HomeMy WebLinkAbout2019.04.22 Council Workshop PacketWorkshop Meeting
AGENDA
PASCO CITY COUNCIL
7:00 p.m.
April 22, 2019
Page
1. CALL TO ORDER:
2. ROLL CALL:
(a) Pledge of Allegiance
3. VERBAL REPORTS FROM COUNCILMEMBERS:
4. ITEMS FOR DISCUSSION:
3 - 16 (a) Inclusivity Commission Work Plan
17 - 107 (b) 2018 Fire Department Performance Report
108 - 133 (c) Comprehensive Plan Update April 2019
134 - 138 (d) Interlocal Agreement Addendum for School Resource Officer Services
5. MISCELLANEOUS COUNCIL DISCUSSION:
6. EXECUTIVE SESSION:
7. ADJOURNMENT.
REMINDERS:
1. Monday, April 22, 4:00 p.m.; Hanford Area Economic Investment Fund Committee
Meeting - Bechtel Conference Room - 7130 W Grandridge Blvd. (Councilmember
Serrano)
2. Wednesday, April 24, 7:30 a.m.; Visit Tri-Cities Board Meeting - 7130 W.
Grandridge Blvd. (Councilmember Serrano, Rep.; Councilmember Maloney, Alt.)
This meeting is broadcast live on PSC-TV Channel 191 on Charter Cable and
streamed at www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the Clerk for assistance.
Spanish language interpreter service may be provided upon request. Please provide
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Workshop Meeting April 22, 2019
two business day's notice to the City Clerk to ensure availability. (Servicio de
intérprete puede estar disponible con aviso. Por favor avisa la Secretaria Municipal
dos días antes para garantizar la disponibilidad.)
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AGENDA REPORT
FOR: City Council April 17, 2019
TO: Dave Zabell, City Manager Workshop Meeting: 4/22/19
FROM: Michael Morales, Deputy Director
Community & Economic Development
SUBJECT: Inclusivity Commission Work Plan
I. REFERENCE(S):
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
The Pasco City Council formed the Inclusivity Commission in 2018, as an ad hoc
commission. The mission of the Inclusivity Commission is to conduct activities to
identify means to promote and embrace diversity and inclusivity and to make such
recommendations to the City Council for possible action, education, and guidance to
foster an environment that includes, accepts, respects and appreciates all members of
our community.
The broad nature of the mission and initial goals prescribed by the council, combined
with a majority of commissioners with little or no experience dealing with city
government, has presented a challenge to this new commission. Without authority,
without financial resources, and without a specific action work plan, it would be very
easy for this commission to lose context and go in a direction not contemplated by the
council or administration, creating potential conflicts between policy or program
considerations. For these reasons, the group accepted a more deliberate approach that
first created a level of capacity and understanding of city services and operations.
Rather than wait to weigh in on issues as they emerged on council agendas, various
city departments made presentations on operations and services, including training and
hiring practices. This scope expanded to include presentations from community groups
as well.
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This process led to four strategic planning sessions between December 2018 and April
2019. The product of those sessions is in the attached presentation of the 2019 -20
Work Plan, which also includes a proposed name change for the group: Inclusion,
Diversity and Equity Commission.
With Council acceptance of the work plan, you will expect to see the following
additional items for consideration in the coming months:
1. A nominal budget request for expenses to carry out the plan.
2. Recommended liaison assignments to boards and commissions.
3. Specific measurement tools recommended for implementation throughout the
organization.
V. DISCUSSION:
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Inclusivity Commission
2019-20 Work Plan
City Council Workshop
April 22, 2019Page 5 of 138
History and Background
Inclusivity Commission established by City Council in 2018.
Seven members appointed May 2018:
Jesse Campos, Chair Jeffery Sellers, Vice-Chair Kyle Saltz
Maria Torres-Mendoza Delia Tobon
Pete Rietke Abraham Regunta
Beginning in August 2018, IC received monthly orientation briefings on city
services and community resources.
December 2018-April 2019: Developed work plan over several strategic
planning sessions.Page 6 of 138
Mission and Vision
“Where Diversity and Equity are goals, Inclusion is the path.”
Mission: A strategic partner to Pasco’s City Council which develops and
promotes inclusive policies and programs.
Vision: Creating, improving, and sustaining an inclusive organization, i.e. the
City of Pasco, which empowers and unifies the people.Page 7 of 138
Goals and Objectives
GOAL #1:
Foster an environment that includes, accepts, respects and appreciates all
members of our community by promoting the city’s commitment to Inclusion,
Diversity and Equity.
OBJECTIVES
A.Create an Inclusivity Commission (IC) youth subcommittee for middle
and high school students.
o Provides opportunity and forum for youth advisement on what their needs and ideas
to improve inclusion, diversity and equity in city government and the Pasco
community.
o TIMELINE: October 2019-September 2020
Page 8 of 138
Goal #1 Objectives Continued
B.Create a portal on the City’s website and Facebook page.
1.Promote commission work products or events, and share
resources that can facilitate the mission.
o TIMELINE: June 2019
C.Have a presence at festivals and events which take place in Pasco.
1.Provide survey instruments and suggestion forum.
2.Impart information on city programs and services
o TIMELINE: MAY 2019, Beginning with Cinco de Mayo Festival Page 9 of 138
Goal #1 Objectives, Cont.
D.Hold IC meetings in the community on a quarterly basis
1.Provides forum outside of city hall to impart the mission and work
plan, and for residents to share experiences and offer suggestions
on inclusion, diversity and equity in Pasco city government.
2.Integrate a different cultural component (food, performance,
presentation) to each meeting.
3.Establish a questionnaire consistent with other city survey
instruments.
4.Solicit feedback about city government and Pasco.
5.Rotate among council districts
o TIMELINE: Begin end of Q3 2019 –September 2020Page 10 of 138
Goals and Objectives
GOAL #2:Help the City of Pasco be more inclusive
OBJECTIVES
A.Improve engagement with the City.
1.Improve accessibility at City Council Meetings.
2.Research reasons for lack of participation and seek suggestions
for improvement.
3.Assure that residency status is not a deterrent to engagement.
4.Provide translators when significant issues emerge.
5.Engage all media to feature effort and increase participation.Page 11 of 138
Goal #2 Objectives
B.Increase city government accessibility
1.Improve educational campaigns.
2.Assign commission liaisons to observe and monitor City boards,
commissions and advisory committees for recommendations to
enhance inclusivity, diversity and equity.
o TIMELINE: September 2019-2020
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Goals and Objectives
GOAL #3:Promote unity, equality, understanding, diversity and inclusivity in
city government.
OBJECTIVES
A.Introduce evaluation/assessment tools.
1.Increase accountability of commissions, departments, and
activities.
2.Incorporate into management “performance dashboard” for
consistency with budget and council goals.
o TIMELINE: September 2020
Page 13 of 138
Goal #3 Objectives
B.Introduce annual inclusion audit and score card.
1.Rate inclusivity, diversity and equity of City-sponsored activities,
employment, and contracting.
2.Report to Administration and City Council with results and
recommendations.
o TIMELINE: Begin January 2020
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PROPOSED NAME CHANGE
City of Pasco
Inclusion, Diversity and Equity
Commission
Page 15 of 138
QUESTIONS?Page 16 of 138
AGENDA REPORT
FOR: City Council April 9, 2019
TO: Dave Zabell, City Manager Workshop Meeting: 4/22/19
FROM: Bob Gear, Fire Chief
Fire Department
SUBJECT: 2018 Fire Department Performance Report
I. REFERENCE(S):
2018 Fire Department Performance Report
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
Highlights of the 2018 Performance Report are as follows:
During the spring of 2017, the Pasco Fire Department contracted with Emergency
Services Consulting International (ESCI) to facilitate and construct a three- to five-year
strategic plan. Key elements of the strategic plan were established as follows: Cost,
Response Time, Training, Infrastructure and Equipment Reliability, Community
Services. Based on these key elements, three initiatives were identified with specific
goals and objectives established. Several of those objectives have been completed
while others are part of ongoing strategies and programs with the remaining being
planned for the future. At this point, it is recommended that the strategic plan be
reviewed and planned for a full update in the near future, as we are half way through
the three to five-year time frame of the plan.
Bi-annually, the Pasco City Council establishes specific goals designed to guide the
work of the City. Following three community forums, community surveys, and
ongoing formal and informal input from public and governmental partners, the Council
held a goal-setting retreat in May 2018. The goals established during the retreat were
adopted by the Council on July 2, 2018. In the area of Community Safety, the
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following Fire Department-specific goals were developed:
• Promote a high-quality of life through quality programs, services and
appropriate investment and re-investment in community infrastructure by:
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.
• 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.
• Preserve past improvements and promote future gains by:
o times fire target response to Working achieve/maintain 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.
multimonitored and reviewed Fire the 2018, Throughout Department Key ple
Performance Indicators (KPI) based upon the subject areas as determined by the
Strategic Planning Process, City of Pasco Goals and the 2017 Performance Report.
New metrics were also identified for follow up review and evaluation.
The Pasco Fire Department has, as a function of this report, embarked on a process to
examine and analyze relevant data key to the success of the organization, as defined by
the City Council, external and internal stakeholders, and collaborative agencies.
Certainly, such an in-depth analysis often creates more questions than answers, but as a
result this effort has yielded a more refined and intentional decision-making process.
Operational Readiness
The Pasco Fire Department is considered to be within the target range o f operational
readiness. Recent increases in staffing, the acquisition of additional fire engines, the
addition of Station 84, and upward trending in total training hours, all positively
contribute to response times and service quality and availability.
There is a direct, inverse relationship between population growth and operational
readiness, assuming preparation and resources remain static. Concurrent with recent
development and expansion in Pasco, increased population drives service boundary
distances, traffic congestion and consequently total response time. A regular periodic
and consistent review of population densities and movement patterns to maintain
service provision is necessary.
Page 18 of 138
Community Wellness
The department has formed a Community Risk Reduction program to better serve and
support community wellness and safety. The metrics and analysis performed as part of
the report will enable and more accurately target opportunities for programs such as
Mobile Integrated Healthcare to maximize value and return.
As a relatively new program within the organization, the Community Risk Reduction
program has made an impact within the community, however has yet to fully develop a
set of metrics by which meaningful long-term trends can be tracked and established.
The development of a consistent method to identify trends that ultimately lead to
intervention strategies will be necessary to drive effective program goals and resources.
Cost Containment
There is opportunity to refine the operational budget through more accurate
identification and exploitation of one-time funding opportunities such as grants, etc.,
and the application of support-funding programs, such as GEMT. Discretionary leave
(overtime, sick, holiday, etc.) use is being monitored in an objective manner that allows
for more educated legacy hiring practices and effective management decisions.
Performance
Response times are anticipated to continually improve in 2019, with the relocation of
Stations 83 and 84 and additional support staff. Further, the transition to a new dispatch
center is expected to significantly reduce total response times due to reduced call
processing times and processes.
As the trend moves away from reporting of reactionary data and towards review of
positive outcomes, additional metrics relating performance to those positive outcomes
is required. The initial attempt at outcome metrics is the time of alarm to fire
controlled. Based on limited data with the new records management system, this
metric shows potential for measuring efficiency and overall performance of the
department. Additional metric development and evaluation is ongoing.
Quality
Perhaps most difficult to measure but undoubtedly important, community and staff
satisfaction are within more than acceptable range with regard to emergency medical
and fire services. The satisfaction regarding public education is lower than fire and
EMS, but is still seen as a valuable activity by the public. Efforts to continue to
monitor public and employee satisfaction are recommended.
V. DISCUSSION:
2018 proved to be a very exciting and promising year for the Pasco Fire Department.
With the acceptance of a SAFER award, eight new firefighters were hired and were
able to fully staff Station 84, resulting in reduced response times throughout the city.
Page 19 of 138
A separate AFG grant allowed the installation of a live fire prop at the Ainsworth
Administration location, allowing the ability for crews to conduct better training
without leaving the city of Pasco. Two new replacement engines increased the
apparatus reliability and increased the overall capability of the department. In addition,
our dispatch center was consolidated with SECOMM allowing for better and more
reliable call processing and dispatching. With these enhancements, the WSRB rating
for Pasco was reduced from a Class 5 to a Class 3, surpassing one of the City Council
goals. As we move into the future, the ability to report, analyze and predict
information will be even more important with the growth of the city and required
services.
Page 20 of 138
Pasco Fire Department
2018 Performance Report
Page 21 of 138
Strategic Plan
◦Service Delivery Infrastructure
◦Stations 83 & 84
◦Regional Training Facility
◦Equipment Storage Locations
◦Improve Fleet Maintenance
◦Consolidation of Dispatch Centers
◦Succession Planning
◦Executive Leadership
◦Career development program
◦Hiring process
◦Health & Safety
◦Wellness/Fitness Program
◦Personnel PPE
◦Station Alerting
◦Community Risk Reduction
◦Community OutreachPage 22 of 138
Council Goals
Quality of Life
Financial Stability
Community Safety
Achieved following goals in 2018
◦Improved WSRB rating from a Class 5 to a Class 3
◦Fully staffed Temporary Station 84 beginning July 1, 2018 (SAFER)
◦Completed installation of Training Prop (AFG)
◦Consolidation PSAP/Dispatch Center
◦Implemented ERU process for ambulance utility fees
Page 23 of 138
Pillars of Excellence
Strategic Plan –Spring 2017
WSRB rating –October 2018
City Council 2018/2019 Goals
Page 24 of 138
Technical Competence
Page 25 of 138
Training Hours
Training Hours by Shift Training Hours by Employee
Page 26 of 138
Operational Readiness
Page 27 of 138
Apparatus Reliability
Page 28 of 138
Incidents by Category
Page 29 of 138
Incident Locations
Page 30 of 138
Total Response Times
Page 31 of 138
Response Times
2017
2018
Page 32 of 138
Total Response Times
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EMS Information
Page 34 of 138
Fire Incident Details
Page 35 of 138
Community Risk Reduction
Page 36 of 138
Injuries by Activity
Page 37 of 138
Public Satisfaction
Page 38 of 138
2018
Performance Report
Authors:
David Hare, Deputy Chief Pasco Fire Department (ret.)
Edward Dunbar, Deputy Chief Pasco Fire Department
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Table of Contents
PURPOSE .................................................................................. 3
STRATEGIC PLAN AND PRIORITIES .......................................... 4
2018-2019 CITY OF PASCO COUNCIL GOALS .......................... 6
BACKGROUND ......................................................................... 8
FIRE DEPARTMENT ORGANIZATION ...................................... 10
OPERATIONAL READINESS .................................................... 16
COMMUNITY WELLNESS ........................................................ 31
COST CONTAINMENT ............................................................ 48
PERFORMANCE ...................................................................... 54
QUALITY ................................................................................. 62
RESULTS SUMMARY ................................................................ 65
RECOMMENDATIONS ............................................................ 67
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PURPOSE
In 2018, Deputy Fire Chief Dave Hare (ret.) worked alongside senior management analyst Troy
Phillips to put together the 2017 Pasco Fire Department Performance Report. The report added new
dimensions to view and analyze the performance of Pasco Fire in a meaningful way, i.e. not just the
“typical” statistics of how many calls there were and how many fires were put out. The different look
at data and true performance management challenged how the department looked at itself and
provided challenges to improve day-to-day operations.
FireEngineering.com published last year’s performance report as part of an article written by Troy
Phillips (Phillips, Troy. “Fire Departments and Data: Justifying Your Operations.” Fire
Engineering.com, April 6, 2018, https://www.fireengineering.com/articles/2018/04/fire-
departments-data.html). The article summarized last year’s report and discussed the challenge of
identifying the correct data and trends to better articulate and analyze the operational effectiveness
and efficiency of the department. The bottom line of the performance report should be the ability to
analyze future success or failure of our fire department based on its ability to collect, monitor, and
analyze relevant information in an accurate and meaningful manner.
The 2018 performance report continues on the pathway of the 2017 report, using the Pillars of
Excellence established and refining the data collected for the metrics identified to accurately reflect
the effectiveness and efficiency of operational execution while maintaining fiscal stewardship.
The Pasco Fire Department (PFD) believes in and follows the “All Hazards” approach to operating at
and responding to the community’s requests for services. We continue to provide initial action
response to a variety of emergent events including: emergency medical services (EMS), technical
rescue (high/low angle rope, trench and confined space, water, machinery, wilderness and urban
search and rescue, hostile environment (active shooter), collapse), hazardous materials, aircraft
rescue and firefighting (ARFF) and hostile fire environments, including; wildland, urban-interface,
vehicle, and structural. These specialty events often require additional costs for equipment and
training, and ultimately increase personal and corporate liabilities to the authority having jurisdiction.
PFD continues to identify and address the unique set of challenges, and adapt its resources to meet
and fulfil the greatest needs of the community it serves.
How then do we identify acceptable levels of risk and empower our leadership to make the best
decisions regarding policy and service?
Fire department management is as much about numbers, statistics and trends as it is personnel
management and emergency services delivery. The future success or failure of a fire department
continues to depend entirely on its ability to collect, monitor, and analyze relevant information in an
accurate and meaningful manner.
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STRATEGIC PLAN AND PRIORITIES
During the spring of 2017, the Pasco Fire Department contracted with Emergency Services Consulting
International (ESCI) to facilitate and construct a three to five-year strategic plan. Efforts to address
the immediate and short term objectives identified in the plan were successful in many areas. The
medium and long term objectives were reviewed and plans were made to address them depending
upon priority. The ongoing objectives were monitored for performance.
Key elements of the strategic plan (Dimensions) were established as follows: Cost, Response Time,
Training, Infrastructure and Equipment Reliability, Community Services. Dimension priorities were
established through panel forced ranking, weighing each dimension against one another. Generally,
citizen forum participants preferred a significant level of emergency response readiness (technical
competence); reliable infrastructure (equipment and facilities); and improved response times.
Dimensions of lesser importance were: cost containment and expansion of services. The bottom
ranked dimensions may reflect a high degree of current satisfaction (cost of service) with regard to
the types of services provided by the fire department.
The strategic plan is intended to be a living document, and as such continues to be reviewed and
analyzed to ensure its validity. The table below represents the summary status of the three initiatives
and associated goals and objectives. As objectives are completed or changed based on viability, the
strategic plan guides the follow on tasks and objectives that need to be implemented.
Initiative Goals
Objectives
Total Completed Ongoing Future
1 - Service
Delivery
Infrastructure
6 30 (6, 5,
7, 3, 4,
5)
18 1 11
2 - Succession
Planning
3 13 (5, 5,
3)
1 3 9
3 - Health &
Safety
5 18 (5, 4,
2, 4, 3)
1 3 14
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The three initiatives with specific goals as outlined in the Strategic Plan are listed below:
1 - Service Delivery Infrastructure
• Site and construct a new Station 84 with adequate personnel
• Relocate Station 83
• Establish a regional training facility with additional training program staffing
• Provide adequate storage for equipment in existing stations
• Improve Fleet Maintenance
• Pursue consolidation of dispatch centers
2 - Succession Planning
• Recruit and select PFD executive leadership to maintain a positive and progressive
administration
• Establish a career development program
• Implement a standardized lateral entry and entry level hiring process
3 - Health & Safety
• Develop a Wellness/Fitness Program
• Ensure proper Personal Protection Equipment (PPE) is selected and provided to all personnel
• Improve Station alerting systems
• Continue to develop and implement Community Risk Reduction programs
• Enhance community outreach
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2018-2019 CITY OF PASCO COUNCIL GOALS
Every two years, the Pasco 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 public and governmental partners, the Council held a goal-setting retreat in May 2018. The
Council adopted those 2018-2019 goals on July 2, 2018.
The 2018-2019 Council goals build on the prior goals and the specific goals that apply to Pasco Fire
are listed below.
QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure by:
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:
Importance to community
Continuation of cost of service/recovery targets in evaluating City services.
Ongoing evaluation of costs associated with delivery including staffing, facilities and
partnership opportunities.
COMMUNITY SAFETY
Preserve past improvements and promote future gains by:
Working to achieve/maintain target fire response times through operational improvements
and long-range planning of facilities and staffing.
Focus on a long-term goal of improving the Washington State Ratings Bureau community
rating to Class 4.
The final goal listed above was the improvement of the city’s community rating by Washington Survey
and Ratings Bureau (WSRB). The original goal was to reduce from a Class 5 rating to a Class 4 rating.
The result of the October 2018 rerate was an improvement to a Class 3 rating. This was the first WSRB
reduction in the history of Pasco Fire, which was historically a Class 5 as far back as the early 1900s.
The work accomplished to achieve the new rating is testimony to the support of the City Council as
well as work by several departments within the city. Without the efforts in Code Enforcement, Public
Works (specifically the Water Department) and many personnel in Fire, the new rating most likely
would have remained the same. A plan is in development to outline the resources, programs and
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funding options to maintain the Class 3 rating. The fire department must grow and adapt to the growth
in order to maintain the rating.
Another 2016-2017 Council Goal was also achieved in 2018 with the consolidation of the
PSAP/Dispatch Center on August 6, 2018. This was completed with no small amount of work and many
meetings, discussions and effort by several departments within the city, including Fire, Police and
Information Systems. In addition to city agencies, many outside cooperating agencies and
organizations also assisted in the successful consolidation.
One Council Goal that carried over from 2016-2017 to 2018-2019 is: “Working to achieve/maintain
target fire response times through operational improvements and long-range planning of facilities
and staffing.”
This goal was addressed by fully staffing Temporary Station 84 beginning July1, 2018 after the
completion of hiring and training 8 new firefighters. This continued the initial effort of bringing Station
84 on line in 2017, which already had an impact on response times in the central portion of the city.
These actions also assisted in the achievement of the WSRB Class 3 rating. In addition, efforts to
replace Temporary Station 84 and relocate Station 83 began in 2018, with the city council approving
funding mechanisms to bring those stations to reality.
The efforts to support and achieve the 2018-2019 Council Goals are outlined in the performance
report. The mission of PFD is to “Honorably Protect and Serve our Community”, which is supported
by vision and values developed as part of the Strategic Plan that directly support the Council Goals
listed above.
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BACKGROUND
The Pasco Fire Department is a municipal all hazards career department which serves the roughly
75,000-member community of Pasco in Southeastern Washington State. The department utilizes a
framework referred to as “Pillars of Excellence”, for the creation and monitoring of Key Performance
Indicators (KPI’s), that when combined provide a holistic and multi-dimensional overview of the
health, performance, and effectiveness of the organization.
In short, the Pillars are the key subject areas as defined by the strategic plan and Council goals. For
example, this might include; cost containment, operational readiness, and customer satisfaction or
quality. By identifying and establishing these pillars, and acknowledging their interrelationships and
dependencies amongst one another, we are able to compile a meaningful list of metrics associated
with each pillar that gauge not only the quantity of work performed in a given category, but also the
overall value and quality of that work to the organization and community. These metrics and pillars,
when combined, present opportunities for the organization to examine its direction and momentum;
they enable decisions and policies to be exercised with confidence, with the sole goal of consistently
working toward organizational excellence.
The Pasco Fire Department has identified the following Pillars of Excellence:
The Pasco Fire Department has worked diligently to establish and monitor metrics proven to directly
impact the service level and value provided by each respective pillar. This process is viewed as an
ever evolving and adapting, dynamic effort; by no means are the current metrics deemed as
comprehensive or representative of department service, health, or value in totality. The opportunity
to review the metrics for applicability and/or changes continues, as 2018 was a transition year for our
records management system (RMS).
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The ability to consistently and reliably obtain and analyze the data and associated metrics is
important. With the change to the new RMS, the reporting ability greatly increased with better and
more consistent reporting options. Using the increased capability, identification of metrics followed
by trend analysis, will allow for better performance measurement that leads to corrective action plans
for better customer service – which is foundational to our service.
The following chapters of this report review in detail the current approach in metric collection,
inclusive of the respective results and analysis for 2018, set forth by the five primary pillars of
excellence as identified specific to the City of Pasco. In many cases, the charts and statistics of this
report affirm anecdotal assumptions, while other cases lead to more questions than answers. Perhaps
the most important outcome of this study is a healthy recognition of information and data collection
inadequacies, which will ultimately fuel the formation of process and reporting design to develop
lasting and meaningful metrics.
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FIRE DEPARTMENT ORGANIZATION
Page 11 ORGANIZATIONAL OVERVIEW
Core Purpose:
Identify and define the scope and missions of the fire department
Page 11 PERSONNEL OVERVIEW
Core Purpose:
Identify and define administrative and operational positions within the fire
department
Page 14 PROGRAM ORGANIZATIONAL CHART
Core Purpose:
A description of the program/project organizational matrix
Page 14 APPARATUS
Core Purpose:
An overview of existing apparatus, locations, and minimum/maximum staffing
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Organizational Overview
The Pasco Fire Department (PFD) was established by council action on July 16, 1908 after a series of
fires destroyed portions of the town. The current service area incorporates approximately 37 square
miles. The department is led by the fire chief who is an at will position that is appointed through a
competitive process by the city manager.
The Pasco Fire Department is an all-hazards career response force that provides Fire (urban
structural, wildland and vehicle), Advanced Life Support Emergency Medical Services (EMS),
Hazardous Materials, Technical Rescue (high and low angle rope, confined space, trench, swift-water,
structural collapse and vehicle/machinery), and Aircraft Rescue and Fire Fighting services to the
community. The department responds to an average of 5350 calls for service per year (2015-2018).
It is important to note that most uniformed members of the department are cross qualified in other
disciplines such as incident command, technical rescue, aircraft rescue and firefighting, hazardous
materials, public education, fire investigation or hostile response. The U.S. Fire Department Profile –
2015, completed by the NFPA Fire Analysis and Research shows in table 6 the median rates of career
firefighters per 1,000 people by region and population protected for the western region and serving
a population of 50,000 to 99,999 at 0.99 firefighters. The current ratio of line firefighters to population
served in the City of Pasco is 0.98 firefighters. This is a significant improvement over 2017 due to the
hiring of 8 new firefighters as the result of a Staffing for Adequate Fire & Emergency Response
(SAFER) Grant received at the beginning of 2018.
PFD has earned a Public Protection Class 3 from the Washington Survey & Rating Bureau (WSRB) in
2018 – achieving and surpassing a key City Council Goal. The rating is the benchmark for many
insurance companies in determining their insurance premiums for privately insured properties. The
higher the rating, the greater likelihood of insurance premium increases. The WSRB rates four major
categories: Fire Department (40% of total score), Water Supply (35% of total score), Fire Safety
Control (16% of total score) and Emergency Communications (9% of total score). Each major
category contains several subcategories. The total points issued in these areas is combined to
provide a rating of a scale of 1 to 10, in which 10 is equal to being without fire protection and 1
representing the best fire protection available.
The fire department staffs four fire stations on a 24 hour/7 day per week basis. The city is divided into
four primary station response areas. Each response area is further sub-divided into fire management
zones.
Personnel Overview
Organizationally, the department is divided into two distinct divisions: Administrative and
Operations. The Administrative Division staff typically work a Monday through Friday schedule from
0800-1700. These positions include:
The Fire Chief (Chief) is accountable to the City Manager for the overall operations of the Fire
Department and implementation of policy. As the department director, the chief serves and
maintains working relationships with the other departments within the city. The chief is responsible
for the development and support of collaborative relationships with other fire and emergency
services agencies, and the public.
The Administrative Assistant is accountable to the Fire Chief. This position provides direct clerical
support to the fire chief and prepares correspondence, reports, and manages departmental
accounting.
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The Department Assistant is accountable to the Fire Chief. The position primarily manages
ambulance billing processes, while also assisting with some clerical support to the Administrative
Staff.
The Deputy Chief is accountable to the Fire Chief and is responsible for day-to-day program
management and operations within the fire department. This position may be delegated the authority
and responsibilities of the fire chief in the event of the chief’s absence. Direct program management
includes: Aircraft Rescue and Firefighting, Safety, Operations, Hazardous Materials, and Public
Information.
The Training Officer is accountable to the Deputy Chief. This position is responsible for the
management and record-keeping of the department training program. The training officer manages
shift-level instructors and subject matter experts and is responsible for the scope, schedule and
budget of the department’s training programs. With the addition of the training facility in 2018, the
management and scheduling of the training facility also falls within the Training Officer’s
responsibility.
The Emergency Medical Services (EMS) Officer is accountable to the Deputy Chief. This position is
responsible for the management, inventory, record-keeping and Health Insurance Portability and
Accountability Act of 1996 (HIPAA) compliance of the EMS program. The EMS Officer is responsible
for the scope, schedule and budget of the department’s EMS program. Additionally, the EMS Officer
serves as the Infectious Disease Control Officer, which is a key element to the safety of our
employees.
The Community Risk Reduction Officer (CRR) is accountable to the Deputy Chief. This position is
responsible for the development and updating of an overall community risk assessment, risk
mitigation programs for the community and public information. The CRR Officer is responsible for
the scope, schedule and budget of the department’s Public Education and Community Risk Reduction
program.
The Operations Division is managed and supported by the Administrative staff. The Operations
Division employs 72 qualified all-hazards line personnel (the Port of Pasco provides six personnel for
coverage of the airport). These personnel are divided into three operational shifts (A, B and C Shift)
of 24 personnel each working a 48 hour on-duty, 96 hour off-duty rotation (48/96). The members are
provided 15 (1 per pay cycle) annual Kelly Days in order to average a 49 hour work week and comply
with the Fair Labor Standards Act (FLSA) 7K standard. An on-duty Battalion Chief manages each shift
and is supported by the administrative staff. All suppression employees from the Battalion Chief
down through the ranks are covered in a collective bargaining agreement. The span of control is
within the industry standards of 1:6.
The duties and responsibilities of the Battalion Chief are:
Battalion Chief (3 total/1 per shift) is accountable to the Deputy Chief. This position provides
management and supervision of the day-to-day and combat operations of the shift. The Battalion
Chief works a rotating 48/96 shift. The Battalion Chief serves as the initial incident commander for all-
hazards incidents within the city with a complexity of up to a Type 4 (the lower the number, the more
complex the incident is). Each Battalion Chief has direct program management responsibilities for
one of the following department programs: Apparatus Maintenance, Facilities Maintenance,
Equipment Maintenance. Battalion Chiefs may manage programs such as fire investigation, special
operations (i.e. technical or water rescue), or equipment procurement and maintenance.
Station Officers (12 total /4 per shift) are ranked as a Captain within the organization. The station
officer is accountable to the Battalion Chief and may be delegated the responsibilities of the Battalion
Chief in their absence dependent upon qualifications. The station officer is responsible for the day-
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to-day operations of the station crew (typically an engine company and ambulance crew). The station
officer may have program responsibilities and/or project responsibilities.
Company Officers (9 total /3 per shift) are ranked as Lieutenant within the organization. The company
officer is accountable to the Station Officer and may be delegated the responsibilities of the Captain
in their absence dependent upon qualifications. The company officer is responsible for project
management, including scope, schedule and budget of minor programs or tasks associated with
larger programs. Due to the high potential and risk, one company officer per shift is assigned as the
ARFF Lieutenant.
Firefighter/Paramedics are responsible for the delivery of advanced life support (ALS) pre-hospital
emergent care, fire suppression and the day-to-day routine maintenance of the facilities, apparatus
and equipment to which they are assigned. Officers may also be Paramedics, but their primary role
is personnel and incident management and not delivery of EMS.
Firefighters are responsible for the delivery of basic life support (BLS) EMS, fire suppression
activities and the day-to-day routine maintenance of the facilities, apparatus, and equipment to which
they are assigned. Firefighters may also assist with programs and projects depending upon their area
of expertise (i.e. subject matter experts) and ability to affect and implement changes in day-to-day
operations.
The fire department functions in the scalar command structure for emergency operations and is
functionally project-oriented for day-to-day routine operations. The functional program management
structure is circular in that the process owner (administration) is in the center, surrounded by the
many routine program activities required to maintain emergency operational readiness. The
department defines programs as “on-going activities/tasks with regular budgetary considerations”.
Examples of programs are: Training, EMS, Hazardous Materials, Technical Rescue, Aircraft Rescue
and Firefighting (ARFF), etc. Projects are defined as “limited in time duration and may or may not be
supported by budget”. Examples of projects may include deployment plan updates, pre-fire
planning, ladder and hose testing, recruit academy, etc. Senior mid-level managers are typically
assigned to program and project management and have authority of scope, schedule and budget for
the program/project. The processes are interdependent allowing for better and faster decisions and
subsequent implementation.
Chief Officers and senior Captains usually manage “programs” and are responsible for the scope,
schedule and budget of the program. Mid – level managers (Captains and Lieutenants) or subject
matter experts (SME’s) usually manage “projects” and are supervised by Chief Officers. Project
managers are responsible for schedule and budget.
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Day to Day Program Management Organization Chart
The chart above is reflective of the day to day project/program orientation of the fire department.
Each major program is identified by a red circle and is largely reflective of the core missions of the
fire department. Minor programs are identified in the green circles and are “specialized”
programs/projects that the department has chosen to support. During emergency/training activities,
the department functions within the traditional “top to bottom” (scalar) organizational chart in which
rank within the organization is equal to responsibility and authority.
Apparatus
The PFD operates a wide variety of apparatus to deliver emergency services to the community. The
table below outlines by station the apparatus and staffing associated with each station. In order to
meet the basic response requirements, a minimum daily staffing of 19 personnel is required. There
are two dedicated personnel of the 19 each day to provide aircraft rescue and firefighting (ARFF)
delivery out of Station 82 under contract with the Port of Pasco at the Tri-Cities airport.
Due to the variety of apparatus and equipment, dedicated staffing for all apparatus is not possible,
nor required for all types of incidents. Cross staffing of apparatus allows the flexibility within daily
operations to meet the needs of the community based on the type of incident response required while
considering budget impacts and resource availability.
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Station Apparatus Staffing Max/Min
Staffing
Station 81
310 Oregon Ave
1 Command Vehicle
1 Type 1 Engine
1 Type 2 ALS Ambulance
(Medic)
1 Type 6 Engine
1 Type 4 Rescue Boat (in
Marina)
1 Battalion Chief
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed
Cross Staffed
Minimum = 5
Maximum = 7
Station 82
3502 Varney
Lane
Airport Station
1 Type 1 Ladder
1 Type 2 ALS Ambulance
(Medic)
2 Type 1 ARFF (Port of
Pasco)
1 Type 4 Light Rescue*
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
1 Lieutenant & 1
Firefighter
Minimum = 6
Maximum = 7
Station 83
3203 Road 68
(Scheduled for
replacement in
2019/2020)
1 Type 1 Engine
1 Type 2 ALS Ambulance
(Medic)
1 Type 6 Engine
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed
Minimum = 4
Maximum = 5
Station 84
1208 Road 48
(Scheduled for
replacement in
2020)
1 Type 1 Engine
1 Type 2 ALS Ambulance
(Medic)
1 Type 2 Tender
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
Cross Staffed
Minimum = 4
Maximum = 4
Fire
Administration
and Training
Facility
1 Type 1 Engine (Reserve
used for Training )
1 Type 2 ALS Ambulance
(Reserve)
Staff Vehicles
Fire Chief
Deputy Chief
Training Officer
EMS Officer
CRR Officer
Administrative Assistant
Department Assistant
* The Type 4 Light Rescue at Station 82 will be replaced in 2019 with a Type 3 Rescue. This will
increase the ability of special operations teams to have additional equipment on a larger more
appropriate apparatus.
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OPERATIONAL READINESS
Page 17 TECHNICAL COMPETENCE
Core Purpose:
Ensure staff is properly trained, healthy, and capable of peak performance at all
times (Strategic Plan Priority). Measure and monitor personnel qualifications to
Washington Survey and Rating Bureau (WSRB) standards for the achievement of
2018-2019 Council Goals.
Metrics Measured:
International Fire Service Accreditation Congress (IFSAC) Qualifications, Training
hours, Length of Employment, Retirement Eligibility
Page 20 APPARATUS RELIABILITY
Core Purpose:
Ensure fleet and equipment is capable of meeting performance demand. Monitor the
availability and condition of assets, anticipate and plan for future needs (Strategic
Plan Priority).
Metrics Measured: Fleet Age, Maintenance Costs, Out of Service Time, Unit
Utilization Costs
Page 25 CALL VOLUME/TEMPORAL TRENDING
Core Purpose: Monitor event type trends, recurrence, and location, to improve
resource allocation and training needs.
Metrics Measured: Call Volume and Types, Geo-Spatial Concentrations, Temporal
Statistics
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TECHNICAL COMPETENCE
Member Qualifications
The Pasco Fire Department utilizes standards set forth by the International Fire Service Accreditation
Congress (IFSAC), recognized by the WSRB and the Washington State Fire Marshall’s Office, as a
benchmark for measuring individual personnel professional qualifications. The completion of the
IFSAC certification process, from Firefighter I through Fire Officer II, represents over 700 hours of
instructed training and associated third party evaluated testing of knowledge, skills and abilities.
Efforts are underway to increase the certification levels of current officers.
Annual Training Hours Completed by Shift
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Average Training Hours Per Staff Member
2018 was the second year of monitoring training hours as a performance metric. Compared to 2017,
annual training hours per staff member increased by 40%. These training hours include the all-
hazard service delivery elements, i.e. technical rescue, EMS, wildland, etc. as well as firefighting
skills. A majority of the increase was due to new personnel (recruit academy) and first year training
with shifts as recruits trained with their assigned shifts.
The expected baseline for training hours established by WSRB is 240 hours (20 hours per month),
which does not include any special operations or EMS elements. The hours can be reduced by a
percentage based on IFSAC certifications to 120 hours per year (10 hours per month) if the firefighter
holds a Firefighter II certification. By reducing the required basic firefighting training hour
requirements, additional special operations training can be completed allowing for a wide variety of
service delivery while maintaining the basic skills of firefighting. The target hours per staff member
is set at 200, based on the lower end of the WSRB hours and other specialty training outside of the
WSRB requirements.
Pasco Fire Department Length of Employment
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Department length of service emphasized at <5 year mark. Contributing factors include new-hire staff
increases associated with the opening and staffing of Station 84. While this does not represent the
individual firefighter’s years of firefighting experience, it does represent the potential for lack of
intricate knowledge of the city and its associated characteristics and operations. This also
demonstrates the potential for losing knowledgeable personnel in the future as longer tenured
members begin to retire. The transfer of information from long term employees to new employees is
key to maintaining operational effectiveness and situational awareness. It is also important to monitor
to plan for future financial liabilities associated with accrued leave payouts.
Department Age by 5 Year Group
The above graph represents a healthy normal curve, indicating a good blend of staffing with regard
to age and experience, department wide. The profile of our department is consistent with the NFPA
Survey of Fire Departments for U.S. Fire Experience, 2015. The expected retirements for 2019, as
discussed below, will show a shift of the curve towards the center over the next five years.
Eligibility for 2019 Retirement
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The planning of replacing key personnel, either by position or by specific knowledge, is very
important. To minimize transition strain, review of the potential for pre-retirement hiring/training and
succession planning is key. In 2018, the Deputy Chief retired and was replaced with an individual not
immediately eligible for retirement. Further analysis highlights the level of leadership and staff
eligible for retirement: Fire Chief; 3 Battalion Chiefs; 4 Captains; and 1 Lieutenant. Statistically stated,
50% of the Uniformed Administrative Chiefs, 100% of the Operational Chiefs, 29% of the Station
Commanders, and 17% of the Company Officers are eligible for retirement.
Consideration of the establishment and maintenance of promotional lists is recommended. At the end
of 2018, the captain list expired while battalion chief and lieutenant tests occurred in December and
were approved by Civil Service/Personnel Board in January 2019. The department must engage in
officer development and training/mentoring to capture the experience prior to retirements.
Additional testing opportunities need to be evaluated, as outlined in the Strategic Plan for succession
planning.
APPARATUS RELIABILITY
Cumulative Fleet Age versus Total Fleet Life Expectancy
The overall age of the fleet improved greatly with the delivery of two new engines in 2018. This
allowed two reserve engines to be kept, with one dedicated to the Training Facility unless needed for
operations. The Rescue vehicle was also identified for replacement with a used Rescue truck
purchased in 2018 from West Benton Fire and Rescue. This unit will be placed in service in 2019 and
provide for better equipment and resource capability due to its larger size. The wildland units will
improve, as one unit is scheduled for replacement in 2020. The fleet management and planning
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efforts have shown a positive trend towards a more reliable and effective fleet of apparatus as
outlined in the Strategic Plan.
Maintenance and Fuel Cost by Vehicle Category and Type
Pasco City Shops continues to provide or coordinate maintenance on all ambulance and fire
apparatus. The above chart outlines the fuel and maintenance costs for apparatus by category. One
anomaly for 2018 was a large increase in maintenance on the Ladder truck, due to a training incident
resulting in large repair cost ($22K) and out of service time. Evaluation of the preventive maintenance
programs and training for shops personnel began in 2018. The intended outcome is secured funding
for a quality preventive maintenance program and better communications between line staff and
maintenance personnel achieving an improved and reliable fleet.
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Vehicle Utilization in Miles versus Cost per Mile
Change in mileage represents effective use of apparatus. The graph’s secondary axis – cost per mile
– is calculated by material, labor, and fuel costs for a given year, per vehicle. A greater cost per mile
and lesser change in mileage represents either inadequate use or a deteriorating effectiveness of a
given apparatus. The costs projected on this cost/usage ratio indicate and recommend vehicle
replacement consideration be given to E2861 and M2828 when compared to similar types of vehicles.
The high costs identified for L2811 and T2822 might indicate replacement, however the costs are
driven by either a single anomalous repair (L2811) or minimized use (T2822).
In the above chart, the apparatus is identified by the radio call sign, i.e. E2811. Units that start with an
“E” are engines, “M” are medics (or ambulances). L2811 is the Ladder truck. B2841 is the boat used
for the water rescue program. “CH” and “BC” are chief officers and battalion chief, while the “UT”,
“TO”, and “MO” are staff vehicles used by day shift or other staff assignments.
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Apparatus Out-of-Service (Maintenance) Time
The reduction in ambulance maintenance hours is related to the every other year schedule for tires
and not having new unit in service costs for 2018. The pattern is beginning to emerge, such that next
year’s maintenance hours are expected to double for the ambulances. Fire apparatus maintenance
hours rose in 2018 due set up and delivery of new apparatus (two new engines, new rescue truck,
new staff vehicle). In addition, the earlier information on the ladder truck maintenance contributed to
the hours as well. Note this figure does not include 3rd party service hours, so the total hours is
underreported. Efforts towards capturing this information is ongoing along with the preventive
maintenance program review as identified in the Strategic Plan.
Unit Hour Utilization
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Unit hour utilization measures the amount of time (by percentage of the day) of which a particular unit
is committed to an emergent event. Historically, a Unit Hour Utilization (UHU) greater than 25%
indicates a potential for employee exhaustion issues and negatively affects station and unit reliability.
The Center for Public Safety Excellence/Commission on Fire Accreditation and the Pasco Fire
Department Master Plan suggests a need for additional equipment and staffing support as UHU rates
reach 25 percent. Monitoring this metric in combination with overall response times will lead to a
refinement in the target replacement percentile range. The charts above show the changes between
2017 and 2018. With the addition of full staffing of Station 84 in July 2018, the UHU for the other three
stations decreased, although the reduction was less than might have been expected due to increased
call volumes across the area. The UHU metric is a supporting element to response times, as there are
no units nearing the action level of 25%.
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CALL VOLUME/TEMPORAL TRENDING
Call Volume by Call Type
The Pasco Fire Department statistically aligns with national and regional ratios for departments that
operate an Emergency Medical Service (EMS). Historically, responses to EMS calls (NFIRS {National
Fire Incident Reporting System} Codes 321 and 322) comprise 75-80% of Pasco’s emergent call
volume (an in-depth study of these event types is discussed later in this report). Fires and other
emergencies represent between 20-25% of total call volume.
EMS and Fire calls represent the highest cost risk of emergency service provisions within the City of
Pasco. EMS drives cost by volume, while Fire by resource demand. Primary 2018 EMS cost centers by
type are; trauma, cardiac event, and overdose. 2018 Fire response cost drivers are primarily singular
structure fires. The fire department continues to monitor these specific event types (and others) in an
effort to identify trends, costs, and alternative strategies.
Rescue & Emergency
Medical Service
Incident
73%
Fire
6%
False Alarm & False
Call
8%
Good Intent Call
7%
Service Call
5%
Hazardous
Condition
Special Incident Type
0%
Overpressure,
Rupture, Explosion,
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Call Volume Concentration
The 2018 Call Volume Concentration heat map above identifies call locations for all emergent event
types through October 2018. Utilization of this data allows the department to consistently monitor and
plan for future expansion based upon calls for service. The map identifies call volume concentrations
by three colors; red represents a high concentration call area, yellow represents medium
concentration, and green represents low concentration.
With the planned relocation of Station 83, the areas north of Interstate 182 will be better served with
shorter response times. The full staffing of temporary Station 84 in the central portion of the city
assisted with the call volumes east of Highway 395, reducing the call load on Stations 82 (Airport) and
81 (Oregon Street). Further analysis of call volume versus occupancy at locations will determine
when additional resources (stations or apparatus/crews) are needed, especially as growth continues.
Population Density
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Population densities, as referenced in the visual map above, are represented by darker shading; the
darker the shading, the higher the density. Geospatial analysis of both data sets indicate higher call
volume occurring in areas experiencing increased population movement, and secondarily, areas of
greater static population density. For future planning purposes, it is recommended consideration be
given to resource positioning commensurate with population densities and movement. Washington
Office of Financial Management (OFM) population density data reflects a City population of 73,590
with a density of 2110 people per square mile (an increase from 2017). The OFM data shows Pasco at
16th in Population Rank and 89th in Population Density Rank.
Call Volume Temporal Trending
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Call volume is concentrated during times of significant population activity and movement, typically
during daylight and evening hours and warmer months. The typical year end decrease in calls was
not as severe as 2017. This can be attributed to the new dispatch center and different techniques to
categorize calls. The call volume chart above uses the military time stamp (0000 equals midnight,
0100 equals 1:00 am, etc.). Combining this information, the Unit Hour Utilization and response times
to analyze peak staffing requirements should be considered as call volumes continue to increase.
Overlapping Call Volume versus Total Call Volume
Overlapping calls are calls that occur while primary response units (the units that are normally
assigned) are engaged on a prior emergency. Overlapping calls lead to longer response times,
challenging the ability to meet the Council Goal of maintaining the 6 minute travel time. Overlapping
call volume is displayed on the graph’s secondary axis, in combination with total calls represented on
the primary axis.
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Call volume continues trending upward year over year. 2018 experienced a minor increase in
overlapping call volume. The full staffing of Station 84 in the third quarter of the year added one more
resource to the arsenal, allowing other stations to remain available for calls in their first due area. The
expectation with adding additional resources that overlapping calls will decrease, however
additional time and data with fully staffed stations is required for better confidence.
2016 Response Time Data by Fire Management Zone
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2017 Response Time Data by Fire Management Zone
2018 Response Time Data by Fire Management Zone
Response times in Central Pasco have been reduced with the full staffing of Station 84, which
occurred July 1, 2018. In addition, some of the response times for the east side have improved, as
Station 81 (Oregon St.) is available more often due to staffing of Station 84. Fire Management Zones
with heavy call volume also saw a reduction in response times Citywide. The West/Northwest Pasco
continues to experience delayed response attributable to longer travel distances from existing
stations. As expected, outer-perimeter zones continue to experience longer response times, with
specific concentration in industrial areas. With the planned relocation of Stations 83 and 84, these
response time performances are expected to increase once the station construction and staffing is
complete.
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COMMUNITY WELLNESS
Page 32 PATIENT DEMOGRAPHY (LIMITED)
Core Purpose:
Understand community demographics and inherent target risks to better plan and prepare effective
programs and emergency responses.
Metrics Measured: Resident Age, Average Patient Age, Average Patient Gender and Age
Page 34 MEDICAL EMERGENCY
Core Purpose:
Measure, analyze, and adapt operational processes to achieve and maintain optimal outcomes. The
Pasco Fire Department, in cooperation with the WaCARES program, report and annually develop
survival statistics for Cardiac Events. Portions of the metrics shown in this section are excerpts from
the 2018 WaCARES program.
Metrics Measured:
Cardiac Events and Outcomes, Homeless Response, Drug and Alcohol Emergencies, Mortality
Page 41 FIRE EMERGENCY
Core Purpose:
Measure, analyze, and adapt operational processes to achieve and maintain optimal performance.
The Pasco Fire Department reports all fire activities using the National Fire Incident Reporting System
(NFIRS).
Metrics Measured:
Structural Fire Occurrences, Structural Fire Cause, Natural Cover Fires, Vehicle Fires, Water Rescue
Responses, ARFF Responses
Page 45 COMMUNITY RISK REDUCTION
Core Purpose:
Promote Community wellness, safety education, and transparency between Citizens and Department.
Metrics Measured: Community Outreach Activities, Building Safety Inspections, and Code
Enforcement Activities
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PATIENT DEMOGRAPHY
The City of Pasco is home to approximately 73,590 residents, per 2018 Census data. Broken out by
age group, we find Pasco is comprised of a significant youth population (44% less than 25), but a
relatively small retirement and older population (8%). The trend of direct correlation of call volume
to patient age continued in 2018 as it did in 2017. As patient age increases, the calls per resident
within the given age bin also increase. In other words, less than 3% of Pasco residents under the age
of 18 will require emergency medical services per year; less than 7% of residents under the age of
64; however, about 20% of the population over the age of 65 will require EMS in a given year, on
average.
The information shows continued dependency of the 65+ population on 911 services for low risk
incidents, often considered routine care. High cost of service to such a small demographic segment
generally requiring non-emergent care indicates a significant opportunity for proactive community
paramedicine programs. While there was some reduction in percentage of the 65+ population using
EMS (2017 – 26%; 2018 – 20%), it is unclear yet what is driving the decrease. PFD has worked with
several organizations (Adult Long Term Care (ALTC), Senior Life Resources – Meals on Wheels, and
Consistent Care) to refer the high users of 911 to a supportive agency addressing the true needs of
the patients. As PFD moves forward and builds additional relationships and examines options for
conducting routine visits to high risk citizens (target top 25% of 65+ population; estimated 1400
residents), the department stands to reduce EMS service costs and resource strain while also
improving the lives of the customers.
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Additionally, it is noted that 27% of the population is positioned in the easiest-to-reach demographic;
school age youth (ages 5 to 18 in the chart). Accordingly, it is recommended that the community risk
reduction program increase its outreach efforts to this readily available audience for the
improvement of community wide emergency service knowledge and application. Based on this
recommendation, a FEMA Fire and Public Safety (FP&S) Grant was applied for in 2018 targeted at fire
prevention efforts with elementary school aged children followed by tracking of information. The
grants had not yet been awarded as of the end of 2018. The plan is to implement portions of the
program with schools even if the grant is not awarded; however the scope will be much reduced.
Further, the most significant group requiring emergency medical services as a whole is the working
age population – ages 19 to 64. Efforts to partner with large employers within the City in safety, first
aid and CPR training for their respective staff are recommended.
Females represent 49% of Pasco population, yet attribute to 51% of total EMS responses, which is
consistent with information from 2017. The average age by gender for EMS patients is shown in the
chart above. It is not clear if there is a trend in the data that can be addressed. Further using the new
RMS analysis is required to identify the appropriate metrics to track.
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MEDICAL EMERGENCY
Cardiac Etiology
Cardiac emergencies are on average the costliest emergency medical service provided in Pasco,
with an average full-cardiac arrest scenario totaling about $2,000 (transport fees not included) based
on the equipment and drugs used in patient treatment and care. The Pasco Fire Department
continues to monitor the frequency, cost basis, and demographics of cardiac events.
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The Pasco Fire Department utilizes the Utstein Survival matrix to measure the success of medical
interventions for cardiac events.
The Utstein matrix uses the following criteria to measure cardiac outcomes:
• Witnessed by bystander and found in a shockable rhythm (ventricular
fibrillation or ventricular tachycardia)
• Received some bystander intervention (CPR and/or AED application)
Non-Traumatic Etiology Survival Rates
Overall 11.5%
Bystander Witnessed 8%
Unwitnessed 5%
Utstein 12.5%
Utstein Bystander 20%
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The citizens of Pasco benefit from a higher survival rate for cardiac events, compared to national
average (as reported by the American Heart Association). After reviewing the 2018 data, it was
determined that a three year trend should be used when analyzing the Utstein Survival rates. Work
continues on developing reporting data and metrics for the Utstein Survival rate. Continuation of the
“Hands Only” CPR program for all City of Pasco Employees and general public is recommended in
order to maintain and increase the likelihood of cardiac event diagnosis and survival. One program
that was implemented in 2018 was the use of the PulsePoint phone application, championed by
several organizations. The purpose of PulsePoint is to get citizens involved regarding sudden cardiac
arrest to positively affect patient outcomes. PulsePoint alerts citizens to incidents of cardiac arrests in
public locations to get willing people to start the survival process – early CPR and defibrillation. With
the move to SECOMM as the single dispatch center for the area, PulsePoint notifications are being
sent to those citizens with the application installed on their phones. PFD supports this applications
and provides information about the app at all public events.
Homeless Response Metrics
Due to the upgrade of the records management system (as mentioned in the Background Section) the
fire department is developing metrics to monitor and trend causality issues that affect the emergency
medical services delivery. Some of these metrics include responses to homeless populations,
demographics of alcohol and drug abuse. Collected information indicates that there have been 55
emergency responses to the homeless populations since November 1, 2018. When extrapolated this
equates to 2.62 calls per week on average. Examples of some of the early and limited data are shown
below:
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Drug and Alcohol Use
Last year the performance report monitored the accelerating costs of mitigating the opioid epidemic.
However, the information was not useful in determining the demographics of our patients and we
could not develop effective strategies for reducing the impact of these emergency events to the
overall service delivery. PFD has continued to work with Pasco Police in supplying Narcan kits to
PPD officers for quicker treatment of opioid overdoses. Efforts to track and evaluate this program
continue, but no determinate metrics have been validated.
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The new RMS provides insight to patient demographics and situations identified by responders. The
charts below show data of the alcohol and drug use indicators as recorded during patient treatment.
The data represent indicators based on standards identified at both the national and state levels. The
indicators can then be used to identify trends over time, allowing resources to be applied to address
the corresponding/underlying issue for the patient. Additional evaluation of best use of this
information is ongoing, with both the EMS Officer and Community Risk Reduction Officer identifying
best reporting methods to get resources allocated where needed.
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The department responded to 56 drug/alcohol issues during the noted reporting period (November
1, 2018 through March 31, 2019). The average age for these patients was 41.4 years old with the
youngest patient being 13 and the oldest patient being 78. The gender comparison was 46% female
and 53% male as indicated below.
Mortality – Franklin County Coroner
Death Due to Drug Overdose
Figures obtained from the Franklin County Coroner’s 2018 Annual Report support evidence of a wide
variety of drugs related to deaths in Franklin County. The Opioid deaths were down (5 to 3), but
other illicit and synthetic drugs were found (includes Fentanyl group of drugs).
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Death Due to Natural Causes
Cardiac Events continue to be one of the leading natural death causes in the region, while Cancer
rose to the leading cause.
Death Due to Accident
No specific trend can be identified by the Accident information, although overdoses and crashes
continue to be of concern. The “Pending Tox” category indicates that toxicology reports are pending
for the final determination. The large number of pending cases may indicate additional overdose
cases, which continues to be a concern not only locally, but nationally.
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FIRE EMERGENCY
Residential Structural Fire Event Type
Analysis indicates a significant portion of Fire call volume is resultant of false alarms, many related to
smoke alarm activation due to cooking (burned food). Cooking fires and false alarms appear more
prevalent in Multi-family residences (MFR) than Single-family residences (SFR), calculated by the
ratio of fires or alarms per structure. The False Alarms in SFR increased significantly in 2018, which
may indicate additional alarm installations and monitored systems. Actual structure fire ratios
between MFR and SFR align with total structure count, and are considered proportionately
representative.
Temporal statistical data indicates that cooking fires tend to occur during the expected time frames
based upon activity schedules of the populations. There was no significant statistical evidence that
supported specific days of the week for cooking fires. A Fire Prevention & Safety (FP&S) Grant was
applied for in 2018 requesting assistance to develop, deliver and measure a fire safety program
targeted at specific school age children to address the cooking fire problem.
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Natural Cover Fires
The wildland fire season usually occurs between May 1st through October 31st (dependent upon
weather, fuel moistures, etc.) of each year. PFD responded to a total of 108 grass/natural cover fires
during the fire season of 2018, which was down from 2017 even with the busy July 4th and the
legalization of fireworks. Eight large fire assignments in Washington States were supported by PFD
during the 2018 fire season, which was also down from 2017 (8 of 9 total wildland fires in the above
chart). Natural cover fires require the response of specialized Type 6 engines (located at Station 81
and 83), in addition to specialized personnel training.
Vehicle Fires
PFD responded to 44 vehicle fires throughout 2018, which was an almost 80% reduction in responses
to vehicle fires. As noted in the chart above, a large majority of vehicle fires were passenger
vehicles. Vehicle fires require the response of one Type 1 engine and an ambulance. The reason for
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the significant decline in vehicle fires is unknown and not likely to be attributed to any specific event
or program.
Water Rescue
The Pasco Fire Department water rescue program was established in 2016. The goal of the program
is to develop a focused preparedness and response program for water related safety and incidents.
The City of Pasco services 13 river miles along the Columbia and Snake Rivers. In 2018 the number
of boat responses was statistically identical to 2017 (34 vs. 36). As the chart shows, the spring and
summer months are the busiest times, following the typical river activities. The program works
collaboratively with Columbia Basin Dive Rescue, Benton, Franklin, and Walla Walla Sheriff’s Offices
and the US Coast Guard – Kennewick. The water rescue program continues to provide a key
resource to the area and the examination of actual responses should be analyzed to ensure best use
based on potential hazards located along and in the river. Additional training and use of the boat and
trained personnel will be evaluated to address other incident responses affecting the rivers, namely
response to hazardous materials.
ARFF
In 2018, PFD responded to 38 emergencies at the Tri-Cities Airport, displayed in the chart below.
Station 82 is located at the airport and has the ARFF units and staffing. Data is shared with the airport
personnel on a quarterly basis and outlines basic response data, i.e. how many types of calls were
handled at the airport. Each year, the Federal Aviation Administration (FAA) conducts an audit of the
airport operations, including reviewing ARFF training and response. PFD continues to meet the
requirements outlined by the FAA, and CFR Part 139. The PFD and Port of Pasco continue to work
collaboratively to make the program better. There are opportunities to review the ARFF program for
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improvements, especially with training to ensure that PFD provides the best service possible. One
change that is planned for 2019 is a change to the ARFF training program to better address Pasco
Airport specific knowledge.
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COMMUNITY RISK REDUCTION
During 2017 and much of 2018, the Community Risk Reduction program focused on the two primary
areas of concern – cooking fires and slip, trip and falls – that were identified in the 2017 Community
Risk Analysis. We partnered with the National Fire Protection Association (NFPA) and delivered a
program entitled “Remembering When”. We concentrated on two facets of the Remembering When
program – smoke alarm installation with home safety inspections and education on cooking fires. In
an effort to achieve a WSRB Class 4 Rating, the Community Risk Reduction program tracks events and
program contacts. The chart below indicates the number of smoke alarms installed and serviced as
well as the community outreach activities for the last three years.
Community Risk Reduction Outreach Tasks
Number of outreach sessions conducted by Month
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Based on the recommendation to concentrate more during winter months, the number of activities
toward the end of the year increased. A portion of this is due to the annual Fire Prevention Week
(first full week of October); however, there was additional delivery of programs in schools based on
follow-on activities from the initial week.
Additional Community Risk Reduction Commentary
While our number of fire related calls has dropped slightly from 2016, there is not enough data yet to
show the if drop is related to the smoke alarm campaign. However, the number of calls for a smoke
alarm activation has gone from 5% in 2016 to 19% in 2018. A case could be made that the education
campaign and alarm installs has resulted in what could have been an increase in the number of
working structure fires had those alarms not been in place to notify the occupants of an issue.
In 2018, we began to notice that the CRR program was “morphing” into one that assists the
marginalized and special needs populations. As we provide education to the public, as well as our
own staff, about the resources available to the public, we realized that a key component was
connecting people to those programs. This program began evolving into a “social service
brokerage” where we provide social services contacts to marginalized populations. We have
worked specifically with Adult Long Term Care (ALTC), Senior Life Resources – Meals on Wheels, and
Consistent Care. We have tracked 12 patients over the last year, many of whom had become high
acuity 911 users. By collaborating with outside resources, we were able to greatly reduce the number
of 911 calls from these clients from three or four times a week to no 911 calls for the remainder of the
year. More data is needed to show the outcomes of this program, but we have several success cases
that show there is a correlation of successful outcomes to the fire department being the lead agency
in connecting these clients with social resources.
While the CRR program is still relatively new to the organization, we have experienced growth,
success and change. With the new records management system now in place, there are additional
metrics that are being reviewed to determine what best identifies and measures success of the
program. The CRR program manager continues to work with regional, state and national groups to
determine the best measurements and tracking trends as well. As the data becomes more populated,
additional metrics will be identified, tracked and reviewed for efficacy.
Buildings Inspected
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The City of Pasco Inspection Services department provides annual inspections to high hazard
classified buildings and bi-annual inspections to moderate hazard classified buildings.
Pasco’s building inspection program formed in 2015, and reflects consistent decrease in facilities
visited year over year, with the follow up inspections significantly reduced in 2018. Pasco’s Fire
Marshall indicates this is likely attributable to ongoing efficiency gains consistent with program
development. State mandated changes to municipal business licensing will result in a marked
increase in overall inspections in 2019, and should be considered a risk area for planning purposes.
Inspections by Classification
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COST CONTAINMENT
Page 49 BUDGETARY CONSIDERATIONS
Core Purpose:
Ensure fiscal responsibility as a department by monitoring expense and budget, monthly. Encourage
application and use of applicable Grant opportunities, subsidies, and other expense reimbursement
programs.
Metrics Measured:
Funding, Budget Performance, Variance, Revenue and Expense Forecasting Accuracy
Page 51 OVERTIME & SICK LEAVE
Core Purpose:
Monitor liability, appropriate staffing levels, and leave consumption to gauge workload balance.
Metrics Measured:
Overtime Cost by Year Trend, Overtime by Shift, Sick Leave Utilization
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BUDGETARY CONSIDERATIONS
PFD Funding Sources
General Fund – Primarily derived from property and sales tax monies. The General Fund pays for
availability and demand costs for fire service provision. SAFER Grant funding and changes in the
Ambulance Utility reduced the General Fund contribution 50%in 2017 to 39.1% in 2018.
Ambulance Utility – The Revised Code of Washington (RCW) Section 35.21.766 allows all cities and
towns the authority to establish an ambulance service to be operated as a public utility. The
Ambulance Utility supports the availability cost of the ambulance service, demand costs are
recuperated through fees for services provided. Additional funding from the Ground Emergency
Medical Transport (GEMT) program via Washington State was anticipated in 2018. Additionally,
implementation of the Equivalent Residential Unit (ERU) program provided additional funding.
Contracts – Contracts provide cost reimbursement for services. Contracts may be with private, local,
or state entities such as the Department of Natural Resources. The largest contract for service is with
the Port of Pasco to provide ARFF services at the Tri-Cities Airport.
Alternative – includes one-time funding such as grants. This category grew in 2018 due to the SAFER
grant implemented in January 2018. A total of $576,406 was budgeted for 2018. The SAFER Grant
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funding is a diminishing reimbursement of labor costs over the three-year grant funding period,
which is addressed in out-year budget planning.
Ambulance Utility Rate History
The previous Ambulance Cost of Service Study completed in 2015 outlined Full Cost Recovery rates
based on operations at the time. A new study is underway based on changes since 2015 with results
due in May 2019. The previous study recommended the Ambulance Utility Fee for full cost recovery
to be at $26.84/month for 2018. Staff recommended at the time, and Council adopted, a more modest
rate of recovery and adopted a rate of $14.98/month. During the most recent budget cycle, which is
now based on a biennial budget, rates were set at $15.58 for 2019 and $16.20 for 2020. The rate
increases are based on increased cost for personnel, equipment, vehicle, and medical supplies.
A significant change in 2018 was the implementation of equivalent residential units (ERU) basis,
rather than a single standard fee. This was implemented to maintain equity among users of the
Ambulance service and provides additional funding.
The decision to set rates below full cost recovery is based on a strategy around anticipated Ground
Emergency Medical Transportation (GEMT) funding, which in part provides reimbursement to local
ambulance providers for service to Medicaid patients including transports. We have been working
on the GEMT process for the past two years and the first reimbursements from GEMT were received
August 2018. This additional reimbursement will reduce the revenue pressure on the ambulance
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utility fund. With the above changes, the City in on track to create an Ambulance service that is
financially self-sufficient, and healthy with an equitable rate structure while providing an improved
service.
Expense Budget Forecasting Accuracy – Year/Year Trending by Fund
Budget Performance Discussion:
The department manages over 300 budgetary accounts and has generally forecasted expenses within
a 99% accuracy during 2018 in the Ambulance Utility (AU), while the accuracy in the General Funds
decreased to 85%. The variance on the General Fund budget is related to the additional overtime
costs incurred (discussed in the next section) and is driven by the additional required staffing and
resources associated with fully staffing Station 84. Removing the overtime from the variance, the
accuracy becomes 100%.
OVERTIME & SICK LEAVE
Challenges to the success of fire service administration primarily stem from scheduling, staffing, and
environmental implications. Multiple work schedules, time off usage and sick leave utilization driven
by consistent exposure to sick patients, often leave departments spread thin. Minimum normal
staffing levels result in a greater instance of overtime. Overtime, if not contained, can result in an
increased risk of injury due to longer exposure of employees to hazards. Further, the very nature of
emergency service provision inherently requires an increased degree of risk acceptability.
Opportunities to mitigate this risk and subsequently improve overtime and sick leave utilization are
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based on training and safety protocols. Further opportunities for reduction of overtime and sick leave
should be explored.
Overtime Cost by Year – Trend
Total overtime costs have risen due to the total number of employees. The overtime cost per
employee has risen just above what it was in 2015. Comparing 2015 with 2018, the overtime hours per
employee is 245 versus 244, while the cost per employee has risen by 9%. The cost rise is attributed
to hourly rate increases as part of the collective bargaining agreement changes. The full staffing of
Station 84 has contributed to additional minimum staffing requirements as discussed in the Personnel
Overview portion of the report. The management of overtime costs is high priority and should be
addressed using mechanisms identified in the bargaining agreement and exploring additional
options.
Overtime Hours by Shift
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During FY 2018, 18,314 overtime hours were incurred, which was an increase over 2017. This figure
equates to an average of 244 OT hours per employee. The subsequent total cost of overtime was
$1,015,241. Scheduled Overtime (backfill) is the primary cost driver. This may be due to a number
of issues such as: shift staffing levels (including specialty team staffing), earned leave time, hiring
practices, injuries and recruit academy support. The 2018 staffing levels increased due to opening
Station 84, which resulted in additional minimum staffing, as well as considerations for total personnel
allowed off per day. Further analysis of the overtime hours and costs is required to manage use of
resources in delivering the wide variety of services.
Sick Leave Utilization
2018 department sick leave usage totals 8,635.5 of 17,550 available hours (33.0% utilization). Average
sick leave used per employee: 115.1 hrs. Annual allotment per employee is 234 hours. The amount
of sick leave used increased significantly over 2017 mainly as the result of several long term leaves
by personnel (39% of total). Taking out the long term leaves, the increase in sick leave can be
explained simply by the increased personnel. The increased sick leave also contributed to the
increased overtime costs discussed above. In addition to the use, the bank of sick leave was also
increased as part of the collective bargaining agreement that was implemented this year.
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PERFORMANCE
Page 55 RESPONSE TIMES
Core Purpose:
Measure against response time goals established in Council Resolution #2938.
Metrics Measured:
Total response times for all event types 2018
Page 59 PERFORMANCE EFFICIENCY
Core Purpose:
Monitor Notification of Alarm to Fire Controlled Time by Occupancy Classification to identify trends,
training needs and response criteria and identify process or procedural failures.
Metrics Measured:
Notification of Alarm to Fire Controlled Time in Minutes by Occupancy Classification
Page 60 INJURIES & CLAIMS
Core Purpose:
Monitor injury events to refine necessary training emphasis, identify process or procedural failures,
encourage department safety.
Metrics Measured:
Injuries Resulting in Claim, Scenario of Injury, Cost and Recurrence of Injury
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RESPONSE TIMES
Total Response Time (in seconds)
The response time target is outlined in NFPA 1710, which is the basis for performance outlined in the
SAFER grant that was awarded in 2018. NFPA 1710 outlines the response time for a residential
structure fire full first alarm assignment or ALS unit arrival on a medical call as 480 seconds (8
minutes). The response time information is based on only incidents within Pasco city limits. Since the
calls outside of the city typically are longer responses, these calls were not part of the response time
evaluation. The NFPA response times are more stringent than the standard as adopted by City
Council in Resolution 2938 in February 2006.
Total response times are the sum of three time factors;
- Call processing time: caller interrogation + unit notification
- Turnout time: unit notification to apparatus responding (enroute)
- Travel time: apparatus enroute to arrival at incident scene
Of those three time periods, only the turnout time is fully controlled by the fire department – which is
how quickly the crews can get to the apparatus and respond. Call processing time is dependent on
dispatch efficiency, currently managed by an external agency in the case of Pasco. Roadways, traffic
congestion, and weather impacts affect the travel time and are outside of fire department control, with
the exception of safe driver training.
Increasing response times generally increase incident complexities, which drive resource demands
and negatively impact incident outcomes.
EMS calls typically place a relatively low resource demand on the department as most EMS calls
require the response of only one to two units, but place a high strain on resources due to volume.
With increasing call volumes, the over-lapping of calls negatively impacts unit availabilities and may
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pull a primary apparatus out of its response zone, which affects next-call response times. In addition
to increased response times, the greater risk to the community is the cascading resource drawdowns
which occur with increased service demand and decreased unit availability.
Response Times by Station and Shift
With the full staffing of Station 84 in July 2018, all stations are included in the above chart. Station 84
has the longest turnout times, most likely due to the design of the separate facilities (apparatus bay
away from crew quarters). There are no obvious trends when reviewing this data, however it does
provide information for crews to see how they are performing. If all elements were equal between
shifts, there would be little deviation in the times.
Station design may be a contributing factor to turnout times. Consideration should be given to the
relationship of living quarters to apparatus bays in future fire station designs, and has been
addressed with the design of replacement stations for 83 and 84.
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Auto/Mutual Aid Summary 2018 (measured in hours)
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As seen in the above charts, PFD provides much more mutual aid than it receives, and much of that
aid is for State Mobilization or State/Federal Agencies related to large wildfires. In fact, a large
portion of the aid provided to Benton County FD 1 was related to the Bofer Canyon Fire. Better
reporting of aid being received is under review, as some apparatus are not captured in the RMS.
Better reporting requirements are being implemented to ensure that all apparatus from agencies
providing mutual aid are captured.
With the additional staffing and opening of Station 84, the reliance on other agencies for “full effective
force” as defined by the Standards of Cover document and existing agreements between auto/mutual
aid agencies is much less than previous years, which results in less reliance on mutual aid. Daily
minimum staffing meets the full effective force for a residential structure fire (15 personnel). There
still is reliance on outside agencies for commercial fires, as the effective force is greater (26
personnel) due to the higher hazard associated with commercial occupancies. Overall, 94% of the
incidents were handled without aid, with mutual aid required on less than 1% of the incidents. Mutual
aid provided to others accounts for 5% of our call volume. One caveat to this data is the NFIRS coding
for mutual aid does not count for North Franklin County Hospital District. This means that those
incidents are counted as being PFD’s, even though it is not a city related incident. Further ability for
reporting that information is being developed through the new RMS.
As call volumes and associated overlapping incidents continue to increase, the reliance on mutual aid
must be monitored to ensure PFD is not relying too heavily on outside agencies. The reporting ability
for correctly counting overlapping incidents needs to be refined, as data is not reliable at this time.
Regional run volumes and commitment times for larger incidents should be reviewed to ensure that
we are not depleting resources to handle “typical” call volumes.
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PERFORMANCE EFFICIENCY
Alarm Time to Fire Controlled Time
Time (in Minutes) Occupancy Code
419
Occupancy Code
429
Occupancy Code
808
Percentage
0-29 6 1 1 38%
30-59 3 1 1 24%
60-89 2 10%
90-119 2 1 14%
120-149 1 5%
150-179 1 5%
180 + 1 5%
The new RMS has powerful analytical tools that we are still exploring. One of the most important
metrics to monitor is the amount of time elapsed from alarm notification to cessation of hostile fire
activities – fire controlled time.
There are many factors to consider when developing this metric such as; occupancy classification,
percent of fire involvement upon arrival, extenuating factors such as immediate rescue, unforeseen
hazards (hazardous materials, electrical, etc.), total time for assembly of a full-effective force to
mitigate the situation, response and travel times, etc. Initially we have opted to examine the data
based simply upon occupancy codes. In the chart above the occupancy codes represent the building
types that we responded to during the reporting period of November 1, 2018 to March 31, 2019.
Occupancy Code 419 represents a single-family residence, 429 is a multi-family residence
(apartment) and 808 is an exterior storage structure (warehouse/storage facility).
The data listed above is limited due to the reporting timeframe considered. However, it is interesting
to note that 52% of all the measured structural fires were controlled within 1 hour of notification.
Further, when considering only single-family residential units, 64% were controlled within the 1 hour
benchmark. It should also be noted the 100% of multi-family structural fires were controlled within 1
hour.
This metric is new and clearly needs to be further developed and refined to account for the factors
listed above. The metric will provide insight to operational effectiveness and efficiencies and should
be monitored into the future. Metrics should also be established to identify efficiencies to the “All-
Hazards” responses.
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INJURIES & CLAIMS
Scenario of Injury
As seen last year, a majority of injuries (67%) happened on medical incidents, and include personnel
exposure to bodily fluids. Through better training and awareness of reporting requirements, the
documentation of exposures has increased, which drives the high number of occurrences. The risk
management of reporting these exposures allows tracking of potential long term implications of these
types of exposures. The next highest is occurrence of injuries are during training (22%), which
indicates that our employees are at risk even when in non-emergency situations. With increased
expectation of training hours per employee, risk assessment and management during training
activities will become more important especially with the new Training Facility and live fire prop.
Key performance indicators should be identified with the safety group in order to address emerging
issues. As more data from sources becomes available across the fire service, efforts to track and
maintain personnel exposure to a variety of hazards needs to be refined. Personnel have access to a
personal tracking log to document exposure to hazards, both EMS and fire related, through the
Washington State Council of Firefighters.
Injuries Resulting in Claim by Scenario and Injury Classification, with Cost – 2018
Only
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2018 claims related to injuries were low compared to information from 2017. The largest claim was
related to hearing loss, which is typically over a career and not related to a specific event. With the
reduced claim amounts, it appears as though the emphasis placed on lifting injuries in 2017 was
successful, as there were no claims in 2018 for injuries related to lifting. The information related to
costs associated with injuries should be reviewed with the risk manager and ensure that proper
reporting of injuries occurs with associated analysis to avoid future costs.
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QUALITY
Page 63 PUBLIC SATISFACTION
Core Purpose:
Evaluate community feedback mechanisms to improve service levels and improve department
satisfaction.
Metrics Measured:
Approval Rating by Service Type, Annual Approval Rating – Trend, Cost/Response/Staffing
evaluation
Page 64 EMPLOYEE SATISFACTION
Core Purpose:
Monitor Staff satisfaction to identify opportunities to improve morale and department effectiveness.
Metrics Measured:
Internal Department Satisfaction Rating – qualitative only
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PUBLIC SATISFACTION
Approval Rating by Service Type
Annual Approval Rating - Trend
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Generally, the Pasco Fire Department experiences a high customer satisfaction rating based on The
National Citizen Survey, with 90% and 92% of the respondents rating emergency services responses
(fire and EMS) as either good or excellent. Fire Prevention and Education scored 68% as either good
or excellent. An examination of the Fire Prevention and Education programs should be done to
identify what is missing or incomplete with the programs according to the public.
Cost, Response, and Staffing Survey
As part of the survey discussed above, a special question was asked relating to the desire to use
property taxes to fund new fire/EMS facilities. The question relates to the need to relocate one station
(Station 83) and replace another temporary station obtained during annexation (Station 84). The
survey indicated there was 75% that either strongly or somewhat supported the use of property tax to
fund the facilities, while only 12% strongly opposed the idea. This shows that citizens are willing to
look at options to properly fund and support the fire/EMS facilities.
As part of the constant evaluation of customer satisfaction, the fire department will continue to work
with the city administration to gauge the cost, responsiveness and staffing of the fire department in
the public’s eyes.
EMPLOYEE SATISFACTION
Employee satisfaction was not measured during 2018. The expectation is to continually monitor
through day to day interactions with staff at all levels to identify issues as they arise – both positive
and negative. With the increased staffing and addition of a fourth station in 2018, moral appears to
remain high. The two recruit academies conducted during 2018 involved many of the members of the
department and allowed opportunities for employee engagement and mentorship.
An employee satisfaction survey should be performed every other year to allow time for employees
to ensure changes and programs are implemented for a period allowing for true evaluation of
success. Efforts continue with the city-wide effort of employee engagement committee to develop
methods of identifying options for employee engagement and satisfaction.
The statement last year’s performance report remains true today as it did then: “The members of the
Pasco Fire Department are proud of their organization and proud to work for it…”
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RESULTS SUMMARY
As stated previously, Fire Department Administration is as much about numbers, statistics and trends
as it is personnel management and emergency services delivery. The future success or failure of a
fire department will depend entirely on its ability to collect, monitor, and analyze relevant
information in an accurate and meaningful manner to assist in guiding appropriate service delivery.
The Pasco Fire Department continues to use and refine processes to examine and analyze relevant
data key to the success of the organization, as defined by the City Council, external and internal
stakeholders, and collaborative agencies. Certainly, such an in-depth analysis often creates more
questions than answers, but as a result has yielded an intentional decision-making process. The data
analysis tools that are included in the new RMS package will allow for more comprehensive and
streamlined collection and examination of data.
Operational Readiness
The Pasco Fire Department is considered to be within the target range of operational readiness.
Recent increases in staffing, the acquisition of additional fire engines, the addition of Station 84, and
upward trending in total training hours, will all positively contribute to response times and service
availability.
There is a direct, inverse relationship between population growth and operational readiness,
assuming preparation and resources remain static. Concurrent with recent development and
expansion in Pasco, increased population drives service boundary distances, traffic congestion and
consequently total response time. A regular periodic and consistent review of population densities
and movement patterns to maintain service provision is necessary.
Recommendations for improvement and actionable items may be found in the following chapter,
Recommendations.
Community Wellness
The department has formed a Community Risk Reduction program to better serve and support
community wellness and safety. The metrics and analysis performed in this report will enable and
more accurately target opportunities for programs such as Mobile Integrated Healthcare to maximize
value and return.
As a relatively new program within the organization, the Community Risk Reduction program has yet
to identify meaningful statistics. The development of a consistent method to identify trends that
ultimately lead to intervention strategies will be necessary. Additionally, it is expected that the
advent of an empirical approach to such programs will positively influence the pillar of Cost
Containment.
Cost Containment
As discussed in the subchapter Budgetary Considerations, there is opportunity to refine the
operational budget through more accurate identification and exploitation of one-time funding
opportunities such as grants, etc. and application of support funding programs, such as GEMT.
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Discretionary leave (overtime, sick, holiday, etc.) use is being monitored in an objective manner that
allows for more educated legacy hiring practices and effective management decisions.
Performance
Response times are anticipated to continually improve in 2019, with the relocation of Stations 83 and
84 and additional support staff. Further, the transition to a new dispatch center is expected to
significantly reduce total response times due to reduced call processing times and processes.
As the trend moves away from reporting of reactionary data and towards review of positive outcomes,
additional metrics relating performance to those positive outcomes is required. The initial attempt at
outcome metrics is the time of alarm to fire controlled. Based on limited data with the new RMS, this
metric shows potential for measuring efficiency and overall performance of the department.
Quality
Perhaps most difficult to measure but undoubtedly important, community and staff satisfaction are
within more than acceptable range with regard to emergency medical and fire services. The
satisfaction regarding public education is lower than fire and EMS, but is still seen as a valuable
activity by the public.
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RECOMMENDATIONS
Each of the below recommendations is addressed in the Strategic Plan put together in early 2017,
which was a three to five year plan. At this point, we are about half way through the plans period and
have achieved progress as described earlier. With the progress made and significant predicted
growth of the city, the Strategic Plan should be revisited and updated to assist in setting appropriate
goals, especially as they are related to the metrics identified and monitored. A five-year plan to
maintain the WSRB Fire Rating is in development addressing population growth and the associated
program changes required to maintain the rating. The ability to use our past response data and
associated metrics to predict future growth and associated improvements is key to maintaining the
high level of service delivered by the Pasco Fire Department.
Technical Competence
The department will continue to monitor training performance against previous figures, with a
tentative baseline target of 240 hours. Preliminary subject allocation of training hours recommended
as follows:
180 to 240 hours - Fire specific training (FFI, and non-credentialed, respectively)
24-36 hours specialty training per qualification (TRT, WRT, ARFF, Extrication)
36 hours EMS training
20 hours apparatus/operator training
As noted in PFD length of employment figure, employment length is emphasized in the less than 5-
year category. To encourage department tenure and align with strategic planning objectives, the
development of an individualized career-mapping program is recommended to encourage employee
ownership and technical competence.
Apparatus Reliability
Administrative visibility to apparatus condition and efficiency is limited by current processes,
programs, and reporting structure. Cross departmental coordination for the streamlining of fleet cost
and condition communication is recommended for the 2019 operation year. A centralized dashboard
or readily available and accessible report containing cost per mile, out of service time, preventative
maintenance schedule and programmed apparatus life expectancy is recommended.
Continue to monitor unit hour utilization and mileage versus cost rates as a determinate for both
optimal percent utilization range and apparatus replacement.
Call Volume Metrics
Call volume by type is expected to remain relational to population and density, however, monitoring
density and population movement areas as a planning mechanism for forward response centers and
stations with the intent to control and mitigate response time, is recommended. Additional trending of
call volumes relative to income and property values should be conducted to determine efficacy of
predictive analysis based on those variable. Temporal trending, specifically call volume by hour,
indicates the presence of peak demand times between 8:00AM and 8:00PM. Modeling of unit hour
utilization with call type, in combination with temporal trending during peak demand times may
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unveil staffing and response efficiency opportunities, such as mobile integrated healthcare or peak
demand units.
Response Times
Technological improvements such as AVL (automatic vehicle location), traffic control technology
(signal pre-emption devices), automated vehicle routing software and consistently updated and
accurate mapping will improve response performance.
Station design is a contributing factor to turnout times. Consideration should be given to the
relationship of living quarters to apparatus bays in future fire station designs, as has been addressed
in the current designs for Station 83 and 84.
As indicated on page 55, travel response times are a primary cause for total response time overruns.
Travel response is largely dependent on infrastructure (roads) and traffic. An emphasis on cross
departmental planning efforts with regard to future expansion and infrastructural planning is of
paramount importance as the City continues to grow at such a rapid pace.
Community Wellness
Current metrics within the Pillar of Community Wellness are intended to serve as a monitor of
community needs that will ultimately act as a guiding tool for the focused delivery of specific
programs and responses. By continually evaluating primary event types, patient demographics, and
respective outcomes, the department stands to better define and deliver operational value.
The core intent of the community risk reduction program is to provide collaborative efforts with
community social services to intervene and mitigate potential emergencies before reactionary
emergency response becomes necessary. As the program matures, measuring outcome relation to
myriad variables will guide the ultimate direction and development of program efforts.
Cost Containment
As evidenced in the report, the fire department manages the 302 individual accounting codes fairly
accurately as projected expenses average 85% accuracy. Identification and solidification of
alternative funding mechanisms must remain a high priority.
Methodology for capturing leave use by reason code should be established in reporting and
timekeeping practices.
A significant driver of overtime and department strain stems from the burden of working around
unfilled positions. Developing and maintaining a hiring and promotional list will reduce turnaround
time for replacement of unfilled positions, in turn reducing department strain and budgetary cost
overruns.
Quality
Public Satisfaction is impacted by cost, care and quality of service. Increased transparency and direct
feedback from the community are of significant importance to the department. Accordingly, the
development of an after service questionnaire serving as a feedback mechanism to the department, is
highly recommended.
Page 106 of 138
69 | P age
Additionally, employee retention is a core component of department quality, directly impacting cost,
technical competence, and cultural tone. Monitoring average length of service and department
morale will serve as a guiding mechanism for determining internal department quality. Efforts to
continue to monitor public and employee satisfaction are recommended.
Author’s Note
The mission of the Pasco Fire Department is to “Honorably Protect and Serve”. This statement is the
foundation of this performance report. To “Honorably Protect and Serve” we must intimately
understand and recognize the formative trends (both positive and negative) of the service that we
provide. To do so it is imperative that we develop, refine and monitor meaningful data points and
statistics that will allow us to make informed strategic decisions that guide operational methodology.
We must be transparent, we must be fiscally responsive and responsible, and we must adapt to the
changing demographics and needs of the community.
The traditional fire service model is “response” centric and completely dependent upon established
processes and procedures. The fire department needs to actively study our past responses and
programs to identify trends and formulate comprehensive plans that are financially and operationally
responsible for the future needs of the community.
This report serves as the continuation of the data-driven decision process that was initiated with the
2017 Annual Performance Report. The report also begins to “tell the story” of how the Pasco Fire
Department “Honorably Protects and Serves” the community.
Page 107 of 138
AGENDA REPORT
FOR: City Council April 18, 2019
TO: Dave Zabell, City Manager Workshop Meeting: 4/22/19
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Comprehensive Plan Update April 2019
I. REFERENCE(S):
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
Franklin County and Pasco are required to update their respective Comprehensive
Plans through the Growth Management Act. A key component of that update is
accommodation of the city’s 20 year population forecast - an additional 48,000 people
by the year 2038. As a first step in the process, City Council approved an initial urban
area expansion of 4,800 acres in June of 2018 - consistent with the Planning
Commission recommendation (Resolution 3845). This enabled staff to submit the
application to Franklin County for consideration.
The initial consideration of the 4,800 acre urban area expansion by Franklin County, to
accommodate the moderate growth scenario provided by State Office of Financial
Management, was met with concern by state agencies and special interest groups. The
City chose a prudent and logical step in the update process by preparing a non-project
environmental impact statement (EIS) in order to analyze three urban area expansion
options. This process is essential to minimize the risk of a successful last minute appeal
of the entire updated Comprehensive Plan to the Growth Management Hearings Board.
Work on the Draft EIS has been underway since late last year.
Council was provided an update on this process in January of this year, but the update
occurred at a late hour of an extended Council Workshop and did not provide much
Page 108 of 138
opportunity for questions.
V. DISCUSSION:
The EIS process allows for additional detail in the land capacity analysis - including
planning level details on water and sewer provisions, traffic analysis, public facility
analysis (parks, schools, outside utilities, etc.) which will provide a better picture of
expected consequences of the expansion of our urban area. The process associated with
preparation of an EIS will work greatly in the City’s favor should an appeal occur.
The EIS process includes development of a “no action” alternative - use of the City's
existing UGA to accommodate our 20 year growth; a second alternative - use of the
UGA proposal approved by Resolution 3845 and a third alternative consisting of a
lessor expansion area and higher densities. This will allow the analysis described above
to be further detailed for each alternative.
The City's consulting team and staff will provide an update report/presentation to
Council.
Page 109 of 138
April 22, 2019
City of Pasco
Comprehensive Plan Update
Pasco City Council Workshop
Oneza & Associates
In partnership with:
White Bluffs Consulting, J-U-B Engineers and Murraysmith
Page 110 of 138
Council reviewed land use alternatives in
January 2019
Council reviewed goals and policies in 2018
Proposed UGA expansion
Plan elements are being updated
Integrate with other planning efforts (e.g.
Broadmoor Sub-area Plan)
Background
Page 111 of 138
Broad categories:
Address water rights
Discuss flexibility of the plan and
implementation
Address current challenges regarding infill,
such as lack of sewer, public right of way,
incoherent street system
Acknowledge economic development efforts
with Port of Pasco and TRIDEC
City Council Direction
Page 112 of 138
Specific goals and policies:
Land use designations clarification
Avoid giving up existing commercial land for
residential development
Clarifications in certain policies regarding
applicability (e.g. some policies may not be
appropriate for each neighborhood)
Avoid conflicts in policies, e.g. housing and
land use policies
City Council Direction
Page 113 of 138
Specific goals and policies review:
Capital facilities and mitigation
Transportation –Level of Service (LOS)
standards, bicycle planning, landscaping
Economic development –flexibility in
redevelopment
City Council Direction
Page 114 of 138
Initial UGA Expansion Proposal
Population projected to increase by
48,238 (by 2038 based on OFM data)
City proposed UGA expansion of 4800
acres for additional growth
Raised questions from State agencies,
special interest groups and public Page 115 of 138
Initial UGA Expansion Proposal
Page 116 of 138
Considers range of alternatives and
effects
Considers impacts on physical and
natural affected environment
Addresses land capacity analysis in
greater detail
Provides additional opportunities for
public and agency input
Development of an EIS
Page 117 of 138
A new alternative being developed:
Higher density development
Requires less area for expansion
Three alternatives
Alternative 1: No-action
Alternative 2: Traditional Growth Target
(Original UGA Expansion Proposal)
Alternative 3: Compact Growth Target
(Modified UGA Expansion Proposal)
EIS Alternatives
Page 118 of 138
Scoping notice issued in September
and comments received in November
2018
Comments have been reviewed
Comments compiled and being
addressed in draft EIS
A land capacity analysis has been
developed
EIS Process
Page 119 of 138
Support for preparing EIS
Higher density alternative
Transportation system (roads/airport)
and other infrastructure impacts
Characterize impacts to agriculture
lands and critical areas/shrub steppe
Consider employment forecast and
regional availability of industrial lands
EIS Scoping Comments
Page 120 of 138
Conduct detailed land capacity and
densities analysis
Characterize impacts on existing water
rights and needs/deficiencies
Evaluate affordable housing effects
Characterize air quality effects
EIS Scoping Comments
Page 121 of 138
Pasco to grow to accommodate additional 48,238
persons (from 2018 to 2038 based on OFM data)
Identifies vacant and under-utilized land in the
City and UGA
Considers Broadmoor areas development capacity
Current capacity -population to accommodate in
the City, existing UGA and Broadmoor –about
29,600 persons
Still need to accommodate additional 18,609
persons and related businesses and services
Land Analysis: supply
Page 122 of 138
Land Analysis: demand
Low Density Residential –appx. 1600 acres
Mixed Density Residential –appx. 250 acres
High Density Residential –appx. 100 acres
Commercial -appx. 450 acres
Public Facilities -appx. 250 acres
Parks and Recreation -appx. 250 acres
Industrial –appx. 650 acres (moving industrial land from
County into City to improve available services/utilities/infrastructure)
A total of about 3,550 acres neededPage 123 of 138
EIS Alternative 1: No Action
Existing land use and UGA, no expansion for the 20 year growthPage 124 of 138
EIS Alternative 2: Traditional Growth
•UGA expansion for the 20 year growth in a traditional pattern
•Approximately 4800 acres proposedPage 125 of 138
EIS Alternative 3: Compact Growth
•UGA expansion for the 20 year growth in a higher density growth pattern
•Approximately 3400 acres proposedPage 126 of 138
EIS Alternative 3: Compact Growth
Potential public facilities and parks land
-Consisting of about 8% of the proposed UGA
Low density –1879 acres
Mixed Residential –298 acres
High density –114 acres
Commercial –357 acres
Industrial –685 acres
Parks and public land are
included in the Low density land
* Includes rowPage 127 of 138
EIS Alternatives UGA Comparisons
Page 128 of 138
Facilities Analysis: Water
Page 129 of 138
Facilities Analysis: Sewer
Page 130 of 138
Facilities Analysis: Parks
Page 131 of 138
Public Participation
Timeline in 2019
EIS Alternatives
DEIS
Development and
Plan Update
Adoption
Jan-Feb Jan –July
SEPA
Commerce review
Oct -Dec
UGA updates to County
Page 132 of 138
Next Steps
Issue draft EIS and Comp Plan: July
2019
UGA expansion updates to County:
July 2019
Department of Commerce 60-day
review: Aug –Sept 2019
Planning Commission Public Hearing:
Oct-Nov 2019
Council adoption: Nov-Dec 2019Page 133 of 138
AGENDA REPORT
FOR: City Council April 10, 2019
TO: Dave Zabell, City Manager Workshop Meeting: 4/22/19
FROM: Larry Dickerson, Interim Director
Police Department
SUBJECT: Interlocal Agreement Addendum for School Resource Officer Services
I. REFERENCE(S):
Proposed Interlocal Agreement Addendum
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
School Resource Officers (SRO) are full-time uniformed police officers primarily
dedicated to providing law enforcement resource services to assigned schools and
surrounding neighborhoods. The Police Department has had a long term relationship
with the Pasco School District (PSD) to provide these officers. In January 2019 the
Police Department issued Body Worn Cameras (BWC) to the uniformed officers in the
department, these were not part of the original Interlocal Agreement for School
Resource Officer Services approved in July 2018.
The Police Department and Pasco School District have worked closely to provide
appropriate services to benefit both the students and faculty. The PD felt that
implementation of BWC by the SRO would enhance collaborative efforts of public
safety while ensuring transparency and evidence collections for criminal cases. The
schools shared some concerns and reviewed the Police Department's policy along with
how other schools were dealing with this issue. After the PSD reviewed the
department's policy on BWC they felt it was necessary to make changes noted in the
addendum due to the public school environment having unique legal protections for
students. This addendum outlines those protections and memorializes both parties’
requirements when the SRO has a BWC. This addendum has been reviewed by the
Page 134 of 138
City Attorney.
The Police Department and Pasco School District want to keep a positive atmosphere
and relationship with the students at the respective schools where SRO are assigned.
The relationship between SRO and students often is confidential as students confide in
the SRO. This addendum protects not only students’ rights, but also the sensitive
communication between the student and the SRO. It also enhances and works well
with the BWC policy and use by the PD.
V. DISCUSSION:
Staff is requesting council approval of this addendum.
Page 135 of 138
ADDENDUM NO. 1
TO
INTERLOCAL AGREEMENT FOR SCHOOL RESOURCE OFFICER
BETWEEN
PASCO DISTRICT NO. 1
AND
CITY OF PASCO, WASHINGTON
BY THIS ADDENDUM entered into this ___ day of ____________, 2019,
modifying the Interlocal Agreement for School Resource Officer between Pasco School
District No. 1 and City of Pasco, Washington, entered into on the 29th day of August 2018,
by the Parties hereto.
WHEREAS, Pasco School District No. 1 (“District”), and the City of Pasco
(“City”), together “the Parties”, are parties to an Interlocal Agreement for School Resource
Officer; and
WHEREAS, the Parties desire to amend the Interlocal Agreement for purposes of
memorializing each party’s respective roles and responsibilities regarding use of Body
Worn Cameras (BWC) by School Resource Officer. NOW, THEREFORE,
IN CONSIDERATION OF THE MUTUAL COVENANTS CONTAINED
HEREIN, the Parties agree as follows:
Section 1. This Addendum to Interlocal Agreement for School Resource Officer
Between Pasco School District No. 1 and City of Pasco, Washington adding Section 19,
“Body-Worn Cameras” is hereby adopted and shall read as follows:
19. Body-Worn Cameras (BWCs).
A. School Resource Officer assigned to schools pursuant to the Interagency
Agreement may be equipped with BWCs as determined by the City;
B. BWCs used by School Resource Officer will be used in accordance with
formally adopted Pasco Police Department policy and procedure;
C. BWCs will not be activated surreptitiously by any School Resource Officer
while the officer is interacting with any student, parent/guardian, or District
staff member;
D. BWCs will not be activated while a School Resource Officer is participating
in or assisting with the roles or responsibilities traditionally exercised by
school personnel;
Addendum No. 1 to Interlocal Agreement for School Resource Officer
Between Pasco District No. 1 and City of Pasco, Washington - 3
Page 136 of 138
E. Recordings and related records created by activating the BWC shall be the
sole property of the City;
F. Should a BWC be activated during law enforcement engagement with a
student according to City policy, the BWC recording shall be considered a
“law enforcement unit record” for purposes of the Family Educational
Rights and Privacy Act (FERPA), 20 USC §1232g; 34 CFR Part 99 and
such law enforcement unit record shall not be under the control or direction
of the District;
G. Nothing in this Amendment creates an obligation for the District to create,
maintain, or provide public records related to a BWC, and any requests for
public records related to BWCs under Ch. 42.56 RCW will be referred to
the City.
Section 2. All remaining terms and conditions contained in the Interlocal
Agreement for School Resource Officer Between Pasco School District No. 1 and City of
Pasco, Washington dated August 29, 2018, not specifically amended above nor inconsistent
with the terms as amended above, shall remain in full force and effect.
IN WITNESS WHEREOF, this Addendum No. 1 is executed as of and effective
on the ____ day of _________________, 2019.
CITY OF PASCO, WASHINGTON PASCO SCHOOL DISTRICT NO. 1
By: __________________________ By: __________________________
Dave Zabell, City Manager __________________________
ATTEST:
________________________________
Angela Pashon, Interim City Clerk
APPROVED AS TO FORM:
__________________________________
Kerr Ferguson Law, PLLC, City Attorney
Addendum No. 1 to Interlocal Agreement for School Resource Officer
Between Pasco District No. 1 and City of Pasco, Washington - 3
Page 137 of 138
STATE OF WASHINGTON )
: ss.
County of Franklin )
On this day personally appeared before me DAVE ZABELL, City Manager for the
City of Pasco, Washington, to be known to be the individual described in and who executed
the within and foregoing instrument and acknowledged that he signed the same as his free
and voluntary act and deed for the uses and purposes therein mentioned.
GIVEN under my hand and official seal this _____ day of _____________, 2019.
____________________________________________
NOTARY PUBLIC in and for the State of Washington
Residing at: __________________________________
My Commission Expires: _______________________
STATE OF WASHINGTON )
: ss.
County of Frankliin )
On this day personally appeared before me ________________, of Pasco School
District No. 1, to be known to be the individual described in and who executed the within
and foregoing instrument and acknowledged that he/she signed the same as his/her free and
voluntary act and deed for the uses and purposes therein mentioned.
GIVEN under my hand and official seal this _____ day of _____________, 2019.
____________________________________________
NOTARY PUBLIC in and for the State of Washington
Residing at: __________________________________
My Commission Expires: _______________________
Addendum No. 1 to Interlocal Agreement for School Resource Officer
Between Pasco District No. 1 and City of Pasco, Washington - 3
Page 138 of 138