boulevard to Interstate 182 - Irrigation Main 100,000 - - 100,000 - - - - - 100,000
Irrigation Main Extension - Wrigley Drive 213,000 - - 100,000 113,000 - - - - 213,000
PWRF Solids Handling Improvements 300,000 - - 300,000 - - - - - 300,000
Annual Sewer System Improvements - Development 717,000 17,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Annual Sewer Upsize - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
North Industrial Way Infiltration Retrofit Project 110,000 - - - - 110,000 - - - 110,000
Sylvester Pipe Relining 330,000 - - - - - 330,000 - - 330,000
Annual Water System Improvements - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Annual Water Upsize - Development 700,000 - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Chapel Hill Boulevard Water Main Upsize 920,000 - - 920,000 - - - - - 920,000
Harris Road Sewer Transmission Main 7,000 7,000 - - - - - - - -
Aquifer Storage & Recovery (ASR) System 625,000 - 25,000 - - 100,000 500,000 - - 600,000
Annual Stormwater Improvements - Development 600,000 - - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Stormwater Participation Program 600,000 - - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
System Evaluation Project 150,000 - - 150,000 - - - - - 150,000
Chapel Hill Boulevard Pressure Reducing Valve (PRV) 90,000 - - 90,000 - - - - - 90,000
System Improvement & Rehab Projects 540,000 - - 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Argent Road Widening (20th Ave to Rd 44) 100,000 - - - - 100,000 - - - 100,000
Road 68 Interchange Improvements 50,000 - - 50,000 - - - - - 50,000
Lewis Street Overpass 500,000 - - - 500,000 - - - - 500,000
Wrigley Drive Extension 50,000 - - 50,000 - - - - - 50,000
James Street Improvements 50,000 - - - 50,000 - - - - 50,000
Water Main Replacement - Alley East of Wehe Ave 140,000 - - - 140,000 - - - - 140,000
Water Main Replavement - South 18th Ave (Court St to WA 73,000 - - 73,000 - - - - - 73,000
195
APPENDICES
APPENDIX 1 ..................................................... GLOSSARY OF BUDGET TERMS AND ACRONYMS
APPENDIX 2 ................................................................................................... REVENUE MANUAL
APPENDIX 3 ........................................................................................................... FEE SCHEDULE
APPENDIX 4 ................................................................................................... SALARY SCHEDULES
APPENDIX 5 ................................................................................................................. STATISTICS
196
GLOSSARY OF BUDGET TERMS AND ACRONYMS
This glossary identifies terms and ACRONYMS used in this budget. Accounting terms are defined in
general and user friendly terminology.
Account – A record of additions, deletions, and balances of individual assets, liabilities, equity,
revenues and expenses.
Ad Valorem Taxes – (Property Tax) A tax levied on the assessed value of real property.
Agency Fund – A fund used to account for assets held by a government as an agent for individuals,
private organizations, other governments and/or other funds.
Appropriation – A legal authorization granted by a legislative body to make expenditures and to
incur obligations for specific purposes. An appropriation is usually limited in amount and as to the
time when it may be expended.
Appropriation for Ordinances or Resolutions – An ordinance or resolution by means of which
appropriations are given legal effect. It is the method by which the expenditure side of the annual
operating budget is enacted into law by the legislative body.
Assessed Valuation – A valuation set upon real estate or other property by the County Assessor as a
basis for levying property taxes.
BARS – The Budgeting, Accounting and Reporting System for accounting systems prescribed by the
Washington State Auditor’s Office.
Balanced Budget – A budget is considered balanced when the fund’s total resources of beginning
fund balance, revenues and other financing sources is equal to the total of expenditures, other
financing uses and ending fund balance.
Basis of Accounting – The timing of recognition, that is, when the effects of transactions or events
should be recognized for financial reporting purposes. For example, the effects of transactions or
events can be recognized on an accrual basis (that is, when the transactions or events take place), or
on a cash basis (that is, when cash is received or paid). Basis of accounting is an essential part of
measurement focus because a particular timing of recognition is necessary to accomplish a particular
measurement focus.
Cash Basis – A basis of accounting under which transactions are recognized only when cash is
received or disbursed.
Accrual Basis – A basis of accounting under which transactions are recorded in the periods in
which those transactions occur, rather than only in the periods in which cash is received or paid
by the government.
197
Modified Accrual Basis – A basis of accounting according to which (a) revenues and other financial
resources are recognized when they become available and measurable and (b) expenditures are
recognized in the accounting period in which the fund liability is incurred, if measurable, except
for un-matured interest on general long-term debt and certain similar accrued obligations, which
should be recognized when due.
Modified Cash Basis – is the cash basis of accounting adjusted for Washington State statute. RCW
35.33.151 and RCW 35A.33.150 requires cities to keep their books open in order to pay
December bills by the following January 20. RCW 36.40.200 requires counties to keep their
books open until January 30 in order to pay December bills and charge the prior year.
Benefits – For budgeting purposes, employee benefits are employer payments for social security,
retirement, group health and life insurance, and worker's compensation.
Bond – A written promise to pay a specified sum of money, called the face value or principal amount,
at a specified date or dates in the future, called the maturity date(s), together with periodic interest
at a specified rate.
Budget – A legal document that provides City officials with the authority to incur obligations and
pay expenses, allocating resources among departments and funds to reflect Council priorities and
policies.
Budgetary Control – The control or management of a government or enterprise in accordance with
an approved budget for the purpose of keeping expenditures within the limitations of available
appropriations and available revenues.
Budget Document – The instrument used by the budget-making authority to present a comprehensive
financial program to the appropriating body. In addition to the budget document, an appropriation
ordinance is necessary to formally approve the budget.
Budget Amendment – The method used to make revisions to the adopted budget. Transfers between
expenses within a fund do not require Council approval unless the adjustment includes use of fund
balance.
Capital Assets – Capital assets include land, improvements to land, easements, buildings, building
improvements, vehicles, machinery, equipment, infrastructure, and all other tangible or intangible
assets that are used in operations and have a useful life extending beyond a single reporting period,
and a cost of $5,000 or greater.
Capital Improvements Plan (CIP) – A plan for capital expenditures to be incurred each year over a
fixed period of years to meet capital needs arising from the long-term work program or otherwise.
Capital Outlays – Expenditures that result in the acquisition of or addition to fixed assets.
198
Capital Projects Fund – A type of fund which accounts for financial resources that are restricted,
committed or assigned to expenditures for the acquisition and construction of major capital facilities
for general governmental purposes.
CCTV – Closed Circuit Television
Community Development Block Grant (CDBG) – A grant received annually by the City from the
Department of Housing and Urban Development. While included in the budget for accounting
purposes, specific allocation of these funds occurs in a separate process.
Comprehensive Plan – A long-range policy adopted by the City to guide decisions affecting the
community’s physical development.
Consumer Price Index (CPI) – CPI measures a price change for a constant market basket of goods
and services from one period to the next within the same city.
COPS Grant – Community Oriented Policing Services (COPS) Grant – A federal grant awarded to
the City by the United States Department of Justice for the purpose of partially funding additional
police staff for specific programs as identified in the grant application.
Cost Allocation – The assignment of applicable costs incurred by a central services department to a
fund based on the benefit to the fund being assessed.
Councilmanic Bonds – General Obligation bonds whose issuance was authorized by the City Council.
Debt – An obligation resulting from the borrowing of money or from the purchase of goods and
services. Debts of governments include bonds, registered warrants, notes, contracts and accounts
payable.
Debt Service – Interest and principal payments on debt.
Debt Service Fund – A fund established to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest. Formerly called a sinking fund.
Debt Limit – The maximum amount of gross or net debt that is legally permitted.
Deficit – The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over
revenues during an accounting period; or, in the case of proprietary funds, the excess of expense
over income during an accounting period
EPA – Environmental Protection Agency is an independent agency of the United States federal
government for environmental protection.
Enterprise Fund – Proprietary fund type used to report an activity for which a fee is charged to
external users for goods or services.
199
ESRI – ESRI is an international supplier of geographic information system software, web GIS and
geodatabase management applications.
Expenditures – For Governmental Funds. Decreases in net current assets. Expenditures include debt
service, capital outlays, and those current operating costs that require the use of current assets.
Expenses – For Business Type Funds. Decreases in net total assets. Expenses represent the total cost
of operations during a period regardless of the timing of related expenditures.
Fiduciary Fund – A fund that accounts for assets held by the City as a trustee.
Fiscal Policy – The City Government's policies with respect to revenues, spending, and debt
management as these relate to government services, programs and capital investment. Fiscal policy
provides an agreed upon set of principles for the planning and programming of government budgets
and their funding.
Fiscal Year – A 12-month period to which the annual operating budget applies and at the end of
which a government determines its financial position and the results of its operations.
Fixed Assets – Assets intended to be held or used for a long term purpose, such as land, buildings,
and improvements other than buildings, machinery and equipment. The City's capitalization
threshold is $5,000.
Full Time Equivalent Position (FTE) – Refers to budgeted employee positions based on the number
of hours for each position. A full-time position is 1.0 FTE and represents 2,080 hours per year.
Fund – A fiscal and accounting entity with self-balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of attaining certain objectives in accordance with
special regulations, restrictions, or limitations.
GAAP – Generally Accepted Accounting Principles, which are mostly determined by the GASB.
General Fund – A specific Governmental Fund that accounts for tax supported activities of the City
and other types of activities not accounted for in other funds.
GEMT – The Ground Emergency Medical Transportation (GEMT) program provides supplemental
payments for ambulance services.
GASB – Governmental Accounting Standards Board. The authoritative accounting and financial
standard-setting body for government entities.
General Fund – Accounts for all revenues and expenditures that are not accounted for in any other
fund except those required by statute. It is a fund supported by taxes, fees and other miscellaneous
revenues.
200
General Obligation Bonds – Bonds for the payment of which the full faith of the issuing government
is pledged. G.O. Bonds can be voter approved (unlimited-tax general obligation bond-UTGO)
where property owners are assessed property taxes for the debt repayment, or non-voted (limited-
tax general obligation bonds-LTGO) that are authorized by the governing authority (City Council)
and are paid with existing tax revenues or another source.
Governmental Fund Types – Funds that provide general government services. These include the
General Fund, Special Revenue Funds, Capital Project Funds and Debt Service Funds.
Intergovernmental Revenue – Funds received from federal, state and other local government sources
in the form of grants, shared revenues, and payments in lieu of taxes.
Internal Service Funds – These funds account for operations that provide goods or services to other
departments or funds of the City or to other governmental units on a cost-reimbursement basis.
LEOFF – The “Law Enforcement Officers and Fire Fighters” retirement system of the state that
provides coverage for city public safety employees.
Levy Rate – The property tax percentage rate used in computing the property tax amount due the
City.
LID – Local Improvement District or Special Assessments made against certain properties to defray
part or all of the cost of a specific improvement or service deemed to primarily benefit those
properties.
MRT-DV – Moral Reconation Therapy for domestic violence is a behavioral treatment for offenders
either in custody or in the community, while on bail or on probation.
Operating Budget – The annual appropriation to maintain the provision of city services to the public.
Annual operating budgets are essential to sound financial management and should be adopted by
every government.
Operating Transfer – Routine and/or recurring transfers of assets between funds.
Organizational Chart – A graphic portrayal of relationships among positions and officials established
by the City.
Personnel – Refers to the number of full-time or part-time regular authorized positions which may
be employed within the operation of the City.
PERS – Public Employee’s Retirement System. The States’ system for Public Employee Retirement,
applicable in most Cities.
Permanent Fund – A fund whose resources are legally restricted to the extent that only earnings and
not principal may be used for purposes that support the fund’s programs.
201
Refunding Bonds – Bonds issued to retire bonds already outstanding. The refunding bonds may be
sold for cash and outstanding bonds redeemed in cash, or the refunding bonds may be exchanged
with holders of outstanding bonds.
Reserve – (1) An account used to segregate a portion of fund balance to indicate that it is not available
for expenditure; and (2) an account used to segregate a portion of fund equity as legally set aside
for a specific future use.
Revenue – Income received by the City in support of a program of services to the community. It
includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest income
and miscellaneous revenue.
Revenue Bonds – Bonds whose principal and interest are secured by and payable exclusively from
earnings of an enterprise or proprietary fund.
SAFER Grant – Staffing for Adequate Fire and Emergency Response Grant. A grant awarded to the
City by FEMA for the purpose of fully staffing the Fire and Ambulance Department. The grant
provides a portion of the funding needed for new hires.
Salaries and Wages – Monetary compensation in the form of an annual or hourly rate of pay for
hours worked.
SCADA – Supervisory control and data acquisition is a system of software and hardware elements
that allows industrial organizations to Control industrial processes locally or at remote locations.
Services and Charges – Expenditures for services other than personal services which are required by
the City in the administration of its assigned functions, such as contracted services, insurance, utilities,
printing, advertising, insurance and rental of equipment.
Special Revenue Funds – Funds used to account for the proceeds of specific revenue sources that are
legally restricted to expenditure for specific purposes.
Supplies and Materials – Articles and commodities which are consumed or materially altered when
used; such as, office supplies, motor fuel, building supplies and postage.
Taxes – Compulsory charges levied by a government to finance services performed for the common
benefit. This term does not include specific charges made against particular persons or property for
current or permanent benefits, such as special assessments. Neither does the term include charges for
services rendered only to those paying such charges (e.g., sewer service charges).
Tax Rate Limit – The maximum rate at which a government may levy a tax. The limit may apply to
taxes raised for a particular purpose or to taxes imposed for all purposes and may apply to a single
government or to a class of governments operating in a particular area. Overall tax rate limits usually
restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given
area. The tax rate limit for general purposes for the City of Pasco is $3.60.
202
UGA – Urban Growth Area is an area designated, within which urban growth will be encouraged.
Working Capital – Working capital is generally defined as current assets minus current liabilities.
Working capital measures short term financial health of a proprietary fund.
203
City of Pasco
Revenue Manual
204
205
Dear Reader:
The purpose of this document is to provide the City Council, the residents of the City of Pasco, and any
reader a clear understanding of the major sources of general fund revenue. All governmental entities are
subject to accounting standards that require fund accounting. This requirement has the benefit of segregating
revenues and expenditures by their unique purpose, when applicable. As its title suggests, the general fund is
the general, nonspecific fund that captures revenue activity that is not restricted to a specific purpose and
accounts for expenditures that are the outcome of general purpose governmental activity.
As with any organization, beneficial planning includes an understanding of sources of revenue and
anticipated expenditures. This document outlines the major sources of general fund revenues, providing a
brief description and, where applicable, key attributes of the revenue and the historical revenue level. As
part of the City’s budget process, the anticipated 2019 and 2020 revenues have been estimated. Those 2019
and 2020 budgeted general fund revenues are included in this revenue manual.
If you have any questions, please contact Richa Sigdel at (509) 544-3065.
206
Taxes
2019 Proposed
Budget
2020 Proposed
Budget
General Property Tax 10,561,963 10,987,008
Retail Sales Tax 15,352,183 15,771,026
Utility Tax 9,583,525 9,725,394
Other Tax 1,216,350 1,221,400
Sub-Total Taxes 36,714,021 37,704,828
Fees & Charges
General Govt 3,790,214 3,986,542
Public Safety 1,611,056 1,589,155
Culture & Recreation 199,525 204,525
Economic Environment 2,018,000 2,018,000
Sub-Total Fees & Charges 7,618,795 7,798,222
Intergovernmental Revenues
PUD Privilege Tax 680,000 685,000
Liquor Board Profits 600,494 604,949
Grants 504,164 373,464
Liquor Excise Tax 378,253 397,516
Other 253,199 260,829
Sub-Total Intergovernmental Revenues 2,416,110 2,321,758
Licenses & Permits
Building Permits 1,350,000 1,350,000
Business License 509,500 509,500
Animal License 222,000 222,000
Other 148,000 148,000
Sub-Total Licenses & Permits 2,229,500 2,229,500
Fines & Forefeits
Traffic 774,000 774,000
Non Traffic 91,000 91,000
Court 40,600 40,600
Sub-Total Fines & Forefeits 905,600 905,600
Other Sources
Bond Proceeds 17,250,000 -
Rent 319,350 320,550
Transfer in 227,600 227,600
Interest 200,000 210,000
Other 72,750 73,150
Sub-Total Other Sources 18,069,700 831,300
Total General Fund Revenue 67,953,726 51,791,208
Summary - General Fund Revenue Sources by Category
2%
14%
23%
16%
3%
0%
2%
6%
0%
1%
1%
1%
1%
0%
0%
1%
2%
0%
0%
1%
0%
0%
0%
0%
25%
207
Continued on next page.
2019 Proposed
Budget
2020 Proposed
Budget
Taxes
General Property Tax 10,561,963 10,987,008
Retail Sales Tax 15,352,183 15,771,026
Natural Gas 705,020 721,020
Solid Waste 738,312 745,695
Cable TV 463,208 467,606
Telephone 1,199,929 1,200,000
Electricity 4,208,069 4,303,556
Water 883,479 892,302
Irrigation 128,816 133,227
Sewer 819,953 829,660
Stormwater 145,580 154,403
PWRF 291,159 277,925
Gambling 856,350 861,400
Leasehold 225,000 225,000
Admissions Tax 135,000 135,000
Sub-Total Taxes 36,714,021 37,704,828
Licenses & Permits
Building Permits 1,350,000 1,350,000
Business License 509,500 509,500
Animal License 222,000 222,000
Rental License 126,500 126,500
Other 21,500 21,500
Sub-Total Licenses & Permits 2,229,500 2,229,500
Intergovernmental Revenues
PUD Privilege Tax 680,000 685,000
Liquor Board Profits 600,494 604,949
Liquor Excise Tax 378,253 397,516
Grants 504,164 373,464
City-County Assistance 110,000 112,000
Criminal Justice 104,499 110,129
DUI-Cities 11,000 11,000
Other 27,700 27,700
Sub-Total Intergovernmental Revenues 2,416,110 2,321,758
Significant General Fund Revenue Sources by Category
208
Continued from previous page.
Significant General Fund Revenue Sources by Category
Fees & Charges
General Govt 3,790,214 3,986,542
Public Safety 1,611,056 1,589,155
Culture & Recreation 199,526 204,525
Economic Environment 2,018,000 2,018,000
Sub-Total Fees & Charges 7,618,796 7,798,222
Fines & Forefeits
Non Traffic 91,000 91,000
Court 40,600 40,600
Traffic 774,000 774,000
Sub-Total Fines & Forefeits 905,600 905,600
Other Sources
Bond Proceeds 17,250,000 -
Interest 200,000 210,000
Other Misc 59,350 59,350
Contributions 13,400 13,800
Rent 319,350 320,550
Transfer in 227,600 227,600
Sub-Total Other Sources 18,069,700 831,300
Total General Fund Revenue 67,953,727 51,791,208
209
Taxes
210
Revenue: Property Tax
Description: A property tax is an ad valorem tax on the value of a property, usually levied on real
estate. This revenue is used to support general government purposes like police, fire and parks. Rates are
expressed in “dollars per $1,000 of assessed value (AV)”. The Washington State Constitution limits the
annual rate of property taxes that may be imposed on an individual parcel of property to one percent of its
true and fair value. Hence, property tax revenue can be increased by the said one percent, plus any
construction and annexation.
Historical Data:
Where Do Your Property Tax Dollars Go?
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Property Tax $7,803,698 $7,963,302 $8,182,758 $8,182,758 $10,561,963 $10,987,008
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
211
Changes: The Supreme Court ruling on the McCLeary decision in 2012 has shifted the responsibility for
funding schools to the State, finding that the State was failing in its “paramount duty” to pay for basic
education under the State constitution. This decision will result in a significant decrease in property taxes for
City of Pasco property owners, an estimated decrease of $2.44 per thousand assessed value. The chart
below shows actual property tax levied by Franklin County, as well as, an estimated collection for 2019 that
factors the decrease in the Maintenance and Operations Bond for the Pasco School District from $3.94 to
$1.50 per assessed valuation.
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2016 2017 2018 2019 Estimated
Property Tax Collected by Franklin County
Property Tax Levy Rates 2018 Rates
Direct Levy
City of Pasco 1.75
Overlapping Regular and Special Levies
Veterans Relief 0.01
Mental Health 0.03
Courthouse Restoration 0.10
Current Expense 1.23
State School Pt1 1.90
State School Pt2 1.03
Port of Pasco 0.28
School #1 M&O 3.95
School #1 Bond 2.00
Subtotal - Overlapping Levies 10.52
Total 12.27
212
Revenue: Sales Tax
Description: Revenue from sales tax is used to support general City services, as well as, for criminal justice
and public safety purposes. Sales tax is the largest revenue for the City’s General Fund.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Sales Tax $14,055,885 $14,838,955 $14,343,740 $14,700,000 $15,352,183 $15,771,026
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Breakdown of Sales
Tax Rate 2018 Rates
State 6.5%
City/County (85%/15%) 1.0%
Transit 0.6%
Public Safety* 0.3%
Criminal Justice** 0.1%
Juvenile Detention 0.1%
Total 8.6%
*RCW 82.14.450; 60% is retained by counties, remaining 40% is allocated to cities on a per capita basis
**RCW 82.14.340; County receives 10% of tax proceeds; remaining 90% is distributed to cities and unincorporated areas based on population
213
From Where Does the City’s Sales Tax Dollars Come?
The City of Pasco has a fairly diverse economy with approximately half of the City’s sales tax revenue being
collected from retail activity, including automotive dealerships. The chart below illustrates the major sources
for the City’s retail sales tax collections for the year 2017.
Retail Trade
51%
Construction
14%
Wholesale Trade
9%
Accommodation
and Food Services
8%
Other
18%
214
Revenue: Utility Tax
Description: The City has the authority to tax 8.5% on utility revenue including water, sewer,
garbage, irrigation, solid waste, storm water, electricity, telephone, and cable. Of this tax, 7.5% of the
proceeds are disbursed to the City’s general fund, with the remainder being disbursed to the street overlay
and street operations funds.
Historical Data:
Revenue: Other Tax
Description: This category includes leasehold, gambling, and admissions taxes. Gambling tax applies to
all card games, punch board games, pull tabs, bingo games, raffles, and amusement games played within the
City limits. Admissions tax (2.5%) is levied upon every person who pays an admission charge to gain
entrance to any business or activity located in the City limits.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Utility Tax 7,965,282 9,274,980 9,318,808 9,143,628 9,583,525 9,725,394
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Other Tax 1,162,334 1,252,024 1,215,170 1,215,170 1,216,350 1,221,400
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
215
Fees & Charges*
*Categories are based on Washington State’s Budgeting, Accounting, and Reporting System (BARS)
216
Revenue: General Government
Description: Resources funded out of the general fund provide services like finance, human resources,
safety and administration to all funds within the City. The City uses a cost allocation plan to adequately
distribute the administrative services cost to funds within the City. The largest revenue source accounted for
within this category is the administrative services cost at $3M in 2018.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
General Government 3,216,229 3,269,348 3,576,250 3,600,000 3,790,214 3,986,542
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
217
Revenue: Public Safety
Description: Resources funded out of the general fund provide services to external agencies like the
Port of Pasco and the Pasco School District. The majority of the revenue collected in the category is
attributed to the airport rescue and firefighting (ARFF) and school resource officers (SRO) programs.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Public Safety 1,218,129 1,500,605 1,503,304 1,550,000 1,611,056 1,589,155
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
218
Revenue: Economic Environment
Description: The City’s engineering department provides services to all projects undertaken by the
City. The revenue received from engineering staff efforts on projects are deposited to the general fund.
Additionally, this category includes plan check, zoning, inspection and SEPA fees.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted
2018
Estimated
2019
Proposed
2020
Proposed
Economic Environment 1,665,750 1,939,223 1,799,500 1,800,000 2,018,000 2,018,000
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
219
Revenue: Culture and Recreation
Description: The City’s recreation department provides the public with a variety of recreation
opportunities, like swimming lessons and exercise classes. All revenues from such recreation related activities
are included in this category.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Culture & Recreation 215,025 223,460 214,550 220,000 199,526 204,525
-
50,000
100,000
150,000
200,000
250,000
220
Intergovernmental
Revenues
221
Revenue: Public Utility District (PUD) Privilege Tax
Description: State and County collected revenue that is shared with schools, counties, and cities based
on a set of factors including sales, location of dams and reservoirs, and population. The tax is assessed to the
public utility district when it generates, distributes and sells electricity.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
PUD Privilege Tax 650,972 674,879 710,000 690,000 680,000 685,000
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
222
Revenue: Liquor Board Profits and Excise Tax
Description: State-collected revenues that are shared with all cities are derived from liquor receipts
(profits and excise taxes). Cities get 40% of the share of liquor board profits and 28% of the liquor excise
tax receipts.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Liquor Board Profits & Excise Tax 926,769 940,120 946,893 959,000 978,747 1,002,465
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
223
Revenue: Grants
Description: The City actively seeks grant funding from local, state and federal agencies for a variety of
programs that benefit the City. The grants included as revenue for the general fund are generally related to
police and fire services. The 2018, 2019 and 2020 budgets include Community Oriented Policing Services
(COPS) and Staffing for Adequate Fire & Emergency Response (SAFER) grant revenues for the police and fire
services, respectively.
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Grants 79,092 105,771 350,363 200,000 504,164 373,464
-
100,000
200,000
300,000
400,000
500,000
600,000
224
Licenses & Permits
225
Revenue: Building Permit Fee
Description: Building permit fees include basic building, mechanical and electrical permit fees. A permit
fee is based upon the improvement value of the project.
Historical Data:
226
Revenue: Business License Fee
Description: Businesses located within the City, or that operate temporarily within the City, must
obtain a business license. The annual fee for a business license is a flat $80 plus $20 per full time equivalent
employee (FTE).
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Business License 335,274 353,085 339,200 620,000 509,500 509,500
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
227
Revenue: Animal License Fee
Description: Animal licensing is required in the City for all dogs. Licenses are issued on a one or three-
year basis.
Altered Dogs: One Year $15 Unaltered Dogs: One Year $55
Three Years $40 Three Years $160
Historical Data:
2016 Actual 2017 Actual 2018 Adopted 2018 Estimated 2019 Proposed 2020 Proposed
Animal License 193,298 239,386 222,000 222,000 222,000 222,000
-
50,000
100,000
150,000
200,000
250,000
300,000
228
Fines & Forfeits
229
Revenue: Fines and forfeits
Description: Includes traffic and non-traffic fines and penalties. Traffic infraction fines are set by the
State Supreme Court. However, non-traffic infractions are set by the City.
Historical Data:
230
FEE SCHEDULES
Table of Contents
ANIMAL CONTROL
BUILDING PERMITS
RECREATION FACILITY RENTAL
BUSINESS LICENSES
CEMETERY
CODE ENFORCEMENT PROGRAM
STATE AND FEDERAL BACKGROUND INVESTIGATION CRIMINAL HISTORY CHECK
GOLF COURSE
MISCELLANEOUS:
PLANNING PERMITS:
POLICE:
RECREATION PROGRAMS:
STREETS:
UTILITIES BILLING:
WATER USE FEES:
SEWER USE FEES
PUBLIC WORKS AGREEMENTS AND INSPECTIONS:
STORMWATER CONSTRUCTION:
STORMWATER UTILITY:
PROCESS WATER REUSE FACILITY CHARGES:
IRRIGATION WATER UTILITY:
TRANSPORTATION IMPACT FEES:
SCHOOL IMPACT FEES:
PARK IMPACT FEES:
ANIMAL CONTROL
(PMC 8.02.360)
A) PENALTY PROVISIONS
1) FIRST OFFENSE WITHIN 5 YEARS $50
2) SECOND OFFENSE WITHIN 5 YEARS $100
3) THIRD OFFENSE WITHIN 5 YEARS $200
4) FOURTH OR MORE OFFENSES WITHIN 5 YEARS $400
B) CIVIL PENALTY POTENTIALLY DANGEROUS ANIMAL
1) FIRST OFFENSE WITHIN 5 YEARS $500
2) SECOND OFFENSE WITHIN 5 YEARS $1,000
231
3) THIRD OFFENSE WITHIN 5 YEARS $1,500
4) FOURTH OR MORE OFFENSES WITHIN 5 YEARS $2,000
C) ANNUAL LICENSE FEES
1) ANIMAL LICENSE, ONE YEAR, SPAYED/NEUTERED $15
2) ANIMAL LICENSE, THREE YEAR, SPAYED/NEUTERED $45
3) ANIMAL LICENSE, ONE YEAR, UNALTERED $55
4) ANIMAL LICENSE, THREE YEAR, UNALTERED $160
5) ANIMAL LICENSE, TAG REPLACEMENT $5
6) ANIMAL LICENSE, SENIOR TAG REPLACEMENT
7) 62+ years of age, responsible for the bill, at residence 90+ days,
income less than “very low income” of Section 8 limits based on
household size.
$3
8) KENNEL AND CATTERY $50
9) POTENTIALLY DANGEROUS OR DANGEROUS ANIMAL PERMIT $250
10) LATE FEE $10
11) DISCOUNTS TO LOW INCOME SENIOR CITIZENS (ALTERED,
SPAYED OR NEUTERED) $3
D) IMPOUND FEES
1) FIRST OFFENSE WITHIN 12 MONTS $35
2) SECOND OFFENSE WITHIN 12 MONTHS $50
3) THREE OR MORE WITHIN 12 MONTHS $100
4) BOARDING FEE (PER DAY) $10
5) VACCINATION FEE $15
BUILDING PERMITS
(PMC 3.07.030)
A) STATE BUILDING CODE COUNCIL
Charged on all Building Permits issued $4.50
B) BUILDING
1) BUILDING PERMIT BASED ON IMPROVEMENT VALUE
$1,000 to $10,000 $50
$10,001 to $12,000 $195.25
$12,001 to $13,000 $209.25
$13,001 to $14,000 $237.25
$14,001 to $15,000 $251.25
232
$15,001 to $16,000 $265.25
$16,001 to $17,000 $279.25
$17,001 to $18,000 $293.25
$18,001 to $19,000 $307.25
$19,001 to $20,000 $321.25
$20,001 to $21,000 $335.25
$21,001 to $22,000 $349.25
$22,001 to $23,000 $363.25
$23,001 to $24,000 $377.25
$24,001 to $25,000 $391.25
$25,001 to $50,000 ($391.75 for the first $25,000 + $10.10 for
each addl $1,000, or fraction thereof)
Calculated based
on dollar amount
$50,001 to $100,000 ($643.75 for the first $50,000 + $7.00 for
each addl $1,000, or fraction thereof)
Calculated based
on dollar amount
$100,001 to $500,000 ($993.75 for the first $100,000 + $5.60 for
each addl $1,000, or fraction thereof)
Calculated based
on dollar amount
$500,001 to $1,000,000 ($3,233.75 for the first $500,000 + $4.75
for each addl $1,000, or fraction thereof)
Calculated based
on dollar amount
$1,000,001 and up ($5,608.75 for the first $1,000,000 + $3.65 for
each addl $1,000, or fraction thereof)
Calculated based
on dollar amount
2) PLAN REVIEW
Improvement value less than $10,000 No Fee
Improvement value greater than $10,000 65% of building
permit fee
3) FAST TRACK PLAN REVIEW 100% of building
permit fee
C) PLUMBING
1) MINIMUM PERMIT FEE $50
2) GAS APPLIANCE AND PIPING INSTALLATION PERMIT FEE $50
D) RESTROATION OF SURFACE BY CITY AND INSPECTION
RESTORATION + 1 YEAR OF MAINTENANCE Cost
E) TESTING NEW PIPING
EXPENSE TESTS AND INSPECTIONS Cost
F) FACTORY ASSEMBLED/MOBILE HOMES
PLACEMENT PERMIT $50
G) MOVING BUILDINGS
1) WITHOUT USE OF PUBLIC RIGHT-OF-WAY $25
2) WITH USE OF RIGHT OF WAY $100
233
3) INTO CITY LIMITS FROM OUTSIDE CITY LIMITS $100
4) FROM WITHIN CITY LIMIT TO OUTSIDE CITY LIMITS $50
H) MECHANICAL PERMIT
MINIMUM PERMIT FEE $500
I) FIRE SAFETY INSPECTIONS
1) INITIAL INSPECTION – All Moderate Hazard and High Hazard
inspections taking less than 2 hours’ inspection time. (Moderate
Hazard is billed in annual increments of $37.50 – High Hazard is
billed $75 annually.)
$75
2) HIGH HAZARD INSPECTIONS OF 2 HOURS OR MORE $150
3) RE-INSPECTION – First re-inspection is without a fee. $75
J) SIGNS
APPLICATION FEE $50
K) DEMOLITION PERMITS $50
L) STREET CUT – Including inspection of surfaces
UNPAVED SURFACES $10
RECREATION FACILITY RENTAL
For recreation facility rental fees, please contact Recreation at (509) 545-3456.
BUSINESS LICENSES
(PMC 3.07.050)
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A) LICENSE BASE FEE $80
B) EMPLOYEE FEE – Per full-time equivalent $20
C) LATE PENALTY
RENTALS – Dwelling units, per license 20% of amt. due
D) RENTAL DWELLINGS – includes first unit (no maximum fee) $50
1) RESTORATION + 1 YEAR OF MAINTENANCE Cost
2) EACH ADDITIONAL UNIT $10
E) SPECIAL EVENTS
1) ATHLETIC, COMPETITIVE OR FESTIVAL $25
2) AUCTION SALES – FOR 3 DAYS $75
3) CARNIVALS AND CIRCUSES – FIRST DAY FEE $275
EACH AND EVERY DAY AFTER $125
4) CONCERT $25
5) DANCE HALL – WITHOUT LIQUOR $75
6) DANCE HALL – WITH LIQUOR $350
7) DEMONSTRATION $15
8) OUTDOOR MUSIC FESTIVAL $25
9) PARADE $15
10) PUBLIC DANCE $15
11) TEMPORARY SPECIAL SALES EVENT $40, first vendor
EACH ADDITIONAL VENDOR (MAXIMUM FOR EVENT, $500) $20
12) STREET AND INTERSECTION CLOSURE REVIEW FEE $50
F) SOLICITORS $150.00
G) PAWNSHOP $250
H) AMUSEMENT DEVICE DISTRIBUTOR $500
1) AMUSEMENT DEVICE USER – 1-6 MACHINES $50
2) AMUSEMENT DEVICE USER – 6+ MACHINES $100
I) ADULT ENTERTAINMENT FACILITY $700
1) ADULT ENTERTAINER $150
2) ADULT WAITPERSON $150
3) ADULT ENTERTAINMENT BUSINESS MANAGER $150
J) TAXICAB AND TRANSPORTATION NETWORK COMPANY
LICENSING
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1) ANNUAL FOR HIRE (TAXICAB/TNC) BUSINESS LICENSE
APPLICATION REVIEW AND BUSINESS LICENSE FEE IN THE
AMOUNT AS FOLLOWS:
a. COMPANIES EMPLOYING OR CONTRACTING WITH
TEN (10) OR FEWER DRIVERS $300
b. COMPANIES EMPLOYING OR CONTRACTING WITH
ELEVEN (11) TO FORTY (40) DRIVERS $700
c. COMPANIES EMPLOYING OR CONTRACTING WITH
FORTY-ONE (41) OR MORE DRIVERS $2,000
2) ANNUAL FOR-HIRE DRIVER BUSINESS LICENSE $40
3) PHOTOGRAPH (AS APPLICABLE) $5
4) FINGERPRINTS (AS APPLICABLE) $5
5) CRIMINAL HISTORY CHECK (AS APPLICABLE) $30
6) WSP/FBI CRIMINAL HISTORY CHECK $34.75
K) SIDEWALK SALES No Fee
L) MOBILE HOME PARK
INSPECTION FEE $20
M) YARD SALE PERMIT No Fee
YARD SALE SIGN VIOLATION $50
CEMETERY
(PMC 3.07.060)
A) CHARGE FOR LOTS EXCLUSIVE OF ENDOWMENT CARE
1) Baby $250
2) Adult and Juvenile $650
3) Urn $340
4) Urn (on existing grave) $170
B) CHARGE FOR LOTS EXCLUSIVE OF ENDOWMENT CARE
Niche Prices Posted at Cemetery As posted at
Cemetery
C) CHARGES FOR BURIALS, INURNMENT
1) Baby $450
2) Adult and Juvenile $750
3) Urn (burial) $275
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4) Niche (inurnment) $275
D) CHARGES FOR DISINTERMENT:
1) Baby $450
2) Adult and Juvenile $725
3) Urn $275
4) Niche $275
E) CHARGES FOR ENDOWMENT CARE: 30% of cost
CODE ENFORCEMENT PROGRAM
(PMC 3.07.070)
A) PMC VIOLATIONS:
1) The maximum monetary penalty for each separate violation per day
or portion thereof to a maximum of $5,000). $500
2) The maximum daily penalty for violations per day per site for
infractions resulting from the Fire Safety Inspection Program. $50
3) Repeat violation Doubled daily
monetary
4) Repeat Violations resulting from the Fire Safety Inspection Program
(separate violations are aggregated and considered as one).
Maximum of
$200
5) Fire Safety Program violations scheduled for hearing before the Code Enforcement Board
shall not be assed penalties if resolved prior to the hearing.
STATE AND FEDERAL BACKGROUND INVESTIGATION CRIMINAL HISTORY
CHECK
(PMC 3.07.075)
CRIMINAL HISTORY CHECK: $30
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GOLF COURSE
(PMC 3.07.080)
Golf Cart Shed Rental per year $450
MISCELLANEOUS:
(PMC 3.07.090)
A) Photocopy Fees – per copy $0.15
B) Returned Payment Fee $25
C) Late Payment Penalty $10
D) Phone & Collection Fee $10
E) Pre-Collection Fee $10
F) Collection Turnover Fee (charges, penalties & fees) 5%
G) Installment Plan Origination Fee ($10 min) 3%
H) Installment Plan Monthly Bill Fee $5
PLANNING PERMITS:
(PMC 3.07.100)
A) Plats and Subdivisions
1) Title 4 Appeals Actual Cost
2) Park Impact Fee, per unit plus 3.25% annual increase $450
3) Planned Unit Development $700
4) Long Plat (Preliminary Plat) $700
a) Additional per lot (not to exceed $950.00) $30
5) Final Plat Inspections and Plan Approval - Engineering Prevailing Rates
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6) Short Plat Applications $700
7) Rezone (Zone Change) $700
8) Appeals from Planning Commission Decision $700
9) Impact Fee Deferral $250
10) Right of Way/Easement Vacation $300
11) Boundary Line Adjustment $50
12) Zoning Determination $75
13) Special/Conditional Use permit $500
B) Hearing Examiner:
1) Hearings and Variance $700
2) Copy of Hearing Examiner Review Cost
C) Development
1) Binding Site Plan $200
2) Binding Site Plan Revision $200
3) Comprehensive Plan Amendment $700
4) Environmental Checklists and Determination $75
5) Appeals of Environmental Determination $200
6) Environmental Impact Statements Cost
POLICE:
(PMC 3.07.110)
A) Concealed Weapon Permit
1) Application $36
2) F.B.I. Fingerprints $24
3) Renewal Application $32
4) Late Renewal Application $42
5) Replacement Fee $10
B) Vehicle Impounds
1) Administration Hearing $50
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2) Appeal of Hearing Examiner Decision $43
RECREATION PROGRAMS:
(PMC 3.07.120)
The City Manager, or designee, is hereby authorized to set park and recreation program charges
based upon:
A) The operational costs and demands of each program.
B) The benefit to the community for such programs at less than actual costs.
C) The program fees and charges for similar programs
D) Recreation market treads.
STREETS:
(PMC 3.07.130)
A) Paved Street Replacement $100
Additional Square Yard Fee $25
UTILITIES BILLING:
(PMC 3.07.150)
A) Application Fee
1) Service To New Connection $15
2) Service To Existing Connection $15
A) Utility Deposit Water Consumption Factor $75
B) Disconnect Collection Fee $50
C) Field Service
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1) Field Service Fee $15
2) After Hours Fee $75
3) After Hours Fee/Collection $25
D) Unauthorized Reconnect Penalty $50
E) Late Penalty Fee $10
F) Collection Notification Fee $10
G) Utility Lien Search Fee $30
H) Meter Test (Accuracy Test of Meter) $60
I) Fire Line – Per Month $8
J) Meter Repair ($100.00 Plus Time/Material) $100
K) Sewer Tap and Inspection (In/Out City) $75
L) Water Tap Application Fee (Each) $150
WATER USE FEES:
(PMC 3.07.160)
A) Inside City:
1) Consumption – per 100 cubic foot $.081
2) Bulk – per 1000 gallons $1.33
B) Residential – single family base fees:
1) 3/4 and 5/8 inch – per month $18.81
2) 1 inch per month $28.19
3) Outside City; effective 11/1/02
Sr. Citizen/Low Income: 90% surcharge
4) 3/4 and 5/8 inch – per month $6.25
5) 1 inch – per month $9.43
6) Outside City; effective 11/1/02 90% surcharge
C) Commercial – multi-family, irrigation, commercial base fees:
1) ¾ inch – per month $26.51
2) 1 inch – per month $38.78
3) 1-1/2 inch per month $74.67
4) 2 inch – per month $119.76
5) 3 inch – per month $163.57
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6) 4 inch – per month $235.69
7) 6 inch – per month $367.89
8) 8 inch – per month $509.82
9) Outside City; effective 11/1/02 90% surcharge
D) Fire Hydrant Meter Rental:
1) Refundable Deposit – As determined by Finance Manager Not to exceed
110% of Cost
2) Non-refundable Removal Fee $30
3) Monthly Base Rental Fee $62
4) Late Payment and Non Returning Meter after 48 hrs (per day) $50
5) Hydrant Rental – outside Corporate limits per year $20
E) Charges for Water Meters and Services
1) Meter and service costs equal to average cost to City based on prior
year
2) Move Meter for Owner Cost + 15%
3) Change Meter Size Cost + 15%
F) Water System Capitol Expansion/Replacement Charges
1) Inside City Limits:
a) 3/4 inch meter $360
b) 1 inch meter $601
c) 1-1/2 inch meter $1,198
d) 2 inch meter $1,918
e) 3 inch meter $3,599
f) 4 inch meter $5,999
g) 6 inch meter $11,995
h) 8 inch meter $19,192
i) 10 inch meter $27,591
2) Outside City Limits:
a) ¾ - 10” meter 90% surcharge
G) FRONT FOOTAGE (per ft.):
1) Residential:
In & Out City Limits $20
2) Commercial:
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In & Out City Limits $25
H) SQUARE FOOTAGE (per sq. ft.):
1) Residential:
In & Out City Limits $0.0388
2) Commercial:
In & Out City Limits $0.0426
I) WATER RIGHTS ACQUISITION FEE – (per acre foot) $1,725
1) Base Water Rights Acquisition Fee – per Residential Unit ($1,725
per acre foot x potable use factor .30) $517.50
2) Potable Water Irrigation Fee ( no irrigation water
available)
Equal to 50% of the area of
the lot or parcel to be served
expressed in acres or portion
of acres x 3.5 acre feet of
water x $1,725 (per acre
foot) $1,000
3) Water Rights Transfer Fee $1,000
SEWER USE FEES
(PMC 3.07.170)
Residential and Commercial – Base Fee:
A) Residential:
1) 1-4 units – per month $31.45
a) 5 and over – per month $25.36
b) Outside City 50% surcharge
c) Consumption none
2) Sr. Citizen/Low Income
a) Single Dwelling Unit $10.52
b) Outside City 50% surcharge
B) Commercial:
1) Base Fee: per month $42.29
2) Consumption – per 100 cubic feet over 1000 cubic feet $1.64
C) Hotel/Motel:
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1) Base Fee: per unit/per month $6.66
2) Consumption – per 100 cubic feet over 1000 cubic feet $1.64
3) Outside City 50% surcharge
D) Sewer Stub-out Connection Fee $4,000
E) Capital Expansion
Residential:
1) Inside City – Homes (per unit) $1,288
2) Outside City – Homes (per unit) 50% surcharge
Commercial:
1) Inside City – Hotel/Motel (per unit) $524
2) Inside City:
a) 3/4 inch meter $1,288
b) 1 inch meter $1,936
c) 1-1/2 inch meter $4,517
d) 2 inch meter $7,097
e) 3 inch meter $13,550
f) 4 inch meter $21,291
g) 6 inch meter $43,226
h) 8 inch meter $69,032
i) 10 inch meter $98,927
3) Outside City 3/4 - 10” Meter 50% surcharge
F) Front Footage (per ft.):
Residential: In & Out City Limits $20
Commercial: In & Out City Limits $25
G) Square Footage (per sq. ft.)
Residential: In & Out City Limits $0.0468
Commercial: In & Out City Limits $0.0468
PUBLIC WORKS AGREEMENTS AND INSPECTIONS:
(PMC 3.07.180)
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A) Developer Reimbursement Agreements (Latecomer’s) – Application Fee $100
B) Developer Reimbursement Agreements – Segregation $30
C) Cost Recovery of Engineering Staff Time
Engineering Svcs
Minimum Fee:
$90 first hour;
$60/hr.
thereafter plus
actual cost for
legal recording
D) Developer Reimbursement Agreements – Collection Administration Fee $100
E) Water Crews on Contractor Site - (after pt visit) (per hour) $160
F) Sewer Crews on Contractor Site - (after pt visit) (per hour) $160
G) Public Works Construction Development Inspection Minimum Fee: $90 for first
hour: $60/hr. thereafter
STORMWATER CONSTRUCTION:
(PMC 3.07.185)
A) Permit Fee
B)
$25
STORMWATER UTILITY:
(PMC 3.07.190)
A) Residential:
1) Single Family Residential (unit) $5.64
2) Multi-Family Residential (per unit) $2.82
3) Apartments (per unit) $2.82
4) Undeveloped Parcel (per month) No fee
5) Vacant building (per month) $5.64
B) Industrial/Commercial:
1) Parking for 0-5 vehicles (per month) $5.64
2) Parking for 6-10 vehicles (per month) $11.27
3) Parking for 11-15 vehicles (per month) $22.54
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4) Parking for 16 plus vehicles (per month) $28.18
5) Additional Charges – property runoff to City system ($1.39 Min) per
acre $111.16
6) State highway right-of-way (WSDOT) ($.84 Min) per acre $26.97
PROCESS WATER REUSE FACILITY CHARGES:
(PMC 3.07.200)
A) Base O&M Charges – Minimum Annual Charge Per User $12,000
Customized O&M Charges Overage Rate
Volume/Hydraulic $800/MG
BOD $0.40/lb.
TSS $0.01/lb.
TN $0.90/lb.
B) Capital Charges – Minimum Annual Charge Per User $12,000
C) Billing Procedure:
1) Septic Tank Waste $.24/gal.
2) Septic Tank Waste (Discharged September- February) $1.44/gal.
IRRIGATION WATER UTILITY:
(PMC 3.07.210)
Irrigation Water service; monthly rate, during irrigation season:
1) Base Rate, per unit, for single family residential properties $28.12
2) Base rate, per unit, for non-single family residential property $28.12
3) Per irrigation unit $8.79
4) Per irrigation ace (public parks, playgrounds and open spaces) $81.99
A) Unauthorized turn-on(any repair cost additional) $51.50
B) Disconnect/Connect Service due to violation $51.50
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C) Annual System Availability Fee $90.64
TRANSPORTATION IMPACT FEES:
(PMC 3.07.220)
A) Residential Developments $709
B) Multi-Family Units $435
C) Commercial $43.00 per daily
vehicle trip
SCHOOL IMPACT FEES:
(PMC 3.07.230)
A) Single Family Residence $4,700
B) Multi-Family Residence $4,525
PARK IMPACT FEES:
(PMC 3.07.240)
A) Single Family Dwelling $1,300
B) Multi-Family Dwelling $1,300
C) All Other Dwelling Units $1,300
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PAY SCHEDULES
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STATISTICS
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