HomeMy WebLinkAbout2020.09.10 Council Remote Special Workshop Packet2020 COUNCIL
PLANNING SESSION
Via GoToMeeting
AGENDA
Thursday, September 10 *
5:00pm 2020/2021 Goal Statement – Discussion .................................... Councilmembers
8:00pm Adjourn
Open for public observation.
Call-in information to GoToWebinar for "listen only" mode is:
Phone: 1 (213) 929-4212
Code: 567-598-124
Adjournment time is approximate.
1
CURRENT GOAL STATUS/HIGHLIGHTS RECOMMENDED GOAL
QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re -investment in community infrastructure by:
Use of CDBG and other public and private capital to re-revitalize
older neighborhoods.
HUD Section 108 loans were secured for funding the refurbishing of the Farmers Market
pavilions and Peanuts Park facilities in the core DT area.
Use of CDBG and other public and private capital to re-revitalize older
neighborhoods and safe routes to essential services.
Continued efforts to designate/acquire adequate site for new
community center and community park.
Based on industry experts, feasibility and location assessment for the Community Center
has been halted due to focus on COVID. Community park effort is being reevaluated with
the expanded UGA.
Continued efforts to conduct outreach designed toward siting and programming
needs designate/acquire adequate site for a new community center needs.
Pursue acquisition of land for future and community park.
Continued efforts to provide additional soccer and sports fields.A Street Sporting Complex in the works, total of 10 soccer fields, with Phase 1 bringing 3
fields in 2021 through and RCO grant. Participated in regional sports feasibility study in
2019 that refined greater focus on improvements to soccer complex.
Development of Phase I of the A Street Sporting Complex, continued efforts to
provide additional soccer and sports fields.
Coordination with the Pasco Public Facilities District and the
Regional Public Facilities District to fully investigate alternatives to
provide the Pasco voters with a choice to decide on the
development of a regional aquatic facility.
City was successful in working through the legislature to change state law to provide for a
vote of the people. PPFD has accomplished considerable groundwork to prepare and
schedule a ballot issue for fall of 2020. Feasibility Master Plan (2016) updated for 2020
numbers. COVID pandemic impacted the ability to conduct a proper informational
campaign, accordingly PPFD pushed the ballot measure to 2021 dependent on community
COVID experience.
Coordination with the Pasco Public Facilities District and the Regional Public
Facilities District to prepare a ballot measure concerning a regional aquatic
facility for consideration by the people. to fully investigate alternatives to
provide the Pasco voters with a choice to decide on the development of a
regional aquatic facility.
Commencement of construction of new animal control facility. Due to estimated construction costs at the design phase, partner agencies; Kennewick and
Richland, asked for additional analysis of alternatives. Alternatives analysis is complete,
both cities are evaluating. Staff anticipates that by Fall 2020 partner agencies should be
prepared to recommit to a direction on a new facility.
Commencement Completion of construction of new animal control facility.
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
Restructured seasonal and full-time staffing in parks and facilities to meet need.
Increased utilization of Cartegraph work order software.
Better direction of staff to outline priorities and inform the public of new projects.
Construction of Fire Stations 83 and 84 are occurring at a time when the bidding market is
extremely favorable for the city. Relocation of Station 83 to reduce response times and
residences within the 6 minute standard
Fire Department, as discussed in the performance report has taken many steps to manage
costs in a manner that improved the efficiency and effectiveness.
PW Operations have reallocated crews and increased cross-training to improve versatility
Consolidated Development Engineering and long-range infrastructure planning into
Community and Economic Development Department.
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
New Goal Retreat discussion on outreach and cultural competency. Collaboration with Inclusion, Diversity and Equity Commission and community
leaders, enhance engagement efforts and organizational cultural competency.
New Goal Retreat discussion on services/resources necessary to assist community members in crisis. Leveraging and expanding partnerships to maintain and enhances behavioral
health services to community members in crisis.
New Goal Retreat discussion pertaining to housing alternatives and partnerships. Collaborating with community partners, evaluate and implement strategies to
reduce the incidence of homelessness.
2
New Goal Retreat discussion on neighborhood design; 3rd-place, walkability, etc. Updating design standards for the development of new neighborhoods and
redevelopment as appropriate.
New Goal Retreat discussion regarding updating of Parks and Facilities, LOS, and Community Centers Updating Parks/Facilities Comprehensive Plan to include; public facilities
inventory, needs assessment, Level of Service, and Centers evaluation.
New Goal Staff proposal and retreat discussion relating to affordable housing. Developing a Housing Action Plan with a focus on strategies to promote
affordable housing.
FINANCIAL SUSTAINABILITY
Enhance the long-term financial viability, value and service levels of services and programs, including:
Importance to community Implemented new business license platform to reduce barriers and save time for
business owners operating within the City.
Revamped City's budget book to make City's budget, budgeting process, and financial
policy easy to understand and transparent.
Received GFOA's Outstanding Budget Presentation Award for the quality of the end
product.
Restructured City's Ambulance rate structure to a more equitable and sustainable one.
Attained Protection Class 3 saving the community in insurance premiums starting in
2018.
Implemented crew-provided residential pavement maintenance overlay program.
Regular evaluation of services and programs to confirm Iimportance to
community, adequacy, and cost-benefit.
Continuation of cost of service/recovery targets in evaluating City
services.
Continued evaluation of cost of service for all utilities services, including ambulance
service to evaluate true cost of service and required revenue for current and future
service levels.
Created General Fund long-term financial model to ensure financial sustainability of the
City's major fund.
Implementing a contracted civilian Social Worker to assist with the high users of Fire
Department Medical services has had an impact on those calls for service and is being
done at a lower costs than using a regular fire employee for that work.
Continuation of cost of service/recovery targets in evaluating City services.
Ongoing evaluation of costs associated with delivery including
staffing, facilities and partnership opportunities.
Implemented biennial budget, creating a more efficient and effective budgeting
process. Built a new regional Fire Training facility with majority grant funding and
created a training program to serve the region, reducing training cost, as well as
staffing cost to cover for staff in training.
Initiated Hotspotters program to better serve our most vulnerable residents, as well as,
reduce cost of providing standard public safety functions.
Partnered with Port of Pasco, Columbia Basin College, Pasco School District, PUD's, and
other neighboring government entities on variety of programs and projects.
The Fire Stations under construction were designed and implemented with low
maintenance costs and longevity as primary drivers.
Reflects retreat discussion on customer service; courtesy, outreach
Ongoing evaluation of costs, processes and performance associated with
delivery of City services including customer satisfaction, staffing, facilities and
partnership opportunities.
New Goal Retreat discussion relating to development of unincorporated islands. Updating of policies relating to urbanization of the unincorporated islands to
assure consistency with long-range planning and fiscal sustainability.
3
COMMUNITY SAFETY
Preserve past improvements and promote future gains by:
Enhancing proactive community policing efforts. Added an area 4 ARO to Chiawana Mini Station
Relocated DT Mini Station across from Peanuts Park
Homeless Liaison Program implemented
Partner with Ring Door Bell for neighborhood crime prevention
Critical Incident Video Presentation enhance Public Trust
Added two officers to summer river boat patrols with the FCSO
El Protector Spanish language education program aimed at migrant workers safety
Community Engagement Team developed for improved communications with minority
communities
Taking into account department proposal presented at the retreat and discussion.
Enhancing proactive community policing efforts with emphasis on outreach
efforts.
Replace with:
Development of3 a Police Comprehensive Police Strategic Master Plan through a
robust public process.
Continued efforts to improve police/community relations. Coffee with a Cop set on quarterly events across the city
Retooled the Citizens Academy aimed at community engagement
Social Media outreach to include new platforms
Hot Spotters
Ben-Franklin Recovery Coalition
Imbedded Mental Health Professionals
Continued efforts to improve police/community relations.
Working to achieve/maintain target fire response times through
operational improvements and long-range planning of facilities
and staffing.
The relocation of Station 83, underway, and development of a permanent station 84
will serve to maintain response times.
Purchased property on Road 100 for future Station 85.
Efforts underway to secure a future fire station site in the King City industrial area.
Working to achieve/maintain target fire response times through operational
improvements and long-range strategic planning of facilities and staffing.
Focus on a long-term goal of improving the Washington State
Ratings Bureau community rating to Class 4.
Exceeded goal of a Protection Class 4 and achieved a Class 3 rating. However, a high
Class 3 rating.
Efforts to maintain that classification in light of growth will include additional
investment in facilities, staffing, capital improvements and an additional station.
Revisions take into account presentation of staff proposal and subsequent discussion.
Focusing on the long-term goal of sustaining a Washington State Rating Bureau
Class 3 community rating. Focus on a long-term goal of improving the
Washington State Ratings Bureau community rating to Class 4.
Review of the inventories of City sidewalks and streetlight systems
and consideration of policies/methods to address needs.
Sidewalk inventories and needed panel replacements were completed, including a
big focus on Downtown in 2019.
Streetlights were included on several projects throughout the city including the
recent Chapel Hill Blvd LID project.
In process of conducting pavement rating analysis.
Utilizing collected Review of the inventories of City sidewalks, and streetlight
systems and pavements conditions, consideration of policies/methods to
address needs, develop standards and address inequities.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly-functional multi-modal transportation system through:
Completion of the Lewis Street Overpass design concept process,
securing gap funding for construction and achievement of “shovel-
ready” status.
Goal accomplished with $5M from TIB and $4.4M increase to the City’s Connecting
Washington allocation secured during the 2020 legislative session. Also obligated
Connecting WA funds to allow construction to begin in 2020.
Commencement and completion of construction of the Lewis Street Overpass
design concept process, securing gap funding for construction and achievement
of “shovel-ready” statusproject.
Continued emphasis on improvements in Road 68/I-182/Burden
Blvd. corridor.
Three projects are moving forward to address improvements along the Road 68/I-
182/Burden Blvd. corridor: Wrigley Drive Connection, Stiriping and Signage Improvements
and Road 68 Widening.
Completion of near-term improvements including completion of Wrigley Drive,
Burden Blvd. Striping and Signage Improvements, and Road 68 Widening south
of I-I82 ramp to Chapel Hill Blvd and Continued emphasis on improvements in
Road 68/I-182/Burden Blvd. corridor.conduct interchange assessment.
4
Pro-active traffic management (calming) within neighborhoods. Traffic calming within neighborhoods has been addressed case-by-case. Several
neighborhoods benefited from having speed indicator signs installed to help reduce speeds.
Pro-active traffic management (calming) within neighborhoods.
Completion of planned Phase 2 improvements on Oregon Avenue.Oregon Ave Phase 2 project has been included in the adopted Capital Improvement
Program and in the Transportation Improvement Program.
Port of Pasco does not view this project as a high priority.
Recommend removal of this goal entirely and let it evolve naturally, there a
numerous projects in the CIP that are not a Council goal, this improvement is not
transformative and does not rise to a Council goal.
Continued collaboration with Ben-Franklin Transit to enhance
mobility.
Collaboration with Ben-Franklin Transit has been ongoing related to enhance mobility
related to Pasco's street improvement projects, development of the Transportation System
Master Plan, and bus route/bus stop improvements.
Most recently, BFT has consulted with staff on the citing of a transit center within the
downtown core.
Continued collaboration with Ben-Franklin Transit to enhance mobility.
Undertaking a comprehensive and inclusive transportation
planning and analysis process to include facilitation of traffic flow
in major corridors, support integration of pedestrian, bicycle and
other non-vehicular means of transportation.
The Comprehensive Transportation System Master Plan is underway and expected to be
near completion at the end of the year (2020)
Reflects retreat discussion relating to connectivity, mobility, accessibility, walkability and
traffic calming.
Completion of the Comprehensive Transportation System Master Plan utilize
recommendations to develop policies, regulations and projects that provide for
greater connectivity, mobility, accessibility, options, system efficiency and
safety.
ECONOMIC VITALITY
Promote and encourage economic vitality by supporting:
Downtown revitalization efforts of DPDA.The City has continued to support the DPDA organization and Pasco Specialty Kitchen.
COVID pandemic has led to the cancelation of planned community events.
Staff assisted new DPDA Executive in familiarizing himself with the community, Authority
and DPDA operations.
Downtown revitalization efforts of DPDA and coordination of post COVID
restart..
Implementation of downtown infrastructure improvements
including; Peanuts Park, Farmers Market, and
streetscape/gateway upgrades.
Completed design and bid package for Peanuts Park and Farmer’s Market.
Secured full project funding:
Capital funding from State legislature
Section 108 CBDG Loan
Conducted unsuccessful bid of project.
The construction of Implementation of downtown infrastructure improvements
including; Peanuts Park, and Farmers Market, and continued efforts to pursue
streetscape/gateway upgrades.
Comprehensive Plan updates to include growth management
strategies, review of City utility extension policies and
development standards, infill and consideration of affordable
housing needs.
The Comprehensive Plan effort is nearing completion with Council approval expected near
the end of September this year
Suggest one combined new goal for the these issues - the one under:
Completion of the Broadmoor sub-area plan and environmental
analysis, including plans for needed utilities and transportation
improvements.
Nearing completion near the end of this year Complete Comprehensive Land Use Plan Update and Broadmoor Master Plan
efforts, adopt Urban Growth Area expansion alternative, implement adopted
long-range planning efforts with appropriate analysis and implementation of
planning actions, including; zoning code changes, phased sign code update, and
development regulations and standards.
Increased efforts to promote the community as a desirable place
for commercial and industrial development by promoting small
business outreach and assistance and predictability in project
review.
Reorganization of the Engineering Division with CED will assist in providing increased
coordination and implementation of city regulations as appropriate as well as coordination
of major utility and transportation system plans with community growth.
Increased efforts to promote the community as a desirable place for commercial
and industrial development by promoting small business outreach and
assistance, and predictability in project review and excellent customer service.
Continuation of efforts to encourage DNR to sell/develop
remaining state property at Road 68/I-182.
Completion of Chapel Hill Blvd. renders the remaining DNR property much more
marketable.
Continuation of effortsPartner with and to encourage DNR to sell/develop to
facilitate development of the remaining state property at Road 68/I-182.
5
Identification of alternatives for City/Port of Pasco and other
regional partners for coordination on waterfront plan
implementation and similar projects.
A hybrid zoning code is working its way through the Planning Commission for
implementation on Port of Pasco property near Ospreye Point. Council will consider
creating the Waterfront District this summer.
Continued coordination with the Port of Pasco to complete and implement a
waterfront zoning plan. Identification of alternatives for City/Port of Pasco and
other regional partners for coordination on waterfront plan implementation and
similar projects.
New Goal Retreat discussion relating to tourism and leveraging recent initiatives; MyTri, Colima
Partnership, Regional Sports Study, local amenities
In concert with local partners, the effort to develop a strategic tourism plan.
New Goal Retreat discussion on business recruitment/retention and the use of incentives. In concert with community partners, development a comprehensive economic
development plan.
New Goal Staff proposal and retreat discussion on need for focused downtown master planning
effort.
Development of a Downtown Master Plan.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion and image through:
Community surveyingConducted National Community Survey and Community Listening Sessions. Numerous
open houses and public meetings relating to Comp Plan Update, Broadmoor Master
Planning/EIS, and Traffic System Master Plan.
Continued efforts at community surveying
Providing opportunities for community engagement through
boards, commissions, volunteer opportunities, social media,
forums and other outlets
Intensified recruitment efforts/outlets resulting in larger candidate pool. Council
established Arts and Culture Commission.
Providing opportunities for community engagement through boards,
commissions, volunteer opportunities, social media, forums and other outlets
Coordinated messagingEnhanced coordination on messaging with Port and Pasco Chamber in particular. During
COVID, coordination among all public agencies within the Tri-Cities has increased
dramatically and at all levels.
Building on enhanced inter-agency coordination developed Coordinated
messaging during the pandemic.
Identification and celebration of successes Increased messaging and press releases on agency achievements resulting in greater
coverage of successes.
Continued promotion of Identification and celebration of community and
organizational successes
Implementation of a community identity/image enhancement
campaign
Concerted effort in messaging Implementation of a community identity/image enhancement campaign
Consideration and appropriate implementation of
recommendations from Inclusivity Commission
Inclusivity Commission has yet to produce recommendations. Name was changed to
Inclusivity, Equity and Diviersity
Consideration and appropriate implementation of recommendations from
Inclusivity Commission Moved to Quality of Life section and expanded.
New Goal Retreat discussion relating to City participation in community based cultural events. Providing broad support of cultural events occurring within the community.
New Goal Retreat discussion related to policies, promotion and sponsorship of public art. Support the Arts and Culture Commission in promoting unity and the celebration
of diversity through art and culture programs.
Objectives Dispostion
Identify & engage community partners Evaluate and implement strategies to
Planning for low barrier housing reduce homelessness.
Creating more SRO - incentivizing
Inventory available housing
Neighborhod stabilization program funding
Objectives Dispostion
Promoting "third-spaces" to enhance civic engagement Establish standards for the development of new
Walkable spaces neighborhoods and and redevelopment as
Review neighborhood development standards appropriate.
Balance land uses to promote walkability/neighborhood centers
Arts & Culture Centers See below Parks Plan Update
Community Centers See below Parks Plan Update
Objectives Dispostion
Penalties Treat as a task, scheduled
Owner education for October.
Animal control
Remove the breed specific language
Objectives Dispostion
City-wide Traffic Calming Plan All being addressed in TSMP, modify current goal:
Bike/walk path signage
Widening bike path Complete Traffic Safety Master Plan with
Multi-modal Connectivity a focus on streagies to promote; safety
Mini traffic circle multi-modal, connecitivity and
Increased accessibility accessibility.
Green lane - bicycle lane
New Topics - 2020/2021 Goals
Page 1 of 3
New Topics - 2020/2021 Goals
Objectives Dispostion
Extension of infrastructure & services into the Urban Growth Area Establish policies for urbanization of
Joint development standards unicorporated islands to assure
Create equity in infrastructure projects consistency and sustainability.
School impact fees
Objectives Dispostion
Continue developers quarterly meeting Evalaute and implement proactive efforts
Direct outreach to business owners to measure, train and further improve
Expectation of courtesy customer service.
311 system as a task
Community Affairs engagement Collaborate with community leaders to
Cultural competence enhance engagement efforts and
organziational cultural competency.
Objectives Dispostion
Increased funding for mental illness, homelessness, substance abuse Leverage and expand partnerships to
Additional imbedded mental health professional address the needs of those community
Research and secure grant funding from community partners members in crisis.
Objectives Dispostion
Celebrate diversity Provide broad support of cultural events within
Increasing historical awareness the community.
Objectives Dispostion
Colima Sister City In concert with community partners,
MyTri 2030 develop a tourism strategic plan.
Sports Facility
Downtown Pasco
Promotion of local history
Sacajewea Trail Completion
Page 2 of 3
New Topics - 2020/2021 Goals
Objectives Dispostion
Updating Master Plan for Parks and Facilities Update Comprehensive Parks Plan to
Maintain level of service to be proud of include; public facilities inventory, needs
Increasing splash pads in the parks assessment and Centers evalaution.
Establishing a cultural center
Objectives Dispostion
Identify incentives (Economic Vitality Goal)
Recruit & retain local business Develop Economic Development Plan
Objectives Dispostion
Increasing murals Support newly formed Arts and Culture
Policy review Commission to promote unity and
Debriefing with the Arts Commission celebrate community diversity.
City funding
Expression of Arts & Culture (Community Identity Goal)
Page 3 of 3