HomeMy WebLinkAbout2020.08.10 Council Remote Workshop PacketRemote Workshop Meeting
AGENDA
PASCO CITY COUNCIL
7:00 p.m.
August 10, 2020
Page
1. REMOTE WORKSHOP INSTRUCTIONS:
(a) The Pasco City Council Workshops are broadcast live on PSC-TV
Channel 191 on Charter/Spectrum Cable in Pasco and Richland and
streamed at www.pasco-wa.gov/psctvlive and on the City’s Facebook
page at www.facebook.com/cityofPasco.
Call-in information to GoToWebinar for "listen-only" mode is:
(415) 655-0052 and use access code 942.626.986.
2. CALL TO ORDER:
3. ROLL CALL:
(a) Pledge of Allegiance
4. VERBAL REPORTS FROM COUNCILMEMBERS:
5. ITEMS FOR DISCUSSION:
3 - 85 (a) Fire & Ambulance 2019 Performance Report
86 - 130 (b) Capital Improvement Plan (CIP) 2021-2026
131 - 139 (c) Public Access Easement - Coca Cola
140 - 147 (d) 2021 Community Development Block Grant (CDBG) Annual Work
Plan and Allocations (MF# BGAP 2020-003)
148 - 152 (e) 2021 HOME Annual Work Plan and Allocation (MF# BGAP 2020-004)
6. MISCELLANEOUS COUNCIL DISCUSSION:
7. EXECUTIVE SESSION:
8. ADJOURNMENT:
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Remote Workshop Meeting August 10, 2020
(a)
REMINDERS:
• Monday, August 10, 11:45 AM: Pasco Chamber of Commerce
Membership Meeting – Virtual Meeting
• Thursday, August 13, 7:00 PM: Ben Franklin Transit Board
Meeting – Virtual Meeting (COUNCILMEMBER RUBEN
ALVARADO, Rep.; COUNCILMEMBER ZAHRA ROACH, Alt.)
• Monday, August 17, 6:00 PM: LEOFF Disability Board – Virtual
Meeting (MAYOR SAUL MARTINEZ, Rep.; MAYOR PRO TEM
BLANCHE BARAJAS, Alt.)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the Clerk for
assistance.
Servicio de intérprete puede estar disponible con aviso. Por favor
avisa la Secretaria Municipal dos días antes para garantizar la
disponibilidad. (Spanish language interpreter service may be
provided upon request. Please provide two business day's notice to
the City Clerk to ensure availability.)
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AGENDA REPORT
FOR: City Council August 5, 2020
TO: Dave Zabell, City Manager Remote Workshop Meeting:
8/10/20
FROM: Bob Gear, Fire Chief
Fire Department
SUBJECT: Fire & Ambulance 2019 Performance Report
I. REFERENCE(S):
1. 2019 Fire Department Performance Report
2. Resolution No. 2938
3. RCW 35.103.010
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
On February 21, 2006 the Pasco City Council adopted the performance standards and
objectives as outlined in Resolution No. 2938, the Performance Standards for the Pasco
Fire Department Emergency Responses and, as required by RCW 35.103.010. The
resolution and statute require annual reporting by the Department to the City Council.
V. DISCUSSION:
The 2019 Performance Report continues the pathway of the previous reports, 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.
A) Operational Readiness
1. The Pasco Fire Department is within the target range of operational readiness.
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The constant staffing at Station No. 84 has improved the response times to the
western portion of the city and allowed Station No. 83 to remain in quarters to
handle more of their incidents. Staff saw large improvement in the Fire
Officer certification achieved in 2019, although there is still some work to be
accomplished. Much of the work in the future will be addressing incoming
personnel replacing an aging workforce with several retirements and loss of
knowledge and experience. The total training hours per personnel remains at a
high service times response to and positively will and level contribute
availability. Apparatus reliability remained fairly static between 2018 and 2019,
with some work needed in the preventive maintenance arena.
B) Community Wellness
1. As with any community, growth can come in many forms. To date, the overall
look of the community has not changed much in percentages, only volume.
Pasco remains a fairly young city in terms of patient demographics. The
challenge is to measure the correct metrics that Pasco Fire has an impact on, i.e.
patient outcomes. In the EMS world, the performance metrics are still being
identified not only within Pasco Fire, but regionally. Pasco Fire delivers
excellent results for those patients that have cardiac arrest with much higher
success rate of resuscitation than the national average. Pasco Fire Department's
performance on the Fire side is very good as well, with almost all of the
structure fires brought under control in less than 30 minutes, limiting damage
and preserving property. Both the EMS and Fire performance is tied to the
Operational Readiness above by having adequate resources in the stations and
keeping staff highly trained.
2. Significant strides were made in 2019 with the implementation of the Pasco
Resource Navigation (PRN) program. The program addresses those individuals
that are high users of the 9-1-1 or emergency response system and directs the
correct resources in a coordinated fashion to assist them in becoming less
reliant on the emergency response resources. Data is being collected to establish
the performance metrics for 2020. The other portions of the Community Risk
Reduction (CRR) program continue to be well received and have positive
impacts Manager other with works CRR As community. the in Pasco's
agencies, additional performance metrics will be identified and measured.
C) Cost Containment
1. With the change to a biennial budget process, it is somewhat difficult to
identify Pasco's overall performance for a single budget year. Finance
Department is still developing budget and cost management tools to assist in
the reporting and status. There remain significant areas for opportunity of grant
funding, incorporating other revenue streams such as GEMT and other areas for
assisting with anticipated growth. 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. Staffing
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analysis, to effectively manage the discretionary leave, continues and will be
helpful in managing costs as the requirement for additional funding is
identified.
D) Performance
1. The response times for 2019 continued a downward trend, mainly due to the
addition of Station No. 84 to the resources. With the planned relocation of
Stations Nos. 83 and 84, this trend should continue to improve. The
performance metrics on time to control for structure fires will be reviewed
again to see if the metric needs to be adjusted or looked at differently to truly
measure overall performance. While the time to fire controlled showed a large
increase in performance, the ability to compare similar situations needs to be
explored.
2. With the full implementation of the new reporting system, additional work in
identifying the correct performance measures continue.
E) Quality
1. While overall satisfaction of Fire and Ambulance Services remains high, the
department plans targeted efforts within specific areas of the City.
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2019
Performance Report
Author:
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 ............................................................................................................................. 36
COST CONTAINMENT .................................................................................................................................. 54
PERFORMANCE ........................................................................................................................................... 60
QUALITY ...................................................................................................................................................... 67
RESULTS SUMMARY .................................................................................................................................... 70
RECOMMENDATIONS ................................................................................................................................. 72
APPENDIX A ................................................................................................................................................. 75
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PURPOSE
The 2019 performance report continues the pathway of the previous reports, 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
idea behind a performance report is not only to show what was accomplished, but what can be
changed to enhance the entire customer service delivery for the department to all stakeholders –
internal and external.
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, vehicle and machinery, hostile
environment (active shooter), collapse), hazardous materials, aircraft rescue and firefighting (ARFF)
and hostile fire environments, including; wildland, urban-interface, vehicle, and structural. The
special team responses often require additional costs for equipment and training, and ultimately
increase personal and corporate liabilities to the authority having jurisdiction. PFD continues to
identify and address the unique set of challenges as the community continues to grow and adapt its
resources to meet and fulfil the greatest needs of the community it serves.
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. It is through the analysis of the wide variety of information and data
that the leadership is able identify levels of risk and then provide direction and guidance to the
personnel doing the job to successfully manage that risk and provide the day to day service that the
community is expecting.
This report outlines some of the processes and analysis of the data, as well as identifying the areas of
further development that is needed to provide the right policies and empowerment of our personnel
to complete the everchanging job of a growing and changing fire department.
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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. After a review of the
activities and planning during 2019, it became apparent that a review and update to the Strategic Plan
is required. This effort will be completed late in 2020 and will provide a path for success based on
the next phase of improvements to be accomplished.
Key elements of the strategic plan (Dimensions) were established as follows: Cost, Response Time,
Training, Infrastructure and Equipment Reliability, and 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 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 and provides information for the
upcoming work to create the next version of the Strategic Plan. Some of the goals are ongoing and
will not ever be completed, but specific scope to support the overall goal can be developed and
refined and tracked.
Initiative Goals
Objectives
Total Completed Ongoing Future
1 - Service Delivery
Infrastructure
6 30 (6, 5, 7,
3, 4, 5)
21 9 0
2 - Succession
Planning
3 13 (5, 5, 3) 5 7 1
3 - Health & Safety 5 18 (5, 4, 2,
4, 3)
1 14 2
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
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• 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. The Council held a goal-setting retreat in May 2018 and adopted the 2018-2019 goals on July 2,
2018. The next set of Council goals will be established in 2020, with input from community forums,
surveys and input from other public and governmental partners.
The 2018-2019 Council 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. A five year plan
outlines the resources, programs and funding options to maintain the Class 3 rating, which will surely
be the Council Goal for 2020-2021.
One Council Goal in 2018-2019 is: “Working to achieve/maintain target fire response times through
operational improvements and long-range planning of facilities and staffing.”
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This goal is addressed by projects to replace Temporary Station 84 and relocate Station 83 which the
City Council secured funding for in 2019. The construction projects went out for bid and were
awarded in early 2020.
The efforts to support and achieve the 2018-2019 Council Goals are outlined throughout 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. The records management system
(RMS) was changed in late 2018 and fully implemented in 2019. The change in the RMS allowed a
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more dynamic and responsive reporting mechanism allowing closer monitoring of the metrics. With
the changes in RMS and more dynamic reporting, several of our metrics were reviewed and then
changed in response to the story the data was identifying. Many iterations of the reports and metrics
are still in review to measure and guide the decision process for operations and better customer
service – which is foundational to our service. In addition to the change in the reporting system, PFD
purchased an online dashboard program that gathers data and then translates it into easily visualized
information that can be updated and changed with immediate feedback. This system, known as
NFORS, will be the future basis for assisting in the analysis of performance metrics. As that system is
fully incorporated and learned by department personnel, it will become the go to reporting platform.
The following chapters of this report review in detail the latest approach in metric collection,
inclusive of the respective results and analysis for 2019, 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 13 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 39 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) and
transport, Hazardous Materials, Technical Rescue (high and low angle rope, confined space, trench,
swift-water, structural collapse and vehicle/machinery), and Aircraft Rescue and Fire Fighting
services to the community. The fire department responds from four fire stations to an average of 5450
calls for service per year (2015-2019). The city is divided into four primary station response areas.
Each response area is further sub-divided into both emergency service zones (variable due to station
location) and static fire management zones.
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 0.96 firefighters, which is a slight drop from 2018 by 0.03 driven by the
population growth for the city. This ratio should be monitored as the city continues to grow so not to
allow a slide backward in staffing compared to population.
PFD earned a Public Protection Class 3 from the Washington 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.
Personnel Overview
Organizationally, the department is divided into two distinct divisions: Administrative and
Operations. The Administrative Division staff typically work Monday through Friday while the
Operations Division staffs fire stations 24 hours a day. The organizational structure of PFD is shown
below. Specific information for each position can be found in Appendix A.
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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 of these
personnel for coverage of the airport via a contract for ARFF). These personnel are divided into three
operational shifts (A, B and C Shift) of 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 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
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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.
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 circle and is largely reflective of the core missions of the fire
department. Minor programs are identified as bulleted items in each respective circle and are
“specialized” programs/projects that the department has chosen to support. For the program
management for these programs the department is viewed as a flat organization, allowing for
appropriate actions and accountability. 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.
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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. Cross staffing of apparatus indicates that a
crew will take the appropriate apparatus for the incident type. An example is the Ladder and Rescue
Truck at Station 82. For any fire related incidents (structure, dumpster, vehicle), the crew responds in
the Ladder, leaving the Rescue Truck in the station.
Station Apparatus Staffing Max/Min
Staffing
Station 81
310 Oregon Ave
1 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 3 Heavy Rescue
1 Captain & 1 Firefighter
1 EMT & 1 Paramedic
1 Lieutenant & 1
Firefighter
Cross Staffed with
Ladder
Minimum = 6
Maximum = 7
Station 83
3203 Road 68
(Scheduled for
replacement in
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 Water 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
EMS & Training Assistant
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In addition to the above listed apparatus, one Type 1 Engine and one Type 2 ALS Ambulance are also
located at Station 83 in the Vehicle Storage Building (VSB). Once the new Station 84 is built, these
reserve apparatus will be relocated to that station. The new Station 84 will also house the
Administrative Staff, relocating them from the current Administration Building, allowing that location
to become dedicated to training.
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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 21 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 26 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 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. Significant
progress in obtaining the Fire Officer II certifications occurred in 2019, with a 50% increase in
certifications. All but one of the promoted officers now hold certifications of Fire Officer I or II, which
has been a goal of the department and is supported by the Officer Development Program discussed
later in the report. Additionally, there are several personnel that have Fire Officer certifications that
do not serve in the formal leadership ranks but do assist with program management and delivery of
specialized programs. As part of the new hire process and resulting recruit academy, each new hire
will be certified up to the Firefighter II level prior to shift assignment. There are ongoing efforts to
help current personnel achieve their certification alongside the new hires, which helps with overall
certification as well as creating a culture of success for all personnel.
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Annual Training Hours Completed by Shift
Average Training Hours Per Staff Member
Training hours is one of the key performance metrics, not only because it can easily be tracked by
employee, but it also directly affects the WSRB rating. WSRB requires 240 hours of training per year
per employee to achieve maximum rating. Compared to 2018, annual training hours per staff
member decreased by 3 hours per member (about 1%). This is such a small reduction that it is
considered inconsequential. These training hours include the all-hazard service delivery elements,
i.e. technical rescue, EMS, wildland, etc. as well as firefighting skills. With the small reduction in
training hours between 2018 and 2019, there is not enough evidence of a trend to identify action
items. The total number of hours is indicative of a department that prides itself on doing the best job
possible and maintaining operational excellence.
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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. No adjustment in the target should be made at this time due to the lack of trend
based on the identical hours between 2018 and 2019.
Pasco Fire Department Length of Employment
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 and replacement of retiring staff.
While this does not represent the individual firefighter’s years of firefighting experience due to
lateral/experienced firefighters being hired, it does represent the potential for lack of intricate
knowledge of the city and its associated characteristics and operations. This also demonstrates the
potential for losing knowledgeable personnel in the future as longer tenured members begin to
retire. 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 and plan for future
financial liabilities associated with accrued leave payouts.
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Department Age by 5 Year Group
The above graph represents a healthy normal curve, indicating a good blend of staffing regarding
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 eligible retirements, as discussed
below, will show a shift of the curve towards the center over the next five years.
Eligibility for 2020 Retirement
The planning of replacing key personnel, either by position or by specific knowledge, is very
important. To minimize transition strain, review of the potential for pre-retirement hiring/training and
succession planning is key. Further analysis highlights the level of leadership and staff eligible for
retirement: Fire Chief; 3 Battalion Chiefs; 4 Captains; and 2 Lieutenants. Statistically stated, 50% of the
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Uniformed Administrative Chiefs, 100% of the Operational Chiefs, 33% of the Station Commanders,
and 20% of the Company Officers are eligible for retirement. In 2019, one Captain retired and was
replaced with a lieutenant until promotional testing can be completed.
In 2019, Human Resources, Fire Administration and IAFF Local 1433 worked to put together a
promotional testing process that will occur annually in April. This in conjunction with reviewing and
updating the job descriptions for Lieutenant, Captain and Battalion Chief achieved a goal of
establishing an annual testing process based on an agreed upon standard set of qualifications and
experience. This allows personnel interested in promoting a road map for training and experience to
achieve the desired position. One other aspect that affected this was the officer development training
that was accomplished in 2019. Pasco brought in a series of classes on performance management,
ethics and personnel management to assist current, as well as future, officers gain valuable training
and experience in these classes. The classes were well attended, and overall comments were very
supportive of the program. The Training Division will build on these efforts and continue the very
important officer development program.
APPARATUS RELIABILITY
Cumulative Fleet Age versus Total Fleet Life Expectancy
The overall age of the fleet remained fairly close to 2018 status. There was one apparatus that was
placed in service and had a large impact on service life – Rescue 2832 was placed in service and
replaced an older and smaller unit. Even though it shows being at life expectancy, the unit was in
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excellent condition when placed in service. We anticipate keeping this unit in service for several
years. In addition to being able to provide additional resource capability, the Rescue responds in
place of the Ladder truck on non-fire related incidents (medical calls, car crashes, etc.) which
reduces wear and tear on the Ladder, prolonging its life and reducing the overall maintenance costs.
The wildland apparatus status will improve, as one unit is scheduled for replacement in 2020. The
fleet management and planning 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 2019 was a large cost for maintenance on the Ladder truck, due to a head gasket leak
resulting in large repair cost ($16K) and replacement of tires ($10K). With the Ladder going on
reduced responses with the addition of the Rescue truck, the maintenance costs should decrease next
year. The elevated maintenance costs for the Engine category is spread across six units with
maintenance work on pumps, electrical issues and repair of the Teleboom (50-foot ladder with master
stream device) driving the larger expense. It is unclear if this level of maintenance cost will continue
in the future. Evaluation of the preventive maintenance programs and training for shops personnel
continued into 2019. While the communications between the Battalion Chief managing the
maintenance and maintenance supervisor improved, loss of mechanics at the shops resulted in much
of the work being sent to outside vendors. This is an area of improvement between Shops and the
Fire Department to ensure that certified personnel are available to work on fire apparatus.
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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 expectation is to trend the cost per mile over time and at a certain threshold
replace an apparatus when repairs outweigh the reliability of the apparatus. The two newer engines
replaced early in the year represent the reduced cost per mile achieved when apparatus is replaced
(E2811, E2813). 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). Two of the
apparatus identified as medium to high cost per mile, E2818 and E2861 represent a reserve apparatus
that requires additional maintenance (E2818) or an apparatus due for replacement (E2861)
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. “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
As predicted last year, the Ambulance maintenance hours increased, as 2019 is year two in the tire
replacement schedule. While the maintenance hours did not double as expected the increase is
related to the planned maintenance of the ambulance units. Fire apparatus maintenance hours rose in
2019 due to set up and delivery of new rescue truck as well as several maintenance and repair items
as outlined in the previous section. Of concern is the fact that the maintenance hours do not include
3rd party service hours, so the total hours are underreported. With the reduced staffing of City Shops
towards the end of 2019, the expectation of a higher number of maintenance hours would be reduced.
Based on the lack of a trend on the fire apparatus, it is more important to review the preventive
maintenance program as identified in the Strategic Plan and identify what a true performance metric
should be based upon. Working with Shops will be key to this to ensure that the baseline
maintenance hours required per manufacturer recommendations would be a good baseline metric to
start from, adding in a percentage of expected repair maintenance based on history.
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Unit Hour Utilization
Unit hour utilization measures the amount of time (by percentage of the day) a unit is committed to an
incident. Historically, a Unit Hour Utilization (UHU) greater than 25% indicates a potential for
employee exhaustion issues and negatively affects station and unit reliability. The Center for Public
Safety Excellence/Commission on Fire Accreditation and the Pasco Fire Department Master Plan
suggests a need for additional equipment and staffing support as UHU rates reach 25%. Monitoring
this metric in combination with overall response times will lead to a refinement in the target
replacement percentile range. The chart above show the changes over the three prior years. With
the addition of full staffing of Station 84 in July 2018, the UHU for the other three stations decreased or
remained static. Any reductions were less than might have been expected due to increased call
volumes across the area. One significant trend that can be seen is the constant decrease in L2811 over
the three year period. The 2018 decrease can be attributed to the staffing of Station 84, which took
over a large portion of the area Station 82 covered. The continued drop in 2019 is a result of placing
R2832 in service and having it respond to non-fire related incidents. The commitment time of L2811
was reduced about the same amount of percentage as R2832 shows on the chart. 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
Pasco Fire reports its incident response data monthly to the National Fire Incident Reporting System
(NFIRS) via the Washington State Fire Marshall. Reporting to NFIRS is one of the requirements to
receive Federal Grant monies such as the Staffing for Adequate Fire and Emergency Response
(SAFER) and Assistance to Firefighters Grants (AFG) programs that Pasco has been awarded and
applies for each year. The chart above shows the general categories of responses grouped by NFIRS
category. The Pasco Fire Department statistically aligns with national and regional ratios for
departments that operate an Emergency Medical Service (EMS). Historically, responses to EMS calls
(NFIRS Codes 321 and 322) comprise 75-80% of Pasco’s emergent call volume (an in-depth study of
these event types is discussed later in this report). 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 response by resource demand. The fire department
continues to monitor these specific event types (and others) to identify trends, costs, and alternative
strategies. Based on trends observed other programs are put in place to attempt to influence the
community actions either by prevention or direction to other resources. These programs are
discussed later in the report.
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Call Volume Concentration
The 2019 Call Volume Concentration heat map above identifies call locations for incidents that Pasco
Fire Department was dispatched to in the map area. The legend indicates the number of calls in a
specific area relative to the size and color of the circle. The larger the circle and darker the color, the
higher density of calls in that area. The heat map is from the new data visualization program (NFORS)
that gathers data from our dispatch center. NFORS is a web-based program that is interactive, so
information can be drilled down interactively for further analysis using near real time data. Efforts are
underway to build additional reporting visualizations using the program.
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.
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Population Density
Population densities, as referenced in the visual map above, are represented by darker shading; the
darker the shading, the higher the density. The map above represents data from 2012 with
information planning on being updated after the 2020 census. The latest population information from
Washington Office of Financial Management (OFM) reflects a City population of 75,290 with a density
of 2155 people per square mile (an increase from 2018). The OFM data shows Pasco at 16th in
Population Rank, which has been consistent since 2012, and 89th in Population Density Rank.
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. The
chart on the next page shows incident count by the census blocks, which was from the new NFORS
dashboard application. Additional analysis of this information is planned with the data in NFORS, as
information by the blocks can be reviewed against call volume and demographic information. With
this analysis, options can be developed to address either preventing additional call volume through
the Community Risk Reduction program, or at the very least indicate areas requiring additional
resources for increasing service demand driven by the population densities.
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As part of the analysis discussed above, there is information provided regarding Social Vulnerability
Index (SVI) in the NFORS program. Social Vulnerability Index is a measure developed by the
Centers for Disease Control (CDC) that primarily uses relevant fields from the American Community
Survey (ACS) to identify census tracts where the population is vulnerable to disasters.
It is measured on a scale from 0 to 1 with 0 being the least vulnerable and 1 being the most
vulnerable. The chart below shows the SVI for Pasco.
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A population that is more vulnerable is considered to be more greatly affected by catastrophic
events, such as losing their home, and to have less capability and resources to recover from such
events.
The summary fields of the SVI present overall and thematic percentile rankings for census tracts
across the U.S. So for example, a tract whose summary overall ranking is 0.9 or higher is a tract whose
particular combination of 15 underlying ACS variables places it in the top 10% most vulnerable tracts
in the U.S.
The overall SVI is composed of rankings from four sub-rankings formed by groupings of similar ACS
variables:
• Socioeconomic, composed of the following: number of persons with income below poverty
line in the past 12 months, number who are unemployed, number with no high school
diploma, and per capita income
• Household Composition, composed of the number of persons aged 65 or older, number who
are 17 or younger, number who have a disability, and the # of households that are single-
parent
• Minority/Language, composed of # of racial minorities, defined by the SVI as 'Non-white', and
the number of persons who speak English "Less than well." (the phrasing used on the ACS
questionnaire)
• Housing and Transportation, composed of number of housing units that are part of a building
composed of 10 or more units (high density housing), # of mobile homes, number of housing
units where the number of residents is greater than the number of rooms, number of
households with no vehicle, and number of persons in institutionalized group quarters (e.g.
Nursing/Skilled nursing facilities or correctional facilities).
Using the SVI information and associated responses, additional analysis is planned for 2020 to
reinforce or provide opportunities to provide the appropriate educational programs to keep our
community safe and respond according to their need.
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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. While the information presented in these
charts are interesting, this information, the Unit Hour Utilization and response times should be
considered to analyze peak staffing requirements. The call volume by hour chart above uses the
military time stamp (0000 equals midnight, 0100 equals 1:00 am, etc.).
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. 2019 continued the trend of increases in
overlapping call volume. With the growth in population and associated call volume, the likelihood of
overlapping incidents will continue to increase. The key is monitoring the locations of overlapping
incidents and associated out of service resources and add either apparatus and staffing to current
locations or additional stations as growth occurs. If the overlapping calls are concentrated in a
specific area, then adding additional resources to the station that covers that area will assist with
response time issues. Using overlapping incidents in conjunction with Unit Hour Utilization metrics
will assist in identifying target points to add the resources to stations if the location is within coverage
areas of existing stations. With the increased overlapping incidents, response times for first arriving
units can be affected as well. This becomes an issue when first due stations are busy, and second call
happens in their area. The second due station has a longer response time, affecting the performance
related to the 6-minute travel time goal.
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2018 Response Time Data by Fire Management Zone
2019 Response Time Data by Fire Management Zone
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The images on the previous page show the percent compliance to the 6-minute travel time based on
quarter section areas of the city (Fire Management Zones, or FMZs). The areas of red indicate
meeting the 6-minute travel time less than 70% of the time, while yellow indicate 70 to 89.9% and
green 90% or greater. The overall goal is to achieve the 6-minute travel time 90% of the time
throughout the city. The central portion of the city is covered fairly well as shown by the green areas.
Several of the yellow areas in the central part of the city are on the cusp of making the 90% metric,
representing only a few calls that are outside the expected travel time. The west/northwest area of
Pasco continues to experience delayed response due to longer travel distances from existing stations
as well as longer apparatus response distances resulting from other fire stations. The overlapping
incidents typically drive the need for stations to cover each other, resulting in longer response time.
The overlapping incidents continue to be an area of concern and remain at a high level as discussed
earlier in the report.
With the relocation of Station 83 from Road 68 and Argent to Road 76 and Sandifur, the response time
should greatly decrease for the northwest portion of the city, as there are more incidents on the north
side of Interstate 182. With Station 84 remaining in the central portion of the city, the overlap
between Station 83 and 84 should decrease and show little to no impact in most of the Riverview area.
Plans are in place to locate a station in the Kartchner Road area to assist with travel distances in the
industrial area, as that area is well outside of the 6-minute travel time. With the increased
development planned in the industrial area and northeast portion of the city limits, the new station
will allow the central and east (current Station 81 area) to remain covered. Land has been purchased
for Station 85 at Road 100 and Maple Drive to address the planned growth in the west/northwest
portion of the city. Once this station is in place, it will also address the multiple overlapping incidents
experienced by Stations 83 and 84. Timing on construction of these stations is dependent upon the
associated growth and funding options.
The goal for the six-minute travel time is one of the key metrics that serves as the guiding principle as
more development occurs. Fire Administration staff has worked with the GIS department to maintain
drive time maps and identified areas of concern and best locations for stations as infrastructure is
planned. By continuing to analyze travel and response times by unchanged Fire Management Zones,
areas of concern are highlighted quickly and can be addressed by adjusting response plans and
station coverage areas.
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COMMUNITY WELLNESS
Page 37 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 39 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, EMS Responses
Page 47 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 51 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 75,290 residents, per 2019 Census data. Broken out by
age group, we find Pasco is comprised of a significant youth population (50% less than 30), but a
relatively small retirement and older population (~9%). The trend of direct correlation of call volume
to patient age continued in 2019 as it did in both 2017 and 2018. As patient age increases, the calls
per resident within the given age bin also increase. In other words, less than 4% of Pasco residents
under the age of 19 will require emergency medical services per year; less than 9% of residents
under the age of 64; however, about 22% 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 in 2018 (2017 – 26%; 2018 – 20%), there was an increase to 22% in 2019. The cause of the
change between years is not easily identified, however there are tools in our new RMS to help us
determine if repeat patients are driving some of the call volume. 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. In 2019, Pasco Fire teamed with Consistent Care and established the Pasco Resource
Navigator (PRN) program which brought a part time Consistent Care employee into Pasco Fire to
work directly with identified individuals. The idea behind the program is to identify the high utilizers
of 911 for the “routine” care or other issues and work with them individually to get the resources to
them that will address the issues. The program has already paid dividends, as some of the repeat
patients have significantly reduced their calls to 911. In 2019, there were 8 individuals enrolled in
the PRN program with 3 active cases (ongoing efforts) and 5 closed cases (with one being deceased).
The active cases are ongoing work to connect appropriate resources with the individual, where the
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closed cases represent successful connection of those resources in creating a stable environment for
the person. Mid-way through 2020, there are an additional 29 enrollees. Of those cases, 11 have been
closed (with one being deceased) and three individuals that have refused any services of the
program. The remaining 15 cases are actively being worked with additional referals being added.
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
grant was awarded to Pasco Fire in 2019 and the program is in the process of being implemented in
two elementary schools. As part of the grant, several classes of students will be tracked over time to
verify if the messages being taught are having an impact with the family and if the students remember
the message from previous educational programs. Since the grant is a multi-year study, the end
results will not be reported until 2020 or later.
Even with the work that is done in schools targeting the younger population, efforts to address the
age group with the highest call volume per age group – ages 19 to 64, are underway. Efforts to
partner with large employers within the City in safety, first aid and CPR training for their respective
staff are recommended and, in some cases, have been welcomed. Columbia Basin College has
hosted some targeted classes on first aid and CPR and has agreed to continue to work with Pasco Fire
on doing additional classes. The ability to use a wide variety of events either sponsored or attended
by Pasco City staff are being explored for delivering additional educational programs related to the
safety of the community.
Reviewing the data for 2019, females were 48.1% of EMS incidents, while males accounted for 51.2%
of incidents. This reverses the trend experienced in 2017 and 2018, where females attribute to 51% of
total EMS responses. The average age by gender for EMS patients is shown in the chart above and
mirrors the data from 2018. It is not clear if there is a trend in the data that can be addressed. The
recommendation for age and gender trends would be to ensure that regardless of gender, people
should use the EMS system according to their symptoms and emergent nature of illnesses.
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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 17.9%
Bystander Witnessed 33.3%
Unwitnessed 0%
Utstein 62.5%
Utstein Bystander 66.7%
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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). As can be seen in the above chart, the
success rate varies widely from year to year. This is based on the criteria that is used to determine
which metric applies. The best use of this data as a metric is an ongoing effort with the EMS Officer,
as it is difficult to quantify what changes operationally impact the metric. One notable statistic that
supports many of our programs is the CPR intervention percentages. The higher the CPR
intervention, the better the outcomes of patients. Due to this, the continuation of the “Hands Only”
CPR program for all City of Pasco Employees and general public is recommended. Additionally, the
use of the PulsePoint phone application, championed by several organizations locally, should
continue to be supported by Pasco. 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.
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Homeless Response Metrics
Following up on the initial look at some patient metrics started in 2018, the information provided
below is part of what we review on a periodic basis and use to determine if there are operational
impacts, both from budgetary and resource use points of view. As we move forward with the earlier
described Pasco Resource Navigator (PRN) program, some of the statistics and other metrics will be
further refined to measure the impact of the program. As reported last year, the specific information
on homeless patients and alcohol and drug related emergencies is shown in the charts below after
the data related to falls. The reason for the tracking of patients that have fallen is of interest is that
falls, especially in the elderly population, can lead to a significant change in life due to injuries. In
some cases, a fall resulting in a broken bone (typically a hip or femur) for an elderly patient can lead
to their death.
As shown in the above chart, there are several patients that experience injuries related to falls. Of the
136 patients that were treated for fall related injuries, 64% of them were over the age of 60.
Depending upon the conditions found surrounding the injury, these patients may be referred to the
PRN program for additional screening for assistance to both prevent future fall related injuries or to
address issues associated with recovering from those injuries. Most of the fall related injuries
experienced by younger patients are related to sports type incidents. The older patients incur the
fall related injuries due to other issues related to loss of balance or weakness. Additionally, there
were another 204 responses for “Lift Assists”. Of these 204 responses, 11% (22) were in assisted
living facilities. While not a large percentage of the responses currently, the call volume for these
types of calls are monitored to ensure the facilities are not using the 911 system to supplement their
staffing and associated work. These Lift Assists responses are to assist individuals that have either
fallen or are too weak to move from one location to another. While not considered medical incidents,
they sometimes are related to either previous fall injuries or other medical conditions resulting in the
weakness. Again, working with PRN person, appropriate resources are often identified to prevent the
individual from using the 911 system for future help and assistance.
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Looking at the data in the above chart of primary impression of the patient, much of the reported
issue is related to pain, either due to chronic issues or immediate injuries. The issue of pain
management leads to the next series of information on drug and alcohol use/abuse to deal with the
pain. Many of the other categories have additional patient information referring to either substance
abuse or behavioral issues. Additional analysis is needed to determine what avenues are available to
address the issues the homeless population is encountering. One area that was explored, and
remains a high priority, is obtaining low barrier housing for the homeless population to assist them
with substance abuse issues and, in many cases, the associated behavioral issues. There are several
groups that Pasco Fire is working with to support housing opportunities.
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Drug and Alcohol Use
The information listed below follows our reporting of similar statistics from 2018. It is still not clear if
the information is useful in determining effective strategies for reducing the impact of these
emergency events to the overall service delivery. PFD continues 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.
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 continues, 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 250 drug/alcohol issues during 2019, which was much higher than
anticipated by the previous years report. The average age for these patients was 44.7 years old with
the youngest patient being 13 and the oldest patient being 89. As the charts below show, males tend
to be the patients by a more than 3 to 1 factor, which was a significant increase over the data as
reported last year, which was almost equal in ratio.
Other Emergency Medical Response
As part of the new Records Management System (RMS), there are several reports that can be
generated that address a variety of metrics. Several of those reports are shown below. The use of
these reports are still being analyzed to detrmine which metrics are important and should be tracked
versus the “gee whiz” type reports that while they provide a good picture, really don’t help with
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improving patient outcomes or operational efficiencies. With the system being in place through 2020,
there should be some reports and trending of data that become the standard for analyzing
performance and establishing changes.
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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
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ratio of fires or alarms per structure. The False Alarms in SFR remained at a consistent level with 2018,
which may indicate alarm and monitored systems are resulting in the same number of incidents. Two
items to note on the fires between 2018 and 2019 – the number of structure fires in SFR actually
increased by 7 (20 vs. 27); and total cooking related fire dropped in both types of residences by
almost 50% (SFR: 17 vs. 9; MFR: 12 vs. 8). 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
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 was awarded in 2019
and will be part of the 2020 annual report. It is believed that the efforts of this Grant and the
programs in place had a positive impact on the cooking fire reduction. In addition, many of the False
Alarms may be due to a prevented cooking fire from occurring or becoming a fire instead of just an
alarm activation and resultant call to 911.
Natural Cover Fires
The wildland fire season usually occurs between May 1st through October 31st (dependent upon
weather, fuel moistures, etc.) of each year. In 2019 there was a continuing trend in downward number
of wildland fires. PFD responded to a total of 47 grass/natural cover fires during the fire season of
2019, down by more than 50% compared to 2018. The reduction in fires was in part due to the vast
reduction in fires on July 4th, as there were only 3 on that day. It is uncertain if that trend will continue,
as with the extremely dry conditions experienced in 2019 people apparently were more cautious.
There were only two large fire assignments in Washington States supported by PFD during the 2019
fire season, which was also down from 2018, one of which was the Hanford Fire. Natural cover fires
require the response of specialized Type 6 engines (located at Station 81 and 83), in addition to
specialized personnel training.
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Vehicle Fires
PFD responded to 52 vehicle fires throughout 2019, which was an 18% increase 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. There is no specific
metric that can attribute to the increase in the number of vehicle fires, as there was an 80% reduction
between 2017 and 2018.
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. The number of Boat
responses remained identical in 2019 as compared to 2018 (34 responses), which was statistically
identical to 2017 (36 responses). As the chart shows, the spring and summer months are the busiest
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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. A Department of Ecology grant was applied for in 2018 to supplement both training and
equipment to handle oil spills on the Snake and Columbia Rivers. The grant was awarded to Pasco
Fire in early 2020, with the planned purchase of the equipment to follow along with additional training
with other area agencies to address a large potential hazard in the area.
ARFF
In 2019, PFD responded to 51 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. A review of the ARFF program began in late 2019 and
identified elements of the training program to better address Pasco Airport specific knowledge. The
work continues through 2020, with a significant change in how the training will be delivered. One of
the current Lieutenants has initiated the review of the program and has identified several changes in
the ARFF program that will be implemented in 2020. This effort will change the ARFF program into a
premier program within the department, which will support the continued growth and passenger
count that is being experienced by the airport. Part of the improvement in the program is better
relations with all the entities that support and operate the airport, from the FAA to the Port of Pasco.
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COMMUNITY RISK REDUCTION
During 2019, the Community Risk Reduction (CRR) program focused on the two primary areas of
concern – smoke alarms and the EDITH program (Exit Drills in the Home) which was a follow up effort
to prior years. The number of smoke alarms replaced and serviced are shown in the chart below.
While the number of overall events were reduced, the number of contacts for those events remain
fairly high. The total number of personal contacts during the events was just over 2200 people. There
were some programs/events that occurred that the number of contacts was not recorded, such as the
Annual Safety Expo that is sponsored by Hanford employers. The Community Risk Reduction
program remains one of the areas that additional metrics need to be identified, evaluated and then
set for performance. A Community Risk Analysis was completed in 2017 and needs to be updated to
reflect the programs status and future efforts.
Community Risk Reduction Outreach Tasks
Number of outreach sessions conducted by Month
The chart below shows the CRR activities by month. As expected, October and November have a
higher number of activities due to the Fire Prevention Week (first full week of October). The
concentration on smoke alarms results in annual checks following the Fire Prevention Week and also
the changing of clocks due to Daylight Savings Time. In addition to that, November is a time when
schools are very active with Fire Prevention, which increases the number of events.
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Additional Community Risk Reduction Commentary
In 2019, PFD was awarded a Fire Prevention and Safety (FP&S) grant from the Federal Emergency
Management Agency to measure the overall effect of our school education programs. This program
involves sending a crew to student’s homes and helping the family with planning and practicing their
home escape plan, which is a key part of the EDITH program. While in the homes smoke alarms will
be checked and serviced or installed. The grant period will extend into 2020 and the results will be
documented and used to improve the program delivery. The overall results of the grant work will be
in the 2020 report.
In 2019, the CRR program continued its “morphing” into a program 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. In late 2019, a contract was signed with Consistent Care to provide a part time person to
manage and assist with the connection process, working with individuals as identified by field
responders and vetted by the EMS Officer and CRR Manager. As part of the program, named PRN –
Pasco Resource Navigation – work continues with Adult Long Term Care (ALTC), Senior Life
Resources – Meals on Wheels, and other Consistent Care partners. With only two months of the
program, success was already noticed anecdotally with certain 911 calls to specific addresses
already reducing by 90%. In 2020, data will be ready to indicate additional successes of the PRN
program.
The CRR program continues to experience growth, success and change and the CRR Manager, Ben
Shearer, continues to be recognized nationally as implementing effective programs and being an
expert in the CRR arena. With the new records management system now in place, additional metrics
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. In 2019, PFD response data was shared with the National
Fire Protection Association (NFPA) to help identify trends through the CRR programs that our CRR
Manager assists and works with. As the data becomes more populated, additional metrics will be
identified, tracked and reviewed for efficacy.
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Buildings Inspected
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 trending downward again significantly in 2019.
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 2020 and should be considered a risk area for planning
purposes.
Inspections by Classification
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COST CONTAINMENT
Page 55 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 58 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 – 2019/2020 Biennium
The above chart shows the funding sources for Pasco Fire for the combined 2019/2020 biennium.
This is the first time that Pasco has implemented the two-year budget process. The funding
mechanisms are separated into the four main sources, with specifics discussed below.
General Fund – Primarily derived from property and sales tax monies. The General Fund pays for
availability and demand costs for fire service provision. Due to a variety of changes in grants,
contracts and the ambulance utility rates, the general fund increased from 39% in 2018 to 43% for the
biennium.
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 received in 2019. The impact of the
GEMT revenue greatly offset the total costs associated with Medicaid patients versus the revenue.
Between the GEMT program and the implementation of the Equivalent Residential Unit (ERU)
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mechanism for Ambulance Utility fees, the overall stability of the ambulance funding is much
increased.
Contracts – Contracts provide cost reimbursement for services. Contracts may be with private, local,
or state entities such as the Department of Natural Resources. The largest contract for service is with
the Port of Pasco to provide ARFF services at the Tri-Cities Airport. The ARFF contract provides for 2
personnel at the airport fire station for 24 hours a day, seven days a week, as well as training for
maintaining qualifications related to ARFF.
Alternative – includes one-time funding such as grants. The SAFER grant will enter its third year in
2020, so next year this will decrease. A total of $560,000 was budgeted for 2019. The SAFER Grant
funding is a diminishing reimbursement of labor costs over the three-year grant funding period,
which is addressed in out-year budget planning. In addition to the SAFER grant, a FP&S grant was
awarded in 2019 with a small amount budgeted in 2019. The bulk of that grant will be in the 2020
budget.
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 early 2020. The previous study recommended the Ambulance Utility Fee for full cost recovery
to be at $27.06/month for 2019. Staff recommended at the time, and Council adopted, a more modest
rate of recovery with consideration of closing the gap with a variety of options. During the most
recent budget cycle, which is now based on a biennial budget, rates were set at $15.58 for 2019 and
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$16.20 for 2020. The rate increases are based on increased cost for personnel, equipment, vehicle,
and medical supplies.
With the GEMT funding and revised ERU method for Ambulance Utility billing, the overall stability of
the Ambulance Funding is greatly increased.
Expense Budget Forecasting Accuracy – Year/Year Trending by Fund
Budget Performance Discussion:
With the implementation of a two-year budget planning cycle, the overall management of the 2019
and 2020 budget will be looked at during the 2020 report. With the two-year budget, it is possible to
move budgets between years at the mid-point of the budget cycle. As this was our first attempt at the
two-year budget, there were several opportunities for learning and better planning and management
of the budget.
At the mid-year point, the general fund was 6% over budget and ambulance utility was 3% under
budget. Since adjustments were made to the budget at the mid-year point, this is only a relative
measurement against the plan. One large driver of the over budget item was overtime due to
extended absences of personnel, which is discussed in more detail in the next portion of the report
(Overtime and Sick Leave). One of the drivers for the underrun on the Ambulance side was personnel
assigned to ARFF that were budgeted in Ambulance.
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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
based on training and safety protocols. Further opportunities for reduction of overtime and sick leave
should be explored.
Overtime Cost by Year – Trend
The five-year trend shows that overtime costs has risen due to the total number of employees (staffing
for Station 84). The overtime cost per employee has risen just above what it was in 2015 but was
reduced in 2019 over 2018. Comparing 2015 with 2019, the overtime hours per employee is 243
versus 223, while the cost per employee has risen by 6%. The cost rise over the five years is
attributed to both staffing of Station 84 and hourly rate increases as part of the collective bargaining
agreement changes. While the five-year trend is up, the overtime costs for 2019 were down by about
2%. As part of the ongoing discussions about reducing overtime, a staffing analysis was completed
and it was determined that to staff the required positions on a daily basis accounting for vacation, sick
leave and Kelly Days, one additional person would be needed per shift. With the current staffing
profile of 24 per shift overtime was necessary to staff the required positions when the maximum
allowed personnel off occurred. By increasing the shift staffing by one person, this will prevent the
automatic call in for overtime, reducing the total overtime costs. The management of overtime costs
remains a high priority, as it accounts for a significant portion of the budget.
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Overtime Hours by Shift
During FY 2019, 17,047 overtime hours were incurred, which was a decrease from 2018. This figure
equates to an average of 216 OT hours per employee. The subsequent total cost of overtime was
$990,400. 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. Constant monitoring of the overtime hours and costs
is required to manage use of resources in delivering the wide variety of services while maintaining
budgetary constraints.
Sick Leave Utilization
2019 department sick leave usage totals 8,046.8 of 17,550 available hours (31.4% utilization). Average
sick leave used per employee: 107.3 hrs. Annual allotment per employee is 234 hours. The amount
of sick leave used decreased 7% as compared to 2018, which reversed a trend of increased sick time
use. 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 61 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 64 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 65 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.
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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
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
The above chart shows the three important times that are benchmarks for performance regarding
response to an emergency. This data is for only those calls in the stations area and are reported at the
90th percentile in order to remove any outliers. There are no obvious trends when reviewing this data
when looked at by shift, however it does provide information for crews to see how they are
performing. If all elements were equal between shifts, there would be little deviation in the times.
One area of concern is the Station 83 total response time consistently over 10 minutes for all shifts.
This is being addressed by the Station 83 relocation to north of Interstate 182, as a majority of those
calls are north of the Interstate. In addition, Station 83 has the most call volume and when the initial
crew is busy, other stations have a longer response time to Station 83’s area.
Looking at the turnout time, which is the time between the station being alerted and the apparatus
going enroute, it is fairly consistent across all shifts and stations. Station design may be a contributing
factor to turnout times and were considerations in the design for new Stations 83 and 84.
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Auto/Mutual Aid Summary 2019 (measured in hours)
As seen in the above charts, PFD provides much more mutual aid than it receives. In a more typical
year much of that aid is for State Mobilization or State/Federal Agencies related to large wildfires.
This year, that amount of aid was significantly reduced and accounted for only about 52 hours of aid
given. Most of that was for the large fire at Hanford last summer. Looking at the charts for the largest
contributors for mutual aid received was Franklin Fire District 3, which is the county area surrounding
Pasco. Their agency provides us an apparatus on almost all structure fires in order to provide Pasco
with breathing air. The remainder of the aid received is typically from agencies that back Pasco up
when all our resources are committed on other incidents.
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With the four fully staffed stations, 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
(19 positions) 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, 96% of the incidents were
handled without aid, with mutual aid required on just over 1% of the incidents. Mutual aid provided to
others accounts for 4% of our call volume.
PERFORMANCE EFFICIENCY
Alarm Time to Fire Controlled Time
Time (in Minutes) Single Family
Residence
Multi-Family
Residence
Business Percentage
0-9 1 7%
10-19 7 1 2 67%
20-29 2 1 20%
30-39 1 7%
40-49 0%
50-59 0%
60 + 0%
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. This metric speaks to the ability of the department to process the call,
respond and then determine and initiate proactive steps to extinguish the fire. The shorter the time to
control, the more efficient the department.
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. After reviewing data in 2018 based simply upon
occupancy codes, it was determined that was a correct manner to show data again in 2019. In the
chart above the occupancies represent the building types that we responded to during 2019 that
contained a “fire controlled” time in the report.
The data shown for 2019 is much different than in 2018, as the buckets were shortened to 10-minute
increments instead of 30-minute increments. While this data represents only 15 fires, it does show
that with all the fires were controlled within 40 minutes or less – a much reduced overall time
compared to 2018. While there are many variables that are hard to account for, it does show that the
crews are arriving quickly and with enough staffing to have a positive impact on the incident in a
shorter time. This allows the crews to return to service more quickly as well, allowing for handling of
the anticipated “next call” that drives the overlapping call volume.
This metric clearly needs to be further developed and refined to account for the factors listed above,
especially the amount of involvement upon first arriving unit. The metric will provide insight to
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operational effectiveness and efficiencies and should be monitored into the future. Metrics should
also be established to identify efficiencies to the “All-Hazards” responses.
INJURIES & CLAIMS
Activity during Injury
Most injuries (62%) happened on medical incidents and include personnel exposure to bodily fluids
or infectious disease. This trend continues as in past years and reflects the call volume and potential
for injury for that call type. An additional category was captured this year, as there were 3 injuries
(23%) during “Other” activities, which includes apparatus checks, which is when these injuries all
occurred. The occurrence of injuries during training and at fires were reduced compared to 2018.
With increased expectation of training hours per employee, risk assessment and management during
training activities was emphasized and resulted in less injuries, even with many more training
activities occurring at the new Training Facility and live fire prop.
Injuries Resulting in Claim by Scenario and Injury Classification, with Cost – 2019
Only
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2019 claims related to injuries were much higher compared to information from 2018. The largest
claim was related to a shoulder injury as result of lifting a patient during an EMS incident (total cost
$35,700). Without that single incidnet, the claims would have been significantly reduced to below
$9,000 for the year. What this information shows is that while efforts made to reduce injuries can be an
overall success, it takes one single injury to have a major impact on overall costs associated with
injuries. This does not mean that efforts should not be made, but that these efforts can still have a
positive impact and keep costs down if that single large injury never occurrs.
One program that will address overall physical fitness aimed at injury reduction is the Peer Fitness
program. This program has been discussed in the past and efforts to implement various aspects have
started, but additional training and equipment is required to fully implement the program. IAFF Local
1433 Union worked with Pasco Fire to bring a Peer Fitness Trainer class to Pasco in early November.
The class was hosted at Pasco Fire and at the end of the class about $25,000 worth of equipment was
placed in the fire stations at no cost to the City of Pasco. The goal of the Peer Fitness Program is to
have certified trainers work with all members of the fire department to increase their fitness levels,
thereby reducing injuries and having a safer work environment. With the five certified trainers,
individual programs will be developed for personnel that is based on individual needs and goals.
The Peer Fitness program is just beginning with plans to become more embedded in the fire
department culture in 2020.
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QUALITY
Page 68 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 69 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
Data for the public satisfaction and approval rating was updated in late 2019 with the results of the
National Community Survey published in mid-2020. This survey is conducted using local community
members every two years and provides feedback on the “livability” of the city capturing residents’
opinions considering ten central facets of a community. The overall level of satisfaction of the public
safety for 2019 remained at similar levels reported in 2017, with slight drops in Fire and Ambulance
satisfaction and a minimal increase in satisfaction for Fire Prevention and Education. The charts
below show the trending satisfaction rating and the specific level of rating for each of the three
categories (Fire, Ambulance/EMS and Public Education).
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After review of the survey results, the reason for the decrease in satisfaction is not readily identified.
Looking at the specific District responses, there were specific reductions in the positive rating
(excellent/good) for three Districts for the Ambulance Service and two Districts for the Fire Service.
Additional information for the survey will be reviewed to identify areas of improvement. While the
overall satisfaction rating remains above an overall 80%, Pasco Fire would like to have a greater than
90% rating for both Fire and Ambulance Services.
The slight increase in the Fire Prevention and Education increase from 68% to 69% shows that the
Community Risk Reduction (CRR) program has room for improvement. Our CRR specialist has many
successful programs in place, but apparently needs to make the overall public more aware of the
successes and program’s worth to the residents.
We continue to work with our Communications Program Director in the Executive Offices of the city to
keep informed on overall public satisfaction as received through various social media and other
avenues. Anecdotally Pasco Fire Department receives many positive inputs and communications
from the community. 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 2019. 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. Information on employee satisfaction will be part of the planned Strategic Plan update
in 2020. With the efforts made within the department to manage the constant changes and
challenges, overall employee morale remains at a high level. The enthusiasm of the men and women
of Pasco Fire is witnessed everyday with interactions. The Pasco Fire Department continues to be a
great place to work!
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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 allow for more comprehensive and
streamlined collection and examination of data. Creating the standardized reports regarding the
performance metrics continues.
Operational Readiness
The Pasco Fire Department is within the target range of operational readiness. The constant staffing at
Station 84 has improved the response times to the western portion of the city and allowed Station 83 to
remain in quarters to handle more of their incidents. Large improvement in our Fire Officer
certification was achieved in 2019, although there is still some work to be accomplished. Much of the
work in the future will be addressing incoming personnel replacing an aging workforce with several
retirements and loss of knowledge and experience. The total training hours per personnel remains at
a high level and will positively contribute to response times and service availability. Apparatus
reliability remained fairly static between 2018 and 2019, with some work needed in the preventive
maintenance arena.
As the area continues to grow and change, the challenge to stay ahead of the curve increases. The
planning efforts from previous years has allowed Pasco Fire to maintain good operational readiness.
The challenges are to identify and predict the changes and prepare for them using the data and
performance metrics.
Community Wellness
As with any community, growth can come in many forms. To date, the overall look of the community
has not changed much in percentages, only volume. Pasco remains a fairly young city in terms of
patient demographics. The challenge is to measure the correct metrics that Pasco Fire has an impact
on, i.e. patient outcomes. In the EMS world, the performance metrics are still being identified not
only within Pasco Fire, but regionally. Pasco Fire delivers excellent results for those patients that
have cardiac arrest with much higher success rate of resuscitation than the national average. Our
performance on the Fire side is very good as well, with almost all of the structure fires brought under
control in less than 30 minutes, limiting damage and saving property. Both the EMS and Fire
performance is tied to the Operational Readiness above by having adequate resources in the stations
and keeping them highly trained.
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Significant strides were made in 2019 with the implementation of the PRN program – Pasco Resource
Navigation. The program addresses those individuals that are high utilizers of the 911 or emergency
response system and directs the correct resources in a coordinated fashion to assist them becoming
less reliant on the emergency response resources. Data is being collected to establish the
performance metrics for 2020. The other portions of the Community Risk Reduction program continue
to be well received and have positive impacts in the community. As our CRR Manager works with
other agencies, additional performance metrics will be identified and measured.
Cost Containment
With the change to a biennial budget process, it is somewhat difficult to identify overall performance
for a single budget year. The Finance Department is still developing budget and cost management
tools to assist in the reporting and status. There remain significant areas for opportunity for grant
funding, incorporating other revenue streams such as GEMT and other areas for assisting with
expected growth. 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. Staffing analysis to effectively manage the discretionary leave continues and will be
helpful in managing costs as the requirement for additional funding is identified.
Performance
The response times for 2019 continued a downward trend mainly due to the addition of Station 84 to
the resources. With the planned relocation of Stations 83 and 84, the trend should continue to
improve. The performance metrics on time to control for structure fires will be reviewed again to see
if the metric needs to be adjusted or looked at differently to truly measure overall performance.
While the time to fire controlled showed a large increase in performance, the ability to compare
similar situations needs to be explored.
With the full implementation of the new reporting system, additional work in figuring out the correct
performance measures continues. There will be other areas to explore as looking at the ability to
collect data in an efficient and manageable way.
Quality
With the slight reduction in overall satisfaction of Fire and Ambulance Services, it is apparent that
targeted efforts are needed, specifically in certain areas of the city. The overall level of public
satisfaction regarding the department remains high and is heading in the proper direction to respond
to the changing and growing community.
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RECOMMENDATIONS
As noted in the review of the current Strategic Plan, almost all the recommended items have either
been completed, in progress with completion in 2020 or have programs in place for ongoing actions.
The Strategic Plan should be updated for the next planning period (3 to 5 years). With the significant
predicted growth of the city, the Strategic Plan should identify appropriate goals, including the
relation to performance metrics and the ability to be identified and monitored. A five-year plan to
maintain the WSRB Fire Rating is in place and addresses population growth and the associated
program changes required to maintain the current rating. Performance metrics from that plan should
be identified and monitored to ensure the current rating can be maintained. 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
baseline target of 240 hours, which appears to be appropriate and achievable. The subject allocation
of training hours is 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. Additionally, several retirements are predicted in the next five years. To encourage
department tenure and alignment with strategic planning objectives, the development of an
individualized career-mapping program is recommended to encourage employee ownership and
technical competence.
Apparatus Reliability
The ability to predict apparatus maintenance to prevent large repairs must become more formalized.
Work with the City Shops personnel should continue to ensure that properly trained and equipped
personnel are able to perform the maintenance should continue. With additional growth and plans
for additional stations, i.e. apparatus, efforts should be directed to ensure the maintenance program
has the appropriate resources to maintain the reliability of the apparatus.
Continue to monitor unit hour utilization and mileage versus cost rates as a determinate for both
optimal percent utilization range and apparatus replacement. Plan for adding apparatus to fleet as
growth continues, especially to maintain reserve apparatus to support maintenance and repair of
frontline apparatus.
Call Volume Metrics
Call volume by type is expected to remain relational to population and density. With the city’s goal
of increasing the population density with growth, planning for increased call volume based on
previous metrics should be done. Using the new NFORS data reporting system that has information
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on population density and demographics, monitoring the call volumes over time will be key in
planning for future resource allocation.
Temporal trending, specifically call volume by hour, indicates the presence of peak demand times
between 8:00AM and 8:00PM. Modeling of unit hour utilization with call type, in combination with
temporal trending during peak demand times may unveil staffing and response efficiency
opportunities, such as mobile integrated healthcare or peak demand units. This information along
with the PRN program information on high utilizers of the system should be used to predict and
manage call volume and associated response times.
Response Times
Technological improvements such as AVL (automatic vehicle location), traffic control technology
(signal pre-emption devices), automated vehicle routing software and consistently updated and
accurate mapping will improve response performance.
Station design is a contributing factor to turnout times. 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 Stations 83 and 84.
As indicated earlier in the report, travel response times are a primary cause for total response time
overruns. Travel response is largely dependent on infrastructure (roads) and traffic. An emphasis on
cross departmental planning efforts regarding future expansion and infrastructural planning is of
paramount importance as the City continues to grow at such a rapid pace. A change in road
networking and layout is currently before the Planning Commission and will be presented to Council
in the later half of 2020. Council should consider travel time goals when hopefully adoption these
recommendations.
Community Wellness
Current metrics within the Pillar of Community Wellness are intended to serve as a monitor of
community needs that will ultimately act as a guiding tool for the focused delivery of specific
programs and responses. By continually evaluating primary event types, patient demographics, and
respective outcomes, the department stands to better define and deliver operational value.
The core intent of the community risk reduction program is to provide collaborative efforts with
community social services to intervene and mitigate potential emergencies before reactionary
emergency response becomes necessary. As the program matures and implements aspects such as
PRN, measuring outcome relation to variables will guide the ultimate direction and development of
additional program efforts.
Cost Containment
With the first year of a two-year budget process completed, additional reporting mechanisms and
analysis should be identified to assist program managers in managing their assigned budgets.
Additional training on managing the two-year budget cycle should be done with those program
managers to assist in maintaining the high degree of proficiency of the budget and cost management
process.
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Identification and solidification of alternative funding mechanisms must remain a high priority.
Additional revenue streams should be identified to assist with the anticipated growth of the city,
resulting in both the availability and demand of resources.
A significant driver of overtime and department strain stems from the burden of working around
unfilled positions. A staffing analysis to identify the true resources needed to fill the required
positions should be completed. An agreement between Human Resources, Fire Administration
(management) and IAFF Local 1433 regarding promotional testing for annual promotional testing at
all levels will allow unfilled officer positions to be managed effectively. Other drivers of overtime
should be reviewed for opportunities to reduce, or at least manage the amount required overtime,
allowing for better budget and cost control.
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. This effort could be directed specifically at the areas where public
satisfaction is lower to identify how Pasco Fire is helping keep the community safe by not only
responding to their emergencies, but also preventing some incidents as well.
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. With the update of the
Strategic Plan in 2020, this information should be gathered and reviewed as in the previous plan.
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APPENDIX A
Personnel and Position Information
The Fire Chief (Chief) is accountable to the City Manager for the overall operations of the Fire
Department and implementation of policy. As the department director, the chief serves and
maintains working relationships with the other departments within the city. The chief is responsible
for the development and support of collaborative relationships with other fire and emergency
services agencies, and the public.
The Administrative Assistant is accountable to the Fire Chief. This position provides direct clerical
support to the fire chief and prepares correspondence, reports, and manages departmental
accounting.
The Deputy Chief 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 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
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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-
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.
Page 81 of 152
RESOLUTION NO. e39
A Resolution approving performance standards for Pasco Fire
Department emergency responses.
WHEREAS, the City of Pasco Fire Department is legally established as a fire department
to provide certain emergency medical, fire and rescue services; and,
WHEREAS, the Pasco Fire Department has a mission statement and goals and objectives
to guide the organization in providing fire and emergency medical services to our
community; and,
WHEREAS, the Pasco Fire Department has a basic organizational structure which
includes the City Council, City Manager, Chief, Officers, Firefighters, Paramedics and EMTs;
and,
WHEREAS, the Pasco Fire Department is required by state law (SHB 1756, laws of
2005) to establish turnout and response time goals for various emergency responses; and,
WHEREAS, the Pasco Fire Department has developed written response coverage
objectives required to comply with applicable provisions of SHB 1756;NOW, THEREFORE
THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO
RESOLVE AS FOLLOWS:
Section 1. That the Pasco City Council hereby approves the attached Response
Standards as the Pasco Fire Department policy for determining resource deployment for
emergency medical, fire and rescue services; and,
This resolution was adopted at a regularly scheduled public meeting of the City of Pasco
City Council for City of Pasco Fire Department on this 5 day of February, 2006.
rj-
0441
Joyce lso Vmayor
ATTE T: APPROVED AS TO FORM:
k - 5;?, -r-
Sandy Kenw hy, Deputy City lerk Leland B. Kerr, City Attorney
Page 82 of 152
PASCO FIRE DEPARTMENT
RESPONSE STANDARDS
I.Mission Statement
The Pasco Fire Department's mission is to provide rapid mitigation of fire, rescues,
hazardous materials and medical emergencies with compassion, integrity, and respect for
the people we serve. To be the premier provider of public safety services, utilizing our
people as the critical resource to accomplish our goals.
II. Response Standards
The following standards represent the minimum desired service level for the respective
emergency response services provided by the Fire Department. Affected managers shall
deploy appropriated resources so as to best achieve the standards set forth herein.
A. TURNOUT: A turn out time of two (2) minutes, which the department should meet
85% of the time. All firefighting safety equipment must be donned before the vehicle
can leave the station for a fire response.
B. FIRST ENGINE ARRIVAL: A response/travel time (after turnout) of six (6)
minutes for the arrival of the first engine company (at least two (2) firefighters) to a
fire suppression incident, which the department should meet 85% of the time.
C. FIRST FULL ALARM ARRIVAL: A response/travel time (after turnout) of twelve
12) minutes for the arrival of the full complement of a 15C alarm response to a fire
suppression incident, which the department should meet 85% of the time. "Full
complement" means at least two (2) engine companies (trucks) with associated
firefighters and one (1) command officer.
D. BLS AMBULANCE ARRIVAL: A response/travel time (after turnout) of six (6)
minutes/seconds for the arrival of the first emergency medical unit with at least one
1) EMT on board to an emergency medical incident, which the department should
meet 85% of the time.
E. ALS AMBULANCE ARRIVAL: A response/travel time (after turnout) of six (6)
minutes for the arrival of an advanced life support unit with at least one (1) paramedic
on board to an ALS emergency medical incident, which the department should meet
85% of the time.
F. HAZARDOUS MATERIALS: A response/travel time (after turnout) of six (6)
minutes for the arrival of the first unit with at least one (1) appropriately trained
Hazardous Materials Technician on board to a hazardous materials incident, which
the department should meet 85% of the time.
Page 83 of 152
PASCO EIRE DEPARTMENT
RESPONSE STANDARDS
G. TECHNICAL RESCUE INCIDENT: A response/travel time (after turnout) of six
6) minutes for the arrival of the first unit with appropriately trained and equipped
personnel on board to a technical rescue incident, which the department should meet
85% of the time.
H. AIRCRAFT RESCUE AND FIREFIGHTING: A total response/travel time of
three (3) minutes for the arrival of the first unit with appropriately trained and
equipped aircraft rescue and firefighting personnel on board to the site of an aircraft
incident, which the department should meet 100% of the time (required standard of
FAA).
I. WILD LAND FIREFIGHTING: A response/travel time (after turnout) of six (6)
minutes for the arrival of the first unit with appropriately trained and equipped wild
land firefighting personnel on board to a wild land fire incident, which the department
should meet 85% of the time.
III. ANNUAL REPORT
The Fire Chief shall report the department's performance relative to these standards to
the City Manager and City Council annually.
February 2006
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RCW RCW 35.103.01035.103.010
Intent.Intent.
The legislature intends for city fire departments to set standards for addressing the reporting and accountability ofThe legislature intends for city fire departments to set standards for addressing the reporting and accountability of
substantially career fire departments, and to specify performance measures applicable to response time objectives for certainsubstantially career fire departments, and to specify performance measures applicable to response time objectives for certain
major services. The legislature acknowledges the efforts of the international city/county management association, themajor services. The legislature acknowledges the efforts of the international city/county management association, the
international association of fire chiefs, and the national fire protection association for the organization and deployment ofinternational association of fire chiefs, and the national fire protection association for the organization and deployment of
resources for fire departments. The arrival of first responders with automatic external defibrillator capability before the onset ofresources for fire departments. The arrival of first responders with automatic external defibrillator capability before the onset of
brain death, and the arrival of adequate fire suppression resources before flash-over is a critical event during the mitigation of anbrain death, and the arrival of adequate fire suppression resources before flash-over is a critical event during the mitigation of an
emergency, and is in the public's best interest. For these reasons, this chapter contains performance measures, comparable toemergency, and is in the public's best interest. For these reasons, this chapter contains performance measures, comparable to
that research, relating to the organization and deployment of fire suppression operations, emergency medical operations, andthat research, relating to the organization and deployment of fire suppression operations, emergency medical operations, and
special operations by substantially career fire departments. This chapter does not, and is not intended to, in any way modify orspecial operations by substantially career fire departments. This chapter does not, and is not intended to, in any way modify or
limit the authority of cities and towns to set levels of service.limit the authority of cities and towns to set levels of service.
[ [ 2005 c 376 § 101.2005 c 376 § 101.]]
Page 85 of 152
AGENDA REPORT
FOR: City Council August 5, 2020
TO: Dave Zabell, City Manager Remote Workshop Meeting:
8/10/20
FROM: Richa Sigdel, Director
Finance
SUBJECT: Capital Improvement Plan (CIP) 2021-2026
I. REFERENCE(S):
Proposed CIP by Project
Proposed CIP by Anticipated Revenue Sources
Proposed CIP by Project and Revenue Sources
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
A Capital Improvement Plan (CIP) identifies various capital projects expected to be
undertaken each year and the method of financing for each and is essential for effective
financial and capital planning for the City. The proposed six-year plan (2021-2026) is
fiscally constrained, meaning that projects slated to be completed earlier in the
planning horizon could be accomplished with the funds reasonably expected to be
available. Execution of CIP projects, particularly in the outward years, are reliant on
anticipated grants, bonds, which will in part require rate adjustments, or other factors
as discussed in the Plan. Approval of the CIP itself does not bind the City Council to
future actions.
V. DISCUSSION:
Uncertainty in funding sources at national, state, and local level due to COVID-19
pandemic and mitigation measures will require City to be flexible with project
Page 86 of 152
schedules in the next biennium. As is current practice, staff will fully evaluate the fiscal
environment and project status before commencing, even when such project is fully
funded. An additional check and balance in this regard is the requirement for large
capital projects (>$300,000) to be approved by Council prior to execution of any
contract for construction.
The proposed Capital Improvement Plan, except where design is complete, reflects
planning level cost estimates which can with design as more information is discovered
in the design process, removes completed projects and adds newly identified projects.
As we understand and experience the full impact of the pandemic, the projects from the
plan which are incorporated into the 2021-20122 Biennial Budget may be moved
forward or back, with approval from Council. As mentioned previously, adoption of
the 2021-2026 CIP does not equate to an appropriation of funds.
The COVID-19 pandemic has necessarily diverted significant staff resources. As a
result, a newly updated binder was not possible, however, projects sheets were
developed for new projects. The spreadsheets exhibits provide a complete listing of all
projects including projected schedule and funding sources.
City Council is being presented with list of projects and funding sources for review.
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Area Project TitleStatusTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request FireFire Station 83 Replacement Ongoing 5,969 49 5,170 750 - - - - - 750 Fire Station 84 Replacement Ongoing 8,871 46 4,575 4,250 - - - - - 4,250 Fire Station 85 Addition Ongoing 7,052 2 300 750 6,000 - - - - 6,750 Fire Station 86 Property Purchase Ongoing 500 - - - - 500 - - - 500 Fire Station 87 Property Purchase Ongoing 265 - - 265 - - - - - 265 Training Center Improvements Ongoing 179 - - 14 128 30 7 - - 179 Fire Total22,836 97 10,045 6,029 6,128 530 7 - - 12,694 General Animal Shelter Ongoing 5,017 187 4,830 - - - - - - - Animal Shelter - Little League Parking Lot Ongoing 615 - 15 - - 600 - - - 600 Community Center Ongoing 4,900 - - 150 1,000 3,750 - - - 4,900 Wayfinding and Signage Ongoing 641 - - 96 315 115 115 - - 641 General Total11,173 187 4,845 246 1,315 4,465 115 - - 6,141 Parks & RecreationA Street Sporting Complex - Phase 1 Ongoing 606 32 287 287 - - - - - 287 Community Park Northwest Ongoing 6,100 - 1,400 - - - 200 4,500 - 4,700 Dog ParkOngoing 450 - - 450 - - - - - 450 Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 Ongoing 870 - - 55 360 35 420 - - 870 Highland Park Parking and Field Expansion Ongoing 825 - - - - 75 750 - - 825 Marina Dock Replacement - Dock B Ongoing 1,650 - - - 1,650 - - - - 1,650 Pasco Sporting Complex Ongoing 251 11 - 140 100 - - - - 240 Road 48 Park Ongoing 2,726 926 - 50 875 875 - - - 1,800 Road 54 Erwen Property Ongoing 420 - - 20 400 - - - - 420 Road 84 Park Ongoing 750 - 480 270 - - - - - 270 Sacajawea Levee Lowering Ongoing 2,700 26 85 70 2,519 - - - - 2,589 Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing Ongoing 1,650 - - 50 1,600 - - - - 1,650 Parks & Recreation Total18,998 995 2,252 1,392 7,504 985 1,370 4,500 - 15,751 TransportationAnnual Pavement Preservation Program Ongoing 6,513 - 850 876 902 929 957 985 1,015 5,663 Argent Road & Road 36 Intersection Improvements Ongoing 870 - 128 185 557 - - - - 742 Argent Road Improvements - 20th Ave to Saraceno Ongoing 2,316 400 550 1,366 - - - - - 1,366 Argent Road Improvements - Saraceno Way to Road 36 Ongoing 4,495 - 75 420 - 4,000 - - - 4,420 Argent Road Pedestrian/Bicycle Pathway New 500 - - - - 500 - - - 500 Burns Road Pedestrian/Bicycle Pathway - Road 100 to Road 90 Ongoing 131 3 20 108 - - - - - 108 Burns Road Pedestrian/Bicycle Pathway - Road 84 to Road 68 Ongoing 86 3 20 - 63 - - - - 63 Burns Road Pedestrian/Bicycle Pathway - Road 90 to Road 84 Ongoing 114 3 20 - - 91 - - - 91 Citywide Traffic Controller Upgrades - Phase 2 Ongoing 3,862 - 740 3,123 - - - - - 3,123 Court Street & Road 68 Intersection Improvements Ongoing 990 - 53 86 97 754 - - - 937 Crescent Road Surface Improvement Ongoing 400 - - - - - 45 355 - 400 Franklin County Irrigation District (FCID) Canal Bicycle/Pedestrian Pathway Ongoing 870 - - 90 360 420 - - - 870 James Street Improvements - Oregon Avenue to East End Ongoing 1,985 - 551 - - 200 1,234 - - 1,434 Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue Ongoing 1,924 - 157 1,198 569 - - - - 1,767 Lewis Street Overpass Ongoing 36,511 6,589 5,640 19,599 4,683 - - - - 24,282 North Road 100 Pedestrian/Bicycle Improvements New 350 - - 30 320 - - - - 350 North Road 40 East Pathway New 633 - - - - - 103 530 - 633 North Road 93/Powerline Pathway New 127 - - - - - 12 115 - 127 Pedestrian/Bicycle Access Road 100 Interchange Ongoing 2,320 - - - 120 2,200 - - - 2,320 Pedestrian/Bicycle Access Road 68 Interchange Ongoing 2,100 - - - - 100 1,000 1,000 - 2,100 Pedestrian/Bicycle Access Sylvester Street Overpass Ongoing 1,800 - - - 300 1,500 - - - 1,800 Road 100 Widening - Court Street to Chapel Hill Boulevard Ongoing 4,125 - - - - - 375 1,500 2,250 4,125 Road 68 Widening - Interstate 182 to Chapel Hill Boulevard Ongoing 307 - 87 220 - - - - - 220 Road 76 Overpass Ongoing 1,500 - - - - - - 300 1,200 1,500 Sandifur Parkway Extension - Phase 1 (West of Road 100) Ongoing 1,650 - - - - 150 1,500 - - 1,650 Sandifur Parkway Extension - Phase 2 (West of Road 100) Ongoing 1,650 - - - - - 150 1,500 - 1,650 Sandifur Parkway Widening - Road 52 to Road 60 Ongoing 965 - - 600 365 - - - - 965 South 10th Avenue & W. Lewis Street Advanced Intersection Warning New 47 - - 15 32 - - - - 47 Sylvester Street Safety Program - Phase 1 New 1,575 - - 422 100 1,054 - - - 1,575 Sylvester Street Safety Program - Phase 2 New 1,750 - - - 476 1,274 - - - 1,750 Transportation Total82,467 6,998 8,891 28,336 8,944 13,172 5,376 6,285 4,465 66,578 IrrigationAnnual Irrigation System Improvements - Development Ongoing 215 - 65 25 25 25 25 25 25 150 Annual Irrigation Upsize - Development New 500 - 200 50 50 50 50 50 50 300 Page 88 of 152
Area Project TitleStatusTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request Columbia River Intake Capacity Upgrades Ongoing 229 - - 59 170 - - - - 229 Well Capacity Upgrades Ongoing 1,410 - - - 470 470 470 - - 1,410 Irrigation Total2,354 - 265 134 715 545 545 75 75 2,089 PWRFColumbia East Lift Station & Force Main Ongoing 15,450 1,199 4,821 9,430 - - - - - 9,430 Process Water Reuse Facility (PWRF) Primary Treatment Improvement Ongoing 30,768 - 3,627 9,891 17,250 - - - - 27,141 PWRF Total46,218 1,199 8,448 19,321 17,250 - - - - 36,571 Sewer Annual Sewer System Improvements - Development Ongoing 800 - 200 100 100 100 100 100 100 600 Annual Sewer Upsize - Development New 800 - 200 100 100 100 100 100 100 600 Court and Sylvester Sewer Main Improvement Ongoing 11,405 - - - 1,500 5,684 4,221 - - 11,405 Northwest Area Lift Station Ongoing 3,500 - - 3,500 - - - - - 3,500 Northwest Area Trunkline - Sandifur Parkway Extension to Desiree Street Ongoing 6,880 27 3,145 3,708 - - - - - 3,708 Pearl Street Lift Station Ongoing 1,554 141 1,039 374 - - - - - 374 Public Works Operation Center Ongoing - - - - - - - - - - Road 36 Lift Station Upgrades Ongoing 992 57 435 500 - - - - - 500 Road 52 and Pearl Street Lift Station - Riverview Ongoing 2,384 - - 300 684 1,400 - - - 2,384 Road 84 and Roberts Drive Lift Station - Riverview Ongoing 2,500 - - - - 500 2,000 - - 2,500 Southeast Industrial Trunkline New 11,400 - - - 200 200 3,000 4,000 4,000 11,400 WasteWater Treatment Plant (WWTP) Improvements - Phase 1 Ongoing 21,800 - 2,800 11,000 8,000 - - - - 19,000 WasteWater Treatment Plant (WWTP) Improvements - Phase 2 Ongoing 15,497 - - - 2,700 6,273 6,524 - - 15,497 Sewer Total79,512 225 7,819 19,582 13,284 14,257 15,945 4,200 4,200 71,468 Stormwater1st Avenue Pipe Rehab Ongoing 249 - - - 249 - - - - 249 Annual Stormwater Improvements - Development Ongoing 800 - 200 100 100 100 100 100 100 600 Sylvester Pipe Relining Ongoing 330 - - - 330 - - - - 330 Stormwater Total1,379 - 200 100 679 100 100 100 100 1,179 Water Annual Water System Improvements - Development Ongoing 800 - 200 100 100 100 100 100 100 600 Annual Water Upsize - Development New 800 - 200 100 100 100 100 100 100 600 Automated Meter Reading Ongoing 5,750 - - 750 1,000 1,000 1,000 1,000 1,000 5,750 Butterfield Water Treatment Plant (WTP) Improvements New 25,000 - - - 5,000 5,000 5,000 5,000 5,000 25,000 Emergency Power Improvements Ongoing 2,200 - - 550 550 550 550 - - 2,200 Reservoir Storage Tank Ongoing 11,700 - 150 2,850 4,200 4,500 - - - 11,550 Transmission Main - West Pasco Water Treatment Plant (WPWTP) to Zone 3 Ongoing 3,000 - 500 2,500 - - - - - 2,500 Water Main Extension - Alton Street (Wehe Avenue to the alley west of Owen Street) Ongoing 327 - - - 327 - - - - 327 Water Main Extension - Riverhaven Street (Road 36 to Road 40) Ongoing 305 - - - - - 305 - - 305 Water Main Extension - Road 103 (Maple Street to Willow Way) Ongoing 113 - - - 113 - - - - 113 Water Main Replacement - Richardson Road (Road 92 to Road 96) Ongoing 460 - - - 460 - - - - 460 Water Main Replacement - Road 60 (Court Street to West Pearl) Ongoing 930 - - - - - - 930 - 930 Water Main Replacement - Road 76 (Wernett Road to Court Street) Ongoing 826 - - - - 826 - - - 826 Water Main Replacement - South 18th Avenue (Court Street to WA Avenue) Ongoing 79 - - 79 - - - - - 79 Water Main Replacement - Star Lane (Road 100 to Road 97) Ongoing 235 - - 50 185 - - - - 235 West Pasco Water Treatment Plant (WPWTP) Improvements Ongoing 4,620 - 581 1,565 1,475 1,000 - - - 4,040 Water Total57,145 - 1,631 8,544 13,510 13,076 7,055 7,130 6,200 55,515 Grand Total322,081 9,701 44,394 83,684 69,329 47,130 30,513 22,290 15,040 267,986 Page 89 of 152
Funding Source/Project TitleTotal Project Expense Project to Date 12/31/2018 Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request Internal Fund Reserves58,833 3,176 10,773 14,780 12,783 6,863 2,978 3,426 4,054 44,883 Arterial Street Fund 5,438 729 642 493 132 1,191 343 816 1,091 4,067 Argent Road & Road 36 Intersection Improvements - - - - - - - - - - Argent Road Improvements - 20th Ave to Saraceno 593 200 393 - - - - - - - Argent Road Improvements - Saraceno Way to Road 36 851 - 75 420 - 356 - - - 776 Argent Road Pedestrian/Bicycle Pathway 100 - - - - 100 - - - 100 Citywide Traffic Controller Upgrades - Phase 2 117 - 117 - - - - - - - Court Street & Road 68 Intersection Improvements 10 - 10 - - - - - - - Crescent Road Surface Improvement 100 - - - - - 11 89 - 100 Lewis Street Overpass529 529 - - - - - - - - Pedestrian/Bicycle Access Road 100 Interchange 303 - - - 18 285 - - - 303 Pedestrian/Bicycle Access Sylvester Street Overpass 400 - - - 100 300 - - - 400 Road 100 Widening - Court Street to Chapel Hill Boulevard 2,000 - - - - - 182 727 1,091 2,000 Road 68 Widening - Interstate 182 to Chapel Hill Boulevard 77 - 48 30 - - - - - 30 Sandifur Parkway Extension - Phase 1 (West of Road 100) 150 - - - - 150 - - - 150 Sandifur Parkway Extension - Phase 2 (West of Road 100) 150 - - - - - 150 - - 150 Sandifur Parkway Widening - Road 52 to Road 60 - - - - - - - - - - South 10th Avenue & W. Lewis Street Advanced Intersection Warning 6 - - 2 4 - - - - 6 Sylvester Street Safety Program - Phase 1 52 - - 42 10 - - - - 52 Capital Improvement Fund REET 1 3,079 132 1,115 670 529 - 103 530 - 1,832 Fire Station 83 Replacement274 49 225 - - - - - - - Fire Station 84 Replacement371 46 325 - - - - - - - Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 400 - - 300 100 - - - - 400 North Road 100 Pedestrian/Bicycle Improvements 350 - - 30 320 - - - - 350 North Road 40 East Pathway633 - - - - - 103 530 - 633 Pasco Sporting Complex11 11 - - - - - - - - Road 84 Park 750 - 480 270 - - - - - 270 Sacajawea Levee Lowering 290 26 85 70 109 - - - - 179 Capital Improvement Fund REET 2 5,579 1,318 527 453 2,105 1,049 12 115 - 3,734 Animal Shelter 73 63 10 - - - - - - - Burns Road Pedestrian/Bicycle Pathway - Road 100 to Road 90 131 3 20 108 - - - - - 108 Burns Road Pedestrian/Bicycle Pathway - Road 84 to Road 68 23 3 20 - - - - - - - Burns Road Pedestrian/Bicycle Pathway - Road 90 to Road 84 114 3 20 - - 91 - - - 91 Community Center1,150 - - 150 1,000 - - - - 1,150 Fire Station 85 Addition302 2 300 - - - - - - - Franklin County Irrigation District (FCID) Canal Bicycle/Pedestrian Pathway 870 - - 90 360 420 - - - 870 Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 90 - - 55 - 35 - - - 90 Lewis Street Overpass1,401 1,244 157 - - - - - - - North Road 93/Powerline Pathway 127 - - - - - 12 115 - 127 Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing 700 - - 50 650 - - - - 700 Sylvester Street Safety Program - Phase 2 598 - - - 95 503 - - - 598 Economic Development Fund1,500 - 1,500 - - - - - - - Columbia East Lift Station & Force Main 1,500 - 1,500 - - - - - - - General Fund765 - - 265 - 500 - - - 765 Fire Station 86 Property Purchase 500 - - - - 500 - - - 500 Fire Station 87 Property Purchase 265 - - 265 - - - - - 265 I-182 Corridor Impact Fund2,919 12 - 714 49 99 68 505 1,473 2,907 Citywide Traffic Controller Upgrades - Phase 2 688 - - 688 - - - - - 688 Page 90 of 152
Funding Source/Project TitleTotal Project Expense Project to Date 12/31/2018 Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request Court Street & Road 68 Intersection Improvements 172 - - 26 49 97 - - - 172 Lewis Street Overpass12 12 - - - - - - - - Pedestrian/Bicycle Access Road 68 Interchange 48 - - - - 2 23 23 - 48 Road 100 Widening - Court Street to Chapel Hill Boulevard 500 - - - - - 45 182 273 500 Road 76 Overpass1,500 - - - - - - 300 1,200 1,500 Park Development Zone 1871 32 127 112 - 600 - - - 712 A Street Sporting Complex - Phase 1 256 32 112 112 - - - - - 112 Animal Shelter - Little League Parking Lot 615 - 15 - - 600 - - - 600 Park Development Zone 21,640 - 1,400 140 100 - - - - 240 Community Park Northwest1,400 - 1,400 - - - - - - - Pasco Sporting Complex240 - - 140 100 - - - - 240 Park Development Zone 3946 926 - 20 - - - - - 20 Road 48 Park 926 926 - - - - - - - - Road 54 Erwen Property 20 - - 20 - - - - - 20 Sale of Assets750 - - 750 - - - - - 750 Fire Station 83 Replacement750 - - 750 - - - - - 750 Street Overlay Fund12,016 - 1,401 1,476 5,253 929 957 985 1,015 10,615 Annual Pavement Preservation Program 6,513 - 850 876 902 929 957 985 1,015 5,663 James Street Improvements - Oregon Avenue to East End 551 - 551 - - - - - - - Lewis Street Overpass3,987 - - - 3,987 - - - - 3,987 Sandifur Parkway Widening - Road 52 to Road 60 965 - - 600 365 - - - - 965 Utility Rate23,331 27 4,062 9,688 4,615 2,495 1,495 475 475 19,242 1st Avenue Pipe Rehab249 - - - 249 - - - - 249 Annual Irrigation System Improvements - Development 215 - 65 25 25 25 25 25 25 150 Annual Irrigation Upsize - Development 500 - 200 50 50 50 50 50 50 300 Annual Sewer System Improvements - Development 800 - 200 100 100 100 100 100 100 600 Annual Stormwater Improvements - Development 800 - 200 100 100 100 100 100 100 600 Annual Water System Improvements - Development 800 - 200 100 100 100 100 100 100 600 Annual Water Upsize - Development 800 - 200 100 100 100 100 100 100 600 Columbia East Lift Station & Force Main 4,821 - 1,321 3,500 - - - - - 3,500 Columbia River Intake Capacity Upgrades 229 - - 59 170 - - - - 229 Emergency Power Improvements 2,200 - - 550 550 550 550 - - 2,200 Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 150 - - 150 - - - - - 150 Lewis Street Overpass550 - 138 275 138 - - - - 413 Northwest Area Trunkline - Sandifur Parkway Extension to Desiree Street 970 27 458 485 - - - - - 485 Sylvester Pipe Relining330 - - - 330 - - - - 330 Transmission Main - West Pasco Water Treatment Plant (WPWTP) to Zone 3 3,000 - 500 2,500 - - - - - 2,500 Water Main Extension - Road 103 (Maple Street to Willow Way) 113 - - - 113 - - - - 113 Water Main Replacement - Richardson Road (Road 92 to Road 96) 460 - - - 460 - - - - 460 Water Main Replacement - South 18th Avenue (Court Street to WA Avenue) 79 - - 79 - - - - - 79 Water Main Replacement - Star Lane (Road 100 to Road 97) 235 - - 50 185 - - - - 235 Well Capacity Upgrades1,410 - - - 470 470 470 - - 1,410 West Pasco Water Treatment Plant (WPWTP) Improvements 4,620 - 581 1,565 1,475 1,000 - - - 4,040 Current and Future Debt142,149 198 16,196 24,745 41,077 21,383 17,620 10,930 10,000 125,755 2017 Revenue Bond3,146 198 1,774 1,174 - - - - - 1,174 Pearl Street Lift Station1,554 141 1,039 374 - - - - - 374 Road 36 Lift Station Upgrades992 57 435 500 - - - - - 500 Road 52 and Pearl Street Lift Station - Riverview 300 - - 300 - - - - - 300 Page 91 of 152
Funding Source/Project TitleTotal Project Expense Project to Date 12/31/2018 Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request WasteWater Treatment Plant (WWTP) Improvements - Phase 1 300 - 300 - - - - - - - 2019 LTGO Bond15,045 - 10,795 4,250 - - - - - 4,250 Animal Shelter 1,600 1,600 - - - - - - - Fire Station 83 Replacement4,945 - 4,945 - - - - - - - Fire Station 84 Replacement8,500 - 4,250 4,250 - - - - - 4,250 2020 Revenue Bond3,430 - 1,500 1,930 - - - - - 1,930 Columbia East Lift Station & Force Main 1,930 - - 1,930 - - - - - 1,930 Process Water Reuse Facility (PWRF) Primary Treatment Improvement 1,500 - 1,500 - - - - - - - Department of Ecology Loan1,500 - - 250 1,250 - - - - 1,500 Process Water Reuse Facility (PWRF) Primary Treatment Improvement 1,500 - - 250 1,250 - - - - 1,500 Franklin Co .09 Grant500 - - 500 - - - - - 500 Process Water Reuse Facility (PWRF) Primary Treatment Improvement 500 - - 500 - - - - - 500 Secured Local Grant/Loan2,400 - - - 2,400 - - - - 2,400 WasteWater Treatment Plant (WWTP) Improvements - Phase 2 2,400 - - - 2,400 - - - - 2,400 State PWB Loan1,000 - 500 500 - - - - - 500 Process Water Reuse Facility (PWRF) Primary Treatment Improvement 1,000 - 500 500 - - - - - 500 Unsecured Revenue Bond115,128 - 1,627 16,141 37,427 21,383 17,620 10,930 10,000 113,501 Automated Meter Reading5,750 - - 750 1,000 1,000 1,000 1,000 1,000 5,750 Butterfield Water Treatment Plant (WTP) Improvements 25,000 - - - 5,000 5,000 5,000 5,000 5,000 25,000 Court and Sylvester Sewer Main Improvement 11,405 - - - 1,500 5,684 4,221 - - 11,405 Fire Station 85 Addition6,750 - - 750 6,000 - - - - 6,750 Northwest Area Lift Station3,000 - - 3,000 - - - - - 3,000 Process Water Reuse Facility (PWRF) Primary Treatment Improvement 26,268 - 1,627 8,641 16,000 - - - - 24,641 Reservoir Storage Tank8,700 - - - 4,200 4,500 - - - 8,700 Road 52 and Pearl Street Lift Station - Riverview 400 - - - - 400 - - - 400 Road 84 and Roberts Drive Lift Station - Riverview 2,500 - - - - 500 2,000 - - 2,500 Southeast Industrial Trunkline11,400 - - - 200 200 3,000 4,000 4,000 11,400 WasteWater Treatment Plant (WWTP) Improvements - Phase 1 6,000 - - 3,000 3,000 - - - 6,000 WasteWater Treatment Plant (WWTP) Improvements - Phase 2 5,567 - - - 200 3,273 2,094 - - 5,567 Water Main Extension - Alton Street (Wehe Avenue to the alley west of Owen Street) 327 - - - 327 - - - - 327 Water Main Extension - Riverhaven Street (Road 36 to Road 40) 305 - - - - - 305 - - 305 Water Main Replacement - Road 60 (Court Street to West Pearl) 930 - - - - - - 930 - 930 Water Main Replacement - Road 76 (Wernett Road to Court Street) 826 - - - - 826 - - - 826 Grants85,528 6,203 11,040 35,324 11,095 13,556 5,589 1,834 886 68,285 CDBG Grant 505 - 157 348 - - - - - 348 Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 505 - 157 348 - - - - - 348 Connecting WA Grant21,292 1,050 828 18,855 559 - - - - 19,414 Lewis Street Overpass21,292 1,050 828 18,855 559 - - - - 19,414 Federal EDA Grant6,065 65 2,000 4,000 - - - - - 4,000 Columbia East Lift Station & Force Main 6,065 65 2,000 4,000 - - - - - 4,000 Federal Grant3,460 - - - - 3,460 - - - 3,460 Argent Road Improvements - Saraceno Way to Road 36 3,460 - - - - 3,460 - - - 3,460 Federal STBG Grant809 - 43 60 49 657 - - - 766 Court Street & Road 68 Intersection Improvements 809 - 43 60 49 657 - - - 766 Federal STP Grant7,252 3,954 805 2,493 - - - - - 2,493 Argent Road Improvements - 20th Ave to Saraceno 357 200 157 - - - - - - - Citywide Traffic Controller Upgrades - Phase 2 2,911 - 608 2,303 - - - - - 2,303 Lewis Street Overpass3,754 3,754 - - - - - - - - Page 92 of 152
Funding Source/Project TitleTotal Project Expense Project to Date 12/31/2018 Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request Road 68 Widening - Interstate 182 to Chapel Hill Boulevard 230 - 40 190 - - - - - 190 Franklin Co .09 Grant1,000 1,000 - - - - - - - - Columbia East Lift Station & Force Main 1,000 1,000 - - - - - - - - RCO Grant350 - 175 175 - - - - - 175 A Street Sporting Complex - Phase 1 350 - 175 175 - - - - - 175 Secured State Loan2,500 - 2,500 - - - - - - WasteWater Treatment Plant (WWTP) Improvements - Phase 1 2,500 - 2,500 - - - - - - State Grant 147 - 15 132 - - - - - 132 Citywide Traffic Controller Upgrades - Phase 2 147 - 15 132 - - - - - 132 TIB Grant4,986 - 4,517 469 - - - - - 469 Lewis Street Overpass4,986 - 4,517 469 - - - - - 469 Unsecured Federal Grant869 - - 400 469 - - - - 869 Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 869 - - 400 469 - - - - 869 Unsecured Grant63 - - - 63 - - - - 63 Burns Road Pedestrian/Bicycle Pathway - Road 84 to Road 68 63 - - - 63 - - - - 63 Burns Road Pedestrian/Bicycle Pathway - Road 90 to Road 84 - - - - - - - - - - Unsecured Local Grant/Loan7,530 - - - 100 3,000 4,430 - - 7,530 WasteWater Treatment Plant (WWTP) Improvements - Phase 2 7,530 - - - 100 3,000 4,430 - - 7,530 Unsecured RCO Grant960 - - - 960 - - - - 960 Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 360 - - - 360 - - - - 360 Road 54 Erwen Property 400 - - - 400 - - - - 400 Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing 200 - - - 200 - - - - 200 Unsecured SRS Grant400 - - - - 400 - - - 400 Argent Road Pedestrian/Bicycle Pathway 400 - - - - 400 - - - 400 Unsecured State Grant 14,206 - - 393 3,895 6,038 1,159 1,834 886 14,206 Crescent Road Surface Improvement 300 - - - - - 34 266 - 300 Franklin County Irrigation District (FCID) Canal Bicycle/Pedestrian Pathway - - - - - - - - - - Pedestrian/Bicycle Access Road 100 Interchange 2,017 - - - 102 1,915 - - - 2,017 Pedestrian/Bicycle Access Road 68 Interchange 2,052 - - - - 98 977 977 - 2,052 Pedestrian/Bicycle Access Sylvester Street Overpass 1,400 - - - 200 1,200 - - - 1,400 Road 100 Widening - Court Street to Chapel Hill Boulevard 1,625 - - - - - 148 591 886 1,625 Road 52 and Pearl Street Lift Station - Riverview 1,684 - - - 684 1,000 - - - 1,684 Sacajawea Levee Lowering 2,410 - - - 2,410 - - - - 2,410 South 10th Avenue & W. Lewis Street Advanced Intersection Warning 42 - - 14 28 - - - - 42 Sylvester Street Safety Program - Phase 1 1,523 - - 379 90 1,054 - - - 1,523 Sylvester Street Safety Program - Phase 2 1,153 - - - 381 772 - - - 1,153 Unsecured State Grant/Loan13,000 - - 8,000 5,000 - - - 13,000 WasteWater Treatment Plant (WWTP) Improvements - Phase 1 13,000 - - 8,000 5,000 - - - 13,000 WA State Capital Budget134 134 - - - - - - - - Columbia East Lift Station & Force Main 134 134 - - - - - - - - Local Partnership16,107 124 6,035 4,774 557 384 2,734 1,500 - 9,948 City of Kennewick Contribution1,672 62 1,610 - - - - - - - Animal Shelter 1,672 62 1,610 - - - - - - - City of Richland Contribution1,672 62 1,610 - - - - - - - Animal Shelter 1,672 62 1,610 - - - - - - - Columbia Basin College1,210 - 64 776 278 92 - - - 1,146 Argent Road & Road 36 Intersection Improvements 435 - 64 93 278 - - - - 371 Argent Road Improvements - 20th Ave to Saraceno 683 - - 683 - - - - - 683 Page 93 of 152
Funding Source/Project TitleTotal Project Expense Project to Date 12/31/2018 Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026 2021-2026 Request Argent Road Improvements - Saraceno Way to Road 36 92 - - - - 92 - - - 92 Developer Contribution3,000 - - - - - 1,500 1,500 - 3,000 Sandifur Parkway Extension - Phase 1 (West of Road 100) 1,500 - - - - - 1,500 - - 1,500 Sandifur Parkway Extension - Phase 2 (West of Road 100) 1,500 - - - - - - 1,500 - 1,500 Local Improvement District7,343 - 2,687 3,223 - 200 1,234 - - 4,657 James Street Improvements - Oregon Avenue to East End 1,434 - - - - 200 1,234 - - 1,434 Northwest Area Trunkline - Sandifur Parkway Extension to Desiree Street 5,910 - 2,687 3,223 - - - - - 3,223 Port of Pasco1,210 - 64 776 278 92 - - - 1,146 Argent Road & Road 36 Intersection Improvements 435 - 64 93 278 - - - - 371 Argent Road Improvements - 20th Ave to Saraceno 683 - - 683 - - - - - 683 Argent Road Improvements - Saraceno Way to Road 36 92 - - - - 92 - - - 92 Unknown15,165 - - 610 3,718 4,845 1,492 4,500 - 15,165 Unsecured Funding15,165 - - 610 3,718 4,845 1,492 4,500 - 15,165 Community Center3,750 - - - - 3,750 - - - 3,750 Community Park Northwest4,700 - - - - - 200 4,500 - 4,700 Dog Park450 - - 450 - - - - - 450 Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 420 - - - - - 420 - - 420 Highland Park Parking and Field Expansion 825 - - - - 75 750 - - 825 Marina Dock Replacement - Dock B 1,650 - - - 1,650 - - - - 1,650 Road 48 Park 1,800 - - 50 875 875 - - - 1,800 Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing 750 - - - 750 - - - - 750 Training Center Improvements179 - - 14 128 30 7 - - 179 Wayfinding and Signage641 - - 96 315 115 115 - - 641 Utility Expansion Fee4,300 - 350 3,450 100 100 100 100 100 3,950 Utility Expansion Fee4,300 - 350 3,450 100 100 100 100 100 3,950 Annual Sewer Upsize - Development 800 - 200 100 100 100 100 100 100 600 Northwest Area Lift Station500 - - 500 - - - - - 500 Reservoir Storage Tank3,000 - 150 2,850 - - - - - 2,850 Grand Total322,081 9,701 44,394 83,684 69,329 47,130 30,513 22,290 15,040 267,986 Page 94 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestFire22,836 97 10,045 6,029 6,128 530 7 - - 12,694 Fire Station 83 Replacement5,969 49 5,170 750 - - - - - 750 2019 LTGO Bond4,945 - 4,945 - - - - - - - Capital Improvement Fund REET 1274 49 225 - - - - - - - Sale of Assets750 - - 750 - - - - - 750 Fire Station 84 Replacement8,871 46 4,575 4,250 - - - - - 4,250 2019 LTGO Bond8,500 - 4,250 4,250 - - - - - 4,250 Capital Improvement Fund REET 1371 46 325 - - - - - - - Fire Station 85 Addition7,052 2 300 750 6,000 - - - - 6,750 Capital Improvement Fund REET 2302 2 300 - - - - - - - Unsecured Revenue Bond6,750 - - 750 6,000 - - - - 6,750 Fire Station 86 Property Purchase500 - - - - 500 - - - 500 General Fund500 - - - - 500 - - - 500 Fire Station 87 Property Purchase265 - - 265 - - - - - 265 General Fund265 - - 265 - - - - - 265 Training Center Improvements179 - - 14 128 30 7 - - 179 Unsecured Funding179 - - 14 128 30 7 - - 179 General 11,173 187 4,845 246 1,315 4,465 115 - - 6,141 Animal Shelter 5,017 187 4,830 - - - - - - - 2019 LTGO Bond1,600 1,600 - - - - - - - Capital Improvement Fund REET 273 63 10 - - - - - - - City of Kennewick Contribution1,672 62 1,610 - - - - - - - City of Richland Contribution1,672 62 1,610 - - - - - - - Animal Shelter - Little League Parking Lot615 - 15 - - 600 - - - 600 Park Development Zone 1615 - 15 - - 600 - - - 600 Community Center4,900 - - 150 1,000 3,750 - - - 4,900 Capital Improvement Fund REET 21,150 - - 150 1,000 - - - - 1,150 Unsecured Funding3,750 - - - - 3,750 - - - 3,750 Wayfinding and Signage641 - - 96 315 115 115 - - 641 Unsecured Funding641 - - 96 315 115 115 - - 641 Parks & Recreation18,998 995 2,252 1,392 7,504 985 1,370 4,500 - 15,751 A Street Sporting Complex - Phase 1606 32 287 287 - - - - - 287 Park Development Zone 1256 32 112 112 - - - - - 112 RCO Grant350 - 175 175 - - - - - 175 Community Park Northwest6,100 - 1,400 - - - 200 4,500 - 4,700 Park Development Zone 21,400 - 1,400 - - - - - - - Unsecured Funding4,700 - - - - - 200 4,500 - 4,700 Dog Park450 - - 450 - - - - - 450 Unsecured Funding450 - - 450 - - - - - 450 Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 870 - - 55 360 35 420 - - 870 Capital Improvement Fund REET 290 - - 55 - 35 - - - 90 Unsecured Funding420 - - - - - 420 - - 420 Unsecured RCO Grant360 - - - 360 - - - - 360 Highland Park Parking and Field Expansion 825 - - - - 75 750 - - 825 Unsecured Funding825 - - - - 75 750 - - 825 Marina Dock Replacement - Dock B1,650 - - - 1,650 - - - - 1,650 Unsecured Funding1,650 - - - 1,650 - - - - 1,650 Pasco Sporting Complex251 11 - 140 100 - - - - 240 Capital Improvement Fund REET 111 11 - - - - - - - - Park Development Zone 2240 - - 140 100 - - - - 240 Page 95 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestRoad 48 Park 2,726 926 - 50 875 875 - - - 1,800 Park Development Zone 3926 926 - - - - - - - - Unsecured Funding1,800 - - 50 875 875 - - - 1,800 Road 54 Erwen Property 420 - - 20 400 - - - - 420 Park Development Zone 320 - - 20 - - - - - 20 Unsecured RCO Grant400 - - - 400 - - - - 400 Road 84 Park 750 - 480 270 - - - - - 270 Capital Improvement Fund REET 1750 - 480 270 - - - - - 270 Sacajawea Levee Lowering 2,700 26 85 70 2,519 - - - - 2,589 Capital Improvement Fund REET 1290 26 85 70 109 - - - - 179 Unsecured State Grant 2,410 - - - 2,410 - - - - 2,410 Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing 1,650 - - 50 1,600 - - - - 1,650 Capital Improvement Fund REET 2700 - - 50 650 - - - - 700 Unsecured Funding750 - - - 750 - - - - 750 Unsecured RCO Grant200 - - - 200 - - - - 200 Transportation82,467 6,998 8,891 28,336 8,944 13,172 5,376 6,285 4,465 66,578 Annual Pavement Preservation Program 6,513 - 850 876 902 929 957 985 1,015 5,663 Street Overlay Fund6,513 - 850 876 902 929 957 985 1,015 5,663 Argent Road & Road 36 Intersection Improvements 870 - 128 185 557 - - - - 742 Arterial Street Fund - - - - - - - - - - Columbia Basin College435 - 64 93 278 - - - - 371 Port of Pasco435 - 64 93 278 - - - - 371 Argent Road Improvements - 20th Ave to Saraceno 2,316 400 550 1,366 - - - - - 1,366 Arterial Street Fund 593 200 393 - - - - - - - Columbia Basin College683 - - 683 - - - - - 683 Federal STP Grant357 200 157 - - - - - - - Port of Pasco683 - - 683 - - - - - 683 Argent Road Improvements - Saraceno Way to Road 36 4,495 - 75 420 - 4,000 - - - 4,420 Arterial Street Fund 851 - 75 420 - 356 - - - 776 Columbia Basin College92 - - - - 92 - - - 92 Federal Grant3,460 - - - - 3,460 - - - 3,460 Port of Pasco92 - - - - 92 - - - 92 Argent Road Pedestrian/Bicycle Pathway500 - - - - 500 - - - 500 Arterial Street Fund 100 - - - - 100 - - - 100 Unsecured SRS Grant400 - - - - 400 - - - 400 Burns Road Pedestrian/Bicycle Pathway - Road 100 to Road 90 131 3 20 108 - - - - - 108 Capital Improvement Fund REET 2131 3 20 108 - - - - - 108 Burns Road Pedestrian/Bicycle Pathway - Road 84 to Road 68 86 3 20 - 63 - - - - 63 Capital Improvement Fund REET 223 3 20 - - - - - - - Unsecured Grant63 - - - 63 - - - - 63 Burns Road Pedestrian/Bicycle Pathway - Road 90 to Road 84 114 3 20 - - 91 - - - 91 Capital Improvement Fund REET 2114 3 20 - - 91 - - - 91 Unsecured Grant- - - - - - - - - - Citywide Traffic Controller Upgrades - Phase 2 3,862 - 740 3,123 - - - - - 3,123 Arterial Street Fund 117 - 117 - - - - - - - Federal STP Grant2,911 - 608 2,303 - - - - - 2,303 I-182 Corridor Impact Fund688 - - 688 - - - - - 688 State Grant 147 - 15 132 - - - - - 132 Court Street & Road 68 Intersection Improvements 990 - 53 86 97 754 - - - 937 Arterial Street Fund 10 - 10 - - - - - - - Page 96 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestFederal STBG Grant809 - 43 60 49 657 - - - 766 I-182 Corridor Impact Fund172 - - 26 49 97 - - - 172 Crescent Road Surface Improvement400 - - - - - 45 355 - 400 Arterial Street Fund 100 - - - - - 11 89 - 100 Unsecured State Grant 300 - - - - - 34 266 - 300 Franklin County Irrigation District (FCID) Canal Bicycle/Pedestrian Pathway 870 - - 90 360 420 - - - 870 Capital Improvement Fund REET 2870 - - 90 360 420 - - - 870 Unsecured State Grant - - - - - - - - - - James Street Improvements - Oregon Avenue to East End 1,985 - 551 - - 200 1,234 - - 1,434 Local Improvement District1,434 - - - - 200 1,234 - - 1,434 Street Overlay Fund551 - 551 - - - - - - - Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 1,924 - 157 1,198 569 - - - - 1,767 Capital Improvement Fund REET 1400 - - 300 100 - - - - 400 CDBG Grant 505 - 157 348 - - - - - 348 Unsecured Federal Grant869 - - 400 469 - - - - 869 Utility Rate150 - - 150 - - - - - 150 Lewis Street Overpass36,511 6,589 5,640 19,599 4,683 - - - - 24,282 Arterial Street Fund 529 529 - - - - - - - - Capital Improvement Fund REET 21,401 1,244 157 - - - - - - - Connecting WA Grant21,292 1,050 828 18,855 559 - - - - 19,414 Federal STP Grant3,754 3,754 - - - - - - - - I-182 Corridor Impact Fund12 12 - - - - - - - - Street Overlay Fund3,987 - - - 3,987 - - - - 3,987 TIB Grant4,986 - 4,517 469 - - - - - 469 Utility Rate550 - 138 275 138 - - - - 413 North Road 100 Pedestrian/Bicycle Improvements 350 - - 30 320 - - - - 350 Capital Improvement Fund REET 1350 - - 30 320 - - - - 350 North Road 40 East Pathway633 - - - - - 103 530 - 633 Capital Improvement Fund REET 1633 - - - - - 103 530 - 633 North Road 93/Powerline Pathway127 - - - - - 12 115 - 127 Capital Improvement Fund REET 2127 - - - - - 12 115 - 127 Pedestrian/Bicycle Access Road 100 Interchange 2,320 - - - 120 2,200 - - - 2,320 Arterial Street Fund 303 - - - 18 285 - - - 303 Unsecured State Grant 2,017 - - - 102 1,915 - - - 2,017 Pedestrian/Bicycle Access Road 68 Interchange 2,100 - - - - 100 1,000 1,000 - 2,100 I-182 Corridor Impact Fund48 - - - - 2 23 23 - 48 Unsecured State Grant 2,052 - - - - 98 977 977 - 2,052 Pedestrian/Bicycle Access Sylvester Street Overpass 1,800 - - - 300 1,500 - - - 1,800 Arterial Street Fund 400 - - - 100 300 - - - 400 Unsecured State Grant 1,400 - - - 200 1,200 - - - 1,400 Road 100 Widening - Court Street to Chapel Hill Boulevard 4,125 - - - - - 375 1,500 2,250 4,125 Arterial Street Fund 2,000 - - - - - 182 727 1,091 2,000 I-182 Corridor Impact Fund500 - - - - - 45 182 273 500 Unsecured State Grant 1,625 - - - - - 148 591 886 1,625 Road 68 Widening - Interstate 182 to Chapel Hill Boulevard 307 - 87 220 - - - - - 220 Arterial Street Fund 77 - 48 30 - - - - - 30 Federal STP Grant230 - 40 190 - - - - - 190 Road 76 Overpass1,500 - - - - - - 300 1,200 1,500 I-182 Corridor Impact Fund1,500 - - - - - - 300 1,200 1,500 Sandifur Parkway Extension - Phase 1 (West of Road 100) 1,650 - - - - 150 1,500 - - 1,650 Page 97 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestArterial Street Fund 150 - - - - 150 - - - 150 Developer Contribution1,500 - - - - - 1,500 - - 1,500 Sandifur Parkway Extension - Phase 2 (West of Road 100) 1,650 - - - - - 150 1,500 - 1,650 Arterial Street Fund 150 - - - - - 150 - - 150 Developer Contribution1,500 - - - - - - 1,500 - 1,500 Sandifur Parkway Widening - Road 52 to Road 60 965 - - 600 365 - - - - 965 Arterial Street Fund - - - - - - - - - - Street Overlay Fund965 - - 600 365 - - - - 965 South 10th Avenue & W. Lewis Street Advanced Intersection Warning 47 - - 15 32 - - - - 47 Arterial Street Fund 6 - - 2 4 - - - - 6 Unsecured State Grant 42 - - 14 28 - - - - 42 Sylvester Street Safety Program - Phase 1 1,575 - - 422 100 1,054 - - - 1,575 Arterial Street Fund 52 - - 42 10 - - - - 52 Unsecured State Grant 1,523 - - 379 90 1,054 - - - 1,523 Sylvester Street Safety Program - Phase 2 1,750 - - - 476 1,274 - - - 1,750 Capital Improvement Fund REET 2598 - - - 95 503 - - - 598 Unsecured State Grant 1,153 - - - 381 772 - - - 1,153 Irrigation2,354 - 265 134 715 545 545 75 75 2,089 Annual Irrigation System Improvements - Development 215 - 65 25 25 25 25 25 25 150 Utility Rate215 - 65 25 25 25 25 25 25 150 Annual Irrigation Upsize - Development500 - 200 50 50 50 50 50 50 300 Utility Rate500 - 200 50 50 50 50 50 50 300 Columbia River Intake Capacity Upgrades 229 - - 59 170 - - - - 229 Utility Rate229 - - 59 170 - - - - 229 Well Capacity Upgrades1,410 - - - 470 470 470 - - 1,410 Utility Rate1,410 - - - 470 470 470 - - 1,410 PWRF46,218 1,199 8,448 19,321 17,250 - - - - 36,571 Columbia East Lift Station & Force Main 15,450 1,199 4,821 9,430 - - - - - 9,430 2020 Revenue Bond1,930 - - 1,930 - - - - - 1,930 Economic Development Fund1,500 - 1,500 - - - - - - - Federal EDA Grant6,065 65 2,000 4,000 - - - - - 4,000 Franklin Co .09 Grant1,000 1,000 - - - - - - - - Utility Rate4,821 - 1,321 3,500 - - - - - 3,500 WA State Capital Budget134 134 - - - - - - - - Process Water Reuse Facility (PWRF) Primary Treatment Improvement 30,768 - 3,627 9,891 17,250 - - - - 27,141 2020 Revenue Bond1,500 - 1,500 - - - - - - - Department of Ecology Loan1,500 - - 250 1,250 - - - - 1,500 Franklin Co .09 Grant500 - - 500 - - - - - 500 State PWB Loan1,000 - 500 500 - - - - - 500 Unsecured Revenue Bond26,268 - 1,627 8,641 16,000 - - - - 24,641 Sewer 79,512 225 7,819 19,582 13,284 14,257 15,945 4,200 4,200 71,468 Annual Sewer System Improvements - Development 800 - 200 100 100 100 100 100 100 600 Utility Rate800 - 200 100 100 100 100 100 100 600 Annual Sewer Upsize - Development 800 - 200 100 100 100 100 100 100 600 Utility Expansion Fee800 - 200 100 100 100 100 100 100 600 Court and Sylvester Sewer Main Improvement 11,405 - - - 1,500 5,684 4,221 - - 11,405 Unsecured Revenue Bond11,405 - - - 1,500 5,684 4,221 - - 11,405 Northwest Area Lift Station3,500 - - 3,500 - - - - - 3,500 Unsecured Revenue Bond3,000 - - 3,000 - - - - - 3,000 Utility Expansion Fee500 - - 500 - - - - - 500 Page 98 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestNorthwest Area Trunkline - Sandifur Parkway Extension to Desiree Street 6,880 27 3,145 3,708 - - - - - 3,708 Local Improvement District5,910 - 2,687 3,223 - - - - - 3,223 Utility Rate970 27 458 485 - - - - - 485 Pearl Street Lift Station1,554 141 1,039 374 - - - - - 374 2017 Revenue Bond1,554 141 1,039 374 - - - - - 374 Public Works Operation Center- - - - - - - - - - (blank)- - - - - - - - - - Road 36 Lift Station Upgrades992 57 435 500 - - - - - 500 2017 Revenue Bond992 57 435 500 - - - - - 500 Road 52 and Pearl Street Lift Station - Riverview 2,384 - - 300 684 1,400 - - - 2,384 2017 Revenue Bond300 - - 300 - - - - - 300 Unsecured Revenue Bond400 - - - - 400 - - - 400 Unsecured State Grant 1,684 - - - 684 1,000 - - - 1,684 Road 84 and Roberts Drive Lift Station - Riverview 2,500 - - - - 500 2,000 - - 2,500 Unsecured Revenue Bond2,500 - - - - 500 2,000 - - 2,500 Southeast Industrial Trunkline11,400 - - - 200 200 3,000 4,000 4,000 11,400 Unsecured Revenue Bond11,400 - - - 200 200 3,000 4,000 4,000 11,400 WasteWater Treatment Plant (WWTP) Improvements - Phase 1 21,800 - 2,800 11,000 8,000 - - - - 19,000 2017 Revenue Bond300 - 300 - - - - - - - Secured State Loan2,500 - 2,500 - - - - - - Unsecured Revenue Bond6,000 - - 3,000 3,000 - - - 6,000 Unsecured State Grant/Loan13,000 - - 8,000 5,000 - - - 13,000 WasteWater Treatment Plant (WWTP) Improvements - Phase 2 15,497 - - - 2,700 6,273 6,524 - - 15,497 Secured Local Grant/Loan2,400 - - - 2,400 - - - - 2,400 Unsecured Local Grant/Loan7,530 - - - 100 3,000 4,430 - - 7,530 Unsecured Revenue Bond5,567 - - - 200 3,273 2,094 - - 5,567 Stormwater1,379 - 200 100 679 100 100 100 100 1,179 1st Avenue Pipe Rehab249 - - - 249 - - - - 249 Utility Rate249 - - - 249 - - - - 249 Annual Stormwater Improvements - Development 800 - 200 100 100 100 100 100 100 600 Utility Rate800 - 200 100 100 100 100 100 100 600 Sylvester Pipe Relining330 - - - 330 - - - - 330 Utility Rate330 - - - 330 - - - - 330 Water 57,145 - 1,631 8,544 13,510 13,076 7,055 7,130 6,200 55,515 Annual Water System Improvements - Development 800 - 200 100 100 100 100 100 100 600 Utility Rate800 - 200 100 100 100 100 100 100 600 Annual Water Upsize - Development800 - 200 100 100 100 100 100 100 600 Utility Rate800 - 200 100 100 100 100 100 100 600 Automated Meter Reading5,750 - - 750 1,000 1,000 1,000 1,000 1,000 5,750 Unsecured Revenue Bond5,750 - - 750 1,000 1,000 1,000 1,000 1,000 5,750 Butterfield Water Treatment Plant (WTP) Improvements 25,000 - - - 5,000 5,000 5,000 5,000 5,000 25,000 Unsecured Revenue Bond25,000 - - - 5,000 5,000 5,000 5,000 5,000 25,000 Emergency Power Improvements2,200 - - 550 550 550 550 - - 2,200 Utility Rate2,200 - - 550 550 550 550 - - 2,200 Reservoir Storage Tank11,700 - 150 2,850 4,200 4,500 - - - 11,550 Unsecured Revenue Bond8,700 - - - 4,200 4,500 - - - 8,700 Utility Expansion Fee3,000 - 150 2,850 - - - - - 2,850 Transmission Main - West Pasco Water Treatment Plant (WPWTP) to Zone 3 3,000 - 500 2,500 - - - - - 2,500 Utility Rate3,000 - 500 2,500 - - - - - 2,500 Water Main Extension - Alton Street (Wehe Avenue to the alley west of Owen Street) 327 - - - 327 - - - - 327 Page 99 of 152
Area/Project Title/Revenue SourceTotal Project ExpenseProject to Date 12/31/2018Scheduled Year 2019-2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 20262021-2026 RequestUnsecured Revenue Bond327 - - - 327 - - - - 327 Water Main Extension - Riverhaven Street (Road 36 to Road 40) 305 - - - - - 305 - - 305 Unsecured Revenue Bond305 - - - - - 305 - - 305 Water Main Extension - Road 103 (Maple Street to Willow Way) 113 - - - 113 - - - - 113 Utility Rate113 - - - 113 - - - - 113 Water Main Replacement - Richardson Road (Road 92 to Road 96) 460 - - - 460 - - - - 460 Utility Rate460 - - - 460 - - - - 460 Water Main Replacement - Road 60 (Court Street to West Pearl) 930 - - - - - - 930 - 930 Unsecured Revenue Bond930 - - - - - - 930 - 930 Water Main Replacement - Road 76 (Wernett Road to Court Street) 826 - - - - 826 - - - 826 Unsecured Revenue Bond826 - - - - 826 - - - 826 Water Main Replacement - South 18th Avenue (Court Street to WA Avenue) 79 - - 79 - - - - - 79 Utility Rate79 - - 79 - - - - - 79 Water Main Replacement - Star Lane (Road 100 to Road 97) 235 - - 50 185 - - - - 235 Utility Rate235 - - 50 185 - - - - 235 West Pasco Water Treatment Plant (WPWTP) Improvements 4,620 - 581 1,565 1,475 1,000 - - - 4,040 Utility Rate4,620 - 581 1,565 1,475 1,000 - - - 4,040 Grand Total322,081 9,701 44,394 83,684 69,329 47,130 30,513 22,290 15,040 267,986 Page 100 of 152
8/7/2020
1
2021-2026 Proposed
Capital Improvement Plan
1.Council Goals
2.Master Plans
3.Facility Plans
4.Study/Analysis Result
5.Assessment of System
6.Principal Need
Project Selection Criteria
1
2
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2
Capital
Improvement
Program Trend
Increase attributable to:
1.Updated Estimates on
large projects:
a.Lewis Street Overpass
b.Butterfield WTP Improvements
2.Addition of projects
identified by Long-range
Utility System Plan
Updates
3.New initiatives
2021-2026
CIP by
Project
Group
3
4
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3
Station Alerting System
GESA Stadium
Improvements
Kurtzman Shelter
Schlagel Park/Boat Basin
Improvements
Completed or Projected to be
Completed
Fire Station 81 & 82
Remodel
Fire Training Facility
Bathroom Addition
Chapel Hill Park
Peanuts Park Restoration
Signage & Striping
Improvements at Road 68
& Burden Boulevard
Process Water Reuse
Facility (PWRF) Irrigation
Pump Station (IPS)
Improvements
Maitland Lift Station
Capacity Improvements
Butterfield Water
Treatment Plant (WTP) -
Chlorine Safety
Completed or Projected to be
Completed
Sylvester Park Sporting
Courts
Wrigley Drive Extension
9th and Washington Lift
Station Upgrades
North Industrial Way
Infiltration Retrofit
Project
Water Main Replacement
– Alley East of Wehe
Avenue
5
6
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4
Funding Terminology Used
Current and Future Debt – Funding through issuance of debt services by general government revenues
or utility rates depending on the purpose of the project
Grants – Grants from Federal, State, and Local agencies. Grants can be fully secured or identified as a
source of funding
Internal Fund Reserve – Current and future fund balance reserve from appropriate City fund(s)
Local Partnership – Partnership with other local agencies, developers, or property owners such as
ULIDs, upsizing, developer agreements, etc.
Unknown Funding – Funding sources which are not identified. Work would continue during plan
implementation to identify and secure funding
All internal funds are fully secured for 2021-2022 for as of this CIP
preparation
Construction will not commence until budget is appropriated by Council
as part of the 2021-2022 Biennial Budget.
Revenue
7
8
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5
Revenue Sources
PROJECT HIGHLIGHTS
FIRE
9
10
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6
Summary
Project Title
Total Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Fire Station 83 Replacement 5,969 49 5,170 750 - - - - - 750
Fire Station 84 Replacement 8,871 46 4,575 4,250 - - - - - 4,250
Fire Station 85 Addition 7,052 2 300 750 6,000 - - - - 6,750
Fire Station 86 Property Purchase 500 - - - - 500 - - - 500
Fire Station 87 Property Purchase 265 - - 265 - - - - - 265
Training Center Improvements 179 - - 14 128 30 7 - - 179
22,836 97 10,045 6,029 6,128 530 7 - - 12,694
Fire
No New Projects Added
Completed Projects
1.Fire Station 81 Remodel
2.Fire Station 82 Remodel
3.Training Facility Bathroom Addition
4.Station Alerting System
11
12
Page 106 of 152
8/7/2020
7
•Design Completed
•Construction – Started
•Fully Funded – LTGO Bond
•Estimated Cost
•Station 83 - $6.0 million
•Station 84 - $8.9 million
Replacement of Station 83 and 84
New Station 85
oAdditional Station to address
growth to the west
oUnsecured Funding for Design
and Construction
oLand Purchased
13
14
Page 107 of 152
8/7/2020
8
PROJECT HIGHLIGHTS
General
Summary
Project Title
Total Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Animal Shelter 5,017 187 4,830 - - - - - - -
Animal Shelter - Little League Parking Lot 615 - 15 - - 600 - - - 600
Community Center 4,900 - - 150 1,000 3,750 - - - 4,900
Wayfinding and Signage 641 - - 96 315 115 115 - - 641
11,173 187 4,845 246 1,315 4,465 115 - - 6,141
15
16
Page 108 of 152
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9
General
No New Projects added
Completed Projects
1.GESA Stadium Improvements
Animal Shelter
•Design – Complete with cost
alternatives being examined
•Funding –Partnership with
City of Kennewick and City of
Richland
•Estimated construction cost
$5.0 million
•Working with community
partners for best collective
alternative.
Animal Shelter
17
18
Page 109 of 152
8/7/2020
10
Community Center
•Feasibility and
Use Study – 2021
•Estimate
Construction
Costs, depending
on community
need.
PROJECT HIGHLIGHTS
Parks and Recreation
19
20
Page 110 of 152
8/7/2020
11
Summary
Project Title
Total
Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
A Street Sporting Complex - Phase 1 606 287 32 287 - - - - - 287
Community Park Northwest 6,100 1,400 - - - - 200 4,500 - 4,700
Dog Park 450 - - 450 - - - - - 450
Franklin County Irrigation District (FCID) Trail - Phases 1 and 2 870 - - 55 360 35 420 - - 870
Highland Park Parking and Field Expansion 825 - - - - 75 750 - - 825
Marina Dock Replacement - Dock B 1,650 - - - 1,650 - - - - 1,650
Pasco Sporting Complex 251 - 11 140 100 - - - - 240
Road 48 Park 2,726 - 926 50 875 875 - - - 1,800
Road 54 Erwen Property 420 - - 20 400 - - - - 420
Road 84 Park 750 480 - 270 - - - - - 270
Sacajawea Levee Lowering 2,700 85 26 70 2,519 - - - - 2,589
Sacajawea Trail Burlington Northern Santa Fe (BNSF) Crossing 1,650 - - 50 1,600 - - - - 1,650
18,998 2,252 995 1,392 7,504 985 1,370 4,500 - 15,751
Parks and Recreation
No New Projects added
Completed Projects
1.Chapel Hill Park
2.Kurtzman Shelter
3.Peanuts Parks Restoration
4.Schlagel Park/Boat Basin Improvements
5.Sylvester Park Sporting Courts
21
22
Page 111 of 152
8/7/2020
12
Community Park Northwest
•Land Purchase –
2020
•Funding – Secured
for land purchase,
unsecured for design
and construction
•Master Plan needed
after Purchase
Peanuts Park Restoration
•Design – Completed
•Construction –
Bidding process
ongoing
•Funding – Secured -
Various sources
•Estimated cost - $7.2
million
23
24
Page 112 of 152
8/7/2020
13
Sacajawea Levee Lowering
•Design - Ongoing
•Funding –
Partially secured
•Pursuing RCO
Grant 2020
•Estimated cost -
$2.7 million
PROJECT HIGHLIGHTS
Transportation
25
26
Page 113 of 152
8/7/2020
14
Transportation
Project Title
Total
Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Annual Pavement Preservation Program 6,513 850 - 876 902 929 957 985 1,015 5,663
Argent Road & Road 36 Intersection Improvements 870 128 - 185 557 - - - - 742
Argent Road Improvements - 20th Ave to Saraceno 2,316 550 400 1,366 - - - - - 1,366
Argent Road Improvements - Saraceno Way to Road 36 4,495 75 - 420 - 4,000 - - - 4,420
Argent Road Pedestrian/Bicycle Pathway 500 - - - - 500 - - - 500
Burns Road Pedestrian/Bicycle Pathway - Road 100 to Road 90 131 20 3 108 - - - - - 108
Burns Road Pedestrian/Bicycle Pathway - Road 84 to Road 68 86 20 3 - 63 - - - - 63
Burns Road Pedestrian/Bicycle Pathway - Road 90 to Road 84 114 20 3 - - 91 - - - 91
Citywide Traffic Controller Upgrades - Phase 2 3,862 740 - 3,123 - - - - - 3,123
Court Street & Road 68 Intersection Improvements 990 53 - 86 97 754 - - - 937
Crescent Road Surface Improvement 400 - - - - - 45 355 - 400
Franklin County Irrigation District (FCID) Canal Bicycle/Pedestrian Pathway 870 - - 90 360 420 - - - 870
James Street Improvements - Oregon Avenue to East End 1,985 551 - - - 200 1,234 - - 1,434
Lewis Street Corridor Improvements - 2nd Avenue to 5th Avenue 1,924 157 - 1,198 569 - - - - 1,767
Lewis Street Overpass 36,511 5,640 6,589 19,599 4,683 - - - - 24,282
North Road 100 Pedestrian/Bicycle Improvements 350 - - 30 320 - - - - 350
North Road 40 East Pathway 633 - - - - - 103 530 - 633
North Road 93/Powerline Pathway 127 - - - - - 12 115 - 127
Pedestrian/Bicycle Access Road 100 Interchange 2,320 - - - 120 2,200 - - - 2,320
Pedestrian/Bicycle Access Road 68 Interchange 2,100 - - - - 100 1,000 1,000 - 2,100
Pedestrian/Bicycle Access Sylvester Street Overpass 1,800 - - - 300 1,500 - - - 1,800
Road 100 Widening - Court Street to Chapel Hill Boulevard 4,125 - - - - - 375 1,500 2,250 4,125
Road 68 Widening - Interstate 182 to Chapel Hill Boulevard 307 87 - 220 - - - - - 220
Road 76 Overpass 1,500 - - - - - - 300 1,200 1,500
Sandifur Parkway Extension - Phase 1 (West of Road 100) 1,650 - - - - 150 1,500 - - 1,650
Sandifur Parkway Extension - Phase 2 (West of Road 100) 1,650 - - - - - 150 1,500 - 1,650
Sandifur Parkway Widening - Road 52 to Road 60 965 - - 600 365 - - - - 965
South 10th Avenue & W. Lewis Street Advanced Intersection Warning 47 - - 15 32 - - - - 47
Sylvester Street Safety Program - Phase 1 1,575 - - 422 100 1,054 - - - 1,575
Sylvester Street Safety Program - Phase 2 1,750 - - - 476 1,274 - - - 1,750
82,467 8,891 6,998 28,336 8,944 13,172 5,376 6,285 4,465 66,578
Transportation
New Projects Added
1.Argent Road Pedestrian/Bicycle Pathway
2.North Road 100 Pedestrian/Bicycle Improvements
3.North Road 40 East Pathway
4.North Road 93/Powerline Pathway
5.South 10th Avenue & W. Lewis Street Advanced Intersection Warning
6.Sylvester Street Safety Program - Phase 1 & 2
Completed Projects
1.Signage and Striping Improvements at Road 68 & Burden Boulevard
2.Wrigley Drive Extension
27
28
Page 114 of 152
8/7/2020
15
Bike/Pedestrian Access
Argent Road
Pedestrian/Bicycle
Pathway
Burns Road
Pedestrian/Bicycle
Pathway - Road 100
to Road 90
Burns Road
Pedestrian/Bicycle
Pathway - Road 84
to Road 68
Burns Road
Pedestrian/Bicycle
Pathway - Road 90
to Road 84
Franklin County
Irrigation District
(FCID) Canal
Bicycle/Pedestrian
Pathway
Pedestrian/Bicycle
Access Road 100
Interchange
Pedestrian/Bicycle
Access Road 68
Interchange
Pedestrian/Bicycle
Access Sylvester
Street Overpass
North Road 100
Pedestrian/Bicycle
Improvements
Citywide Traffic Controller Upgrades –
Phase 2
•Funding – Secured -
Various sources
•Estimated cost - $3.8
million
29
30
Page 115 of 152
8/7/2020
16
Lewis Street Corridor Improvements ‐
2nd Avenue to 5th Avenue
•Design - Ongoing
•Funding –
Partially secured
•Estimated cost -
$1.9 million
•Likely phased
Lewis Street Overpass
•Final Design – Complete
•Right of Way and
Easement acquisition
nearly completed
•Construction – Bid in
process
•Funding – Secured
•Estimated cost - $36.5
million
31
32
Page 116 of 152
8/7/2020
17
Study/Analysis (Not Included in CIP)
oRoad 44 and Argent Road Intersection
Analysis
oTraffic Analysis for Interstate 182 at Road
68 Interchange
oTraffic Analysis for Interstate 182 at State
Route 395 Interchange
oTraffic Analysis for State Route 12 at A
Street and Tank Farm Road Interchanges
PROJECT HIGHLIGHTS
Utilities – Process Water Reuse
Facility
33
34
Page 117 of 152
8/7/2020
18
Summary
Project Title
Total
Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Columbia East Lift Station & Force Main 15,450 4,821 1,199 9,430 - - - - - 9,430
Process Water Reuse Facility (PWRF) Primary Treatment Improvement 30,768 3,627 - 9,891 17,250 - - - - 27,141
46,218 8,448 1,199 19,321 17,250 - - - - 36,571
Process Water Reuse Facility
No New Projects added
Completed Projects
1.Process Water Reuse Facility (PWRF) Irrigation Pump Station
(IPS) Improvements
35
36
Page 118 of 152
8/7/2020
19
Primary Treatment Plant Improvement
•Design - Ongoing
•Funding -
Partially funded
•Phased
improvements
•Estimated cost -
$30.7 million
PROJECT HIGHLIGHTS
Utilities – Sewer
37
38
Page 119 of 152
8/7/2020
20
Summary
Project Title
Total
Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Annual Sewer System Improvements - Development 800 200 - 100 100 100 100 100 100 600
Annual Sewer Upsize - Development 800 200 - 100 100 100 100 100 100 600
Court and Sylvester Sewer Main Improvement 11,405 - - - 1,500 5,684 4,221 - - 11,405
Northwest Area Lift Station 3,500 - - 3,500 - - - - - 3,500
Northwest Area Trunkline - Sandifur Parkway Extension to Desiree Street 6,880 3,145 27 3,708 - - - - - 3,708
Pearl Street Lift Station 1,554 1,039 141 374 - - - - - 374
Public Works Operation Center - - - - - - - - - -
Road 36 Lift Station Upgrades 992 435 57 500 - - - - - 500
Road 52 and Pearl Street Lift Station - Riverview 2,384 - - 300 684 1,400 - - - 2,384
Road 84 and Roberts Drive Lift Station - Riverview 2,500 - - - - 500 2,000 - - 2,500
Southeast Industrial Trunkline 11,400 - - - 200 200 3,000 4,000 4,000 11,400
WasteWater Treatment Plant (WWTP) Improvements - Phase 1 21,800 2,800 - 11,000 8,000 - - - - 19,000
WasteWater Treatment Plant (WWTP) Improvements - Phase 2 15,497 - - - 2,700 6,273 6,524 - - 15,497
79,512 7,819 225 19,582 13,284 14,257 15,945 4,200 4,200 71,468
Sewer
New Projects added
1.Southeast Industrial Trunk line was included as a potential project
in last years CIP. No costs were included. This CIP includes $11.4M
in anticipated expenses
Completed Projects
1.9th and Washington Lift Station
2.Maitland Lift Station - Purchase and Install 4th Pump
39
40
Page 120 of 152
8/7/2020
21
Northwest Area Lift Station
•Design - Ongoing
•Funding - Partially
funded –
Unsecured
Revenue Bond
•Estimated cost -
$3.5 million
WWTP Improvements - Phase 1
•Design – Ongoing
•Funding – Partially Funded – On
short list $2.5 million in low
interest loan from Department of
Ecology. An additional $10 million
being pursued from the same
source
•Estimated cost - $21.8 million
41
42
Page 121 of 152
8/7/2020
22
PROJECT HIGHLIGHTS
Utilities – Stormwater
Summary
Project Title
Total Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
1st Avenue Pipe Rehab 249 - - - 249 - - - - 249
Annual Stormwater Improvements - Development 800 - 200 100 100 100 100 100 100 600
Sylvester Pipe Relining 330 - - - 330 - - - - 330
1,379 - 200 100 679 100 100 100 100 1,179
43
44
Page 122 of 152
8/7/2020
23
Stormwater
No New Projects Added
Completed Projects
1.North Industrial Way Infiltration Retrofit Project
PROJECT HIGHLIGHTS
Utilities - Irrigation
45
46
Page 123 of 152
8/7/2020
24
Summary
Project Title
Total Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Annual Irrigation System Improvements - Development 215 - 65 25 25 25 25 25 25 150
Annual Irrigation Upsize - Development 500 - 200 50 50 50 50 50 50 300
Columbia River Intake Capacity Upgrades 229 - - 59 170 - - - - 229
Well Capacity Upgrades 1,410 - - - 470 470 470 - - 1,410
2,354 - 265 134 715 545 545 75 75 2,089
Irrigation
No New Projects Added
No Completed Projects
47
48
Page 124 of 152
8/7/2020
25
Columbia River Intake Capacity Upgrades
•Design – Not
Started
•Funding –
Utility Rate
•Estimated cost -
$229 thousand
Well Capacity Upgrades
•Design - 2022
•Funding - Secured -
Utility Rate
•Estimated cost - $1.4
million
49
50
Page 125 of 152
8/7/2020
26
PROJECT HIGHLIGHTS
Utilities - Water
Summary
Project Title
Total
Project
Expense
Project to
Date
12/31/2018
Scheduled
Year 2019-
2020 Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Year 2026
2021-2026
Request
Annual Water System Improvements - Development 800 200 - 100 100 100 100 100 100 600
Annual Water Upsize - Development 800 200 - 100 100 100 100 100 100 600
Automated Meter Reading 5,750 - - 750 1,000 1,000 1,000 1,000 1,000 5,750
Butterfield Water Treatment Plant (WTP) Improvements 25,000 - - - 5,000 5,000 5,000 5,000 5,000 25,000
Emergency Power Improvements 2,200 - - 550 550 550 550 - - 2,200
Reservoir Storage Tank 11,700 150 - 2,850 4,200 4,500 - - - 11,550
Transmission Main - West Pasco Water Treatment Plant (WPWTP) to Zone 3 3,000 500 - 2,500 - - - - - 2,500
Water Main Extension - Alton Street (Wehe Avenue to the alley west of Owen Street) 327 - - - 327 - - - - 327
Water Main Extension - Riverhaven Street (Road 36 to Road 40) 305 - - - - - 305 - - 305
Water Main Extension - Road 103 (Maple Street to Willow Way) 113 - - - 113 - - - - 113
Water Main Replacement - Richardson Road (Road 92 to Road 96) 460 - - - 460 - - - - 460
Water Main Replacement - Road 60 (Court Street to West Pearl) 930 - - - - - - 930 - 930
Water Main Replacement - Road 76 (Wernett Road to Court Street) 826 - - - - 826 - - - 826
Water Main Replacement - South 18th Avenue (Court Street to WA Avenue) 79 - - 79 - - - - - 79
Water Main Replacement - Star Lane (Road 100 to Road 97) 235 - - 50 185 - - - - 235
West Pasco Water Treatment Plant (WPWTP) Improvements 4,620 581 - 1,565 1,475 1,000 - - - 4,040
57,145 1,631 - 8,544 13,510 13,076 7,055 7,130 6,200 55,515
51
52
Page 126 of 152
8/7/2020
27
Water
New Projects added
1.Butterfield Water Treatment Plant (WTP) Improvements
Completed Projects
1.Butterfield Water Treatment Plant (WTP) - Chlorine Safety
2.Water Main Replacement - Alley East of Wehe Avenue
Emergency Power Improvements
•Design – Not
started
•Funding –
Secured - Utility
Rate. Pursuing
grants.
•Estimated cost -
$2.2 million
53
54
Page 127 of 152
8/7/2020
28
Reservoir Storage Tank
•Design – Not started
•Funding – Partially
secured - Expansion
Fees, Unsecured
Revenue Bond
•Estimated cost -
$11.7 million
Transmission Main ‐West Pasco Water
Treatment Plant (WPWTP) to Zone 3
•Design – Not
started
•Funding –
Secured - Utility
Rate
•Estimated cost -
$3.0 million
55
56
Page 128 of 152
8/7/2020
29
West Pasco Water Treatment Plant
(WPWTP) Improvements (Pg. 103)
•Design –
Ongoing
•Funding –
Secured - Utility
Rate
•Estimated cost -
$4.6 million
Ongoing Service Area Assessments
oButterfield Water Treatment Facility
Plant Plan
oComprehensive Transportation System
Plan
oAmendment to the Sewer Comprehensive
Plan
oInformation Services Organizational
Assessment
57
58
Page 129 of 152
8/7/2020
30
Questions?
59
Page 130 of 152
AGENDA REPORT
FOR: City Council July 30, 2020
TO: Dave Zabell, City Manager Remote Workshop Meeting:
8/10/20
FROM: Steve Worley, Director
Public Works
SUBJECT: Public Access Easement - Coca Cola
I. REFERENCE(S):
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
Estimated striping and signage: $2,000
IV. HISTORY AND FACTS BRIEF:
In April 2016, Council vacated the Henry Street right-of-way between Road 34 and
Interstate 395 to 1) accommodate the expansion of the Coca Cola facility and 2)
eliminate unusable remaining road right-of-way. The street vacation ordinance
included the establishment of a 20-foot wide utility easement north of the road
centerline and a 30-foot wide Public Access Easement centered on the road centerline.
These two easements extended from Road 34 to Road 32.
The subsequent expansion of the Coca Cola facility included a loading dock that
extended south into the new Public Access Easement. Therefore, in December 2016,
Coca Cola dedicated an additional 24-foot wide Public Access Easement that allowed
access around the loading dock area.
V. DISCUSSION:
The layout of the existing Public Access Easement accommodates Coca Cola’s current
fleet of trucks. However, there are times when larger trucks are used. These larger
trucks extend into the existing Public Access Easement.
Page 131 of 152
Coca Cola is requesting the Public Access Easement be relocated further south
(approximately 12 feet) to accommodate larger trucks using the loading dock and still
allow safe access for the public.
This request provides the City an opportunity to work with the property owner and
properties to the east to improve safety through this corridor with the development and
implementation of a plan to improve signage and install striping to better delineate the
location of Public Access Easement as modified.
Page 132 of 152
Pasco City Council Meeting
August 10, 2020
Page 133 of 152
Coca Cola –Henry Street Vacation
Page 134 of 152
Coca Cola –Existing Easement
Page 135 of 152
Coca Cola –Access Easement
Page 136 of 152
Coca Cola –Proposed Easement
Proposed Public Access Easement Proposed VacationPage 137 of 152
Coca Cola –Summary
Relocate Existing Public Access Easement:
◦~ 12 feet south
◦To accommodate largest semi-trucks in loading dock
◦Vacate portion of existing Public Access Easement
◦Grant new Public Access Easement
Location of Easement will be Striped
Signs will be added for safety
Questions?Page 138 of 152
Pasco City Council Meeting
August 10, 2020
Page 139 of 152
AGENDA REPORT
FOR: City Council August 4, 2020
TO: Dave Zabell, City Manager
Rick White, Director
Community & Economic Development
Remote Workshop Meeting:
8/10/20
FROM: Angie Pitman, Urban Development
Coordinator
Community & Economic Development
SUBJECT: 2021 Community Development Block Grant (CDBG) Annual Work Plan and
Allocations (MF# BGAP 2020-003)
I. REFERENCE(S):
Proposed Resolution
Planning Commission Minutes Dated: 6/18/20 and 7/16/20
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
CDBG Entitlement for 2021 is estimated at $1,005,814, which includes program
income and prior year reallocations.
IV. HISTORY AND FACTS BRIEF:
The City of Pasco receives an annual entitlement grant from United States Department
of Housing and Urban Development for the Community Development Block Grant
(CDBG) program authorized by Title I of the Housing and Community Redevelopment
Act.
The City’s grant allocation process is guided by Resolution No. 1969, approved in
1991, which designates the Planning Commission as the Block Grant advisory
committee and addresses several community needs for which the CDBG program will
provide funding. The resolution places the highest priority on bricks and mortar
physical improvements and specifically excludes social service programs carried on by
non-profit organizations and governmental agencies designed to provide health,
welfare, and educational activities for individual persons. Recreation programs
Page 140 of 152
operated by the City do not fall under this definition of social service programs.
A "Request for Proposals" for 2021 CDBG funds was published in the Tri -City Herald
and Tu Decides newspapers in April & May. Sixteen (16) requests for grant funding
were considered totaling $1,828,750.
The Planning Commission held public hearings and discussion at the June 18 and July
16, 2020 meetings. The public hearings solicited public comment on any application
for funding, or reallocation for the City of Pasco 2021 Community Development Block
Grant (CDBG) Program. At the public hearings, sixteen (16) presentations were made
relating to proposed activities.
V. DISCUSSION:
Staff presented recommendations for funding at the July 18, 2020 Planning
Commission Meeting. The Planning Commission recommended approval of funding
recommendations as presented.
After a HUD financial monitoring visit in late July 2019, HUD recommended all
program income generated and retained from the Pasco Specialty Kitchen Technical
Assistance activity be included in the Annual Action Plan. Therefore, the total activity
allocation in the Annual Action Plan will include CDBG program income generated
from the Pasco Specialty Kitchen activity estimated at $140,000.
There is always some question regarding funding levels approved by Congress. Actual
available funding for these FY 2021 activities will remain in question until the early
part of 2021 when the award is made. Staff recommends all projects not recommended
for whole or partial funding be put in the 2021 annual action plan as contingency
projects should funds become available. An amendment to the Annual Action Plan
would be necessary to allocate unobligated funds to any project not in the plan. If
funding levels are higher or lower than estimated, activity funding will be
proportionately adjusted prior to submission of the plan.
Page 141 of 152
Resolution – 2021 CDBG Plan & Allocations - 1
RESOLUTION NO. _________
A RESOLUTION APPROVING THE PROGRAM YEAR 2021
COMMUNITY DEVELOPMENT BLOCK GRANT ALLOCATIONS AND
ANNUAL WORK PLAN.
WHEREAS, staff has prepared the Program Year 2021 Annual Work Plan for activities
totaling $1,005,814 from estimated entitlement, program income and prior year reallocation
funds; AND
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
PASCO, WASHINGTON:
Section 1. That the Pasco City Council hereby approves the Annual Work Plan as
follows:
Activity Funding
CDBG Program Administration $ 140,000.00
Civic Center -Youth Recreation Specialist $ 20,000.00
Martin Luther King Community Center Recreation Specialist $ 20,000.00
Senior Citizen's Center Recreation Specialist $ 20,000.00
Martin Luther King Recreation Programs $ 20,000.00
Theraputic Recreation Program Scholarship $ 5,000.00
Recreation Scholarship Program $ 4,000.00
Pasco Specialty Kitchen** $ 140,000.00
Code Enforcement Officer $ 70,000.00
Façade Improvement Program $ 28,750
Benton Franklin CAC-Home Energy ** $ 25,000
Pasco Neighborhood Business District (additional funds) $ 398,064
DEBT REPAYMENT - SECTION 108 LOAN $ 200,000.00
**Contingency: Boys & Girls Club COVID19 Teen Program
**Contingency: Microenterprise/Small Business Grant Program
**Contingency: Boys & Girls Club Facility Improvements
TOTAL $ 1,005,814.00
Section 2. That the Pasco City Council hereby approves unfunded and partially funded
projects above as contingencies in the annual action plan; and
Section 3. If entitlement funds are less than estimated, program administration and
public services will be reduced to do not exceed limits, City projects may be voluntarily reduced,
and all other projects will be proportionately reduced; and
Page 142 of 152
Resolution – 2021 CDBG Plan & Allocations - 2
Section 3. That the City Manager or his delegate is authorized to sign all agreements
in accordance with the 5-Year Consolidated Plan and Annual Action Plan Supplements
previously approved by Council.
PASSED by the City Council of the City of Pasco, Washington this _____ day of
_______________, 2020.
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 143 of 152
MINUTES
PLANNING COMMISSION MEETING
City Hall - Council Chambers
525 North Third Avenue
Pasco, Washington
THURSDAY, JUNE 18, 2020
6:00 PM
Planning Commission Meeting Minutes Page 1 of 2 June 18, 2020
PUBLIC HEARINGS
Block Grant- 2021 Community Development Block Grant (CDBG) Allocations (MF# BGAP
2020-003)
Angie Pitman, Block Grant Administrator explained a brief summary of the CDBG block grant
program it was enacted in 1974 by title 1 of the Housing and Community Redevelopment Act (aka
the Cranston-Gonzalez Act) and it rolled eight competitive grants for community development into
one formula grant. The purpose of CDBG is to preserve and develop viable urban communities by
expanding economic opportunities, provide decent housing, and create/sustain a suitable living
environment. The grant program requirements are to have an adopted 5-year consolidated plan that
was adopted in November 2019, Annual Action Plan Supplement which is the basis for carrying out
annual goals and objectives each program year, at the end of the year than we prepare a
consolidated annual plan evaluation report (CAPER) which evaluates the Annual Action plan
performance, and during this whole process citizen participation is mandatory and encouraged
throughout the process. For 2020-2024 our goals and objectives are exactly the same as they were
the last five years to increase and preserve affordable housing choices, to encourage community,
neighborhood and economic development, and to provide assistance to homeless interventions and
public services. How we carry out these programs are either in house with City staff or we can
select a sub recipient, a contractor or a community based development organization. Estimated
funds for 2021 are a little over one million and the proposals that we received total up to one
million eight hundred thousand.
Rick White, Community and Economic Development Director summarized the ongoing
applications for the City of Pasco, under public services Civic Center Recreation Specialists, Martin
Luther King Community Center Recreation Specialists, Senior Citizen’s Center Recreation
Specialist, Pasco Recreation Scholarship fund, and code enforcement officer.
Maria Serra, City of Pasco CIP Manager, stated they had submitted an application that was seen
before Pasco Neighborhood Business District Improvements, which is identified in our CIP as the
Lewis Street Corridor project. This project did receive CDBG monies in previous years, purpose of
the project is to revitalize downtown Pasco the Lewis Street corridor and the extent between second
avenue and fifth avenue, we are approaching a phased approach between second avenue and fourth
avenue which will allow to connect two other projects the City has invested in, which are the Lewis
Street overpass project and the peanuts park improvements.
Steve Howland, the funding from CDBG helps to run the facility at the YMCA Martin Luther King
Community Center the program has been running for over 30 plus years, and the funding is an
essential part of our operations. This center gives the kids a safe place to go. The City of Pasco also
has funding for an indoor adult program for this center.
Melissa Hess, the operations director from CAC stated they have been in Benton/Franklin County
since 1955 addressing the causing and conditions of poverty. One way we do that is through our
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Planning Commission Meeting Minutes Page 2 of 2 June 18, 2020
home weatherization program and that helps us to improve, maintain and increase the stock of
affordable housing in our community. We are asking for funding which will be used for match
funds for the energy match use program through Washington State. The monies will be use to
address health and safety issues, energy conservation, replacing furnaces etc.
Donna Tracey, from the ARC stated they use these funds to provide therapeutic recreation services
to our individuals in the Pasco community. The ARC works a lot with the City of Pasco by using
some of their public facilities at no charge.
Brian Ace, the executive director from the Boys and Girls club stated there were two proposals in
front of you one is for in support of teen services and the second is capital renovation to the main
branch. The main branch has been a partnership between the City and the Boys and Girls club since
the late ninety’s.
Gustavo Gutierrez Gomez, Executive Director DPDA, wants to continue managing the Pasco
Specialty Kitchen, which currently has twenty-two clients with only sixteen active clients because
of Covid-19, if we receive these funds we will be able to run PSK next year. We are going to
expand our capacity currently we are only running about 28% capacity. We offer technical
assistance on how to open a business and how to develop a business plan, and marketing. We help
them with designing logos and brochures. The second application is the façade improvements
program and the third application is culture specific small business/microenterprise grant program.
Rick White, Community and Economic Director explained this public hearing will remain
open until the July meeting where the planning commission will give recommendation for
City Council.
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MINUTES
PLANNING COMMISSION MEETING
City Hall - Council Chambers
525 North Third Avenue
Pasco, Washington
THURSDAY, JULY 16, 2020
6:00 PM
Planning Commission Meeting Minutes Page 1 of 2 July 16, 2020
PUBLIC HEARINGS
Block Grant- 2021 Community Development Block Grant (CDBG) Allocations (MF# BGAP
2020-003) – Rick White, Community and Economic Development Director stated this is an annual
consideration by the Planning Commission which is the City Council Block Grant Advisory
Committee. Pasco is an entitlement community, which means we receive federal entitlement for
block grant funds each year without having to compete for those same funds. This year for 20/21,
we expect to receive approximately $700,000 and if you combine the 20/21 expectation with prior’s
years unspent funds and program income we have a little more than $1,000,000 to allocate for the
$1,800,000 in applications that we received. Wanted to point out some things the Downtown Pasco
Façade Improvement is a new application that was not in last year’s requests. The funding would be
used to fund to façade improvement projects in the downtown area. The $25,000 for the Energy
Efficient Home Program is a result of program income which came from old rehab loans that are
being paid back. Federal requirements are that those monies are to be used for the same kind of
projects. The Pasco Neighborhood Business District Improvements for almost $400,000 involves
the Lewis Street project in the downtown area, it is designed to coincide with the Peanuts park
renovation and Farmers Market renovation that is being processed through the Section 108 Debt
Repayment. We may have an extra $200,000 that could be used to fund some of the projects that
were not funded.
Commissioner Bowers stated why were both applications for the Boys and Girls Club rejected. Rick
White, Community and Economic Development Director stated that Teens program is a public
service and we are up against our public service cap of 15%, the second one was the remodeling
project it’s a very expensive project, first time it has been submitted, and a more complex project.
Commissioner Bowers stated and the Downtown Pasco Microenterprise program is that also
because we had met our cap, Rick White stated yes.
Crystal Torres stated that she does not agree that DPDA should receive any more funds. We have
just had so many issues with them and them losing money for Cinco de Mayo, and they keep asking
for funds to help the downtown business and so far we haven’t seen any help of any kind. So I
would just like to see DPDA not funded anymore.
David Cortinas stated he echos Ms. Torres statement of not funding DPDA and he stated that even
District five of the City Council had concerns about funding DPDA in January. Since 2015 the
DPDA has lost more than $300,000 community funds. In 2016 the Director went to Jail for stealing
$143,000 of those funds. In 2017 the DPDA loss $3,000. In 2018 the Cinco de Mayo lost $19,000.
In 2019 they lost more than $32,000 in the Cinco de Mayo. I can’t say too much about Gustavo
Gutierrez Gomez except that he signed contracts for the Cinco de Mayo which was cancelled this
year and they lost $7,000. Commission I agree with most of the downtown business that DPDA
shouldn’t be funded any more until they can show a proved record of handling community funds. I
feel the board for the DPDA needs to get more organized and that DPDA should stop receiving
CDBG funds or any other funds until they can show a proved record and stop losing funds.
Veronica Ramirez- spoke Spanish and Mr. Cortinas translated for her she does not agree that the
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Planning Commission Meeting Minutes Page 2 of 2 July 16, 2020
DPDA continue receiving funds they do not represent the downtown businesses. We don’t see any
benefits with the DPDA and the business downtown. We have had a lot of problems with filling out
applications with the grants that are being issued, many have not been helped with the grants.
Commissioner Bowers asked if anyone else would like to speak with no one speaking up she closed
the public hearing. Commissioner Cochran stated on the one that had so much public comment
about is there an accountability and controls mechanism to monitor since this a façade project for
downtown businesses. Rick White, Community and Economic Development Director stated the
façade improvement program is federal money there are multitudes of accountability, standards and
regulations as a matter of fact that is one of the problems we have with the façade improvement
program that there are so many accountability measures to take in people often feel that it’s not
worth it, so that isn’t an issue there and remember the façade improvement program is to fund
specific businesses not the DPDA. The same with the monies for the Specialty Kitchen that monies
is for the benefit of the Specialty Kitchen which prior to Covid-19 had about 45-50 clients that is to
help those 45-50 clients to continue with their operations out of the kitchen that they take to other
locations. The DPDA itself is funded from a completely different set of funds the economic
development funds which is not funded through taxes but is funded through the City’s revenue from
the crop circles that are leased to growers and processors north of town, the fourteen crop circles the
City owns fund 194 the economic development fund. There are no tax monies being paid for DPDA
aside what was just mentioned for block grant.
Commissioner J Campos made a motion to forward recommendations as presented to City
Council for consideration. Commissioner Cochran seconded the motion and the motion
carried.
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AGENDA REPORT
FOR: City Council August 4, 2020
TO: Dave Zabell, City Manager
Rick White, Director
Community & Economic Development
Remote Workshop Meeting:
8/10/20
FROM: Angie Pitman, Urban Development
Coordinator
Community & Economic Development
SUBJECT: 2021 HOME Annual Work Plan and Allocation (MF# BGAP 2020-004)
I. REFERENCE(S):
Proposed Resolution
Planning Commission Minutes Dated: 6/18/20 and 7/16/20
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
Pasco's share of Federal HOME funds is $263,000 (including program income).
IV. HISTORY AND FACTS BRIEF:
Pasco entered into a HOME Consortium Agreement with the Cities of Richland and
Kennewick in 1996 making the City eligible for Federal HOME funds. Every three
years, during the renewal cycle, member Cities are given the opportunity to withdraw
from the consortium, make changes to the cooperative agreement, or select a new Lead
Agency. In April 2019, the Consortium renewed the Agreement through December 31,
2022.
HOME funds are allocated based on need and income eligibility and may be used
anywhere within the City limits; however, neighborhoods designated as priority by
Pasco City Council receive first consideration. Funding is first targeted in the
Longfellow and Museum neighborhoods, then within low-moderate income census
tracts (201, 202, 203 and 204).
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If HOME funds cannot be applied to those areas, then they are used as needed within
the Pasco city limits for the benefit of eligible low-moderate income families.
V. DISCUSSION:
The City is restricted to using HOME funds for down payment assistance for first time
home-buyers in accordance with the Tri-Cities HOME Consortium Cooperative
Agreement approved by all three cities in 2010, renewed in 2019 through 2022.
From 2015 through 2019, HOME funds provided down payment assistance to 73 Pasco
first time home-buyers at a maximum of $10,000 per loan. In program year 2020, two
(2) down payment assistance loans have been funded to date.
Estimated HOME entitlement funds totaling $263,000 (including program income) will
be available to provide down payment assistance for an estimated twenty -four (24) first
time home-buyers in 2021, based on need. Staff presented recommendations for
funding at the July 16, 2020 Planning Commission meeting. The Planning Commission
recommended approval of staff funding recommendations as presented.
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Resolution – 2021 HOME Annual Plan & Allocation
RESOLUTION NO. ______
A RESOLUTION APPROVING FEDERAL 2021 HOME ANNUAL
WORK PLAN AND ALLOCATION
WHEREAS, the City of Pasco together with Kennewick and Richland renewed a
cooperative agreement 2019 continuing participation in the Consortium originally formed in 1996
under the Home Investments Partnership (HOME) Program through 2022; and
WHEREAS, the Consortium allows the three cities to be eligible for federal HOME funds;
and
WHEREAS, the City has established a Community Housing Improvement Program
(CHIP); and
WHEREAS, $263,000 is expected to be available from entitlement funds and program
income, for Pasco HOME projects in program year 2021,
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO:
Section 1. That the 2021 HOME funds received by the City of Pasco shall be allocated
to the Community Housing Improvement Program (CHIP) First Time Homebuyer Assistance
program which operates city-wide with priority given to neighborhood improvement areas and
low-moderate income census tracts; and
Section 2. That the City Manager or his delegate is hereby authorized to sign all
agreements in accordance with the 5-Year Consolidated Plan, and Annual Action Plan
Supplements previously approved by Council.
PASSED by the City Council of the City of Pasco, Washington this ____ day of
___________, 2020.
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 150 of 152
MINUTES
PLANNING COMMISSION MEETING
City Hall - Council Chambers
525 North Third Avenue
Pasco, Washington
THURSDAY, JUNE 18, 2020
6:00 PM
Planning Commission Meeting Minutes Page 1 of 1 June 18, 2020
PUBLIC HEARINGS
Block Grant- 2021 Home Fund Allocations (MF# BGAP 2020-004): Angie Pitman, Block Grant
Administrator stated that Pasco entered into a HOME Consortium Agreement with Richland and
Kennewick in 1996 making the City eligible for Federal HOME funds. The Agreement was just
renewed through 2023. Each year an annual action plan is required to be prepared and submitted to
HUD for use of estimated funds for the following program year. We are proposing to still be doing
down payment assistance loans and figure we will do about twenty-five for 2021.
Rick White, Community and Economic Director explained this public hearing will remain
open until the July meeting where the planning commission will give recommendation for
City Council.
Page 151 of 152
MINUTES
PLANNING COMMISSION MEETING
City Hall - Council Chambers
525 North Third Avenue
Pasco, Washington
THURSDAY, JULY 16, 2020
6:00 PM
Planning Commission Meeting Minutes Page 1 of 1 July 16, 2020
PUBLIC HEARINGS
Block Grant- 2021 Home Fund Allocations (MF# BGAP 2020-004): Rick White, Community
Economic and Development Director stated Pasco entered into a HOME Consortium Agreement
with Richland and Kennewick in 1996 making the City eligible for Federal Home Funds. Home
program income estimated in 2021 is $100,000, and with the estimated entitlement funds and
estimated program income we expect to do about 25 down payment assistance loans.
Commissioner J Campos made a motion to forward recommendations as presented to City
Council for consideration. Commissioner Mendez seconded the motion and the motion
carried.
Page 152 of 152