HomeMy WebLinkAbout2021.02.16 Council Remote Meeting Packet
AGENDA
City Council Regular Meeting
7:00 PM - Tuesday, February 16, 2021
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1. REMOTE MEETING INSTRUCTIONS - Governor Inslee's Proclamation No.
20-28, made in response to the COVID-19 emergency, prohibits members of
the public from attending City meetings in-person but requires agencies to
provide options for the public to participate in remotely. To best comply, the
City asks all members of the public that would like to comment regarding
items on the agenda, where the public is allowed to speak, to fill out a form
via the City’s website (www.pasco-wa.gov/publiccomment) to obtain access
information to comment. Requests to comment in meetings must be
received by 4:00 p.m. on the day of each meeting.
To listen to the meeting via phone, call (562) 247-8422 and use access code
465-398-545.
City Council meetings 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.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. CONSENT AGENDA - All items listed under the Consent Agenda are
considered to be routine by the City Council and will be enacted by roll call
vote as one motion (in the form listed below). There will be no separate
discussion of these items. If further discussion is desired by Council
members or the public, the item may be removed from the Consent Agenda
to the Regular Agenda and considered separately.
5 - 12 (a) Approval of Meeting Minutes
To approve the minutes of the Pasco City Council Remote Meeting
held on February 1, 2021 and Remote Workshop held on February 8,
Page 1 of 160
2021.
13 - 15 (b) Bills and Communications
To approve claims in the total amount of $3,045,150.63 ($927,950.05
in Check Nos. 239940-240165; $1,298,721.57 in Electronic Transfer
Nos. 830862-830864, 830871, 830873; $18,026.30 in Check Nos.
53521-53531; $800,452.71 in Electronic Transfer Nos. 30157304-
30157805).
To approve bad debt write-off for Utility Billing, Ambulance,
Cemetery, General Accounts, Miscellaneous Accounts, and Municipal
Court (non-criminal, criminal, and parking) accounts receivable in the
total amount of $197,461.96 and, of that amo unt, authorize $0.00 to
be turned over for collection.
16 - 83 (c) 2021 Pasco Fire Department Strategic Plan Adoption
To adopt the 2021 Pasco Fire Department Strategic Plan.
(RC) MOTION: I move to approve the Consent Agenda as read.
5. PROCLAMATIONS AND ACKNOWLEDGEMENTS
84 - 88 (a) Proclaiming February 2021 as "Black History Month"
Arts & Culture Commission Chair Emma Barnes will provide an
introduction to Black History Month.
Mayor Martinez will read the proclamation proclaiming February 2021
as, "Black History Month" in Pasco, Washington.
6. REPORTS FROM COMMITTEES AND/OR OFFICERS
(a) Verbal Reports from Councilmembers
7. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND
RESOLUTIONS RELATING THERETO
8. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS
89 - 105 (a) *Resolution - Professional Services Supplemental Agreement
No. 2 between J-U-B Engineers, Inc. and the City of Pasco
MOTION: I move to approve Resolution No. 4033, authorizing the
City Manager to execute the Supplement No. 2 for the Design
Professional Services Agreement with J-U-B Engineers, Inc for the
Lewis Street Overpass project.
106 - 142 (b) *Resolution - Approve Commerce Grant - Columbia East
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Forcemain & Lift Station Project
MOTION: I move to approve Resolution No. 4034, authorizing the
City Manager to execute the Grant Agreement with the Washington
State Department of Commerce for the Kahlotus Highway Sewer
Force Main Project (Columbia East Pump Station and Force Mains).
9. UNFINISHED BUSINESS
143 - 157 (a) Option to Resume Partial In-Person Public Meetings
10. NEW BUSINESS
11. MISCELLANEOUS DISCUSSION
12. EXECUTIVE SESSION
13. ADJOURNMENT
14. ADDITIONAL NOTES
(a) (RC) Roll Call Vote Required
* Item not previously discussed
Q Quasi-Judicial Matter
MF# “Master File #....”
158 - 160 (b) Adopted 2020-2021 Council Goals (Reference Only)
(c) REMINDERS
• Wednesday, February 17, 5:30 PM: Good Roads &
Transportation Association Meeting (Benton, Franklin,
Walla Walla Counties) - Virtual Meeting
(COUNCILMEMBER ALVARADO; MAYOR MARTINEZ, Alt.)
• Friday, February 19, 10:00 AM: Benton-Franklin Council of
Governments Meeting - Virtual Meeting
(COUNCILMEMBER ALVARADO; MAYOR PRO TEM
BARAJAS, Alt.)
• Monday, February 22, 4:00 PM - Hanford Area Economic
Investment Fund Committee Meeting - Virtual Meeting
(COUNCILMEMBER SERRANO)
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.
Page 3 of 160
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.)
Page 4 of 160
AGENDA REPORT
FOR: City Council February 10, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Debby Barham, City Clerk
Administrative & Community Services
SUBJECT: Approval of Meeting Minutes
I. REFERENCE(S):
2.1.21 & 2.8.21 Draft Council Minutes
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve the minutes of the Pasco City Council Remote Meeting held on
February 1, 2021 and Remote Workshop held on February 8, 2021.
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 5 of 160
MINUTES
City Council Regular Meeting
7:00 PM - Monday, February 1, 2021
GoToWebinar
REMOTE MEETING INSTRUCTIONS
Governor Inslee's Heathy Washington - Roadmap to Recovery, made in
response to the COVID-19 emergency, currently prohibits members of the
public from attending City meetings in-person but requires agencies to provide
options for the public to participate in remotely. To best comply, the City asked
all members of the public that would like to comment to items on the agenda,
where the public is allowed to speak, to fill out a form via the City’s website
(www.pasco-wa.gov/publiccomment) to obtain an access code. As of 4:00 PM
zero (0) requests to comment were received.
CALL TO ORDER
The meeting was called to order at 7:00 PM by Saul Martinez, Mayor.
ROLL CALL
Councilmembers present: Ruben Alvarado, Blanche Barajas, Craig
Maloney, Saul Martinez, David Milne, Zahra Roach, and Pete Serrano.
Staff present: Dave Zabell, City Manager; Adam Lincoln, Deputy City
Manager; Colleen Chapin, Human Resources Director; Craig Briggs,
Acting City Attorney; Bob Gear, Fire Chief; Zach Ratkai, Administrative
& Community Services Director; Ken Roske, Police Chief; Richa Sigdel,
Finance Director; Rick White, Community & Economic Development
Director; Steve Worley, Public Works Director; and Debby Barham, City
Clerk.
The meeting was opened with the Pledge of Allegiance.
CONSENT AGENDA
Approval of Meeting Minutes
To approve the minutes of the Pasco City Council Remote Meeting held
Page 1 of 4Page 6 of 160
on January 19, 2021 and Remote Workshop held on January 25, 2021.
Bills and Communications
To approve claims in the total amount of $3,597,441.75 ($2,665,265.39
in Check Nos. 239717-239939; $101,532.36 in Electronic Transfer Nos.
830466-830502, 830549-830593, 830599-830708, 830710-830758,
830767-830785; $7,492.91 in Check Nos. 53514 -53520; $819,171.80 in
Electronic Transfer Nos. 30156801-30157303; $3,979.29 in Electronic
Transfer Nos. 757).
Ordinance - PMC Amendment Title 20 - HPC Staffing (CA-2021-001)
To adopt Ordinance No. 4516, amending the Pasco Municipal Code
Sections 20.10.020(1) and (2) related to the composition of the Historic
Preservation Commission; and further, authorize publication by
summary only.
(RC) MOTION: Mayor Pro Tem Barajas moved to approve the Consent
Agenda as read. Mr. Maloney seconded. Motion carried by unanimous
Roll Call vote.
PROCLAMATIONS AND ACKNOWLEDGEMENTS
Proclaiming February 2021 as "LIGO/VIRGO Gravitational-Wave
Antenna Month"
Mayor Martinez read the proclamation for, "LIGO/VIRGO Gravitational-
Wave Antenna" month and congratulated the staff at the LIGO facilities
located in the States of Washington and Louisiana.
Ms. Roach announced that the LIGO/VIRGO celebration event will be
streamed live on Wednesday, February 3, 2021 and she encouraged
everyone to watch it.
REPORTS FROM COMMITTEES AND/OR OFFICERS
Verbal Reports from Councilmembers
Mr. Maloney commented on some Washington State legislation that will
available to help Main Street development across the state and in
particular, may benefit downtown Pasco.
Ms. Roach commented on the Community Action Connections Board
and the Visit Tri-Cities Board meetings she attended recently.
Mayor Martinez commented on recent ribbon cutting ceremony for the
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newly completed Pasco Fire Station No. 83.
ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS
Ordinance - Sawyers Rezone - RS-12 to R-S-1 (Z 2020-008)
Mr. White noted that the proposed rezone is for a half acre of land along
Road 40.
MOTION: Mayor Pro Tem Barajas moved to adopt Ordinance No. 4517,
rezoning a parcel located at 925 Road 40, from RS-12 to R-S-1, and
further, authorize publication by summary only. Ms. Roach seconded.
Motion carried unanimously.
Resolution - Community Services Contract with Benton-Franklin
Health District Agreement for COVID-19 Test Site
Mr. Lincoln provided a brief history of the current COVID-19 Test Site,
noting it is a premier test site, and explained the need to enter into a
new contract with Benton-Franklin Health District to continue this test
site.
Council and staff briefly discussed the proposed contract.
MOTION: Mayor Pro Tem Barajas moved to approve Resolution
No.4031, approving the Community Service Contract with Benton -
Franklin Health District for COVID-19 testing site and further, authorize
the City Manager to execute the contract. Mr. Serrano seconded. Motion
carried unanimously.
Resolution - First Amendment to Columbia Safety, LLC
Professional Services Agreement for COVID-19 Test Site
Mr. Lincoln noted that this is an extension of the agreement with
Columbia Safety, LLC for professional services at the COVID -19 Test
Site.
MOTION: Mayor Pro Tem Barajas moved to adopt Resolution No. 4032,
approving the first amendment to the professiona l services agreement
with Columbia Safety, LLC for the COVID-19 testing site and further,
authorize the City Manager to execute the contract. Mr. Alvarado
seconded. Motion carried unanimously.
NEW BUSINESS
Bid Award - Peanuts Park Construction
Mr. Ratkai provided an overview of the proposed renovations to Peanuts
Park and recommended the approval of the bid award to Booth and
Page 3 of 4Page 8 of 160
Sons Construction, Inc.
MOTION: Mayor Pro Tem Barajas moved to award the bid for the
Peanuts Park Remodel Construction project to Booth and Sons
Construction, Inc., in the amount of $5,852,523.46, and further,
authorize the City Manager to execute the agreement documents. Mr.
Milne seconded. Motion carried unanimously.
MISCELLANEOUS DISCUSSION
Mr. Zabell commented on the recent formal opening ceremony of Fire
Station No. 83 and invited Council to contact him to set up a tour of the
facility. Mr. Zabell also noted that 82 runners participated in the "Frozen
Tundra Run" located at Big Cross the past Saturday and asked Fire
Chief Gear to provide an update on the COVID-19 Test Site.
Fire Chief Gear provided an update on both the COVID -19 Test site and
the COVID-19 vaccination site. He stated that the Test site is running
seven days a week. He also noted that the Benton County Fairgrounds
COVID-19 vaccinations site is open Tuesday through Saturday. and this
week, the site received an additional 1,000 vaccines as compared to the
previous week.
Council and staff briefly discussed how to lower the percentage of
positive COIVD-19 tests and ways to increase the number vaccinations
administered to individuals.
Ms. Roach commented on the City's Legislative Priorities related to the
proposed renovations of the MLK Center.
ADJOURNMENT
There being no further business, the meeting was adjourned at 7:44 PM.
PASSED and APPROVED this _____ day of ____________, 20____.
APPROVED: ATTEST:
Saul Martinez, Mayor Debra Barham, City Clerk
Page 4 of 4Page 9 of 160
MINUTES
City Council Workshop Meeting
7:00 PM - Monday, February 8, 2021
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REMOTE MEETING INSTRUCTIONS
The Pasco City Council Workshop was 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 was also made available.
CALL TO ORDER
The meeting was called to order at 7:00 PM by Saul Martinez, Mayor.
ROLL CALL
Councilmembers present: Ruben Alvarado, Craig Maloney, Saul
Martinez, David Milne, Zahra Roach, and Pete Serrano.
Councilmembers absent: Blanch Barajas.
Staff present: Adam Lincoln, Deputy City Manager; Colleen Chapin,
Human Resources Director; Eric Ferguson, City Attorney; Bob Gear,
Fire Chief; Zach Ratkai, Administrative & Community Services Director;
Ken Roske, Police Chief; Richa Sigdel, Finance Director; Rick White,
Community & Economic Development Director; Steve Worley, Public
Works Director; and Debby Barham, City Clerk.
The meeting was opened with the Pledge of Allegiance.
PROCLAMATIONS AND ACKNOWLEDGEMENTS
Proclaiming February 8th Through 12th as, "Family, Career and
Community Leaders of America Week"
Mayor Martinez read the "Family, Career and Community Leaders of
Page 1 of 3Page 10 of 160
America Week" proclamation and the introduced Brisa Hernandez, with
Chiawana High School and a local FCCLA member.
Ms. Hernandez provided a brief history of FCCLA and provided her
testimony of the benefits of participating in this organization.
Destiny Rodriguez also provided her testimony of the significance
FCCLA has made in her confidence and capabilities.
VERBAL REPORTS FROM COUNCILMEMBERS
Mayor Martinez commented on the efforts that he and Ms. Roach were
pursuing to support the MLK Center and they sought support from the
Pasco School District and the Pasco Chamber of Commerce.
ITEMS FOR DISCUSSION
Establish a Council Subcommittee to Review City Boards and
Commissions Applications and Interview Candidates
Mr. Lincoln announced the boards and commissions (BCs) that currently
have position vacancies that need to be filled, sta ting that that four BCs
have enough applicants for a Council subcommittee to review the
application packets and interview, where necessary, the selected
candidates. The BCs that will be reviewed by the Council subcommittee
include: Code Enforcement Board, Joint Housing Authority, Parks &
Recreation Advisory Board and Planning Commission. The City is still
seeking applications for the Downtown Pasco Development Authority to
fill five vacant positions.
Mayor Martinez asked for those Councilmembers interested in
participating in the Council subcommittee to notify him.
Councilmembers Alvarado, Milne and Serrano expressed interest.
Mayor Martinez will determine the two Councilmembers for the Council
subcommittee within the next two days.
MISCELLANEOUS COUNCIL DISCUSSION
Mr. Lincoln announced that "AskPasco" is now available to Pasco
residents and businesses and encouraged everyone to download it.
Fire Chief Gear provided an update on the Benton County Fairgrounds
COVID-19 vaccination, site as well as the COVID-19 testing site stats.
Mr. Maloney expressed appreciation to staff for administering the large
volume of COVID-19 vaccinations without wasting a dosage after asking
Page 2 of 3Page 11 of 160
if, and how, those individuals eligible for the vaccine are able to receive
them.
Ms. Roach commented about an attempted computer hack at a water
facility in Florida and asked what protocols does the City of Pasco have
to advert such this type of cyber crime.
Mr. Worley stated that the City has state of the art software/hardware to
protect its facilities from cyber attacks. He noted that staff will continue
to monitor the equipment and programs to minimize the threat of a cyber
attack.
EXECUTIVE SESSION
Council adjourned into Executive Session at 7:39 PM for approximately
60 minutes to consider acquisition of real estate per RCW 42.30.110 (b);
and to discuss litigation or legal risks of a proposed action or current
practice that the agency has Identified when public discussion of the
litigation or legal risks is likely to result in an adverse legal or financial
consequence to the agency per RCW 42.30.110 (i) (iii) with the Deputy
City Manager, Administrative & Community Services Director,
Community & Economic Development Director and City Attorney.
At 8:39 PM Mayor Martinez announced that the Executive Session
would continue for approximately 15 minutes.
Mayor Martinez called the meeting back to order at 8:48 PM.
ADJOURNMENT
There being no further business, the meeting was adjourned at 8:49 PM .
PASSED and APPROVED this ____ day of _____________, 20____.
APPROVED: ATTEST:
Saul Martinez, Mayor Debra Barham, City Clerk
Page 3 of 3Page 12 of 160
AGENDA REPORT
FOR: City Council February 11, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: Bills and Communications
I. REFERENCE(S):
Accounts Payable 02.16.21
Bad Debt Write-off/Collection for January 2021
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
To approve claims in the total amount of $3,045,150.63 ($927,950.05 in Check
Nos. 239940-Electroni$1,298,721.57 240165; in Nos. Transfer c 830862-
830864, 830871, 830873; $18,026.30 in Check Nos. 53521 -53531;
$800,452.71 in Electronic Transfer Nos. 30157304 -30157805).
To approve bad debt write-off for Utility Billing, Ambulance, Cemetery, General
Accounts, AccounMiscellaneous (nonCourt Municipal ts, and -criminal,
criminal, and parking) accounts receivable in the total amount of $197,461.96
and, of that amount, authorize $0.00 to be turned over for collection.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
V. DISCUSSION:
Page 13 of 160
REPORTING PERIOD:
February 16, 2021
Claims Bank Payroll Bank Gen'l Bank Electronic Bank Combined
Check Numbers 239940-240165 53521-53531
Total Check Amount $927,950.05 $18,026.30 Total Checks 945,976.35$
Electronic Transfer Numbers 830862-830864 30157304-30157805
830871
830873
Total EFT Amount $1,298,721.57 $800,452.71 $0.00 Total EFTs 2,099,174.28$
Grand Total 3,045,150.63$
Councilmember
1,269,977.07
19,798.10
0.00
0.00
2,674.24
0.00
4,638.65
145,945.15
12,046.63
2,086.19
5,283.26
6,675.37
3,819.87
576.75
4,555.00
92,079.86
77,250.84
245,224.93
46,341.59
6,313.97
194,814.15
0.00
905,049.01
GRAND TOTAL ALL FUNDS:3,045,150.63$
MEDICAL/DENTAL INSURANCE
FLEX
PAYROLL CLEARING
EQUIPMENT RENTAL - OPERATING BUSINESS
REVOLVING ABATEMENT
ECONOMIC DEVELOPMENT
GENERAL CAP PROJECT CONSTRUCTION
UTILITY, WATER/SEWER
EQUIPMENT RENTAL - OPERATING GOVERNMENTAL
RIVERSHORE TRAIL & MARINA MAIN
C.D. BLOCK GRANT
HOME CONSORTIUM GRANT
MARTIN LUTHER KING COMMUNITY CENTER
AMBULANCE SERVICE
CEMETERY
ATHLETIC PROGRAMS
GOLF COURSE
SENIOR CENTER OPERATING
MULTI-MODAL FACILITY
STREET OVERLAY
City of Pasco, Franklin County, Washington
We, the undersigned, do hereby certify under penalty of perjury the materials have been furnished, the services rendered or the labor performed as described
herein and the claim is a just, due and unpaid obligation against the city and we are authorized to authenticate and certify to such claim.
Dave Zabell, City Manager Darcy Buckley, Finance Manager
We, the undersigned City Councilmembers of the City Council of the City of Pasco, Franklin County, Washington, do hereby certify on this
16th day of February, 2021 that the merchandise or services hereinafter specified have been received and are approved for payment:
Councilmember
SUMMARY OF CLAIMS BY FUND:
GENERAL FUND
STREET
ARTERIAL STREET
The City Council
January 28 - February 10, 2021
C I T Y O F P A S C O
Council Meeting of:
Accounts Payable Approved
Page 14 of 160
BAD DEBT WRITE-OFF/COLLECTION
January 1, - January 31, 2021
1. UTILITY BILLING - These are all inactive accounts, 60 days or older. Direct write-off are
under $20 with no current forwarding address, or are accounts in "occupant" status. Accounts
submitted for collection exceed $20.00.
2. AMBULANCE - These are all delinquent accounts over 90 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00. Direct
write off including DSHS and Medicare customers; the law requires that the City accept
assignment in these cases.
3. COURT ACCOUNTS RECEIVABLE - These are all delinquent non-criminal and criminal
fines, and parking violations over 30 days past due.
4. CODE ENFORCEMENT – LIENS - These are Code Enforcement violation penalties which
are either un-collectable or have been assigned for collections because the property owner has
not complied or paid the fine. There are still liens in place on these amounts which will
continue to be in effect until the property is brought into compliance and the debt associated
with these liens are paid.
5. CEMETERY - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
6. GENERAL - These are delinquent accounts over 120 days past due or statements are returned
with no forwarding address. Those submitted for collection exceed $10.00.
7. MISCELLANEOUS - These are delinquent accounts over 120 days past due or statements are
returned with no forwarding address. Those submitted for collection exceed $10.00.
Direct
Write-off
Referred to
Collection
Total
Write-off
Utility Billing $ 46.18 0.00 46.18
Ambulance $ 197,415.78 0.00 197,415.78
Court A/R $ .00 .00 .00
Code Enforcement $ .00 .00 .00
Cemetery $ .00 .00 .00
General $ .00 .00 .00
Miscellaneous $ .00 .00 .00
TOTAL: $ 197,461.96 .00 197,461.96
Page 15 of 160
AGENDA REPORT
FOR: City Council February 9, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Bob Gear, Fire Chief
Fire Department
SUBJECT: 2021 Pasco Fire Department Strategic Plan Adoption
I. REFERENCE(S):
2021 Fire Department Strategic Plan
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to adopt the 2021 Pasco Fire Department Strategic Plan.
III. FISCAL IMPACT:
Adoption of the Pasco Fire Department Strategic Plan (PFD Strategic Plan)
itself does not have a fiscal impact other that the contractor costs, which is in
the Fire/Ambulance regular budget. Some actions recommended in the PFD
Strategic Plan, if implemented, will have a fiscal impact that will be managed
through the regular Fire/Ambulance budget process. Many of the actions
highlighted or changes process internal are Strategic PFD the by Plan
implementations.
IV. HISTORY AND FACTS BRIEF:
The Pasco Fire Department (PFD) implemented formal planning in 2016 with
the development of a Master Plan. One of the action items of the Master Plan
was followto -up to Plan Strategic a with provide PFD implementation
strategies for Master Plan activities. This was completed in 2017. The original
PFD Strategic Plan included action items that ranged from immediate to three
(3) years.
The Pasco Fire Department (PFD) has been able to develop and implement a
formal planning process utilizing both Master Planning and Strateg ic Planning.
The Master Plan process is designed to provide policy makers, decision
Page 16 of 160
makers and the public an clear understanding of where Fire and Ambulance
services are in relation to the risks the community is faced with today,
anticipates community growth, and recommend steps to position the PFD to
address that growth in advance with appropriate resources and infrastructure.
The Strategic Plan is a short term organizational work plan. This plan typically
takes recommendations contained in the Master Plan and programs the work
necessary to implement them over the shorter life of the plan. It also addresses
contemporary issues facing the organization, which is the primary focus of the
2021 PFD Strategic Plan. It focuses the agency and its members on the
essential activities, which must occur in sequence to be achieved efficiently.
During the 2021 PFD Strategic Plan update, it was recognized that staff will
shortly accomplish the work identified in the 2016 Master Plan. Additionally, the
most recent Washington State Ratings Bureau (WSRB) evaluation resulted in a
Class 3 community rating. Council's recently adopted goals were updated to
maintain the Class 3 rating as a long -term goal. With the community rating goal
modified to higher goal, and the work plan of the 2016 Master Plan largely
complete, it is timely to also update the Master Plan.
V. DISCUSSION:
Staff presented the proposed 2021 Pasco Fire Department (PFD) Strategic
Plan to Council at the January 25, 2021 Workshop and recommends approval
of the PFD Strategic Plan.
Page 17 of 160
Pasco, Washington
Fire Department
STRATEGIC
PLAN
Providing Expertise & Guidance that Enhances Community Safety
January 2021
FINAL REPORT
Page 18 of 160
Pasco Fire Department, WA Strategic Plan, 2020
i
TABLE OF CONTENTS
Process & Acknowledgments ................................................................................................. 1
Fire Chief Endorsement Letter ............................................................................................................ 3
IAFF Local 1433 Endorsement Letter ................................................................................................... 4
Plan Relationships .................................................................................................................... 5
Environment Scan .................................................................................................................... 6
Assisting Agencies Forum Results ....................................................................................................... 6
Citizen Forum Results ......................................................................................................................... 7
Fire Department Staff Survey Results ................................................................................................17
Mission, Vision, and Values ................................................................................................... 31
Mission .............................................................................................................................................. 31
Vision ................................................................................................................................................ 31
Values ............................................................................................................................................... 32
SWOT Analysis ........................................................................................................................ 33
Strengths .......................................................................................................................................... 33
Weaknesses ...................................................................................................................................... 33
Opportunities .................................................................................................................................... 34
Threats .............................................................................................................................................. 34
Definition of Terms .................................................................................................................. 35
Strategic Plan ......................................................................................................................... 36
Initiative 1 – Department Cohesion ................................................................................................... 36
Initiative 2 – Community Outreach .................................................................................................... 39
Initiative 3 – Operational Readiness .................................................................................................. 42
Initiative 4 – Professional Development ............................................................................................ 45
Implementation Methodology ............................................................................................. 48
Appendix A: Table of Figures ................................................................................................ 51
Appendix B: Internal SWOT Feedback ................................................................................. 52
Appendix C: Timeline ............................................................................................................ 56
Appendix D: Task Worksheet ................................................................................................ 61
Appendix E: internal Assessment of Planning Effort ............................................................ 62
Page 19 of 160
Pasco Fire Department, WA Strategic Plan, 2020
1
PROCESS & ACKNOWLEDGMENTS
The Pasco Fire Department (PFD) contracted Emergency Services Consulting International (ESCI) to
facilitate and construct the Department’s strategic plan. A strategic plan is short-term (typically five
years) and is often referred to as an organizational work plan. It will address contemporary issu es facing
the organization, focusing the agency and its members on the essential activities which must occur in
sequence to be achieved efficiently.
Three key components of a strategic plan are included within an environmental scan—assisting agency
feedback (neighboring agencies who routinely assist the Pasco Fire Department directly with tactical or
service assistance), citizen feedback, and internal stakeholder assessment (the results of which are each
discussed in detail within this report). The scan is intended to identify structural, cultural, or other
potential obstacles that may impede progress on the work plan. In short, combined, the three elements
provide context by which the Department operates. An environmental scan was thorough and broadly
assessed.
Following the environmental scan, an internal planning team was assembled to review the findings,
identify and prioritize work, and develop the actual strategic plan contained in this report. The strategic
planning process divides the work into smaller components for accountability and to ease
implementation. Once a strategic plan is created and adopted, the elements are divided among smaller
task teams made up of members of the organization, which results in additional buy-in. In fact, strategic
planning helps an organization focus efforts and avoid distractions outside of the goals, objectives, and
priorities identified through the planning process. Budgeting should also align as much as possible with
the implementation of the strategic plan.
ESCI thanks the members of the Pasco Fire Department for their dedication and commitment to the
strategic planning process. The citizens, administration, support staff, and line personnel were all
pleasant, eager to engage in the process, and committed to enhancing the future of the fire department
and the safety of their community.
It is noteworthy that this entire strategic planning process was conducted during the COVID-19
pandemic. Thus, every element was facilitated virtually via GoToMeeting™, an online conferencing
software system. While the technology was easy to use and without any major glitches, the process of
conducting and facilitating a strategic plan and two external forums was challenging as compared to the
usual face-to-face practice. All participants took the virtual process in stride and contributed to quality
feedback. This document reflects that commitment to excellence.
The following page lists various internal and external stakeholders who worked to create this plan. Those
attending the citizen forum participated in an evening session to accommodate the schedules of
attendees who may have been unable to attend during the daytime due to work commitments. The
citizen forum was conducted prior to engaging the internal planning team so that the external
environment could be understood. The internal planning team then met in a two-day workshop to review
internal and external feedback and to develop the strategic plan.
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CITIZEN FORUM PARTICIPANTS
Adan Suarez Heath Kohler
Becky Grohs Kedrich Jackson
Chariss Warner Mary Ebbers
Charlie Grigg Matt Watkins
Colin Hastings Mike Miller
Dallas Barnes Nicolas Zavala
Dennis Gisi Pat Kenny
Derek Wiitala Steve Story
Felix Vargas Tom Yazwinski
Gabriel Portugal Troy Hendren
ASSISTING AGENCY PARTICIPANTS
Chief Lonnie Click Chief Mike Harris
Chief Paul Carlyle Chief Mike Wickstrom
Chief Chad Michael Manager Kim Lettrick
Chief Tom Huntington Chief Duane Van Beek (ret.)
INTERNAL PLANNING TEAM
Matt Nelson Ben Shearer
Manny Almanzar Andre Roybal
James McGrath Gilberto Diaz
Mike Maier Chris Mortensen
Jason McGary Pete Loera
Eric Woods Brandon Wertman
Trevor Jones Grant Williams
Justin Lockman Michael Gibbon
Valorie Tomren Ryan Savage
Todd Pyper Raquel McGrath
Ryan Sellick Pat Heeren
Ty Schoenwald
The following are letters of endorsement from the International Association of Firefighters Local 1433,
who represent the firefighters and company officers of the Department; the Fire Chief; and the elected
officials. These letters reflect their commitment to the process, the results, and the work ahead to
implement this Strategic Plan.
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Fire Chief Endorsement Letter
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IAFF Local 1433 Endorsement Letter
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PLAN RELATIONSHIPS
The Pasco Fire Department has a culture and history of planning for the future and using data to drive
decision-making. To that end, Pasco Battalion Chief Garrett Jenks wrote an excellent analysis of the
previous planning efforts and how they connect with each other and build on the foundation previously
laid by the earlier planning efforts. That analysis is attached to this plan as Appendix E. The following
reflects an overview of the planning efforts to date and their relationships with each other.
2016 PFD Master Plan
In 2016, PFD developed a ten year emergency services master plan to keep, “…the fire department from
lagging behind community growth and development, [and] maintaining or enhancing service as the
community grows.” As the master plan itself goes on to state, “…it is an effective policy-making and
budgeting tool as well. Knowing where and how the community will grow into the future and what the
fire department will need in terms of policy and budget support to address it—well in advance—is a
critical element of city council deliberation.”
2017 PFD Strategic Plan
Among the 2016 master plan recommendations was developing and adopting a strategic plan. The
purpose of a strategic plan is to develop and prioritize a workplan, and can also coo rdinate
implementation of the master plan, as was the case with PFD. The following year (2017) a strategic plan
was developed and adopted. That five year strategic plan was completed in 2020, a full two years early.
The major elements of the ten year master plan are substantially complete or well under way.
2021 PFD Strategic Plan Update
With this report, the Pasco Fire Department is establishing the 2021 strategic plan update to the 2017
plan, which is essentially all new initiatives. Significantly, this strategic plan also recommends an update
to the PFD master plan due to anticipated changes in the near future.
City of Pasco Comprehensive Land Use Plan
A master plan update is needed to address the enormous growth projections based on the recently
adopted City of Pasco Comprehensive Land Use Plan. The projections therein will further challenge PFD
to meet the service demand that will come with expanded urban growth boundaries, increased
population, new development, and new commercial/gaming sites.
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ENVIRONMENT SCAN
The approach taken in this planning process includes an in-depth environmental scan from the agencies
that regularly assist PFD (external), a select group of citizens (external), and finally, the perspectives of
the internal line staff (internal). This section provides a summary of the results of those processes.
Assisting Agencies Forum Results
The Fire Chiefs, Directors, and Managers of PFD’s assisting agencies were collectively assembled on
October 26, 2020, and participated in a virtual forum facilitated by ESCI. The process was an open
discussion on issues of regional collaboration, the Pasco Fire Department as a partner, and other issues
of interest to the participants.
The major topic areas were:
• Pasco Fire Department as a partner
• Opportunities for joint purchasing
• Potential for combined special operations
• Regional training improvements/opportunities
• Regional Incident Management Team staffing
• Current auto aid effectiveness
• Other issues of interest or opportunities
The group expressed their support and appreciation for the level of cooperation and assistance PFD
provides to the region. The group’s consensus was that Pasco is a great partner and regional leader and
was an exceptional player in coordinating extensive resources regionally. An example was offered that
Pasco purchased very large ventilation fans for large area operations, and coordinated with Walla Walla
Fire District #5 and Franklin County Fire District #3 to make the fans a regional asset whereby FCFD#3
provided trailers to tow the fans, and WW#5 mounted the fans, stores, and operates the trailers making
them available to the entire region on an as needed basis. The fans are a seldom required but critically
necessary resource for large area ventilation operations. The region likely does not need to duplicate this
strategic resource but can share in the burden of deployment.
Combined special operations are already well underway, with the region moving toward technician
engines for special and hazardous materials operations, rather than the traditional approach of
developing a stand-alone hazardous materials team, for example.
Regarding regional training improvements and opportunities, the training officers for all of the region’s
agencies currently work together consistently and collaborate well. The agencies in the region have
moved to Subject Matter Expert (SME) instructors to augment training in regional fire academies and
other regional training activities.
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This spreads the burden of providing the training across the region and engages the expertise from each
agency, further breaking down barriers that could otherwise be created if each agency had to provide its
own, all-inclusive training program. Kennewick and Pasco both have training centers they share with the
region. Regional recruit academies are conducted and coordinated as often as possible except where
timing is off for a possible participant agency or where an academy must accommodate volunteer
recruits whose schedules are less flexible than their career counterparts. An opportunity also exists to
expand officer development to become the next level regional approach.
Incident Management Team staffing is already in place with the Southeast Washington Interagency
Incident Management Team, which is a Type 3 team. However, there is an effort underway to develop a
Type 4 overhead team with cadres of expertise to come and assist an agency with small overhead team.
Being intentional about the development of this concept would further enhance regional cooperation
and partnerships.
The current effectiveness of automatic aid is high. Automatic aid is defined as responses from
neighboring agencies that are already preprogrammed into the standard response for target hazards or
geographically remote areas. However, the group agreed that it could be more formalized, including
move-ups to backfill empty stations with regional partners during a major incident.
There was concern expressed regarding law enforcement defunding discussions and mental health
response issues in law enforcement within the region. The likelihood of a spillover effect on fire/EMS is
very high, and all agreed that inter-agency conversations need to occur.
In summary, all agreed that the region should continue to improve and standardize operationally but
should leave the operational issues to the Deputy Chiefs. The Fire Chiefs agreed that those attending the
assisting agency forum (along with Chief Gear) should focus on developing a long-range plan for the
region as the first step. The participants stated that the Chiefs should start formalizing some of the
informal collaboration done now and should develop long-range plans for the region, starting with
identifying what regional initiatives should be the focus. The group agreed they should identify the
elements/initiatives of that plan, and their work should flow from that plan. Engaging with the City
Managers adds value to the plan, adds credibility with the elected officials, and increases the credibility
of the fire service as an industry. As stated by one participant regarding the planning and current regional
growth, “…we must ensure the future we want instead of dealing with the future we get.”
Citizen Forum Results
Twenty (20) citizens of Pasco attended the citizen forum conducted virtually on October 27, 2020, to
discuss the Department and provide feedback during a structured, facilitated survey. They represented
area businesses, citizens who have received services from PFD in the past, nongovernmental
organizations, community influencers, and other key external stakeholders, as identified by the Pasco
Fire Department. The attendees were given an orientation of the Department, which equipped them
with a basic understanding of the contemporary issues facing their fire service delivery system.
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The results of the citizen forum were presented to internal staff to inform them of the planning and
service priorities the citizens had, as well as their attitudes and opinions about the staffing, response, and
cost components of the Department. The following figures illustrate the attendees’ responses and should
serve to guide the Department as it develops its strategic plan for the next five years.
Figure 1: Citizen Planning Priorities
The planning priorities were presented as a forced ranking of costs, response times, training, equipment
and facilities, and deployment. The respondents compared each planning element against all others and
were forced to rank the order of importance of the given elements. The highest ranking any single
element could receive from an individual was a six. The scores illustrated in the above figure are the
weighted averages given by the group.
The citizen forum participants prefer a well-trained workforce and a greater emphasis on improving
response times. Closely behind improving response times is maintaining existing response times. ESCI
interprets the combination as a balance between improving response times, but at least not letting the
existing response times degrade below current levels. The readiness of equipment and facilities is likely
scored in the middle of the priorities as recognition that facilities are being constructed or have recently
been remodeled, with little known about the actual condition of apparatus. Further, there was concern
expressed by several citizens about the need for greater emphasis on the east side of the City, which is
likely reflected in this score. Of lesser importance (but nonetheless important) was containing costs. The
lowest score of the six planning elements was expanding services currently provided by the PFD.
2.15
2.8
3.35
4
4.2
4.68
0 1 2 3 4 5 6
Expand the types of services provided by the Fire
Department.
Contain costs to the taxpayers.
Equipment and facilities are reliable & well
maintained.
Maintain existing response time to emergencies.
Improve Fire Department response time to
emergencies.
Ensure the technical competence of all personnel.
← Low Priority High Priority →
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The attending citizens were then asked to identify the most important services the Fire Department
provides based on the list of services currently provided, ranking those services. In this case, the
respondents placed a value of 1, 2, or 3 alongside the services. A three (3) reflects a critical priority, a two
(2) an important priority, and a one (1) a low priority. The following figure illustrates the service priorities
from the perspective of the citizens attending the forum. The participants were also asked to cross out
any service they felt was not appropriate to provide or add a service where they believed a gap existed.
Figure 2: Citizen Service Priorities
The citizens prioritized medical emergency responses above all other services, with hazardous materials
response and fire suppression response as second and third priorities. Community risk reduction and
special/technical rescue responses were rated as important priorities but not critical. Aircraft rescue and
firefighting received the lowest rating but was still listed as important. None of the services were scored
a low priority. No services were crossed out nor added by the respondents; however, there were
comments provided as follows:
• Bilingual community engagement
• Fire prevention education is important
• Mental health and community outreach should be included in the medical services
• As the population ages, medical response will be increasingly stressed. Maintain levels.
.
Finally, the forum participants were asked their opinion about the staffing levels, response performance,
and cost of services. The following figures describe the opinions of the forum attendees.
2
2.05
2.11
2.44
2.58
2.74
0 0.5 1 1.5 2 2.5 3
Aircraft Rescue and Firefighting
*Special/Technical Rescue
Community Risk Reduction
Fire Suppression (wildland and structural)
Hazardous Materials Response
ALS/BLS (Medical) response & transport
← Low Priority High Priority →
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Figure 3: Staffing Level Survey
Additional citizen comments:
• Increase hiring of minority/Spanish speakers
• The calls that we have made for EMS have been well staffed for the job
• It is difficult to answer this question without more data. I like the idea of peak call staffing and
this could address overlapping call volume.
• Need to get union to agree on staffing on high call times
• Provide data to determine if staffed appropriately
• Adding volunteers would positively impact budget and staffing
• In this field, they are always understaffed
• Need more diversity on staff
21.1%
73.7%
5.3%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Understaffed Appropriately
Staffed
Overstaffed
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Figure 4: Response Performance Survey
Additional citizen comments:
• Do not sacrifice response time in the East side.
• It is never fast enough when it is you with the problem. When you are helping the injured
person, the response time seems pretty quick!
• I think there is room for improvement in call response times, given the information shared
tonight. I would like to see more information on what other areas are doing to meet the
standards. What have been the adverse outcomes related to the slow response time to
determine how important it is to improve call time?
• Receiving patients in healthcare from station 81 and 82, the response is appropriate. Rarely do
the stations west of 395 bring patients to the hospital in Franklin County
• Interactions with staff have often been uncomfortable due to the lack of empathy or making a
person feel like they are wasting the time of the Department.
15.8%
73.7%
10.5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Too Slow Appropriately
Response
Response Too
Heavy
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Figure 5: Cost of Service Survey
Additional citizen comments:
• I drive past the airport and see the equipment, Pasco has some top-notch stuff
• Funding appeared adequate for current needs, but challenging to get the funds ahead of time,
in order to be prepared and meet the needs where expansion is happening. We need to get
some funding in place so we can be prepared for rapid growth and not be behind the eight ball.
• Communication and education will be key for any tax increase requests
The three categories illustrate that most PFD citizens attending the forum view the Department as
appropriately staffed, provides an appropriate response time, and has an appropriate cost for the service.
A significant minority of the respondents felt the PFD was underfunded and, to a lesser extent,
understaffed and too slow in their response. It is important to recognize that these dimensions are not
necessarily representative of a community-wide perspective, nor that these survey results would be an
accurate predictor of similar results of a broader survey.
It reflects the opinions of those in attendance, armed with some background information about PFD’s
service delivery system and the challenges and limitations it faces. This result reinforces ESCI’s assertion
that community outreach provides the opportunity to educate the community about PFD’s service
delivery system and its limitations to the broader community.
31.6%
57.9%
10.5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Underfunded
(adopt new fiscal
tools)*
Appropriately
Funded
Too Expensive
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When asked to describe the expectations of the PFD, citizen respondents stated the
following:
• I expect my Fire Department to respond quickly in an emergency and to meet state and federal
expectations. I also expect my FD to place a lot of importance in prevention, working with
vulnerable citizens in preventing emergencies/fires. I expect them to stay well educated and
trained. Be aware of new efficiencies and best practices. Be professional.
• To remain competent and well-trained, engage with Latino community.
• When I call, I expect you to come, quickly and equipped to help! And from my experience, PFD
does
• Quick, professional, competent response
• I expect a response to fires in a safe manner in the least time possible
• Professionalism, excellent time response, and effectiveness
• They will be helpful and compassionate to the patient. They will be efficient with procedures
and response.
• I think they are doing a fantastic job given the complexity and would only hope this continues
as our community grows
• Concentrate your efforts where the most people will be helped. Don’t spend critical dollars
where impact is lower.
• Residents of Franklin County should have healthcare provided in the same county. Often
patients are given an option to be transported out of the county and this increases cost to the
city due to out of service time
• Conduct emergency services in a timely manner on budget, and adequately staffed.
• I expect the Pasco Fire Department to serve and protect to the best of its abilities. They should
continue their services the way the Department is currently run. Personnel should be well-
trained, quick, and decisive when responding to emergencies. These men and women are
extremely valuable to the community, and I appreciate what they do.
• If a building catches on fire or a person has a medical emergency, I expect trained personnel and
appropriate resources be dispatched and arrive in a reasonable time.
• Look at the preponderance of the “emergencies”—likely medical emergencies vs. fire
suppression. As such, shift manpower from firefighters to just EMTs (supplemented by
paramedics).
• Emergency medical is critical
• Professionalism and knowledge
• Fast, competent response
When asked to describe concerns regarding the fire department, citizen respondents
stated the following:
• I have no concerns. It's a pleasure working with the Pasco FD and their leadership.
• Do not neglect the East side. Add another station there the soonest.
• I hope that when new facilities are added that we use existing plans from buildings to stretch
our money
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• Have coverage meeting the needs of the community
• Is there going to be input by the unions as to what they think the needs are?
• Please, look into building a new fire station East side of Pasco in the near future
• I understood they still need to read plans in order to go right or left on "Oregon"... don't they
have GPS systems? Also should have the best radios... understood bought on Ebay?
• That the capacity of the Fire Dept. can grow at the same rate as the community to meet the
community’s needs.
• People skills. Many seem to lack the ability to understand that they were called because that
person felt it was an emergency. Being shamed or told they will not transport due to COVID
restrictions (they don’t want to have to clean) is hard to watch.
• I understand the need to have extra equipment to arrive at every response, but it is viewed by
some in the community as excessive use of resources.
• Not enough services on the east side of Pasco and in rural areas, especially to the north-east of
Taylor Flats Road.
• My only concern is the rapid growth of the city. Pasco is busting at the seams and that is good
but we need to make sure our departments like police and fire are well funded and properly
staffed. I hope the fire department is able to keep up with the growing number of emergency
calls. I KNOW those calls are ramping up year to year.
• As land is developed external to the city, it becomes the City's problem years later. There has to
be more of a carrot (or stick if necessary) to ensure development is planned cost-effectively.
• New development should pay for capital costs that wouldn't otherwise be needed if that
development didn't occur. (e.g., new stations). Don't be afraid of impact fees.
• Too much focus on fire suppression—limit cost and right-size manpower costs by paying the
cheaper EMTs since they're handling the lions' share of calls.
• We need to fund what is needed, highly important
• Ensuring that funds are allocated correctly
• Inadequate service coverage across Pasco
• Lower tech equipment compared to what's available
When asked to describe any strengths to share regarding the fire department, citizen
respondents stated the following:
• I have seen the Pasco FD implement new innovative programs to meet the needs of its citizens.
It’s easy to communicate with their leadership; they are approachable and listen well. They are
able to make things happen.
• Leadership and capability. Chief Gear is first-rate.
• Very professional and efficient.
• Any reports are usually positive with interaction with fire dept
• Professionalism is displayed in all responses to a low-income home the same as with affluent
homes
• Diverse group
• The quality and complexity of the services provided are outstanding.
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• Very strong emphasis on training.
• Love the teamwork. They seem like a brotherhood. They respond quickly.
• A strong, hard-working team of individuals. Always willing to go the extra mile for patients and
the staff at the local hospital
• I think Chief Gear has done an excellent job leading the Department. His requests sometimes
can be in excess, but I think that is a necessary strategy to adequately provide the services for
the community.
• Very personable and are doing a lot with the resources they have.
• I think the fire department is well run and I hope to see it continue that way. Ben Sheerer is a
great PIO. I would like to see him perhaps get a little more help when he is out of town on
wildfires or have a second PIO for calls from media.
• For about 5 years or so, PFD has been very proactive at engaging the community and the
process of tailoring services to growth and implementing new programs that demonstrate they
are cost-effective (i.e., increased inspections for medium and higher risk businesses, hot
spotters, battery changes & smoke detector install for seniors)
• Open to input from the community.
• Response to 911 calls in my area is very good
• Community outreach is outstanding
• Technical competence
When asked how long it should take for help to arrive after calling 9-1-1, citizen
respondents stated the following:
• 2–5 minutes
• 3–6 min.
• 4 min. (2)
• 5 minutes
• 5–8 minutes
• 6–8 minutes
• Depends on the nature of the call. Life-threatening medical calls should be prioritized and not
have the same response time as hazmat response.
• Hopefully around 3 to 5 minutes (2)
• I think the Department is right on target with their responses as presented by Chief Gear.
• Less than 5 minutes
• Less than 5 minutes, if possible. I know that’s not always realistic, but in an emergency, every
second can feel like an eternity.
• Less than 6 minutes
• Not long
• The current standard of 6 minutes is reasonable.
• The minimal time, below national and state times.
• Under 4 min
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When asked if the expected length of time for a response should change depending on
how remote you are in the community, citizen respondents stated the following:
• Yes, if you purchase a home far away from the nearest FD, that's a risk you take. Extra
precautions should be in place in that situation. As the city limits expand, I think it's an expected
consequence. I would wonder how other communities address this issue.
• Not if at all possible.
• Yes. A choice is made to live on the outskirts.
• Yes will be longer
• We can prevent time wasted by strategically building fire stations in our city
• Similar time... need to work on road access out of city developments work with County
• Yes, if you are further away from the service you should expect a longer response time.
• Yes (4)
• No.
• I think it is reasonable for additional response time for remoteness to the nearest station.
• Every resident should have the comfort of knowing regardless of where they live the response
time should be equal
• Variance should be minimal.
• I would expect that response time to change depending on how close a person lives to the
center of the city or the closest fire station.
• Yes. Resources should be strategically placed where the majority of the population resides,
which is, therefore, where emergencies are statistically more likely.
• No, should be the same
Final thoughts and comments from attendees:
• Gracias por su tiempo y espero que tomen en cuenta las opiniones de los que no hablan Ingles.
TRANSLATION: Thank you for your time and I hope you take into account the opinions of those
who do not speak English.
• Fire crews are amazing but, it would be nice to see them work on their image. Many perceive
them as mean. Getting involved in community functions and activities.
• Thank you for the opportunity and for giving everyone a voice in the planning
• If the choice has to be made of new taxes or impact fees from new development, the latter
should be pursued and exhausted first.
• Thank you (2)
• West/east service capability must be addressed soon and as the Department grows
• WSRB rating, new stations, and service demand are all connected
• Peak demand units for concurrent incidents must be seriously considered
• Can volunteers offset the costs?
• Community Risk Assessment/Community Risk Reduction Plan needed?
• Continue expanding diversity efforts & increasing bilingual staff
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Fire Department Staff Survey Results
Prior to the internal planning sessions, ESCI administered a survey instrument to all members of the
Department. The survey is a standard instrument used by ESCI to gauge the internal dynamics and
environment of the fire department, which helps tailor the process to the organization once the planning
workshop begins. The following are the results of the survey instrument displayed graphically. Data
representing 2% of answers or less appear visually but are not labeled with a percentage to maintain
clarity of the figures.
Figure 6: Respondent Demography, Summary
Demographic Element Percent of Respondents
Total Years of Experience (paid and volunteer) in the Fire Service:
Three to ten years 26%
Ten to twenty years 44%
More than twenty years 29%
Total Years of Service at PFD:
Zero to five years 49%
Six to ten years 19%
Ten to twenty years 15%
More than twenty years 17%
Current Position:
Command Staff 6%
Company Officer 26%
Line Staff 65%
Support Staff 3%
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Of the eighty-five (85) employees of the PFD, seventy-two (72) participated in the survey, or an 84.7%
participation rate. This indicates exceptional member engagement, exceeding Pasco’s previous
participation rate of 80% in 2017. Typical participation rates for strategic plan participation hovers near
50%.
The responses also reveal that 73% of the respondents have more than ten years of experience in the fire
service (not necessarily at Pasco). This experience is invaluable to the operation of the organization,
service delivery to the citizens, and firefighter safety. However, some of the 29% who have 20+ years of
experience are likely approaching retirement eligibility, representing a loss of valuable experience.
Succession planning should be in place, ensuring the loss of these highly experienced members does not
also represent a loss of the knowledge they possess.
The number of years of experience within the PFD (as opposed to previous fire agencies) is fairly low,
with 49% of the membership having five years or less with the Pasco Fire Department. This indicates that
PFD has done an effective job of recruiting from other agencies and indicates that PFD is an attractive
agency for relocation.
3-10 years
26%
10-20 years
44%
20+ years
29%
Number of years of experience
in the fire service:
0-5 years
49%
6-10
years
19%
10-20 years
15%
20+ years
17%
Number of years of service at Pasco
Fire Department:
Command Staff
6%
Company
Officer
26%
Line Staff
65%
Support Staff
3%
Respondent's current position:
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Figure 7: Training and Professional Development Opportunities
Other Training Topics & Suggestions:
• Officer Development (12)
• EMS training (11)
• New data management changes, report writing, evaluation writing (7)
• Leadership (6)
• Incident management, Incident Command, Command and Control, Strategy and tactics (5)
• Fireground skills, live fire, wildfire, company & multi-company ops, shift training (5)
• Extrication, Haz-Mat, specialty ops training (4)
• More in general
• ARFF training
• Interagency training
• Define and show examples in detail of what our vision statement and core values are
• Firefighter survival, self-rescue
• Personnel issues
• Behavioral emergencies
• How the City works
• Need more training staff, more consistency
25%
36%
64%
19%
29%
58%
46%
13%
51%
57%
32%
57%
49%
26%
43%
32%
15%
6%3%15%
15%
7%
8%
19%
7%
8%6%3%32%
8%4%0%20%40%60%80%100%
My department has a clear plan in place for my
professional development.
I have a clear understanding about the goals
and objectives of the department's training
program.
My training prepares me for the types of
emergency incidents that I am likely to
encounter in my job.
Training is consistent throughout the department.
In general, all department personnel are
adequately trained to do their jobs.
The department's training records are accurate
and current.
The training program meets the needs of the
department.
Members who are promoted are usually well
prepared by the department's professional
development program for their new duties.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
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The respondents to the series of questions on training and professional development scored professional
development, specifically officer development, low relative to the other dimensions in this section. As
compared to the concerns expressed in the 2017 strategic plan, the percentage of respondents strongly
disagreeing that those promoted are well prepared by the Department went down from 40% in 2017 to
32% in 2020. However, comments supporting this concern were the most prevalent. This is an area that
continues to be a concern and needs to be addressed.
The training program saw a major improvement in the 2020 survey as compared to the 2017 strategic
plan. The rating for the training program meeting the needs of the Department was scored low in 2017
at 57% somewhat or strongly disagreeing; whereas 89% of the respondents either somewhat or strongly
agreed that the training program meets the needs of the organization. In fact, the negative scores
(somewhat or strongly disagreeing) with all elements of training in 2017 were at or above 49%. In 2020,
the positive scores (somewhat or strongly agreeing) with all elements of training in 2020 were at or above
76%. Whatever steps were taken to address the training deficiency between 2017 and 2020, those steps
have been tremendously successful.
Figure 8: Performance Reviews and Evaluations
Evaluation Process Suggested Changes & Feedback:
• Better evaluation forms/process that is more geared to the fire service and match my job
description; less fluff (15)
• Consistency in application from officer to officer, shift to shift (10)
• 360 evolutions so the whole Department can improve together (6)
• Building improvement plans according to feedback for individuals
• Building team mentality rather than individualism
33%
44%
39%
40%
43%
32%
42%
33%
13%
15%
11%
18%
11%
7%
8%
7%
0%20%40%60%80%100%
I receive regular feedback (reviews) from my
supervisor about the quality of my work.
I know what standards will be used to evaluate
my performance.
Performance evaluations include suggestions for
improved performance.
Performance evaluations include recognition for
superior work and accomplishments.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
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• Getting the results of our yearly evaluation back to us in that calendar year.
• Goal setting and follow up. Poor evaluations should have some actions tied to them, i.e.,
remedial training
• Teach members to know the job of the person above them, even if they don’t want it.
• Holding people accountable across the board
• Needs to be more like an interview and not just “here, sign this”
• Mentorship on career progression with a plan on moving forward
• Monitoring improvement of individuals
• More detail and more effort in documenting a job well done as well as more in depth
constructive criticism of areas needing improvement.
• More frequent checkups. Managing small evaluation problems before they become bigger.
• Officers could try to observe the quality of each individual’s work closer and/or more often.
Some members often will smoke screen a superior officer with discussion and speculation
while neglecting the quality of their duties, housekeeping, truck checks.
• Taking notes throughout the evaluation year on employee performance. It’s frustrating to be
given a low score but when asked for examples of correctable behavior and characteristics,
none can be brought up. Also, not waiting until the evaluation to confront issues with an
employee. It is frustrating to be marked low on an issue that you, as an employee, never
knew you needed to fix.
The Performance Reviews and Evaluations responses were very consistent between 2017 and 2020.
There is general satisfaction with the performance reviews, but additional training is required for
supervisors to conduct these with constructive feedback.
There was significant feedback expressing concern that the form itself needs to be reviewed and
adjusted. The scale within the form should be expanded, and the dimensions being evaluated need to
better align with the description of the position.
Finally, supervisors should be providing regular, ongoing feedback on performance (positive or
constructive) to their subordinates to avoid “recency tendency;” that is, evaluating a subordinate based
on the most recent observations of the supervisor, disregarding performance earlier in the review period.
This is an area that can be improved rather simply with some supervisory training and updating of the
form itself.
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Figure 9: Communication
Best ways to communicate:
• Email (19)
• More direct information from the Chief (continuity of message from the top through
subordinates)
• Chain of command (6)
• Morning briefings (5)
• Face-to-face—respectfully (3)
Other feedback for communication:
• Work-issued smartphone for each member. Could be set-up for ALL and ONLY work-
related communication. Fingerprint access, facial recognition to unlock email,
timesheets, truck assignments, training, immediate link for picture sharing to
maintenance, etc., maps, calls, etc.
• We need to get back to a month TO letter with info for the following month or months,
so we have time to plan our day.
Many fire departments struggle to communicate effectively. PFD continues to buck that trend, with all
areas of Communication rated highly, with respondents somewhat or strongly agreeing that
communication is open and honest (81%), that criticisms are responded to professionally (71%), that
leadership values employee input (84%), that an open flow of communication occurs from the top down
(71%), and that members are well informed (75%). Some room for communication improvement exists
between the Battalion Chiefs and their subordinates. Messaging gets muddled through intermediaries.
19%
24%
38%
28%
46%
56%
47%
46%
43%
35%
19%
21%
11%
21%
14%6%8%4%7%4%0%20%40%60%80%100%
I am well informed about the activities at my
department.
An open flow of communication is maintained to
and from the senior leadership (i.e., Chief, Deputy
Chief, etc.) and the line personnel.
My department's leadership values employee
input in general.
Employee concerns about or criticisms of the
department are responded to in a professional
manner.
The department's senior leadership is open and
honest with the membership.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
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Figure 10: Sources of Information
“Other” responses:
• Emails
• Word of mouth
Information sources by respondents are relatively unchanged between 2017 and 2020. The largest source
of information is from direct supervisors, which represents 53% of the respondents’ selections. This was
the single largest source of information in 2017, but the percent relying on this source is higher in 2020.
The rumor mill is a static source between 2017 and 2020 at 10%, which is low. There has been
consternation regarding the Battalion Chiefs’ communication generally and this is one area where
emphasis could be placed.
0%
3%
3%
4%
6%
10%
22%
53%
0%10%20%30%40%50%60%
Department newsletter
Elected group meeting minutes
Other (please specify)
Senior leadership (i.e., Chief, Deputy Chief)
Association/Labor representatives
The "rumor mill"
Other members
My immediate supervisor
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Figure 11: Work Environment
The work environment appears to be very positive, and it has improved between 2017 and 2020. When
asked to agree with the statement that decisions are made in a timely, impartial, and consistent manner,
33% of the respondents either somewhat disagreed or strongly disagreed, as compared to 51% in 2017.
This is still a relatively high number and the only blemish in an otherwise stellar assessment. Nonetheless,
energy should be expended to get to the bottom of the concerns expressed.
Figure 12: How do you rate morale at PFD?
76%
79%
63%
62%
21%
36%
24%
21%
28%
32%
46%
46%
10%4%19%
17%
13%
0%20%40%60%80%100%
My immediate supervisor is knowledgeable.
I have a clear understanding of my job and
responsibilities.
The department provides me with the resources
necessary to perform my job effectively.
The work habits of officers/supervisors I work with
set a good example.
Decisions at the department are made in a
timely, impartial, and consistent manner.
Morale in my work group is high.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
Excellent
13%
Good
40%
Average
42%
Poor
6%
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Department morale is relatively high and improving between 2017 and 2020. The percent of respondents
rating morale as good or excellent is the same between 2017 and 2020, but the percent rating morale as
poor has declined significantly between 2017 (16%) and 2020 (6%, or 4 people). While this is a very small
number, caution should be exercised not to ignore the 4 people who feel morale is poor. A negative
perception in a small but vocal group tends to grow over time and effect other members and other areas
of the Department. Ignoring this small group can be a miscalculation.
Figure 13: Overall, employee morale at PFD is:
Suggestions for improving morale:
• COVID (10) and remodels (8) have hurt this year.
• Communicate better amongst each other and consistency by labor & management (9)
• Accountability for all members will make a big difference (9)
• An off duty gathering during summer months
• Better workout equipment and programs. Like working out in the mornings after truck check
outs with the crew. Better cardio equipment.
• Clean up the rumor mill.
• Clear vision of thing to come.
• Comes from positive and encouraging officers to help set an example to their crews.
• Focus on crew activities and peer support staff.
• For the whole Department, including the Chief, abide by, be held accountable by our Core
Values and Vision statement poster frames that are installed in each fire station.
• Get-togethers between all shifts. Getting the station on the same page.
• Hiring more medics.
• More member involvement in decisions, i.e., rigs, stations, equipment. Something as simple
as surveys of what they would like even if it doesn’t happen.
• Leadership at the BC levels needs to be spot on. Seems like there is “burn out” at these levels
and some poor examples are being set to a mostly young department.
Greater than it
was a year ago.
23%
About the same as it was
a year ago.
46%
Lower than it was
a year ago.
31%
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• Less rumor mill activity, cut down spreading misinformation and gossip.
• Need to get back to working together as a shift and build trust, ownership, and team
mentality.
Despite improvement in the number of respondents stating morale is poor between 2017 and 2020, 31%
of the respondents in 2020 indicate morale is lower than it was a year ago. A great deal of time and energy
was spent by many of the respondents to write open-ended responses to suggest areas for improvement
in morale. A common theme emerged that COVID restrictions and the temporary displacement from fire
stations during remodels were major contributors. Given that these are both (hopefully) temporary
situations, the problem may resolve itself. Nonetheless, it is important to keep a pulse on this dimension.
Figure 14: How would you rate your overall personal work environment at PFD?
Interestingly, the percent of respondents rating their personal work environment as excellent went down
10% between 2017 (39%) and 2020 (29%). That 10% dropped to the “good,” with a 10% increase in the
good category between 2017 (46%) and 2020 (56%). Improvement occurred in the number of
respondents stating morale is poor between 2017 (4%) and 2020 (1%), with that 3% improvement moving
to “average” between 2017 (11%) and 2020 (14%). The presumption that COVID and displacement due
to station remodels may explain the 10% drop from 2017 to 2020 in the excellent category but does not
explain the 3% improvement in the poor category between 2017 and 2020.
Excellent
29%
Good
56%
Average
14%
Poor
1%
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Figure 15: How proud are you to tell other people that you are a member of the PFD?
All of the respondents stated that they were either somewhat proud (11%) or very proud (89%) to be
members of PFD. That is a 15% improvement between 2017 (74% very proud) and 2020 (89% very proud).
Additionally, the 9% who were not proud to work for their agency in 2017 has been reduced to zero.
Figure 16: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate
the following external services and programs provided to the public by the
Department?
Of the external services provided by PFD, EMS stayed relatively unchanged between 2017 (8.60) and
2020 (8.61), while Hazardous Materials declined between 2017 (5.8) and 2020 (5.39). All other dimensions
improved, with Fire Suppression and Community Risk (formerly fire prevention programs and others)
making the greatest strides between 2017 and 2020. The Fire Suppression improvement may be due to
the improvement in training, and Community Risk Reduction is a new philosophy that incorporates fire
prevention programs with public education and risk reduction.
Very Proud
89%
Somewhat
Proud
11%
5.39
7.41
7.73
7.88
8.49
8.61
0 1 2 3 4 5 6 7 8 9 10
Haz Mat
Aircraft Rescue and Firefighting
Community Risk Reduction
Technical Rescue (as currently provided)
Fire Suppression
Emergency Medical Services
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Figure 17: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate
the following internal services and processes provided by the Department?
The order of ranking for internal services is consistent between 2017 and 2020, with the lone exception
that wellness/fitness has improved significantly in rank order in 2020. All of the services have received
higher ratings in 2020 as compared to 2017 without regard to ranking. The lowest scored service in 2020
(Facility Maintenance) at 6.18 would have placed it fourth best in 2017 behind employee benefits,
administrative support, and employee relations.
6.18
6.36
7.08
7.1
7.21
7.42
7.51
7.59
8.24
0 1 2 3 4 5 6 7 8 9 10
Facility Maintenance
Dispatch/Communications
Equipment and Apparatus Maintenance
Wellness/Fitness Program
Employee Relations
Organizational Planning
Administrative Support
Safety Programs
Employee Benefits
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Figure 18: Facilities and Apparatus
All of the statements included in facilities and apparatus improved somewhat in 2020 as compared to
2017. These scores may be skewed, however, since the Department is in the midst of a major overhaul of
facilities via remodels and some new facilities are being constructed. Many of the crews are operating
out of temporary quarters that are not ideal, but temporarily necessary. Given that the new facilities will
be worth the wait, many respondents likely did not know how to score this section.
13%
15%
13%
24%
26%
26%
28%
22%
75%
67%
64%
49%
46%
53%
46%
47%
51%
51%
51%
21%
21%
28%
22%
32%
29%
25%
17%
11%
17%
13%
7%3%17%
7%
6%
6%3%4%4%13%
7%
7%4%4%0%20%40%60%80%100%
The existing facilities are adequate to meet the
needs of the department.
The facilities are well maintained.
The facilities are in good repair.
The current fleet of apparatus is adequate to
meet the needs of the department.
The apparatus replacement strikes the right
balance between long term service life and
reduction of future replacement/retrofit costs.
The apparatus replacement plan is appropriately
planned out based on known costs &
requirements.
Apparatus are well maintained.
Apparatus repairs and maintenance are
completed in a timely manner.
Hose testing is completed on a regular basis.
Ladder testing is completed on a regular basis.
Pump testing is completed on a regular basis.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
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Figure 19: Community Relations
The rating given to the community relations activities have improved in all three areas, but most
significantly in sufficient community engagement between 2017 (75% somewhat or strongly agree) and
2020 (85% somewhat or strongly agree). It is impressive that so many of the members of PFD recognize
the importance of community engagement and actually seek out those opportunities.
Figure 20: In your opinion, what is the community’s overall image of the PFD?
There was tremendous improvement in the percentage of respondents who scored the image of PFD
with the community as excellent between 2017 (36%) and 2020 (63%). There was also significant
improvement in the percentage of respondents who scored the image of PFD with the community as
average between 2017 (20%) and 2020 (3%). None of the respondents in either 2017 or 2020 scored the
PFD below average.
74%
38%
74%
24%
47%
22%
10%
0%20%40%60%80%100%
The department is respected by the community
that it serves.
The department is sufficiently engaged in the
community.
The department leadership strives to maintain
cooperative working relationships with
neighboring emergency service providers.
Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion
Excellent
63%
Good
35%
Average
3%
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MISSION, VISION, AND VALUES
Mission
The organization’s mission statement should clearly define the primary purpose of its existence. The
mission statement focuses fire department members on what is truly important to the organization and
community. The mission statement should be understood by all members and posted prominently
throughout the organization’s facilities. Each member should commit the mission to memory. The
internal planning team, through a consensus process and informed by feedback from the citizen forum,
reviewed and discussed the Department’s mission statement. All agreed the mission was a current
reflection of the intent of the agency, and thus retained the existing mission created during the 2017
strategic planning process. The mission statement follows.
Pasco Fire Department Mission Statement
Honorably Protect and Serve our Community.
Vision
In addition to knowing their mission, all successful organizations need to define where they expect to be
in the future, at least to the fruition of the strategic plan. Pasco Fire Department’s vision provides
members with a future view that can be shared, a clear sense of direction, a mobilization of energy, and
gives a sense of being engaged in something important. Vision statements provide a direction of how
things can be and a sense of organizational guidance to get there. The internal planning team created
the following vision statement.
The Pasco Fire Department will…
• Maintain a highly qualified and trained workforce grounded in humility, integrity, and
respect for all cultures.
• Conduct ourselves professionally and compassionately in our community at all times.
• Promote progressive growth and expansion to meet the changing needs of our community.
• Ensure a healthy and safe work environment.
• Be a community partner for safety, education, and information.
• Employ broad media platforms to enhance transparency to our community.
• Work collaboratively with labor and management to meet our community's expectations.
• Integrate the Department into community activities and events.
• Advocate mental health and physical fitness through our Peer Support and Peer Fitness
Programs.
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Values
Values define what the people in the organization consider to be appropriate and inappropriate
behaviors. An organization’s fundamental values define the organization’s culture and belief system,
thus providing a foundation in an environment that is always changing. The internal planning team
declared the following as the core values for the Pasco Fire Department.
The core values of the Pasco Fire Department reflect how we will conduct ourselves.
• Demand universal accountability and ownership.
• Promote pride and morale.
• Earn respect and trust daily.
• Honor fire service traditions with our community.
• Respect fire service history while seeking innovation.
• Employ aggressive strategies and tactics to protect our community.
• Provide progressive training and education by highly experienced and trained personnel.
• Engage in active sharing of our knowledge and experience.
• Strengthen collaborative relationships with city departments and neighboring agencies.
With the development of its mission, vision, and core values, PFD has established the organization’s
foundation for strategic planning. ESCI strongly recommends that every member empower themselves
with these elements; they are the basis for accomplishing the organization’s strategic initiatives, goals,
objectives, and day-to-day tasks.
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SWOT ANALYSIS
To properly formulate strategic initiatives, the internal planning team had to analyze the organization’s
strengths, weaknesses, opportunities, and threats (SWOT), which is the first step in identifying
actionable strategies for the future. Part of the internal survey conducted prior to convening the internal
planning team included asking all members to identify their SWOT issues. There were dozens of
responses for each element of the SWOT. To focus on the most impactful SWOT topics, the internal
planning team condensed and prioritized the top issues from the perspective of the internal planning
team.
Strengths
The identification of organizational strengths is the first step in the SWOT analysis. An organization’s
strengths identify its capability of providing the services requested by its customers. The organization
needs to make certain that its strengths are consistent with the
issues it faces. Programs that do not match organizational
strengths or primary functions should be reviewed to evaluate
the rate of return on precious staff time. The internal planning
team identified these core Department strengths:
The people of PFD EMS/fire skills Being community-focused
Relationship with
City/management Being progressive & proactive Pride of employees and desire
of others who work for PFD Training Administrative vision
Weaknesses
Organizational weaknesses, or lack of performance, are also an important element of the SWOT analysis.
To move forward, the organization must honestly identify the issues that have created barriers to success
in the past. Weak areas needing improvement are not the same as challenges, but rather those day-to-
day issues and concerns that may slow or inhibit progress.
Internal organizational issues, as identified by the
planning team, are typically issues that are at the heart of
an agency’s problems. The internal planning team
identified these core department weaknesses:
Accountability Lack of BC involvement Keeping up with growth
Lack of continuity between shifts Lack of paramedics Communication
Gossip/self-implosion Hiring/promotional process Administrative staffing
Leadership development/succession
To map out a course of action and follow it to
an end requires some of the same courage
that a soldier needs.
—Ralph Waldo Emerson
You can't expect to meet the challenges
of today with yesterday's tools and
expect to be in business tomorrow.
—Source Unknown
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Opportunities
An organization’s opportunities and threats are generally derived from the external environment.
Opportunities are focused on existing circumstances and
on expanding and developing new possibilities inside and
beyond the traditional service area. The internal planning
team identified these core Department opportunities:
Hiring/firing new employees Promoting CRR program
Seeking training opportunities Officer development
Promoting technology—21st-century tech. Public image and trust
Motivation and willingness to improve Strategic planning
Community involvement Departmental Branding
Enhance recruitment efforts Diversity in hiring
Take advantage of community/city growth
Threats
There are conditions in the external environment that are not under the organization’s control. The
identification of these conditions allows the organization to develop plans to mitigate or respond when
a threat becomes an obstacle. By recognizing these
challenges, an organization can greatly reduce the potential
for loss. The internal planning team identified these core
threats:
WSRB rating Morale, individualism/divisiveness
Not hiring the right people or not letting go of those
we should
Community opinion about how we do our
job—defund politics, ketamine
Paramedic burnout Funding, COVID-19
Losing Chief/upper administrative change/City
Manager/Council Complacency
Shift turmoil Losing generational knowledge
Inability to keep up with rapid growth, services
You can't make up time on the road that
you lost in the Station.
—Unknown
If you don't like change, you're going to like
irrelevance even less.
—General Eric Shinseki (Ret.)
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DEFINITION OF TERMS
There are six main components to a strategic plan: Initiatives, Goals, Objectives, Critical Tasks, and
Outcomes or Performance Indicators. For purposes of this strategic plan, they are defined as follows:
• Initiative: The largest overarching element of a strategic plan, an initiative is a broad enterprise
where the Department may have multiple areas of focus.
• Goal: A smaller component of and subordinate to an initiative, a goal is focused on one
particular area but is still general in nature. If all of the goals under an initiative have been
accomplished, the initiative will have been achieved.
• Objective: A smaller component of and subordinate to a goal, an objective is usually defined as
specific, measurable, action-oriented, realistic, and time-sensitive. If all objectives under a goal
are accomplished, the goal will have been accomplished.
• Critical task: The smallest component of a strategic plan, critical tasks are the immediate
(within 90 days) action steps needed to meet an objective or a goal. Not all goals or objectives
have critical tasks.
• Outcome Statement: The description of a desired result of a goal or objective once
accomplished.
• Performance Metric: The description of measurable improvement of an objective once
accomplished.
Strategic initiatives, goals, objectives, critical tasks, performance metrics, and outcomes become an
important part of the organization’s efforts. By following these components carefully, the organization
will be guided into the future and should benefit from reduced obstacles and distractions. Each of the
initiatives, goals, and objectives were identified in a two-day planning workshop facilitated by ESCI with
the internal planning team.
The following series of tables list and define each initiative with its subordinate goals and each goal with
its subordinate objectives. Timelines are also listed with each objective as follows: Critical tasks (to be
completed in 90 days), Short-term (more than 90 days but less than one year), Mid-term (greater than
one year but less than three years), and Long-term (greater than three years but not longer than five
years). These timelines are listed after the objectives. The initiative manager is responsible for tracking
that initiative’s progress. Each objective also has a task team responsible for coordinating the effort to
implement that objective.
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STRATEGIC PLAN
Initiative 1 – Department Cohesion
The internal planning team felt this subject area was key to address due to the feedback identified in
the internal survey of the membership and based on firsthand experiences of the internal planning
team members. By concentrating on department unity and addressing irritants to cohesiveness, the
Department could focus better on community outreach, operational readiness, and professional
development.
Initiative Managers: Chief Gear
Goal: 1A Promote department solidarity. Objectives 1. Develop a baseline survey on the current state of solidarity in the Department.
Responsible: Solidarity Task Team Timeline: Short-term
2. Develop action plans to implement programs to address issues in the solidarity survey .
Responsible: Solidarity Task Team Timeline: Short-term
3. Conduct team-building exercises/workshops.
Responsible: Solidarity Task Team Timeline: Short-term
4. Senior staff ensures consistency between shifts at the Battalion Chief level.
Responsible: Solidarity Task Team Timeline: Mid-term
5. Design, develop, and implement shift-to-shift fitness competitions.
Responsible: Solidarity Task Team Timeline: Mid-term
6. Design, develop, and implement sporting competitions (e.g., corn hole, Frisbee golf, softball)
between agencies (PPD, Richland, Kennewick).
Responsible: Solidarity Task Team Timeline: Mid-term
7. Conduct a post-implementation survey (biannually) to determine whether the goal was met.
Responsible: Solidarity Task Team Timeline: Mid-term, ongoing
Outcomes:
• Professional courtesy and consistency at BC level are improved.
• Post-implementation surveys demonstrate improvement in FD solidarity.
• Inter-shift and interdepartmental competition have enhanced solidarity within PFD.
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Goal: 1B Improve the quality of shift change interactions. Objectives 1. Equip every station with a whiteboard for inventory documentation.
Responsible: Shift Change Task Team Timeline: Critical Task
2. Create a standardized list of station chores for shift change.
Responsible: Shift Change Task Team Timeline: Critical Task
3. Develop morning shift apparatus transfer check-off sheet.
Responsible: Shift Change Task Team Timeline: Critical Task
4. Revise daily station duties (apparatus & station chores) to clarify off-going shift responsibilities.
Responsible: Shift Change Task Team Timeline: Critical Task
Outcome:
• The oncoming crew is aware of station/apparatus deficiencies and significant events of
the previous 48 hours.
• The quality of the exchange of information at shift change is improved.
• Accountability is increased for compliance with new off-going shift responsibilities.
Goal: 1C Facilitate a more accurately informed body. Objectives 1. Chief/Deputy Chief attend a shift briefing for each shift once per month to address any questions
or comments on department information.
Responsible: Informed Task Team Timeline: Short-term, ongoing
2. Station officers police unverified information and debunk misinformation.
Responsible: Informed Task Team Timeline: Short-term, ongoing
Outcomes:
• Universal ownership and active dismissal of false information are increased.
• Individual accountability is increased for sharing unverified information or
misinformation.
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Goal: 1D Conduct cross-shift training. Objectives 1. Maintain a high level of quarterly standards for training hours by subject for Fire, EMS, & Special
Ops.
Responsible: Cross-Shift Training Task Team Timeline: Short-term
2. Conduct quarterly EMS training to meet PFD training standards.
Responsible: Cross-Shift Training Task Team Timeline: Short-term
3. Specialty teams conduct cross shift quarterly training.
Responsible: Cross-Shift Training Task Team Timeline: Mid-term
4. Conduct Multi-Company Operations (MCO) using cross-shift configuration at least annually.
Responsible: Cross-Shift Training Task Team Timeline: Mid-term
Outcomes:
• PFD will maintain a high level of training standards by subject, including minimum
training hours.
• Cross-shift training is being conducted at least quarterly.
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Initiative 2 – Community Outreach
The feedback from the citizen forum and from the internal survey reflected a strong desire to have a
better connection between the community and the Pasco Fire Department. This is especially true as it
relates to the Hispanic community, but also includes other cultures and groups within the city. These
outreach goals are in addition to the Community Risk Reduction program that PFD operates. Improved
connection with the community helps the PFD better meet the needs of the community and also helps
the community understand the unique challenges PFD faces in serving the community. This shared
understanding directly addresses many of the vision statement elements created by the PFD internal
planning team.
Initiative Managers: Chief Dunbar
Goal: 2A Enhance communications and interactions with our community. Objectives 1. Create a list of current community events.
Responsible: Outreach Task Team Timeline: Mid-term, ongoing
2. Identify the needs of each community event.
Responsible: Outreach Task Team Timeline: Mid-term, ongoing
3. Create educational content based on the audience's needs.
Responsible: Outreach Task Team Timeline: Mid-term
4. Notify, prepare, and schedule personnel to attend community events.
Responsible: Outreach Task Team Timeline: Mid-term, ongoing
5. Identify social media platforms to support the above objectives.
Responsible: Outreach Task Team Timeline: Mid-term
6. Develop and implement social media strategies to further enhance engagement with our
community.
Responsible: Outreach Task Team Timeline: Mid-term, ongoing
Outcomes:
• Increased community presence through social media platforms.
• Increased number of events physically attended by PFD.
• Increased number of events the community physically attends to celebrate with PFD.
• Improved feedback on the City of Pasco biennial survey.
• Control measures will be established to ensure appropriate material is posted on social
media.
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Goal: 2B Celebrate fire service traditions with community involvement. Objectives 1. Identify and memorialize fire department traditions.
Responsible: Traditions Task Team Timeline: Short-term
2. Select fire department events which lend themselves to community involvement.
Responsible: Traditions Task Team Timeline: Short-term
3. Notify, prepare, and schedule personnel for these tradition events.
Responsible: Traditions Task Team Timeline: Short-term
4. Promote and inform the community of the tradition events utilizing social media platforms.
Responsible: Traditions Task Team Timeline: Short-term
Outcomes:
• Traditions have been established by PFD where community engagement is sought .
• Increased community involvement with fire department traditions.
Goal: 2C Increase/enhance communications and interactions with non-English speaking (or English as
Second Language [ESL] groups). Objectives 1. Identify non-English speaking groups within the community.
Responsible: ESL Task Team Timeline: Mid-term
2. Identify and utilize community partners to assist with communication.
Responsible: ESL Task Team Timeline: Mid-term
3. Invite selected community partners to present cultural awareness training to PFD.
Responsible: ESL Task Team Timeline: Mid-term
4. Identify resources for bilingual language training for current employees.
Responsible: ESL Task Team Timeline: Mid-term
5. Identify communication/interpretation tools (pictograph).
Responsible: ESL Task Team Timeline: Mid-term
6. Train department personnel on the proper use of selected tools and resources (objectives 2C2–4).
Responsible: ESL Task Team Timeline: Long-term
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7. Encourage labor/management discussion to increase the scope of the bilingual incentive (include
more languages than Spanish).
Responsible: ESL Task Team Timeline: Long-term
8. Actively recruit bilingual candidates through community engagement.
Responsible: ESL Task Team Timeline: Long-term
Outcomes:
• Regular (increased) interactions with all non-English speaking groups
• Increased number of bilingual employees through training and hiring
• Increased cultural competence due to training and greater interaction
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Initiative 3 – Operational Readiness
This initiative seeks to address emergency response capabilities and ensure response readiness by the
crews of the Pasco Fire Department. This includes, but is not necessarily limited to greater use of
technology, formalizing standards for personnel certifications and competence, improving response
times, ensuring a response-ready fleet of emergency apparatus, and maintaining or enhancing PFD’s
Washington Surveying & Rating Bureau (WSRB) Public Protection Classification.
Initiative Managers: Chief Dunbar/Chief Reid
Goal: 3A Update the technology of critical infrastructure relied upon by PFD. Objectives 1. Replace portable radios with compliant equipment to meet the Region 8 standard.
Responsible: Technology Task Team Timeline: Short-term
2. Schedule periodic meetings with IS/IT to evaluate the technological needs of PFD.
Responsible: Technology Task Team Timeline: Mid-term
3. Research improvements in hardware/software relied upon by PFD.
Responsible: Technology Task Team Timeline: Mid-term
4. Implement findings from technology hardware/software research.
Responsible: Technology Task Team Timeline: Mid-term
Outcome:
• Technology [radios, tablets, etc.] are updated and maintained to meet operational
needs.
Goal: 3B Ensure the technical competence of all personnel. Objectives 1. Maintain a high level of PFD standards for personnel training and certification.
Responsible: Training Task Team Timeline: Short-term, ongoing
2. Conduct quarterly training between technical and non-technical team members.
Responsible: Training Task Team Timeline: Mid-term
Outcomes:
• PFD training and certification standards are maintained, clearly defined, and
understood by all personnel.
• All personnel continue to be trained to the PFD standards, which reflect industry best
practices.
Goal: 3C Improve response times in PFD. Objectives 1. Adopt a 60-second turnout time, 90% of the time for EMS responses.
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Responsible: Response Time Task Team Timeline: Mid-term
2. Adopt an 80-second turnout time, 90% of the time for fire responses.
Responsible: Response Time Task Team Timeline: Mid-term
3. Conduct a GIS study to see what options are available to decrease travel time (station locations,
fastest route of travel).
Responsible: Response Time Task Team Timeline: Long-term
Outcome:
• Meet City Council’s travel time goal of 6 minutes (improve from the current 6.7
minutes).
Goal: 3D Maintain an appropriate fleet for fire and EMS responses. Objectives 1. Create an Apparatus Committee for purchasing to include 3–6 members who are current
apparatus operators (1–2 members per shift).
Responsible: Apparatus Task Team Timeline: Short-term
2. Purchase apparatus as determined by the Apparatus Committee.
Responsible: Apparatus Task Team Timeline: Long-term
Outcome:
• PFD has well-maintained, service-ready apparatus designed and built with significant
input from equipment operators.
Goal: 3E Maintain PFDs Public Protection Class 3 (PPC-3) rating from the Washington Surveying and
Rating Bureau. Objectives 1. Work with SECOMM to fulfill recommendations of the WSRB PPC-3 maintenance plan.
Responsible: PPC-3 Task Team Timeline: Short-term
2. Work with Public Works to continually review the recommendation of the WSRB PPC-3
maintenance plan.
Responsible: PPC-3 Task Team Timeline: Mid-term
3. Work with Code Enforcement/Planning Department to implement the recommendations of the
WSRB PPC-3 maintenance plan.
Responsible: PPC-3 Task Team Timeline: Mid-term
4. Ensure City Shops staff who work on PFD apparatus are qualified Emergency Vehicle
Technicians.
Responsible: PPC-3 Task Team Timeline: Mid-term
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5. Educate all PFD fire personnel to understand the components of the WSRB rating system .
Responsible: PPC-3 Task Team Timeline: Mid-term
Outcome:
• The WSRB PPC-3 maintenance plan has been updated.
Goal: 3F Update the 2016 PFD Master Plan to address growth identified in the Pasco Comprehensive
Land Use Plan (Comp Plan). Objectives 1. Identify elements within the Comp Plan that have impacts to emergency service delivery.
Responsible: Master Plan Task Team Timeline: Short-term
2. Quantify Comp Plan impacts to the WSRB PPC-3.
Responsible Master Plan Task Team Timeline: Short-term
3. Acquire authorization and funding to develop a master plan update in 2021.
Responsible: Master Plan Task Team Timeline: Short-term
4. Develop master plan update.
Responsible: Master Plan Task Team Timeline: Short-term
Outcome:
• The PFD master plan has been updated to reflect changes identified in the Comp Plan.
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Initiative 4 – Professional Development
The purpose of this initiative is to clearly identify the paths to follow for those aspiring to greater levels
of responsibility and leadership positions in PFD. It also focuses on the performance evaluation process
for all personnel as a key component of the promotional process. Finally, it seeks to address paramedic
retention and job satisfaction.
Initiative Managers: Chief Reid
Goal: 4A Create a succession plan. Objectives 1. Continue and enhance the Lieutenant Academy.
Responsible: Succession Task Team Timeline: Short-term
2. Deliver the Lieutenant Academy to all members on LT Eligibility List.
Responsible: Succession Task Team Timeline: Short-term
3. Offer the Lieutenant Academy to those eligible for upgrade.
Responsible: Succession Task Team Timeline: Short-term
4. Develop an Acting Battalion Chief Academy.
Responsible: Succession Task Team Timeline: Short-term
5. Deliver Battalion Chief Academy to all members on BC Eligibility List.
Responsible: Succession Task Team Timeline: Short-term
6. Offer Battalion Chief Academy to those eligible for upgrade.
Responsible: Succession Task Team Timeline: Short-term
7. Identify and distribute testing resources when preparing for a promotional exam.
Responsible: Succession Task Team Timeline: Short-term
8. Identify and create career development road maps for all positions and specialties .
Responsible: Succession Task Team Timeline: Short-term
9. Create position- and specialty-specific exit strategies.
Responsible: Succession Task Team Timeline: Short-term
Outcomes:
• All members are adequately prepared for career advancement.
• All acting officers have completed on-the-job training prior to assuming an upgrade.
• All personnel aspiring to or holding a position of leadership are fully prepared for a
smooth transition to the next level of leadership.
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Goal: 4B Develop continuing education requirements for all officers. Objectives 1. Set a minimum amount of officer meetings/trainings attended.
Responsible: Officer CE Task Team Timeline: Short-term
2. Identify and standardize annual officer training (continuing education) by rank.
Responsible: Officer CE Task Team Timeline: Mid-term
3. Seek and obtain outside sources of continuing education.
Responsible: Officer CE Task Team Timeline: Long-term
Outcomes:
• Minimum standards for continuing education have been established for each officer
level in PFD.
• Compliance with minimum standards for officer continuing education is enforced.
Goal: 4C Improve the PFD personnel evaluation process. Objectives 1. Provide officer training on writing objective personnel performance evaluations.
Responsible: Evaluation Task Team Timeline: Short-term
2. PFD Administration, the Union, and HR collaborate to align the evaluation criteria with PFD
position descriptions and adjust the grading scale.
Responsible: Evaluation Task Team Timeline: Mid-term
3. Adjust the evaluation process to facilitate 360-degree feedback for those being evaluated.
Responsible: Evaluation Task Team Timeline: Mid-term
Outcomes:
• An evaluation process and criteria have been adopted that best reflects personnel
performance.
• Supervisors conducting personnel evaluations are first obtaining 360 -degree feedback
pertaining to the member being evaluated and considering that feedback in
completing the annual performance evaluation.
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Goal: 4D Improve paramedic retention and job satisfaction. Objectives 1. Interview/survey paramedics and former paramedics to determine their job satisfaction and
their motivation for pursuing this career.
Responsible: Medic Task Team Timeline: Critical Task
2. Identify patterns and themes from the survey/interview results that are obstacles to job
satisfaction.
Responsible: Medic Task Team Timeline: Short-term
3. Create a Paramedic Committee (2 per shift) to work with administration to implement changes
identified.
Responsible: Medic Task Team Timeline: Short-term
4. Modify recruitment efforts to entice qualified individuals to pursue paramedic certification.
Responsible: Medic Task Team Timeline: Mid-term
5. Re-evaluate recruitment strategies for new hire paramedics, to include a potential partnership
with Columbia Basin CC.
Responsible: Medic Task Team Timeline: Mid-term
6. Create an exit strategy for incumbents to request dropping their paramedic certification.
Responsible: Medic Task Team Timeline: Long-term
7. Conduct surveys of incumbent paramedics (post-implementation surveys) to determine the
effectiveness of measures taken in objectives 4D1-6.
Responsible: Medic Task Team Timeline: Long-term
8. Re-evaluate and adjust as necessary to respond to the results of the post-implementation
surveys.
Responsible: Medic Task Team Timeline: Long-term
Outcomes:
• Columbia Basin CC is a partner with PFD to create well-qualified paramedics for
potential recruitment at PFD.
• Paramedic retention and job satisfaction have increased.
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IMPLEMENTATION METHODOLOGY
As stated by Chris Ahoy, Associate Vice President of Facilities Planning & Management, Iowa State
University, “The three major keys to successful strategic planning and implementation are commitment,
credibility, and communication [emphasis added].” These three critical elements are best addressed by
appropriate prioritization and completion of objectives, consistently seeking and utilizing input from PFD
members, keeping the strategic plan and its status front and center of the organization continuously, and
measuring compliance for the established timelines. Where circumstances cause timelines to be
jeopardized, clear articulation of the reasons for the delay is key to credibility for the plan’s long-term
success.
The city management and elected officials are asked to review and adopt the strategic plan, endorsing
the plan with an open letter to all readers of the plan (contained within this report). The fire chief and the
IAFF Local president have also been asked to endorse this strategic plan. The importance of these three
letters cannot be overemphasized. The legislative, executive/administrative, and labor branches of the
organization have essentially signed on and are committed to seeing this strategic plan through to its
ultimate achievement.
To the extent possible, the budget should align with strategic plan elements. The fire chief and city
management must strive to allocate funding for the strategic plan elements to keep funding from being
the roadblock to successful implementation.
Role of Task Teams
Each objective is assigned a name for a task team. The task teams currently exist in name only. They
must be populated by capable members with an emphasis on those having a desire to achieve the
objective or who have expertise or job assignments that align with the objective. Each task team should
convene for an initial meeting to select a chairperson, become familiar with the objective as a team, seek
clarification from the initiative manager where there are questions, identify the need for funding
appropriations, and begin the process of outlining a work plan. This will help the task team achieve the
objective within the assigned timeline(s).
Once a work plan has been created, the task team chair should coordinate the setting of a meeting
schedule that works for the team and minimizes organizational conflicts (e.g., training, vacations, etc.).
Significant actions of the task teams and issues they face should be recorded for status updates to the
initiative managers.
Role of Initiative Managers
The initiative managers must be clear on their roles and responsibilities; identify and assign inclusive and
capable task teams for each of the objectives within the initiative; identify funding needs in order to
effectively and efficiently accomplish their assignments; maintain constant awareness of the status and
progress of each task team under their charge; troubleshoot and help remove obstacles or barriers to the
task teams as they perform their work; and regularly report on initiative status, progress, barriers,
strategies to address barriers, successes, and achievements. They are a crucial part of communicating
the status of their plan element to the organization.
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Role of Internal Planning Team & Fire Chief
The Internal Planning Team and the Fire Chief are owners of the plan, establishing how often people
meet, what they produce, and how they should report it. They are responsible for compiling the status
of the individual initiatives, providing adequate funding for initiatives, reporting the status on a regular
basis to the organization, and working with initiative managers and potentially task teams where
obstacles have been identified that interfere with or jeopardize the accomplishment of an objective or
delays its achievement beyond the timeline set within this plan.
The Internal Planning Team and Fire Chief should focus on communicating the plan to the organization
using as many effective mechanisms and approaches as possible. No single method of communicating is
likely to reach the four corners of the organization and keep the plan top-of-mind for every member. As
charter members of this strategic plan, the Internal Planning Team is the natural champion of it.
However, for the strategic plan to be truly successful, every member of the organization must own it,
embrace it, and help hold the organization accountable to it.
Role of Department Members
Every member of PFD is responsible for understanding the strategic plan; internalize the mission, vision,
values, goals, and objectives of it; and help the organization achieve it, whether a part of the various
teams or not. By being aware of the various efforts being expended to make the organization more
successful, members can be on the look-out for opportunities the various task teams may be able to take
advantage of to achieve its objectives. Members must also help by holding the organization accountable
to its stated timelines and outcomes. While there should be room for unforeseen circumstances arising
that require adjustment of timelines or unexpected opportunities arising that may necessitate a shift in
a specific approach, they should not be a routine excuse for not achieving what was committed to in the
beginning.
It is also important to be reasonable in the expectations by the organization of the strategic plan. In some
cases, it has taken years for some of the challenges the Department faces to manifest themselves in their
current form. They will not be reversed overnight. It is important that each member sees themselves as
part of the solution. Sometimes, despite the strongest desires and best efforts of all involved, the
resolution of some thorny issues requires more effort than is available to the Department in the near
term. Therefore, every effort should be made to manage this effort with a focus on efficiency and
effectiveness.
Communication Strategies and Mechanisms
The Strategic Plan must be communicated often and through many mechanisms. Numerous
communication strategies must be discussed by the internal planning team. They include:
• Chief officers meeting with all crews over the course of time to review the strategic plan.
• Incorporation of mission, vision, and values discussions within training sessions.
• Highlight a single element of the plan during training sessions (e.g., six minutes for strategic
planning).
• Upload the strategic plan electronically to make it accessible to all personnel and post a hard
copy of the plan at each station.
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• Communicate status updates quarterly, celebrating successes, and identifying struggles
transparently.
• Internal planning team meets with initiative managers at least semi-annually to share lessons
learned, brainstorm resolutions to barriers, and provide status updates.
• Convene the internal planning team annually to update the plan and ensure accountability.
• Fire Chief reports to the appointing authority on status updates quarterly as a standing agenda
item for the life of the plan (five years).
These strategies and mechanisms each have their advantages and disadvantages, but the primary theme
is to use what works and communicate regularly and transparently to the organization. By keeping the
plan front and center in the organization, the plan is alive in the minds and hearts of its members. By
celebrating successes as they occur, it increases the level of anticipation by the members for the other
elements to be accomplished.
The Task Worksheet (Appendix D in this report) can be used for each task team to keep track of their
work performance and can also be used to provide regular updates to the initiative managers. This helps
keep the process standardized and on track and can be the basis of communicating progress to the
Department. Whether this task sheet, an internally developed spreadsheet, or other tracking device
created by the Department is used, the important take away is maintaining granular tracking at the task
team level and the big picture Department-wide.
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APPENDIX A: TABLE OF FIGURES
Figure 1: Citizen Planning Priorities ......................................................................................................... 8
Figure 2: Citizen Service Priorities ........................................................................................................... 9
Figure 3: Staffing Level Survey .............................................................................................................. 10
Figure 4: Response Performance Survey ............................................................................................... 11
Figure 5: Cost of Service Survey ............................................................................................................ 12
Figure 6: Respondent Demography, Summary ......................................................................................17
Figure 7: Training and Professional Development Opportunities .......................................................... 19
Figure 8: Performance Reviews and Evaluations ................................................................................... 20
Figure 9: Communication ...................................................................................................................... 22
Figure 10: Sources of Information ......................................................................................................... 23
Figure 11: Work Environment ................................................................................................................ 24
Figure 12: How do you rate morale at PFD?........................................................................................... 24
Figure 13: Overall, employee morale at PFD is: ..................................................................................... 25
Figure 14: How would you rate your overall personal work environment at PFD? ................................. 26
Figure 15: How proud are you to tell other people that you are a member of the PFD? ......................... 27
Figure 16: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate the following
external services and programs provided to the public by the Department? ......................................... 27
Figure 17: On a scale of 1 to 10, where 1 is poor and 10 is excellent, how would you rate the following
internal services and processes provided by the Department? .............................................................. 28
Figure 18: Facilities and Apparatus ........................................................................................................ 29
Figure 19: Community Relations ........................................................................................................... 30
Figure 20: In your opinion, what is the community’s overall image of the PFD? .................................... 30
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APPENDIX B: INTERNAL SWOT FEEDBACK
In your opinion, what is the Department’s single greatest strength?
• Its people (18)
• Progressive as an organization (6)
• Growth (5)
• A majority of the members are striving to do the right thing, a good group of energetic
firefighters concerned about the service we are providing; professional. (4)
• Chief (3)
• It sounds like Chief and our union have drastically improved the Department in the last 5ish or
more years. City and Union get along very well. (3)
• Great relationship with City officials (3)
• A wanted place to work. Word is out and people want to work for us.
• Adapting to change, leading change; progressive.
• Administration is strong with vision and planning.
• Line personnel is full of enthusiastic good people who strive to improve.
• Diversity as far emergency response (TRT, Water Rescue, ARFF, EMS, etc.)
• Aggressive and open to new ideas and proven techniques
• Being pro-active
• Camaraderie
• Continuously being in front of the community.
• Customer service.
• CRR interaction with the public and the programs provided to them.
• Desire to make the Department better, eager attitudes, a low amount of negativity.
• Diversity
• Emergency Service Delivery
• EMS—showing care and compassion to patients
• Enthusiasm and passion of the personnel doing the everyday work
• Everyone's ideas are listened to and evaluated. Command and line staff are willing to listen to
new ideas that could benefit our community or Department.
• Fire Suppression
• For the most part people care about doing their job well.
• Improvement with the training division.
• Leadership and majority of members who are extremely proud to serve the City of Pasco
• Line staff commitment to community
• Momentum
• Open minded to change; passion to be better
• Our fire and EMS skills
• Our image
• Positive impacts with citizens on calls
• Service delivery
• That as a line firefighter we have great support from our administration in all aspects of what it
takes to do our job.
• Those who believe in and abide by the Vision statements and Core values.
• The pride its members have to be working for the City of Pasco Fire Department.
• Working as a team
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In your opinion, what is the Department’s single greatest weakness?
• Accountability (7)
• Administration is very disconnected with how line personnel think and feel about day to day
issues. New FF and Paramedics have come in enthusiastic and motivated to only be discouraged
routinely after their thoughts and opinions have been disregarded or ignored entirely by the
administration.
• ARFF training
• Avoiding dealing with the uncomfortable conversations with personnel issues.
• Being influenced by a young crowd who want change because it's trending.
• The City has been growing and struggling to keep up with new hires, stations, equipment.
• Communication throughout the Department in a timely manner (8)
• Consistency in management
• Current morale, which is a double edge sword, it needs to be updated but no one likes to be
displaced.
• Different shifts working at different levels, not consistent with operations; lacking continuity (15)
• Engaging all members to strive to be better in certain subjects
• Gossip (4)
• Growing too fast. Hard to get projects complete when the next great idea is coming along.
• Its people (2)
• Keeping up with all the changes
• Lack of activity from some of the older members
• Lack of overall prevention education in all aspects.
• Lack of Paramedics to be actual paramedics, not officer medics.
• Lack of Spanish speakers. Maybe offer classes for medical Spanish.
• More focus on systems than the people
• More than ever I believe we need to hire the right people as we are hiring entry-level the good
and bad hires with being here an entire career
• Not holding high ranking officers to the same standards as line workers
• Rapidly growing quicker than experience can be gained
• Sound consistent leadership. At times it seems we are more about words than actions.
• Spread too thin, too few people doing too much of the workload
• Stagnation and involvement at the BC level.
• The climate of construction and COVID, the world is currently depressing. It’s hard to escape.
• The current stage of transition between old school and new school
• The probation period and process
• There could be more company training
• Those that do not follow/value the Vision statements and Core values.
• Treating the Department as a true job instead of a calling to serve
• Trying to be proactive without the proper infrastructure, it feels like sometimes the Department
has too many irons in the fire
• Unrealistic expectations of the line staff
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In your opinion, what single greatest opportunity should the Department take
advantage of in the future?
• A rapidly growing city; planning for PFD growth to keep pace (21)
• We are hiring at a rate that can make or break our culture. We should hire employees that fit our
mission, vision, and values. It is important that we "fill seats" but not at the cost of our healthy
culture. (12)
• Community outreach (3)
• Building up the people
• Continuing to build relationships between other cities and counties
• Creating intuitive leaders to guide personnel as they grow professionally and personally.
• Introducing CRR to new members and changing the culture within the Department to be more
proactive with CRR.
• Manage the personnel to guide the passion and enthusiasm of personnel without leaning too
heavily on them resulting in burnout.
• More community outreach and involvement after COVID passes.
• More grants
• More in state and out of state mobilization opportunities for wildfires. It can be a great money
maker for the Department and fantastic training and experience opportunities for the individuals
who go on them.
• Preparing for the “what if” scenarios that seem to be more of the norm as of late. Pandemics, line
staff wellbeing, community education.
• Public image, trust
• Regional Fire Authority
• Seeking more training opportunities
• Technological advancements, without hampering the crews such as clean cabs. Looks good on
paper but not best for citizens.
• The airport
• The current funding we have now to deeply engrained in so many new fire employees, of what
and how the purpose of the Pasco Fire Department has been and still is; provide selfless service to
our community.
• The motivation and willingness to improve and become the best we can be.
• The opportunity to continue a great working relationship with the City as the Department
continues to grow and expand the number of stations
• Truck academy.
• Try to bring people closer together while expanding into multiple new stations/growth
• We have the opportunity to lead the tri-cities in all training, both for line personnel and officers.
There is an open-door to groom young officers, and improve current officers by taking the
initiative to providing a program of consistent training.
• We have the support of our community. We need to talk the City into raising funds (taxes) for
programs that will set us up for the continued growth of the city. We are barely keeping up. It
would be nice to be ahead of the growth.
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In your opinion, what is the single most significant threat that the Department faces in
the future?
• Not hiring the right people is huge; plan for our future. There are a lot of good people out there
testing but we must look at who the person will be beyond probation. Not hiring locally. (23)
• Change of top leadership (Chief) with an array of changes that may not be taken well with more
senior employees (12)
• A City Manager, Fire Chief, Mayor, or City Council that has differing opinions than those
currently filling those roles have. (7)
• An economic downturn locally (5)
• City growth (4)
• Morale. If we continue to take each other out at the knees, we will self-implode. COVID has
definitely not helped with the tension and stress. (3)
• Individualism, egos (2)
• Complacency of its members
• Continued rapid growth.
• Division
• Fulfilling the needs of the community
• Losing ambulance funding
• Losing paramedics or having a paramedic shortage
• Members not trusting each other.
• New requirements and practices because of COVID.
• Paramedic Burnout
• People not being held accountable for conduct outside of work.
• Public opinion on how to do our job
• Rapid growth without proper training or maintaining hiring standards
• Shift /company crew divisiveness
• Single-minded opinions driving the direction of the body itself
• Strong leaders retiring and not teaching the younger crews valuable skills that are necessary to
be successful
• Members making poor decisions the reflect on PFD
• The disconnect between admin and line personnel, especially the Paramedics.
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APPENDIX C: TIMELINE
Objectives Task Team Critical
90 Days
Short
< 1 year
Mid
1 to 3
years
Long
3 to 5
years
1B1: Equip every station with a whiteboard for
inventory documentation. Shift Change
1B2: Create a standardized list of station chores
for shift change. Shift Change
1B3: Develop morning shift apparatus transfer
check-off sheet. Shift Change
1B4: Revise daily station duties (apparatus &
station chores) to clarify off-going shift
responsibilities.
Shift Change
4D1: Interview/survey paramedics and former
paramedics to determine their job satisfaction
and their motivation for pursuing this career.
Medic
1A1: Develop a baseline survey on the current
state of solidarity in the Department. Solidarity
1A2: Develop action plans to implement
programs to address issues in the solidarity
survey.
Solidarity
1A3: Conduct team-building
exercises/workshops. Solidarity
1C1: Chief/Deputy Chief attend a shift briefing for
each shift once per month to address any
questions or comments on Department
information.
Informed ongoing
1C2: Station officers police unverified
information and debunk misinformation. Informed ongoing
1D1: Maintain a high level of quarterly standards
for training hours by subject for Fire, EMS, &
Special Ops.
Cross-Shift
Training
1D2: Conduct quarterly EMS training to meet
PFD training standards.
Cross-Shift
Training
2B1: Identify and memorialize fire department
traditions. Traditions
2B2: Select fire department events which lend
themselves to community involvement. Traditions
2B3: Notify, prepare, and schedule personnel for
these tradition events. Traditions
2B4: Promote and inform the community of the
tradition events utilizing social media platforms. Traditions
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Objectives Task Team
Critical
90 Days
Short
< 1 year
Mid
1 to 3
years
Long
3 to 5
years
3A1: Replace portable radios with compliant
equipment to meet the Region 8 standard. Technology
3B1: Maintain a high level of standards for
personnel training and certification. Training ongoing
3D1: Create an Apparatus Committee for
purchasing to include 3–6 members who are
current apparatus operators (1–2 members per
shift).
Apparatus
3E1: Work with SECOMM to fulfill
recommendations of the WSRB PPC-3
maintenance plan.
PPC-3
3F1: Identify elements within the Comp Plan that
have impacts to emergency service delivery. Master Plan
3F2: Quantify Comp Plan impacts to the WSRB
PPC-3. Master Plan
3F3: Acquire authorization and funding to
develop a master plan update in 2021. Master Plan
3F4: Develop master plan update. Master Plan
4A1: Continue and enhance the Lieutenant
Academy. Succession
4A2: Deliver the Lieutenant Academy to all
members on LT Eligibility List. Succession
4A3: Offer the Lieutenant Academy to those
eligible for upgrade. Succession
4A4: Develop an Acting Battalion Chief Academy. Succession
4A5: Deliver Battalion Chief Academy to all
members on BC Eligibility List. Succession
4A6: Offer Battalion Chief Academy to those
eligible for upgrade. Succession
4A7: Identify and distribute testing resources
when preparing for a promotional exam. Succession
4A8: Identify and create career development
road maps for all positions and specialties. Succession
4A9: Create position- and specialty-specific exit
strategies. Succession
4B1: Provide officer training on writing objective
personnel performance evaluations. Officer CE
4C1: Provide officer training on writing objective
personnel performance evaluations. Evaluation
4D2: Identify patterns/themes from survey
results that are obstacles to job satisfaction. Medic
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4D3: Create a Paramedic Committee (2 per shift)
to work with administration to implement
changes identified.
Medic
Objectives Task Team
Critical
90 Days
Short
< 1 year
Mid
1 to 3
years
Long
3 to 5
years
4D4: Modify recruitment efforts to entice
qualified individuals to pursue paramedic cert. Medic
4D5: Re-evaluate recruitment strategies for new
hire paramedics, to include a potential
partnership with Columbia Basin CC.
Medic
1A4: Senior staff ensures consistency between
shifts at the Battalion Chief level. Solidarity
1A5: Design, develop, and implement shift to
shift fitness competitions. Solidarity
1A6: Design, develop, and implement sporting
competitions (e.g., i.e., corn hole, Frisbee golf,
softball) between agencies (PPD, Richland,
Kennewick).
Solidarity
1A7: Conduct a post-implementation survey
(biannually) to determine whether the goal was
met.
Solidarity ongoing
1D3: Specialty teams conduct cross shift
quarterly training.
Cross-Shift
Training
1D4: Conduct Multi-Company Operations (MCO)
using cross-shift configuration at least annually.
Cross-Shift
Training
2A1: Create a list of current community events. Outreach ongoing
2A2: Identify the needs of each community
event. Outreach ongoing
2A3: Create educational content based on the
audience's needs. Outreach
2A4: Notify, prepare, and schedule personnel to
attend community events. Outreach ongoing
2A5: Identify social media platforms to support
the above objectives. Outreach
2A6: Develop and implement social media
strategies to further enhance engagement with
our community.
Outreach ongoing
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2C1: Identify non-English speaking groups within
the community. ESL
2C2: Identify and utilize community partners to
assist with communication. ESL
2C3: Invite selected community partners to
present cultural awareness training to PFD. ESL
2C4: Identify resources for bilingual language
training for current employees. ESL
Objectives Task Team
Critical
90 Days
Short
< 1 year
Mid
1 to 3
years
Long
3 to 5
years
2C5: Identify communication/interpretation tools
(pictograph). ESL
3A2: Schedule periodic meetings with IS/IT to
evaluate the technological needs of PFD. Technology
3A3: Research improvements in
hardware/software relied upon by PFD. Technology
3A4: Implement findings from technology
hardware/software research. Technology
3B2: Conduct quarterly training between
technical and non-technical team members. Training
3C1: Adopt a 60-second turnout time, 90% of the
time for EMS responses.
Response
Time
3C2: Adopt an 80-second turnout time, 90% of
the time for fire responses.
Response
Time
3E2: Work with Public Works to continually
review the recommendation of the WSRB PPC-3
maintenance plan.
PPC-3
3E3: Work with Code Enforcement/Planning
Department to implement the recommendations
of the WSRB PPC-3 maintenance plan.
PPC-3
3E4: Ensure City Shops staff who work on PFD
apparatus are qualified Emergency Vehicle
Technicians.
PPC-3
3E5: Educate all PFD fire personnel to understand
the components of the WSRB rating system. PPC-3
4B2: Identify and standardize annual officer
training (continuing education) by rank. Officer CE
4C2: PFD Administration, Union, & HR
collaborate to align evaluation criteria with PFD
position descriptions & adjust the grading scale.
Evaluation
4C3: Adjust the evaluation process to facilitate
360-degree feedback for those being evaluated. Evaluation
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2C6: Train department personnel on the proper
use of selected tools and resources
(objectives 2C2–4).
ESL
2C7: Encourage labor/management discussion on
increasing the scope of the bilingual incentive
(include more languages than Spanish).
ESL
2C8: Actively recruit bilingual candidates through
community engagement. ESL
Objectives Task Team
Critical
90 Days
Short
< 1 year
Mid
1 to 3
years
Long
3 to 5
years
3C3: Conduct a GIS study to see what options are
available to decrease travel time (station
locations, fastest route of travel).
Response
Time
3D2: Purchase apparatus as determined by the
Apparatus Committee. Apparatus
4B3: Seek and obtain outside sources of
continuing education. Officer CE
4D6: Create an exit strategy for incumbents to
request dropping their paramedic certification. Medic
4D7: Conduct surveys of incumbent paramedics
(post-implementation surveys) to determine the
effectiveness of measures taken in objs 4D1–6.
Medic
4D8: Re-evaluate and adjust as necessary to
respond to the results of the post-
implementation surveys.
Medic
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APPENDIX D: TASK WORKSHEET
Initiative: Person(s) Responsible: Desired Outcome(s):
Goal:
Objective: Timeline:
# Task Assigned/Delegated Start
Date
Completion
Date
Cost
Estimate Comments
1
2
3
4
5
6
7
8
9
10
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APPENDIX E: INTERNAL ASSESSMENT OF PLANNING EFFORT
Progress Review of the 2016 Master Plan and 2017 Strategic Plan
by Battalion Chief Garrett Jenks, Pasco Fire Dept.
As we look to 2021 with eagerness to start anew, and hope filled hearts that a resemblance of normalcy will indeed
return, it is important to have a detailed plan in place to navigate the unforeseen. The last few years at the PFD have
been filled with extreme growth and development at an accelerated pace. Much to the credit of an aggressive and
proactive administration and the dedication and commitment of labor, the PFD has remained focused and steadfast. The
labor pool has grown from 57 to 81 personnel, accounting for a 42% growth rate. A new station was opened, as was a
new training center to serve the PFD and its consortium partners. Station alerting was updated with new technology and
communications were moved to a new dispatch center, and apparatus continue to be updated. Through these efforts
and the collaborative effort of other city departments, the health and safety of the citizens of Pasco have improved. As a
result the PFD received a class 3 rating from the Washington Surveying and Rating Bureau, surpassing the previous goal
set by council to receive a class 4 rating.
The guiding priorities and path laid out to follow have been set by the 2016 Emergency Services Master Plan, and the
2017 Strategic Plan. The PFD is currently putting the finishing touches on the updated 2021 Strategic Plan, which will
continue to be a guide for the next few years. As we transition from the 2017 strategic plan to the 2021 plan it is
important not to abandon the progress made in the previous initiatives and goals, and continue to make progress on
those that are not yet complete. As I compare and contrast the two plans the following are areas that have allowed for
progression and/or continuation of efforts moving forward.
A significant amount of the 2017 strategic plan was focused on improving the areas of the fire department that are used
by the WSRB for its rating. These areas include water supply, fire department, emergency communications, and fire
safety control. The following are initiatives and/or goals that were put in place in the 2017 plan that helped improve the
PFD WSRB rating.
2017 Initiative 1 Service Delivery and Infrastructure
Items that were completed and/or are in progress include the opening of station 84 which is fully staffed and
operational. The relocation of station 83 near RD 76 and Sandifur, to provide better coverage and protection to the
north and north west part of the city. This newly constructed and relocated station will open January 2021. The training
tower is fully operational and serves the PFD and region as the main training location for recruit academies. The
consolidation of the dispatch centers is complete. SECOMM is serving as the regional dispatch center. This improved
dispatching times and reduced the duplication of efforts in many cases.
The Pasco City Council has set the goal of maintaining the class 3 rating, thus in the 2021 plan the goal was set to reflect
the council’s goal. To make this happen the WSRB maintenance plan will be updated in early 2021. Many of the items
already spoken of will also help meet the council’s goal of a 6 minute travel time to emergency scenes. The 2021 plan
sets objectives of having a 60 second turnout time for EMS calls and an 80 second turnout time for fire calls 90% of the
time, which matches the NFPA 1710 standard.
Items mentioned in the 2016 Master Plan that are ongoing, and will have a positive impact on the WSRB rating involve
improving the hydrant and maintenance program, pre-fire planning, and plans review process. Specifically building
inspection services should be merged with the fire department. This can be done by hiring a full time fire marshal within
the PFD. The fire marshal would coordinate with code enforcement to provide collaborative efforts to provide consistent
plans across multiple jurisdictions. Efforts could then be placed on the PFD training division to get crews involved in
annual inspections, with the dual purpose of providing site familiarity to the crews. Priority would be placed upon
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Pasco Fire Department, WA Strategic Plan, 2020
63
occupancies that are deemed “high risk” through the plans review process. A continual strong partnership with public
works is needed to ensure hydrant maintenance and record keeping. The color coding of the hydrants has been
discussed but progress is yet to be made.
Progress made in initiative 1 has allowed for the progression and the setting of goals within the 2021 plan. The new
training tower has allowed the PFD to set a higher standard for training and competence. A new goal has been set to
maintain a high level of training standards, including minimum training hours. Also cross-shift training to be conducted
at least quarterly, thus ensuring the technical competence of all personnel.
2017 Initiative 2 Succession Planning
In preparing the 2017 strategic plan the need for career development was identified. A great amount time and effort has
occurred during the last few years putting processes in place to allow for career development. It starts on day one as the
new recruit enters the fire academy. Each academy has improved upon the successes of the previous one. The last
academy held in February 2020 consisted of 13 recruits (6 PFD & 7 RFD), attending 16 weeks, totaling 784 academy
hours, of which 520 were hands on training hours. This rigorous academy gives each new recruit a strong foundation to
build upon. Once the recruit completes probation there are numerous avenues to pursue. One might have interest in
specializing and become a member of one of the many teams; i.e. technical rescue team, water rescue team, vehicle and
machinery extrication team, and hazardous materials team. If one wants to become a paramedic, there is an avenue in
place for that as well. Efforts to develop a common training manual for the Tri-City fire departments and districts should
be continued.
Progress was also made preparing future officers for the positions they would fill, and the added responsibilities that
would be placed upon them. Recently PFD held its first Lieutenant academy, giving the newly promoted Lieutenants an
overview of their position. In 2019 the department also brought in Janice Corbin with Sound Employment Solutions to
facilitate monthly officer training, benefiting all officers who attended.
The 2021 plan builds off progress already made. The Lieutenant academy had a lot of positive feedback, to the point
that the goal was set to enhance the academy, and offer it to all who are on the eligibility list and/or to members who
could find themselves in that role. There was also a strong desire to develop an acting Battalion Chief academy. Through
surveys and discussion it was determined that the department should seek opportunities to better prepare future
officers and educate the current officers through outside resources. An objective to set a minimum amount of
continuing education hours for all officers, and improve the employee evaluation process is of high priority.
2017 Initiative 3 Health and Safety
It may seem amiss to talk about station alerting under the heading of health and safety but studies show that sleep and
the way we come out of sleep play a big part of an individual health profile. For the last several years the PFD has been
fully invested in improving the station alerting systems. Station 82 is the first to come online with the new Locution
system, new station 83 and 84 will follow in 2021 and 81 is currently being retrofitted. The Locution system will also
have positive impacts on response times. Locution will simultaneously dispatch multiple stations instead of the current
tiered dispatching that causes delays in the crews turnout times. This will also help PFD maintain the class 3 WSRB rating
as well as addressing the overall response time goals.
The Community Risk Reduction (CRR) program has gained a lot of traction throughout the city. Much of this can be
attributed to Ben Shearer, the manager of the program. Many relationships have been forged with community partners,
benefiting citizens who are failing to thrive or who are suffering from mental health. Community Risk Reduction also has
worked with schools providing fire safety education. A partnership with the Red Cross has allowed hundreds of smoke
alarms to be installed, and batteries replaced in the smoke detectors in homes of those who may not have the capacity
or means to do so otherwise. Frequent users off the 911 system have received specialized attention and care from our
partnership with Consistent Cares via the Pasco Resource Navigator (PRN) program. The PFD and Consistent Cares share
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Pasco Fire Department, WA Strategic Plan, 2020
64
an employee that makes this possible. In 2021 this employee will work full time for the PFD. Priorities of the program
continue to be set using Vision 20/20 as a resource.
This work continues to be emphasized in the 2021 strategic plan. Many aspects of Community Risk Reduction program
and community outreach are aspects of WSRB rating. The 2021 plan has an entire initiative entitled “Community
Outreach”. The goals of this initiative focus on increasing the physical presence of the PFD members in the community,
focusing on involvement in community events and sharing the fire department traditions and culture with the
community. It was identified that amid the 2020 Covid Pandemic, the department should focus on growing its presence
on social media; reaching audiences that otherwise would not be possible at this time.
Other items that are noteworthy include the progress that has been made revising the Airport Emergency Plan to reflect
the remodels and additions that have occurred at the Pasco Airport. Daily and/or weekly interactions between PFD
personnel and airport staff have strengthened the partnering relationship between the two agencies.
The 2016 Master Plan identified the need to have plan to assure that all administrative functions have a backup
provider. During the last year additional positions have been created and filled to make this happen. i.e. a 2nd Deputy
Chief and the medical/training officer assistant. The one position that needs to be created and filled is the 2nd
administrative assistant. The current plan is to add that position when the Administration Staff moves into the new
Station 84. With the updated 2021 Strategic Plan it will fulfill nearly all the goals and priorities of the 2016 Master Plan;
making it important to revise the master plan in the very near future.
This brief overview of the two plans highlights areas of focus within the plans. It is not a complete comparison but rather
an attempt to show how the 2021 strategic plan continues to build off of the progress made with the 2017 plan and how
work continues to achieve the goals of the 2016 Master Plan.
Page 83 of 160
AGENDA REPORT
FOR: City Council February 11, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Dave Zabell, City Manager
Executive
SUBJECT: Proclaiming February 2021 as "Black History Month"
I. REFERENCE(S):
Proclamation
City Council Proclamation Requests
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Arts & Culture Commission Chair Emma Barnes will provide an introduction to
Black History Month.
Mayor Martinez will read the proclamation proclaiming February 2021 as,
"Black History Month" in Pasco, Washington.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
Proclamations issued by the Mayor of the City of Pasco provide an opportunity
for the City to recognize exceptional events. The goal of a proclamation is to
recognize and celebrate the extraordinary achievements of Pasco citizens and
non-profit organizations, honor occasions of importance and significance, and
increase public awareness of issues to improve the well-being of the people of
this city.
Information on how to request proclamations is available on the City's website
(also attached) to provide equitable opportunity for community members and
organizations to have their events and achievements recognized and
celebrated. In recent years, staff have initiated proclamations for nationally
recognized history months when they are not requested by a comm unity
member or organization, this has resulted in unintentional delays in recognition.
Page 84 of 160
The Pasco Arts and Culture Commission (PACC) was established by City
Council in late 2019 to advise on matters pertaining to celebration of art and
culture in the Pasco community. City Council selected members in March
2020 and the commission began meeting in July 2020; delay due to Governor
Proclamation which restricted meetings to only necessary and routine.
PACC is currently working on a recommendation for City Council consideration
for an annual calendar of proclamations and procedures to improve cultural
and historical recognition.
V. DISCUSSION:
PACC Commission Chair will provide a brief introduction for the proclamation.
Page 85 of 160
Proclamation
“Black History Month”
February 2021
WHEREAS, in 1926 the Association for the Study of African American Life and History sponsored a
national history week to celebrate and promote achievements by Black Americans and other peoples of
African descent which inspired schools and communities nationwide to organize local celebrations,
establish history clubs and host performances and lectures; and
WHEREAS, in the decades that followed, many college campuses began recognizing black history
month; and
WHEREAS, in 1976, President Gerald Ford officially recognized Black History Month and called
upon the public to “seize the opportunity to honor the too-often neglected accomplishments of Black
Americans in every area of endeavor throughout our history”; and
WHEREAS, since 1976, during the month of February our Nation takes pause to reflect on the
injustices and struggles fought and overcome by African Americans throughout our Nation’s history, and
to pay tribute to the battles they have fought in the name of equality; and WHEREAS, our community, and lives, are shaped by the tremendous contributions of African
Americans who have used art as a vehicle for communicating beliefs, aspirations, observations, joys,
despair, resistance, and inequality; and
WHEREAS, the City of Pasco has its own experience with some of the first African Americans
settling in Pasco to work in the rail industry and followed by greater numbers to contribute to the
Manhattan Project in the 1940’s and in the process have deeply enriched Pasco’s history with culture,
skill, and service; and
NOW, THEREFORE, I, Saul Martinez, Mayor of the City of Pasco, Washington, on behalf of the
entire City Council, do hereby proclaim February 2021 as
“Black History Month”.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the Official Seal of the City of
Pasco, State of Washington, to be affixed this 16th day of February 2021.
Saul Martinez, Mayor
City of Pasco
Page 86 of 160
CITY COUNCIL PROCLAMATION REQUEST
https://www.pasco-wa.gov/forms.aspx?fid=193
Proclamations issued by the Mayor of the City of Pasco ideally provide an opportunity for the
City to recognize exceptional events. The goal of a proclamation is to recognize and celebrate
the extraordinary achievements of Pasco citizens and non-profit organizations, honor
occasions of importance and significance, and increase public awareness of issues to improve
the well-being of the people of this city.
Proclamation Policy
1. We ask that requests be submitted 30 days prior to the date needed.
2. All requests should clearly include contact information and affiliation of the person
submitting the request & the person(s) accepting the proclamation.
3. Requests should include draft language and background information about an exceptional
event and sponsoring organization that could be used to prepare the proclamation.
4. Each renewal request will be reviewed on a case-by-case basis.
5. We are unable to accommodate proclamations for out-of-community events or for-profit
causes.
6. We ask that National or International groups requesting proclamations have an in-city
sponsor.
Submission of a proclamation request does not guarantee issuance. Due to the volume of
submissions received, we cannot grant every request. However, we want to recognize and
honor your organization’s outstanding contributions, commitment, and excellence to our
community.
Greetings/Other Recognition
Greetings from the Mayor or other forms of recognition can be issued when a proclamation
request doesn’t meet guidelines. Greetings and/or other recognition shall be used to honor
special events or individuals within the City of Pasco. These may include conventions,
community celebrations, award ceremonies, college graduations, etc. The Mayor also strongly
encourages personal achievement and wishes to showcase significant milestones in the lives
of Pasco residents. We ask that any recognition be submitted 30 days prior to due date for
issue to Pasco residents.
Date Needed:*
Requester Name:*
Telephone:*
Email:
Mailing address:
Affiliation to
Organization:
Individual(s) Accepting
the Proclamation:*
Page 87 of 160
Proclaiming:*
Day
Week
Month
Reissue Request from a
Prior Year?* Yes
No
If yes, date of last issue?
Draft Language
Attached/Included?
Convert to PDF?
(DOC, DOCX, XLS, XLSX, TXT)
Please briefly describe
your group, organization
or cause:
Please briefly describe
the purpose(s) you would
like a proclamation to
serve, or the message
that you would like to
convey:
Will you be submitting
the proclamation to any
publication(s)?*
Yes
No
If yes, name of
publication(s):
Please briefly describe
display/distribution plans
for this proclamation:
For additional information, or any questions, contact the City Manager's Office or call
(509) 545-3404.
Page 88 of 160
AGENDA REPORT
FOR: City Council February 9, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Steve Worley, Director
Public Works
SUBJECT: *Resolution - Professional Services Supplemental Agreement No. 2
between J-U-B Engineers, Inc. and the City of Pasco
I. REFERENCE(S):
Resolution
Supplement No. 2
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve Resolution No. _______, authorizing the City
Manager Professional Design for 2 the Supplement the No. execute to
Services Agreement with J-U-B Engineers, Inc for the Lewis Street Overpass
project.
III. FISCAL IMPACT:
Original Professional Services Agreement (PSA): $1,364,800
Supplement No. 1: $126,500
Proposed Supplement No. 2: $131,700.00 (for consideration)
Revenues
City of Pasco Funds $7,470,000
Connecting Washington Partnership $15,000,000
Federal Funds $3,750,000
TIB $5,000,000
MVA Funding $4,400,000
Total Project Funds $35,620,000
Expenditures:
Preliminary Engineering (PE) $4,230,000
Right-of-Way (RW) $4,070,000
Construction (CN) $27,320,000
Total Cost $35,620,000
Page 89 of 160
IV. HISTORY AND FACTS BRIEF:
The original Professional Services Agreement with J-U-B Engineers was
authorized February 5, 2018 with a scope and fee for 24 months for the design
and project administration. Bids were opened January 28, 2021 approximately
12 months longer than the original agreement duration.
Supplement No. 1 was executed January 22, 2020 and compensated the
consultant for additional work associated with the acquisition of BNSF
easements, temporary construction easements (TCE) through Universa l Field
Services (UFS), a right of way (ROW) subconsultant. It also included support
for which requirements (NEPA) Act Environmental National new Policy
required 40+/- adjacent buildings to be inventoried as part of the updated
Section 106 process, and added additional scope related to urban landscaping
design.
Supplement project 1) with associated additional includes 2 No. cost
management due to the extended design period, 2) required updates to project
documents caused by BNSF delays, 3) additional BNS F coordination, 4) added
design and coordination of stairs accessing the overpass near 1st Avenue, and
5) bid period assistance not included in the original scope of services.
Project coordination with BNSF has been challenging and has significantly
delayed project delivery. This is due mainly to long review times, unclear
railroad requirements, and unplanned design modification requests. One
example is a last-minute requirement for the partial demolition of the existing
Lewis Street Underpass structure, instead of abandoning the whole structure
as originally planned. This work requires significant phasing coordination and
costs for railroad track removal and replacement, which BNSF performs with
their own crews and requires the City to pay for the costs. These issues have
resulted in significant increases in design costs and schedule impacts to the
project.
The Scope of Services, Basis of Fee, and Schedule are included within
attached Exhibit A.
V. DISCUSSION:
Supplement No. 2 addresses the additional scope of work requested by the
City for the completion of the design of the Lewis Street Overpass Project. The
Supplement No. 2 amount is $131,700.00. Staff recommends approval of,
Supplement No. 2.
Page 90 of 160
Resolution – PSA Sup. –Lewis St. Overpass Design - 1
RESOLUTION NO. _________
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
AUTHORIZING THE CITY MANAGER TO SIGN AND EXECUTE
SUPPLEMENT NO. 2 FOR THE PROFESSIONAL SERVICES AGREEMENT
WITH J-U-B ENGINEERS, INC. FOR THE LEWIS STREET OVERPASS
PROJECT.
WHEREAS, the City and J-U-B Engineers, Inc. entered into a Professional Services
Agreement on 2/5/2018 to provide design services with respect to the Lewis Street Overpass
Project.
WHEREAS, the City and J-U-B Engineers, Inc. executed Supplement No. 1 to the
Professional Services Contract No. 30-18-2020 on 1/22/2020 to add right-of-way tasks, a right-of-
way sub consultant (Universal Field Services), along with various design revisions;
WHEREAS, the City and J-U-B Engineers, Inc. desire to execute Supplement No. 2 to the
Professional Services Contract No. 30-18-2020 to add additional design engineering and right-of-
way services and bidding support (scope and fee);
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
Section 1. That this agreement is amended to allow J-U-B Engineers, Inc. to provide
additional design and right-of-way services and bidding support (scope & fee) as described within
Exhibit A.
Section 2. The City Manager of the City of Pasco, Washington, is hereby authorized,
empowered, and directed to sign and execute said Supplement on behalf of the City of Pasco.
PASSED by the City Council of the City of Pasco, Washington this 16th day of February,
2021.
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 91 of 160
Page 92 of 160
J-U-B Agreement for Professional Services
Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 1
J-U-B ENGINEERS, Inc.
AGREEMENT FOR PROFESSIONAL SERVICES
Exhibit A
Scope of Services, Basis of Fee, and Schedule
PROJECT NAME: Lewis Street Overpass
CLIENT: City of Pasco
J-U-B PROJECT NUMBER: 30-18-020
CLIENT PROJECT NUMBER: 13007 FEDERAL AID NO. STPUS‐HLP‐3530(006)
ATTACHMENT TO:
☒ SUPPLEMENT NO. 2 FOR ADDITIONAL SERVICES DATED: 12/31/2020
The referenced Agreement for Professional Services executed between J-U-B ENGINEERS, Inc. (J-U-B)
and the CLIENT is amended and supplemented to include the following provisions regarding the Scope of
Services, Basis of Fee, and/or Schedule:
PART 1: PROJECT UNDERSTANDING
J-U-B’s understanding of this project’s history and CLIENT’s general intent and scope of the project are
described as follows:
The original agreement was authorized February 5, 2018 with a scope and budget for 24 months for the
design and project administration. The current schedule with bid opening Scheduled for January 28, 2021
adds an additional 12 months of project administration.
Supplement No. 1 was prepared December 3, 2019 and executed January 22, 2020 to add right of way
tasks, a right-of-way subconsultant (Universal Field Services), along with various design revisions.
Supplement No. 1 intended to include specifications updated to 2020 specifications, but costs were left out
of the fee total of the supplement version approved. This supplement corrects that omission.
BNSF continues to delay project delivery with lack of timely reviews and communication. Last comments
received required a significant design change in the decommissioning of the existing Lewis Street
underpass. All previous designs submitted to BNSF dating back to 2010 showed the existing underpass to
be filled with embankment and top portion with concrete pumped into place. This design approach allowed
minimal impact to railroad operations and required no closures or removal of existing tracks. BNSF’s new
direction will require the removal of the underpass to a minimum depth 6 feet below grade and will require
substantial coordination on multiple track closures. Due to the coordination effort anticipated with BNSF, this
supplement anticipates the removal will be incorporated by change order to the overpass construction
contract or will be addressed in a separate contract after the Lewis Street Overpass structure is complete.
PART 2: SCOPE OF SERVICES BY J-U-B
J-U-B’s Services under this Agreement are limited to the following tasks. Any other items necessary to plan
and implement the project, including but not limited to those specifically listed in PART 3, are the
responsibility of CLIENT.
Task 1: Project Administration
The following are scope items requiring additional costs:
Original agreement was authorized February 5, 2018 with a scope and budget for 24 months of
project administration. The current schedule with bid opening Scheduled for January 28, 2021
adds an additional 12 months of project administration.
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 2
Additional schedule adds costs due to Cost of Living Adjustments (COLA) which were not
included in the original estimated budget. The original fee was negotiated in November 2017.
Comparing 2017 direct salary costs to 2020 represents an 8.7% increase without consideration
for any 2021 COLA. Since this agreement is a Cost Plus Fixed Fee this represents a natural
higher cost for the base scope.
The original scope was based on three design submittals for AGENCY review at 30%, 60%, 90%.
The 100% Ad Ready assumed minor revisions from 90%.
Conceptual Design Presented to City June 18, 2018
Based on this meeting the following decisions were made:
• Eliminate reconstruction of Clark Street from the project.
• Include the 1st Avenue Overpass as scoped.
• Based on Traffic Memo (Included in Supplement No. 1) design the bridge section
for two lanes instead of original design of 4 lanes. Include bike lanes, sidewalks
with one side wider for multi-use. Refine the bridge section as to not require
additional pier widening in future. Future expandability to three lanes.
• Decorative facing on retaining walls.
• Present project concepts and recommendations to Council June 25, 2018.
30% Submittal to City July 23, 2018
• Comments received August 24, 2018
• City requested J-U-B to evaluate cost options between tiered SEW walls versus
single walls with embankment slopes. J-U-B revised the design to the single SEW
wall concept and incorporated into 60% submittal.
60% Submittal to City December 7, 2018
• Comments received December 26, 2018
• January 15, 2019 received City comments on 60% Structural Plans.
The City requested the following design revisions between the 60% and 90% submittal:
• Revise the roadway section surfacing and pavement depths. The original design was
based on the original geotechnical pavement section recommendations. J-U-B
coordinated with the geotechnical engineer to determine the adequacy of the
requested design pavement section. With the reduced traffic projections, the City
provided pavement section was determined to be adequate. J-U-B revised the plans,
roadway sections, and quantities.
• City requested the storm pond in the NE corner of Lewis Street and 1st Avenue to be
replaced with an underground infiltration gallery. At the City’s request, J-U-B
evaluated an alternative design to replace the storm pond designed for the NE
Corner of Lewis Street/2nd Avenue. The design calculations were updated to include
this infiltration gallery and included in a Memorandum submitted to the City on March
14, 2018. On March 29, 2019, the City directed J-U-B to revise the design for the
90% submittal.
• Revise project limits on 2nd Avenue to eliminate 250 feet of reconstruction for
construction cost saving.
60% Submittal to BNSF December 18, 2018
J-U-B prepared a 60% submittal for BNSF consisting of select plan sheets showing
portions that BNSF was interested in reviewing. This was done at the suggestion of
the railroad to aid the review process. The review set included all the structural plans
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 3
for the Lewis Street Overpass and some of the roadway and utilities plans including
the existing underpass work.
• Comments received July 9, 2019
Additional scope items resulting from BNSF’s review included:
• Research into the previous submittal of the original 2010 design. BNSF had
questions about the previous direction provided by BNSF staff for the future track
layouts and clearances that the design was based on.
• The City requested assistance in locating documentation of the original C&M
agreement and correspondence. The City’s previous railroad consultant was not
available and/or not unable to provide this information. J-U-B researched our
archives and was able to provide the City a copy of the agreement and exhibits and
copies of correspondence that was provided at the time to J-U-B.
• BNSF turnover of personnel lead to different concerns than the original reviewers. A
new concern was a line of site. J-U-B developed exhibits evaluating line of site with
the proposed pier locations and track signals located at switches.
• Recreating clearance documentation. We were able to locate the original survey of
the tracks which included the top of rail. The plans were edited to include the vertical
clearances and horizontal clearances from the face of piers.
90% Submittal to City April 1, 2019
• Received City comments between April 10, 2019 and April 19, 2019
• Additional topographic survey to reflect the as-built conditions of the Oregon Avenue
project. Updated the design to reflect this.
• At the City’s direction J-U-B continued with the progress of design and plan
development even though BNSF comments had not been received.
The City requested the following scope revisions between the 90% and 100% submittal:
• Right of Way appraisals and acquisition services. J-U-B added subconsultant
Universal Field Services to provide appraisal services and assistance to right of way
certification. As requested, the scope increased to include right of way plan
development and legal descriptions.
• KPG May 2019 additional costs KPG - Decorative fence (barrier) coordination with
KPG and final design.
100% Submittal to City June 14, 2019
Constructability Review provided by WSP August 19, 2019
The following was additional scope items added after the 100% Submittal:
• June 26, 2019 Preliminary Right of Way Plans submitted to WSDOT
• July 2019 Noise Report as required by WSDOT to supplement the original work done
by other Consultants.
• July – August 2019 Practical Solutions Documentation as required by WSDOT for
Connecting Washington Funding.
• Railroad Easements legal descriptions and exhibits
• Temporary Construction Easement for Oregon Street Group (Supplement No. 1)
• Plaza design and removal from contract (Supplement No. 1)
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• Bridge Plan Review Documentation requested by BNSF
• July 1, 2019 Incorporated WSDOT comments and finalized and signed Right of Way
Plan
• September 24, 2019 City directed J-U-B to have bid ready documents for October
18, 2019 for December 2, 2019 Advertisement.
• Easement concurrence with BNSF required revisions to Right of Way plan for utility
waterline easement.
• Updated Railroad provided costs and assisted with funding budget.
• October 17, 2019 submitted final Right of Way documents and plans.
• October 22, 2019 submitted final plans
• October 28, 2019 received a draft overpass agreement to incorporate into the final
specifications.
• Developed a construction schedule for estimating railroad cost and bridge
construction phasing.
• October and early November coordination on Railroad costs and incorporating into
final estimate. November 5, 2019 submitted final cost estimate.
• November 7, 2019 received additional BNSF Comments on 60% Design
• November 14, 2019 administrative offer for BNSF submitted to City for approval.
• December and January 2020 mostly right of way coordination.
• February 2020 at the City request J-U-B explored Tri City Airport as a borrow site for
earthwork.
• April 4, 2020 Right of Way Certification 2 submitted by the City, J-U-B revised ROW
plans to match.
• July 23, 2020 additional BNSF comments received.
• July 28, 2020 Submitted ROW package to WSDOT for Cert. 3
• August 31, 2020 City requested revisions to contingencies, and costs for the
Engineer Estimate to align with funding obligation.
• September 11, 2020 received additional BNSF review comments requiring design
revisions.
November 2020 Final Ad Submittal
The shelved plans were reworked to update one year’s worth of minor design revisions
and two additional contract specification updates ready for a November 6, 2020
advertisement. The City delayed a week for a November 13, 2020 advertisement. The
additional submittal being one year later than planned required an additional quality
control reviews. At the request of the City, we reduced the actual hours of our Senior
Level Structural Manager QC reviews by half due to perceived inefficiencies. The excess
hours are largely due to staff availability one year after the planned assignments.
Original Agreement assumed AGENCY to provide a single set of review comments within 3
weeks of submittal. Additional time was required to review comments.
The frequency of project meetings increased to weekly for a period after City staffing changes.
This was useful in moving the project ahead but did add additional time charged to the project.
COVID required all meetings to be via Zoom and some work has been done remotely to meet
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 5
COVID guidelines.
Communicate and coordinate subconsultant activities under J-U-B, as necessary.
Regularly monitor project status, budget and schedule.
Provide ongoing document handling and filing.
Task 2: Data Collection – No Additional Scope
Task 3: BNSF Coordination
The following are scope items requiring additional costs:
Extensive elapsed time between submittals and receipt of BNSF comments required addityinal
time to research previous submittals for each round of comments and responses. Changes in
reviewers and time sequence lead to confusion on previously provided information versus new
issues to address. For example: we received BNSF comments only to determine some of their
review comments were repeats of previous reviews that were already resolved. BNSF apparently
did not use the updated plans submitted for subsequent reviews. Providing quick responses to
BNSF was and continues to be a highest priority to the City and Consultant team, even at cost in
efficiency in readdressing previous comments along with new issues.
Original Scope and Fee was based on two submittals to BNSF Railway assuming responsive
timely comments. Because comments were not received by BNSF within the same submittal
schedule reviews, additional submittals and design updates were required. First submittal was the
60% BNSF Preliminary Design Submittal December 18, 2018. The City received BNSF review
comments July 8, 2019. J-U-B provided design revisions and updated plans to respond to the
60% plan review. The submittal back to the railroad was August 13, 2019. This additional
update was months after the 90% plan submittal to the City on April 1, 2019. Second submittal
was the 100% plans and specifications submitted back to BNSF November 12, 2019. We
received BNSF comments September 11, 2020.
BNSF requiring the underpass to be demolished to a minimum of 6 feet below grade required
design revisions impacting utilities, especially the waterline.
Note: The future lowering of the underpass is not included in this supplement. It is anticipated that
either a change order or a separate project will provide the BNSF requirement to demolish the
existing underpass to 6 feet below grade. Design changes were made in the final plans to
accommodate this requirement and avoid conflicts. At the time of bid, the final C&M agreement
was not yet authorized. Additional coordination with BNSF will be required during construction to
determine the acceptable approach to train interruptions and acceptable construction methods.
Task 4: Preliminary Design – No Additional Scope
Task 5: Final Design
The following are scope items requiring additional costs:
Utility coordination increased in scope. The original scope assumed coordination consisting of
updating the utility changes from the 2010 design by contacting utilities and verifying any updated
improvements not assuming relocation would significantly change. The original design utility
coordination included the following:
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 6
Utility Coordination (excluding City utilities) after scoping the redesign of Lewis Street Overpass
included:
Waterline adjustments required lowering the profile through the underpass to avoid conflicts with
the demolition of the top 6 feet of the structure.
Opinion of Probable Costs quantity revisions resulting from utility items, BNSF underpass
demolition, and 2020 specifications requirements, required multiple versions of updated final
costs. Coordination with the City to include appropriate contingencies and consistency with
funding requirements were also reasons for multiple additional updates.
The base agreement assumed one update to the original contract documents to 2018
specifications. This was accomplished with the 60% and 90% submittal the original scope. The
project delay required the specifications to be updated again to meet the 2020 Standard
Specifications. Supplement No. 1 addressed the anticipated scope for this update but did not
include additional cost in the supplement. At the time of scoping Supplement No.1 it was not
known that WSDOT would change their process of quarterly updates for a real time updates
meaning updates are made anytime and therefore specifications cannot be valid for an extended
period of time prior to bid. Because of this, Amendments were eliminated from 2020 updates.
With the continued delay, WSDOT reviewed the PS&E twice requiring an additional update. With
the delays continuing, coordination with Local Programs allowed a hold date that would be
acceptable for specification updates and revert to the training and UDBE goals previously
determined.
September 17, 2020 The City directed J-U-B to make design changes to incorporate BNSF’s
requirement for the underpass demolition. This request evaluating and revising construction
phasing, additional details sheets to the Underpass Sheets, revise elevations, revise waterline
design, and other items impacted by this decision. Design included research into the original
underpass plans in determining the cutoff elevation and additional costs. Plans, specifications
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 7
and costs were revised. All disciplines evaluated potential impacts and several meeting specific to
this change were added.
Additional costs for extended bidding process to answer Contractor questions and assist the City
with addendums. Current estimate is 11 weeks of bidding compared to 4 weeks assumed in
costs. Actual hours are included in this Supplement with an additional three weeks projected. The
negotiated estimated hours for this task was 68 for a 4-week advertisement compared to
estimated 139 hours for 11-week advertisement.
Task 6: Structures
Additional costs related to the design of the stairs over and above the Supp lement No. 1
estimated scope. Supplement No. 1 did not include the additional SEW walls required for the
stairs.
Additional updates in quantities and costs resulting from additional submittals and reviews.
Revise costs to account for updated construction cost.
Additional senior level structural reviews of added submittals.
Task 7: Urban Design, Lighting, Landscaping (KPG)
Estimated costs for providing bidding assistance which was not included in KPG’s original scope.
An estimated fee is included in the Consultant Cost Fee Determination based on invoices to date
and anticipated level of effort. KPG also provided additional specification assistance.
Task 8: Geotechnical Investigation (GPI) - No Additional Scope
Task 9: NEPA Update (Widener)
Estimated costs for additional BNSF coordination is included in the Consultant Cost Fee
Determination Exhibit.
Task 10: Funding – No Additional Scope
Task 11: Right of Way (UFS)
Estimated costs for research, preparation, and coordination with WSDOT Real Estate Services
for the right of way certification documentation is included in the Consultant Cost Fee
Determination Exhibit. This additional cost is still below the original $50,000 estimated budget.
PART 3: CLIENT-PROVIDED WORK AND ADDITIONAL SERVICES
CLIENT-Provided Work - CLIENT is responsible for completing, or authorizing others to complete,
all tasks not specifically included above in PART 2 that may be required for the project including, but
not limited to:
Construction Management
Testing of Materials
Construction Surveying or Staking
Additional Services - CLIENT reserves the right to add future tasks for subsequent phases or
related work to the scope of services upon mutual agreement of scope, additional fees, and schedule.
These future tasks to be added by amendment at a later date as Additional Services, may include:
Design and preparation of a separate contract for removing the existing Lewis Street underpass
as required by BNSF.
Engineering assistance beyond bidding assistance.
Engineering Support during Construction and Record Drawings.
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 8
PART 4: BASIS OF FEE AND SCHEDULE OF SERVICES
CLIENT shall pay J-U-B for the identified Services in PART 2 as follows:
For Cost Plus Fixed Fees:
J-U-B may alter the distribution of compensation between individual tasks to be consistent with
services rendered while not exceeding the total project amount.
Period of Service: If the period of service for the task identified above is extended beyond 12 months,
the compensation amount for J-U-B's services may be appropriately adjusted to account for salary
adjustments and extended duration of project management and administrative services.
CLIENT acknowledges that J-U-B will not be responsible for impacts to the schedule by actions of
others over which J-U-B has no control.
The following table summarizes the fees and anticipated schedule for the services identified in PART
Task
Number Task Name Fee Type Amount
(Rounded)
Anticipated Schedule
1 Project Management Cost Plus Fixed
Fee (T&M Cost
portion)
$25,900 Concurrent with work progress
3 BNSF Coordination Cost Plus Fixed
Fee (T&M Cost
portion)
$7,000 Concurrent with work progress
5 Final Design Cost Plus Fixed
Fee (T&M Cost
portion)
$59,000 Concurrent with work progress
6 Structures Cost Plus Fixed
Fee (T&M Cost
portion)
$13,000 Concurrent with work progress
7,9 & 11 Subconsultants for BNSF
Coordination and ROW
Certification & Urban Design
See Consultant
Fee Determination
$15,000 Concurrent with work progress
Expenses Estimated See
Consultant Fee
Determination
$0
As required
Fixed Fee Cost Plus Fixed
Fee (Lump Sum
Fixed Fee portion)
$11,800 n/a
Total: $131,700 (Rounded $100)
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Attachment 1 – Scope of Services, Schedule, and Basis of Fee Page 9
NOTE on Coronavirus and Schedule: J-U-B is committed to meeting your project schedule commitments as delineated
above. As our response to the COVID-19 pandemic, J-U-B is engaging in safety procedures in help to protect clients, staff, their
families, and the public. Our staff or offices may be subject to quarantine or other interruptions. Since COVID-19 impacts are
beyond J-U-B’s control, we are not responsible for the force majeure impacts to delivery timelines, or subsequent project delays
and related claims, costs, or damages. Should circumstances related to the COVID-19 issue arise with J-U-B staff or in a J-U-B
office that will impact our delivery schedule, we will notify you of the circumstances and mutually agree to a schedule
adjustment.
The above fees were developed from the Work Breakdown Structure (WBS) Exhibit and Exhibit D
Consultant Fee Determination-Summary Sheet.
For internal J-U-B use only:
PROJECT LOCATION (STATE): Washington
TYPE OF WORK: City
R&D: No
GROUP: Transportation
PROJECT DESCRIPTION(S):
1. Bridge (B02)
2. Highway/Interstate/Roadway (H07
Page 101 of 160
1/11/2021
Basic Agreement
Basic Agreement
with Adjustment Supplement 1 Supplement 2 Total
Direct Salary $308,504.37 $301,767.71 $18,911.61 $39,312.12 $359,991.44
Overhead $586,027.86 $573,231.05 $32,930.45 $65,622.83 $671,784.33
* Direct Non-Salary $399,226.27 $399,226.27 $69,031.45 $15,000.00 $483,257.72
** Adjustment ($21,554.47)
Fixed Fee $92,551.31 $90,530.31 $5,673.48 $11,793.64 $107,997.43
Total $1,364,755.34 $1,364,755.34 $126,546.99 $131,728.59 $1,623,030.92
Rounded $1,364,800.00 $1,364,800.00 $126,500.00 $131,700.00 $1,623,000.00
* Direct Non-Salary Costs
Direct Expenses $2,147.60 $2,147.60 $570.45 $0.00 $2,718.05
Subconsultants $397,078.67 $397,078.67 $68,461.00 $15,000.00 $480,539.67
Direct Non-Salary $399,226.27 $399,226.27 $69,031.45 $15,000.00 $483,257.72
** Base
Agreement
Credit from 2010
Scope
Summary of Payments
Supplement No. 2 (W/O Construction)
Lewis Street Overpass
Page 102 of 160
CLIENT:City of Pasco
DATE:January 11, 2021
Section:
Principal In-
Charge Project Manager
Lead Project
Engineer
Project
Engineer
Structural
Manager/QC
Structural
Engineer Design Engineer
Roadway/Structural
Designer/CADD Clerical
PROJECT TASK
TASK 1 PROJECT ADMINISTRATION AND PUBLIC INVOLVEMENT 0.0 74.0 6.0 9.0 50.0 0.0 0.0 0.0 14.0
1.1 Project Management 0.0 34.0 0.0 4.0 10.0 0.0 0.0 0.0 14.0
1.2 QC Submittals and Reviews 0.0 18.0 0.0 0.0 35.0 0.0 0.0 0.0 0.0
1.3 Project Meetings 0.0 22.0 6.0 5.0 5.0 0.0 0.0 0.0 0.0
1.4 Stakeholder Involvement 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1.5 Public Open House 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 2 DATA COLLECTION 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.1 Utility Coordination Request Locates 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.2 Topographic Surveys 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.3 Update Base Map 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 3 BNSF RAILWAY COORDINATION (2020 Only)0.0 24.0 7.0 9.5 0.0 0.0 0.0 0.0 0.0
3.1 Design Submittals 0.0 24.0 7.0 9.5 0.0 0.0 0.0 0.0 0.0
3.2 M&O Agreement 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
3.3 BNSF Easements 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 4 30% PRELIMINARY DESIGN 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 5 FINAL DESIGN (2020 only)0.0 137.0 60.5 57.0 23.5 0.0 54.0 70.0 0.0
5.1 Roadway Design 0.0 0.0 2.5 3.5 0.0 0.0 0.0 38.5 0.0
5.2 Drainage Design Revisions 0.0 8.0 20.0 0.0 0.0 0.0 0.0 4.0 0.0
5.3 Utility Coordination & Design Revisions 0.0 13.5 26.0 0.0 0.0 0.0 46.5 2.5 0.0
5.4 Traffic Control Plans 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
5.5 Roadway Design Revisions 0.0 8.0 0.0 2.0 0.0 0.0 0.0 8.5 0.0
5.6 Opinion of Probable Cost Estimate 0.0 10.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0
5.7 Specifications - Update Specifications 0.0 38.5 3.0 21.0 6.5 0.0 0.0 0.0 0.0
5.8 Bid Assistance (January 28,2021)0.0 59.0 8.0 30.5 17.0 0.0 7.5 16.5 0.0
TASK 6A STRUCTURES LEWIS STREET REDESIGN (2020 Only)0.0 0.0 0.0 0.0 67.0 22.0 0.0 0.0 0.0
6.1 Situation and Layout (S&L)0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
6.2 Superstructure Design 0.0 0.0 0.0 0.0 60.0 22.0 0.0 0.0 0.0
6.3 Substructure Design 0.0 0.0 0.0 0.0 7.0 0.0 0.0 0.0 0.0
6.4 Bridge Summary Sheets 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 7 URBAN DESIGN, LIGHTING, LANDSCAPING (KPG)
TASK 8 GEOTECHNICAL INVESTIGATION (GPI)
TASK 9 NEPA / BNSF (WIDENER)
TASK 10 FUNDING 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
10.1 Funding Support 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TASK 11 Right of Way (Included in Supplement No. 1)0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
11.1 ROW Coordination 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
11.2 Plans, Exhibits, Legal Descriptions 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
11.3 RIGHT OF WAY (UFS)
TOTAL 0.0 235.0 73.5 75.5 140.5 22.0 54.0 70.0 14.0
Hours
ESTIMATED WBS EXHIBIT
Lewis Street Overpass - Supplement No. 2
2nd Avenue to Oregon Avenue
Page 103 of 160
Exhibit D
Consultant Fee Determination - Summary Sheet
Cost Plus Fixed Fee
Direct Salary Cost (DSC):
2020
Classification Man-Hours Rates of Pay Costs
Project Manager 235.0 $72.01 $16,922.35
Lead Project Engineer 73.5 $54.32 $3,992.52
Project Engineer 75.5 $54.24 $4,095.12
Structural Manager/QC 140.5 $60.82 $8,545.21
Structural Engineer 22.0 $35.77 $786.94
Design Engineer 54.0 $30.32 $1,637.28
Roadway/Structural Designer/CADD 70.0 $39.85 $2,789.50
Clerical 14.0 $38.80 $543.20
684.5 Total DSC = $39,312.12
Overhead (OH Cost - including Salary Additives):
Updated 2018 OH Rate x DSC of 166.93%$65,622.83
Fixed Fee Fixed Fee 30.00% = $11,793.64
Total DSC, OH & Profit $116,728.59
Reimbursables:
Travel and Per Diem
Per Diem 0 days @ $41.00 $0.00
Air Travel 0 trips @ $800.00 $0.00
Mileage 0 miles @ $0.535 $0.00
Lodging 0 nights @ $100.00 $0.00
Title Report
0 each @ $380.10 $0.00
Survey Equipment
GPS 0.0 hours $20.45 $0.00
Reimbursable Sub-Total $0.00
Subconsultant Costs:Total
UFS $5,000.00
KPG $5,000.00
Widener $5,000.00
Subconsultant Costs $15,000.00
Total $131,728.59
Total (Rounded $100)$131,700.00
Management Reserve 0%$0.00
Grand Total $131,700.00
Prepared by:Rick Door Date:1/11/2021
Project: Lewis Street Overpass
Supplement No. 2 -With Out Construction Support
File: City of Pasco - Lewis Street Overpass Supplement No. 2 - WO Const 1-6-21 PE Fees Exhibit DPage 104 of 160
EXHIBIT F
Breakdown of Overhead Cost
FRINGE BENEFITS
Beginning Total % of Direct Labor
Direct Labor 17,947,482
FICA 2,323,619 12.95%
Unemployment 96,553 0.54%
Medical Aid and Industrial Insurance 68,022 0.38%
Company Insurance and Medical 2,976,737 16.59%
Vacation, Holiday, and Sick Leave 3,750,727 20.90%
Commission, Bonuses/Pension Plan 3,461,495 19.29%
Total Fringe Benefits 12,677,153 70.63%
GENERAL OVERHEAD
State B &O Taxes 297,497 1.66%
Insurance 529,826 2.95%
Administration and Time Not Assignable 10,129,547 56.44%
Printing, Stationery, and Supplies 574,157 3.20%
Professional Services 326,308 1.82%
Travel Not Assignable 1,198,385 6.68%
Telephone and Telegraph Not Assignable 306,860 1.71%
Fees, Dues, Professional Meetings 157,022 0.87%
Utilities and Maintenance 348,909 1.94%
Professional Development 192,728 1.07%
Rent 1,170,561 6.52%
Equipment Support ; Depreciation & Computer expense 1,867,654 10.41%
Cost of money 161,438 0.90%
Office Miscellaneous, Postage 21,280 0.12%
Total General Overhead 17,282,172 96.29%
Total Overhead Fringe + General 29,959,325 166.93%
WSDOT
Year Ending December 31, 2019
Page 105 of 160
AGENDA REPORT
FOR: City Council February 4, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Steve Worley, Director
Public Works
SUBJECT: *Resolution - Approve Commerce Grant - Columbia East Forcemain &
Lift Station Project
I. REFERENCE(S):
Resolution
Grant Agreement
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve Resolution No. _______, authorizing the City
Manager State Washington the with Agreement Grant the execute to
Department of Commerce for the Kahlotus Highway Sewer Force Main Project
(Columbia East Pump Station and Force Mains).
III. FISCAL IMPACT:
of distribution the in result of agreement proposed the will Execution
$2,575,000 in state grant funds toward the construction of the Columbia East
Lift Station project.
IV. HISTORY AND FACTS BRIEF:
In 2016, the State Legislature appropriated through th e capital budget process,
$2.575M to the City of Pasco for the design and construction of what was then
called the Kahlotus Highway Sewer Force Main project (2EHB 1115 Section
1040). The project was subsequently renamed as the Columbia East Lift
Station (or Pump Station) and Force Main project. This project will ultimately
collect industrial wastewater from multiple agricultural processors in the
Kahlotus Highway/Commercial Avenue area and pump it 4.5 miles through a
force main to Pasco’s Process Water Reuse Facility (PWRF) where it will be
treated and disposed through irrigation onto crops grown on City -owned farm
property.
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Because of funding and timing considerations, the Columbia East Lift Station
and Force Main project was divided into two separate c apital projects; the Lift
Station project and the Force Main project. The Lift Station project was
completed in 2019, the Force Main project is scheduled to be constructed this
year.
The Department of Commerce (Commerce) administers capital budget
appropriations authorized by the legislature as grants. The subject Commerce
grant will fund approximately 71% of the total cost of the Lift Station project. As
the appropriation was intended to provide partial funding for both the lift station
and force main, Commerce has been unable to authorize the release of the
grant funds until they were assured the City had the resources committed to
completing the force main. Through some very extensive and detailed efforts
on the part of CIP Engineering staff, the City was successful in receiving an
initial a an in 2018 project Main grant the for EDA $3M federal Force
preliminary award of additional $3M in supplemental EDA funding for a total of
$6M in late 2020. This amount renders the project substantially funded. Staff
is working to provide all necessary paperwork and meet EDA requirements
needed to implement the award. Official award of the EDA grant is expected in
the next week or two.
V. DISCUSSION:
With the official award of the federal EDA grant for the Force Main project
imminent, Commerce is agreeable to begin the process of executing their grant
agreement for the Lift Station project with the condition that they will wait for
the official award of the EDA grant before executing the Commerce grant for
$2.575M.
Staff recommends approval of the Resolution authorizing execution of the
Department of Commerce grant agreement for the Columbia East Lift Station
and Force Main Project.
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Resolution – WA ST Dept of Commerce Grant - 1
RESOLUTION NO. _______
A RESOLUTION AUTHORIZING EXECUTION OF A GRANT
AGREEMENT WITH THE WASHINGTON STATE DEPARTMENT OF
COMMERCE (COMMERCE) FOR THE KAHLOTUS HIGHWAY SEWER
FORCE MAIN (COLUMBIA EAST PUMP STATION & FORCE MAINS).
WHEREAS, COMMERCE has the statutory authority under RCW 43.330.050 (5) to
cooperate with and provide assistance to local governments, businesses, and community-based
organizations; and
WHEREAS, COMMERCE is also given the responsibility to administer state funds and
programs which are assigned to COMMERCE by the Governor or the Washington State
Legislature; and
WHEREAS, the Washington State Legislature has made an appropriation to support the
Local and Community Projects Program, and directed COMMERCE to administer those funds;
and
WHEREAS, the enabling legislation also stipulates that the City of Pasco (GRANTEE) is
eligible to receive funding for design, acquisition, construction, or rehabilit ation (a venture
hereinafter referred to as the “Project”).
WHEREAS, COMMERCE will award the City of Pasco (GRANTEE) $2.575M as direct
appropriation from the State Capital Budget, upon execution of the Grant Agreement.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
Section 1. The City Council of the City of Pasco hereby authorizes the City Manager for
the City of Pasco to execute the Grant Agreement with The Washington State Department of
Commerce, to make minor substantive adjustments, and to take all necessary steps required to
complete this agreement; and
Be It Further Resolved that this Resolution shall be in full force and effect upon adoption.
PASSED BY the City Council of the City of Pasco, Washington this 16th day of February,
2021.
________________________________
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
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Washington State Department of Commerce
www.commerce.wa.gov
Grant to
City of Pasco
through
The Local and Community Projects Program
For
Kahlotus Highway Sewer Force Main
(Columbia East Pump Station and Force Mains)
Start date: July 1, 2019
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Page 110 of 160
i
TABLE OF CONTENTS
FACE SHEET ................................................................................................................................................ 1
DECLARATIONS .......................................................................................................................................... 3
SPECIAL TERMS AND CONDITIONS ......................................................................................................... 5
1. GRANT MANAGEMENT ................................................................................................................... 5
2. COMPENSATION ............................................................................................................................. 5
3. CERTIFICATION OF FUNDS PERFORMANCE MEASURES ......................................................... 5
4. PREVAILING WAGE LAW ................................................................................................................ 6
5. DOCUMENTATION AND SECURITY .............................................................................................. 6
6. BASIS FOR ESTABLISHING REAL PROPERTY VALUES FOR ACQUISITIONS OF REAL
PROPERTY PERFORMANCE MEASURES ............................................................................................ 6
7. EXPENDITURES ELIGIBLE FOR REIMBURSEMENT .................................................................... 6
8. BILLING PROCEDURES AND PAYMENT ....................................................................................... 7
9. SUBCONTRACTOR DATA COLLECTION ....................................................................................... 8
10. CERTIFIED PROJECT COMPLETION REPORT AND FINAL PAYMENT ...................................... 8
11. INSURANCE ..................................................................................................................................... 8
12. ORDER OF PRECEDENCE ........................................................................................................... 10
13. REDUCTION IN FUNDS ................................................................................................................. 10
14. OWNERSHIP OF PROJECT/CAPITAL FACILITIES ...................................................................... 10
15. CHANGE OF OWNERSHIP OR USE FOR GRANTEE-OWNED PROPERTY ............................. 10
16. CHANGE OF USE FOR LEASED PROPERTY PERFORMANCE MEASURE ............................. 11
17. SIGNAGE, MARKERS AND PUBLICATIONS ................................................................................ 11
18. HISTORICAL AND CULTURAL ARTIFACTS ................................................................................. 11
19. REAPPROPRIATION ...................................................................................................................... 12
20. TERMINATION FOR FRAUD OR MISREPRESENTATION .......................................................... 12
GENERAL TERMS AND CONDITIONS ..................................................................................................... 13
21. DEFINITIONS.................................................................................................................................. 13
22. ACCESS TO DATA ......................................................................................................................... 13
23. ADVANCE PAYMENTS PROHIBITED ........................................................................................... 13
24. ALL WRITINGS CONTAINED HEREIN .......................................................................................... 13
25. AMENDMENTS ............................................................................................................................... 13
26. AMERICANS WITH DISABILITIES ACT (ADA) OF 1990, PUBLIC LAW 101-336, ALSO
REFERRED TO AS THE “ADA” 28 CFR PART 35 ................................................................................ 14
27. ASSIGNMENT................................................................................................................................. 14
28. ATTORNEYS’ FEES ....................................................................................................................... 14
29. AUDIT .............................................................................................................................................. 14
30. CONFIDENTIALITY/SAFEGUARDING OF INFORMATION .......................................................... 15
31. CONFLICT OF INTEREST ............................................................................................................. 15
32. COPYRIGHT PROVISIONS ........................................................................................................... 16
33. DISPUTES ...................................................................................................................................... 16
34. DUPLICATE PAYMENT .................................................................................................................. 17
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ii
35. GOVERNING LAW AND VENUE ................................................................................................... 17
36. INDEMNIFICATION ........................................................................................................................ 17
37. INDEPENDENT CAPACITY OF THE GRANTEE ........................................................................... 17
38. INDUSTRIAL INSURANCE COVERAGE ....................................................................................... 17
39. LAWS .............................................................................................................................................. 17
40. LICENSING, ACCREDITATION AND REGISTRATION................................................................. 17
41. LIMITATION OF AUTHORITY ........................................................................................................ 18
42. NONCOMPLIANCE WITH NONDISCRIMINATION LAWS ............................................................ 18
43. PAY EQUITY ................................................................................................................................... 18
44. POLITICAL ACTIVITIES ................................................................................................................. 18
45. PUBLICITY ...................................................................................................................................... 18
46. RECAPTURE .................................................................................................................................. 19
47. RECORDS MAINTENANCE ........................................................................................................... 19
48. REGISTRATION WITH DEPARTMENT OF REVENUE................................................................. 19
49. RIGHT OF INSPECTION ................................................................................................................ 19
50. SAVINGS ........................................................................................................................................ 19
51. SEVERABILITY ............................................................................................................................... 19
52. SITE SECURITY ............................................................................................................................. 19
53. SUBGRANTING/SUBCONTRACTING ........................................................................................... 19
54. SURVIVAL ....................................................................................................................................... 20
55. TAXES ............................................................................................................................................. 20
56. TERMINATION FOR CAUSE ......................................................................................................... 20
57. TERMINATION FOR CONVENIENCE ........................................................................................... 20
58. TERMINATION PROCEDURES ..................................................................................................... 20
59. TREATMENT OF ASSETS ............................................................................................................. 21
60. WAIVER .......................................................................................................................................... 22
ATTACHMENT A - SCOPE OF WORK ...................................................................................................... 23
ATTACHMENT B - CERTIFICATION OF THE AVAILABILITY OF FUNDS TO COMPLETE THE
PROJECT.................................................................................................................................................... 25
ATTACHMENT C- CERTIFICATION OF THE PAYMENT AND REPORTING OF PREVAILING WAGES
.................................................................................................................................................................... 27
ATTACHMENT D - CERTIFICATION OF INTENT TO ENTER THE LEADERSHIP IN ENERGY AND
ENVIRONMENTAL DESIGN (LEED) CERTIFICATION PROCESS .......................................................... 29
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1
FACE SHEET
Grant Number: CD16-96503-008
Project Name: Kahlotus Highway Sewer Force Main (Columbia East Pump Station and Force Mains)
Washington State Department of Commerce
Local Government Division
Community Assistance and Research Unit
1. GRANTEE 2. GRANTEE Doing Business As (optional)
City of Pasco
525 North 3rd Ave
PO Box 293
Pasco, WA 99301
N/A
3. GRANTEE Representative 4. COMMERCE Representative
Maria Serra, PE
CIP Manager
(509) 544-3080 Ext 6412
serram@pasco-wa.gov
Mara Isaacson, Grant Manager
PO Box 42525, Olympia, WA 98504
(360) 742-7665
mara.isaacson@commerce.wa.gov
5. Grant Amount 6. Funding Source 7. Start Date 8. End Date
$2,575,000.00 Federal: State:X Other: N/A: July 1, 2019 June 30, 2023
(subject to reappropriation)
9. Federal Funds (as applicable)
N/A
Federal Agency
N/A
CFDA Number
N/A
10. Tax ID # 11. SWV # 12. UBI # 13. DUNS #
N/A SWV0007164-00 916001264 009974598
14. Grant Purpose
The outcome of this performance-based Grant Agreement is to undertake a legislatively approved project that furthers the
goals and objectives of Washington State Direct Appropriations Program as referenced in Attachment A – Scope of Work.
COMMERCE, defined as the Washington State Department of Commerce, and the GRANTEE, as defined above,
acknowledge and accept the terms of this Grant and attachments and have executed this Grant on the date below to start
as of the date and year referenced above. The rights and obligations of both parties to this Grant are governed by this
Grant and the following other documents incorporated by reference: Grant Terms and Conditions including Attachment
“A” – Scope of Work, Attachment “B” – Certification of Availability of Funds to Complete the Project, Attachment “C” –
Certification of the Payment and Reporting of Prevailing Wages, Attachment “D” – Certification of Intent to Enter LEED
Process.
FOR GRANTEE FOR COMMERCE
Signature
Print Name
Title
Date
Mark K. Barkley, Assistant Director
Local Government Division
Date
APPROVED AS TO FORM
Steve Scheele, Assistant Attorney General
4/22/2020
Date
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2
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3
DECLARATIONS
GRANTEE INFORMATION
GRANTEE Name: City of Pasco
Grant Number: CD16-96503-008
State Wide Vendor Number: SWV0007164-00
PROJECT INFORMATION
Project Name: Kahlotus Highway Sewer Force Main
(Columbia East Pump Station and Force
Mains)
Project City: Pasco
Project State: Washington
Project Zip Code: 99301
GRANT AGREEMENT INFORMATION
Grant Amount: $2,575,000.00
Appropriation Number: 2EHB 1115 Section 1040 (2016 Regular Session)
Re-appropriation Number (if applicable): SHB 1102 SL Section 1042 (2019 Regular
Session)
Grant End Date: June 30, 2023 (subject to reappropriation)
Biennium: 2019-2021
Biennium Close Date: June 30, 2021
Earliest Date for Construction Reimbursement: July 1, 2012
ADDITIONAL SPECIAL TERMS AND CONDITIONS GOVERNING THIS AGREEMENT
N/A
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4
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5
SPECIAL TERMS AND CONDITIONS
GENERAL GRANT
STATE FUNDS
THIS GRANT AGREEMENT, entered into by and between the GRANTEE and COMMERCE, as defined
on the Face Sheet of this Grant Agreement, WITNESSES THAT:
WHEREAS, COMMERCE has the statutory authority under RCW 43.330.050 (5) to cooperate
with and provide assistance to local governments, businesses, and community-based
organizations; and
WHEREAS, COMMERCE is also given the responsibility to administer state funds and programs
which are assigned to COMMERCE by the Governor or the Washington State Legislature; and
WHEREAS, the Washington State Legislature has made an appropriation to support the Local
and Community Projects Program, and directed COMMERCE to administer those funds; and
WHEREAS, the enabling legislation also stipulates that the GRANTEE is eligible to receive
funding for design, acquisition, construction, or rehabilitation (a venture hereinafter referred to as
the “Project”).
NOW, THEREFORE, in consideration of covenants, conditions, performances, and promises hereinafter
contained, the parties hereto agree as follows:
1. GRANT MANAGEMENT
The Representative for each of the parties shall be responsible for and shall be the contact person for
all communications and billings regarding the performance of this Grant.
The Representative for COMMERCE and their contact information are identified on the Face
Sheet of this Grant.
The Representative for the GRANTEE and their contact information are identified on the Face
Sheet of this Grant.
2. COMPENSATION
COMMERCE shall pay an amount not to exceed the awarded Grant Amount as shown on the Face
Sheet of this Grant Agreement, for the capital costs necessary for or incidental to the performance of
work as set forth in the Scope of Work.
3. CERTIFICATION OF FUNDS PERFORMANCE MEASURES
A. The release of state funds under this Grant Agreement is contingent upon the GRANTEE
certifying that it has expended or has access to funds from non-state sources as set forth in
ATTACHMENT B (CERTIFICATION OF THE AVAILABILITY OF FUNDS TO COMPLETE THE
PROJECT), hereof. Such non-state sources may consist of a combination of any of the following:
i) Eligible Project expenditures prior to the execution of this Grant Agreement.
ii) Cash dedicated to the Project.
iii) Funds available through a letter of credit or other binding loan commitment(s).
iv) Pledges from foundations or corporations.
v) Pledges from individual donors.
vi) The value of real property when acquired solely for the purposes of this Project, as
established and evidenced by a current market value appraisal performed by a licensed,
professional real estate appraiser, or a current property tax statement. COMMERCE will
not consider appraisals for prospective values of such property for the purposes of
calculating the amount of non-state matching fund credit.
vii) In-kind contributions, subject to COMMERCE’S approval.
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6
B. The GRANTEE shall maintain records sufficient to evidence that it has access to or has
expended funds from such non-state sources, and shall make such records available for
COMMERCE’s review upon reasonable request.
4. PREVAILING WAGE LAW
The Project funded under this Grant may be subject to state prevailing wage law (Chapter 39.12
RCW). The GRANTEE is advised to consult the Industrial Statistician at the Washington Department
of Labor and Industries to determine whether prevailing wages must be paid. COMMERCE is not
responsible for determining whether prevailing wage applies to this Project or for any prevailing wage
payments that may be required by law.
5. DOCUMENTATION AND SECURITY
The provisions of this section shall apply to capital projects performed by nonprofit organizations that
involve the expenditure of over $500,000 in state funds. Projects for which the grant award or
legislative intent documents specify that the state funding is to be used for design only are exempt
from this section.
A. Deed of Trust. This Grant shall be evidenced by a promissory note and secured by a deed of
trust or other appropriate security instrument in favor of COMMERCE (the “Deed of Trust”). The
Deed of Trust shall be recorded in the County where the Project is located, and the original
returned to COMMERCE after recordation within ninety (90) days of Grant Agreement execution.
The Deed of Trust must be recorded before COMMERCE will reimburse the GRANTEE for any
Project costs. The amount secured by the Deed of Trust shall be the amount of the Grant as set
forth on the Face Sheet, hereof.
B. Term of Deed of Trust. The Deed of Trust shall remain in full force and effect for a period of ten
(10) years following the final payment of state funds to the GRANTEE under this grant. Upon
satisfaction of the ten-year term requirement and all other grant terms and conditions,
COMMERCE shall, upon written request of the GRANTEE, take appropriate action to reconvey
the Deed of Trust.
C. Title Insurance. The GRANTEE shall purchase an extended coverage lender’s policy of title
insurance insuring the lien position of the Deed of Trust in an amount not less than the amount of
the grant.
D. Subordination. COMMERCE may agree to subordinate its deed of trust upon request from a
private or public lender. Any such request shall be submitted to COMMERCE in writing, and
COMMERCE shall respond to the request in writing within thirty (30) days of receiving the
request.
6. BASIS FOR ESTABLISHING REAL PROPERTY VALUES FOR ACQUISITIONS OF REAL
PROPERTY PERFORMANCE MEASURES
When the grant is used to fund the acquisition of real property, the value of the real property
eligible for reimbursement under this grant shall be established as follows:
A. GRANTEE purchases of real property from an independent third-party seller shall be evidenced
by a current appraisal prepared by a licensed Washington State commercial real estate
appraiser, or a current property tax statement.
B. GRANTEE purchases of real property from a subsidiary organization, such as an affiliated LLC,
shall be evidenced by a current appraisal prepared by a licensed Washington State commercial
real estate appraiser or the prior purchase price of the property plus holding costs, whichever is
less.
7. EXPENDITURES ELIGIBLE FOR REIMBURSEMENT
Payments to the Grantee shall be made on a reimbursement basis only. Costs incurred on or after
the EARLIEST DATE FOR CONSTRUCTION REIMBURSEMENT as shown on the Declarations
page are eligible for reimbursement under this Grant Agreement. The GRANTEE may be reimbursed
for the following eligible costs related to the activities identified in the SCOPE OF WORK shown on
Attachment A.
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7
A. Real property, and costs directly associated with such purchase, when purchased or acquired
solely for the purposes of the Project;
B. Design, engineering, architectural, and planning;
C. Construction management and observation (from external sources only);
D. Construction costs including, but not limited to, the following:
Site preparation and improvements;
Permits and fees;
Labor and materials;
Taxes on Project goods and services;
Capitalized equipment;
Information technology infrastructure; and
Landscaping.
E. Other costs authorized through the legislation
8. BILLING PROCEDURES AND PAYMENT
COMMERCE shall reimburse the GRANTEE for eligible Project expenditures, up to the maximum
payable under this Grant Agreement. When requesting reimbursement for expenditures made, the
GRANTEE shall submit to COMMERCE a signed and completed Invoice Voucher (Form A-19), that
documents capitalized Project activity performed for the billing period. The GRANTEE can submit all
Invoice Vouchers and any required documentation electronically through CO MMERCE’s Contracts
Management System (CMS), which is available through the Secure Access Washington (SAW)
portal.
The GRANTEE shall evidence the costs claimed on each voucher by including copies of each invoice
received from vendors providing Project goods or services covered by the Grant Agreement. The
GRANTEE shall also provide COMMERCE with a copy of the cancelled check or electronic funds
transfer, as applicable, that confirms that they have paid each expenditure being claimed. The
cancelled checks or electronic funds transfers may be submitted to COMMERCE at the time the
voucher is initially submitted, or within thirty (30) days thereafter.
The voucher must be certified (signed) by an official of the GRANTEE with authority to bind the
GRANTEE. The final voucher shall be submitted to COMMERCE within sixty (60) days following the
completion of work or other termination of this Grant Agreement, or within fifteen (15) days following
the end of the state biennium unless Grant Agreement funds are reappropriated by the Legislature in
accordance with Section 19, hereof.
Each request for payment must be accompanied by a Project Status Report, which describes, in
narrative form, the progress made on the Project since the last invoice was submitted, as well as a
report of Project status to date. COMMERCE will not release payment for any reimbursement
request received unless and until the Project Status Report is received. After approving the Invoice
Voucher and Project Status Report, COMMERCE shall promptly remit a warrant to the GRANTEE.
COMMERCE will pay GRANTEE upon acceptance of services provided and receipt of properly
completed invoices, which shall be submitted to the Representative for COMMERCE not more often
than monthly.
Payment shall be considered timely if made by COMMERCE within thirty (30) calendar days after
receipt of properly completed invoices. Payment shall be sent to the address designated by the
GRANTEE.
COMMERCE may, in its sole discretion, terminate the Grant or withhold payments claim ed by the
GRANTEE for services rendered if the GRANTEE fails to satisfactorily comply with any term or
condition of this Grant.
No payments in advance or in anticipation of services or supplies to be provided under this
Agreement shall be made by COMMERCE.
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Duplication of Billed Costs
The GRANTEE shall not bill COMMERCE for services performed under this Grant Agreement, and
COMMERCE shall not pay the GRANTEE, if the GRANTEE is entitled to payment or has been or will
be paid by any other source, including grants, for that service.
Disallowed Costs
The GRANTEE is responsible for any audit exceptions or disallowed costs incurred by its own
organization or that of its subgrantees.
9. SUBCONTRACTOR DATA COLLECTION
GRANTEE will submit reports, in a form and format to be provided by COMMERCE and at intervals
as agreed by the parties, regarding work under this Grant performed by subcontractors and the
portion of Grant funds expended for work performed by subcontractors, including but not necessarily
limited to minority-owned, woman-owned, and veteran-owned business subcontractors.
“Subcontractors” shall mean subcontractors of any tier.
10. CERTIFIED PROJECT COMPLETION REPORT AND FINAL PAYMENT
The GRANTEE shall complete a Certified Project Completion Report when activities identified in the
SCOPE OF WORK shown on Attachment A are complete.
The GRANTEE shall provide the following information to COMMERCE:
A. A certified statement that the Project, as described in the SCOPE OF WORK shown on Attachment
A, is complete and, if applicable, meets required standards.
B. A certified statement of the actual dollar amounts spent, from all funding sources, in completing the
project as described in the SCOPE OF WORK shown on Attachment A.
C. Certification that all costs associated with the Project have been incurred and accounted for. Costs
are incurred when goods and services are received and/or Grant work is performed.
D. A final voucher for the remaining eligible funds, including any required documentation.
The GRANTEE will submit the Certified Project Completion Report together with the last Invoice
Voucher for a sum not to exceed the balance of the Grant Amount.
11. INSURANCE
The GRANTEE shall provide insurance coverage as set out in this section. The intent of the required
insurance is to protect the state of Washington should there be any claims, suits, actions, costs,
damages or expenses arising from any loss, or negligent or intentional act or omission of the
GRANTEE, or Subgrantee, or agents of either, while performing under the terms of this Grant.
The insurance required shall be issued by an insurance company authorized to do business within
the state of Washington. Except for Professional Liability or Errors and Omissions Insurance, the
insurance shall name the state of Washington, its agents, officers, and employees as additional
insureds under the insurance policy. All policies shall be primary to any other valid and collectable
insurance. The GRANTEE shall instruct the insurers to give COMMERCE thirty (30) calendar days
advance notice of any insurance cancellation or modification.
The GRANTEE shall submit to COMMERCE within fifteen (15) calendar days of the Grant start date,
a certificate of insurance which outlines the coverage and limits defined in this insurance secti on.
During the term of the Grant, the GRANTEE shall submit renewal certificates not less than thirty (30)
calendar days prior to expiration of each policy required under this section.
The GRANTEE shall provide insurance coverage that shall be maintained in full force and effect
during the term of this Grant, as follows:
Commercial General Liability Insurance Policy. Provide a Commercial General Liability Insurance
Policy, including contractual liability, written on an occurrence basis, in adequate quantit y to protect
against legal liability arising out of Grant activity but no less than $1,000,000 per occurrence.
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Additionally, the GRANTEE is responsible for ensuring that any Subgrantee/subcontractor provide
adequate insurance coverage for the activities arising out of subgrants/subcontracts.
Automobile Liability. In the event that performance pursuant to this Grant involves the use of
vehicles, owned or operated by the GRANTEE or its Subgrantee/subcontractor, automobile liability
insurance shall be required. The minimum limit for automobile liability is $1,000,000 per occurrence,
using a Combined Single Limit for bodily injury and property damage.
Professional Liability, Errors and Omissions Insurance. The GRANTEE shall maintain
Professional Liability or Errors and Omissions Insurance. The GRANTEE shall maintain minimum
limits of no less than $1,000,000 per occurrence to cover all activities by the GRANTEE and licensed
staff employed or under contract to the GRANTEE. The state of Washington, its agen ts, officers, and
employees need not be named as additional insureds under this policy.
Fidelity Insurance. Every officer, director, employee, or agent who is authorized to act on behalf of
the GRANTEE for the purpose of receiving or depositing funds into program accounts or issuing
financial documents, checks, or other instruments of payment for program costs shall be insured to
provide protection against loss:
A. The amount of fidelity coverage secured pursuant to this Grant shall be $2,000,000 or the high est
of planned reimbursement for the Grant period, whichever is lowest. Fidelity insurance secured
pursuant to this paragraph shall name COMMERCE as beneficiary.
B. Subgrantees/subcontractors that receive $10,000 or more per year in funding through this Grant
shall secure fidelity insurance as noted above. Fidelity insurance secured by
Subgrantees/subcontractors pursuant to this paragraph shall name the GRANTEE and the
GRANTEE’s fiscal agent as beneficiary.
C. The GRANTEE shall provide, at COMMERCE’s request, copies of insurance instruments or
certifications from the insurance issuing agency. The copies or certifications shall show the
insurance coverage, the designated beneficiary, who is covered, the amounts, the period of
coverage, and that COMMERCE will be provided thirty (30) days advance written notice of
cancellation.
GRANTEES and Local Governments that Participate in a Self-Insurance Program.
Self-Insured/Liability Pool or Self-Insured Risk Management Program – With prior approval from
COMMERCE, the GRANTEE may provide the coverage above under a self -insured/liability pool or
self-insured risk management program. In order to obtain permission from COMMERCE, the
GRANTEE shall provide: (1) a description of its self-insurance program, and (2) a certificate and/or
letter of coverage that outlines coverage limits and deductibles. All self-insured risk management
programs or self-insured/liability pool financial reports must comply with Generally Accepted
Accounting Principles (GAAP) and adhere to accounting standards promulgated by: 1) Governmental
Accounting Standards Board (GASB), 2) Financial Accounting Standards Board (FASB), and 3) the
Washington State Auditor’s annual instructions for financial reporting. GRANTEE’s participating in
joint risk pools shall maintain sufficient documentation to support the aggregate claim liability
information reported on the balance sheet. The state of Washington, its agents, and employees need
not be named as additional insured under a self -insured property/liability pool, if the pool is prohibited
from naming third parties as additional insured.
GRANTEE shall provide annually to COMMERCE a summary of coverages and a letter of self
insurance, evidencing continued coverage under GRANTEE’s self-insured/liability pool or self-insured
risk management program. Such annual summary of coverage and letter of self insurance will be
provided on the anniversary of the start date of this Agreement.
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12. ORDER OF PRECEDENCE
In the event of an inconsistency in this Grant, the inconsistency shall be resolved by giving
precedence in the following order:
Applicable federal and state of Washington statutes and regulations
Declarations page of this Grant Agreement
Special Terms and Conditions
General Terms and Conditions
Attachment A – Scope of Work
Attachment B – Certification of the Availability of Funds to Complete the Project
Attachment C – Certification of the Payment and Reporting of Prevailing Wages
Attachment D – Certification of Intent to Enter the Leadership in Energy and Environmental
Design (LEED) Certification Process
13. REDUCTION IN FUNDS
In the event state funds appropriated for the work contemplated under this Grant Agreement are
withdrawn, reduced, or limited in any way by the Governor or the Washington State Legislature during
the Grant Agreement period, the parties hereto shall be bound by any such revised funding limitations
as implemented at the discretion of COMMERCE, and shall meet and renegotiate the Grant
Agreement accordingly.
14. OWNERSHIP OF PROJECT/CAPITAL FACILITIES
COMMERCE makes no claim to any real property improved or constructed with funds awarded under
this Grant Agreement and does not assert and will not acquire any ownership interest in or title to th e
capital facilities and/or equipment constructed or purchased with state funds under this Grant
Agreement; provided, however, that COMMERCE may be granted a security interest in real property,
to secure funds awarded under this Grant Agreement. This prov ision does not extend to claims that
COMMERCE may bring against the GRANTEE in recapturing funds expended in violation of this
Grant Agreement.
15. CHANGE OF OWNERSHIP OR USE FOR GRANTEE-OWNED PROPERTY
A. The GRANTEE understands and agrees that any and all real property or facilities owned by the
GRANTEE that are acquired, constructed, or otherwise improved by the GRANTEE using state
funds under this Grant Agreement, shall be held and used by the GRANTEE for the purpose or
purposes stated elsewhere in this Grant Agreement for a period of at least ten (10) years from the
date the final payment is made hereunder.
B. This provision shall not be construed to prohibit the GRANTEE from selling any property or
properties described in this section; Provided, that any such sale shall be subject to prior review
and approval by COMMERCE, and that all proceeds from such sale shall be applied to the
purchase price of a different facility or facilities of equal or greater value than the original facility
and that any such new facility or facilities will be used for the purpose or purposes stated
elsewhere in this Grant Agreement.
C. In the event the GRANTEE is found to be out of compliance with this section, the GRANTEE shall
repay to the state general fund the principal amount of the grant as stated on the Face Sheet,
hereof, plus interest calculated at the rate of interest on state of Washington general obligation
bonds issued most closely to the effective date of the legislation in which the subject facility was
authorized. Repayment shall be made pursuant to Section 46 (Recapture provision).
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16. CHANGE OF USE FOR LEASED PROPERTY PERFORMANCE MEASURE
A. The GRANTEE understands and agrees that any facility leased by the GRANTEE that is
constructed, renovated, or otherwise improved using state funds under this Grant Agreement
shall be used by the GRANTEE for the purpose or purposes stated elsewhere in this Grant
Agreement for a period of at least ten (10) years from the date the final payment is made
hereunder.
B. In the event the GRANTEE is found to be out of compliance with this section, the GRANTEE shall
repay to the state general fund the principal amount of the grant as stated on the Face Sheet,
hereof, plus interest calculated at the rate of interest on state of Washington general obliga tion
bonds issued most closely to the effective date of the legislation in which the subject facility was
authorized. Repayment shall be made pursuant to Section 46 (Recapture Provision).
17. SIGNAGE, MARKERS AND PUBLICATIONS
If, during the period covered by this Grant Agreement, the GRANTEE displays or circulates any
communication, publication, or donor recognition identifying the financial participants in the Project,
any such communication or publication must identify “The Taxpayers of Washington State” as a
participant.
18. HISTORICAL AND CULTURAL ARTIFACTS
Prior to approval and disbursement of any funds awarded under this Grant Agreement, GRANTEE
shall complete the requirements of Governor’s Executive Order 05-05, where applicable, or
GRANTEE shall complete a review under Section 106 of the National Historic Preservation Act, if
applicable. GRANTEE agrees that the GRANTEE is legally and financially responsible for compliance
with all laws, regulations, and agreements related to the preservation of historical or cultural
resources and agrees to hold harmless COMMERCE and the state of Washington in relation to any
claim related to such historical or cultural resources discovered, disturbed, or damaged as a result of
the project funded by this Grant Agreement.
In addition to the requirements set forth in this Grant Agreement, GRANTEE shall, in accordance with
Governor’s Executive Order 05-05, coordinate with COMMERCE and the Washington State
Department of Archaeology and Historic Preservation (“DAHP”), including any recommended
consultation with any affected tribe(s), during Project design and prior to construction to determine the
existence of any tribal cultural resources affected by the Project. GRANTEE agrees to avoid,
minimize, or mitigate impacts to the cultural resource as a continuing prerequisite to receipt of funds
under this Grant Agreement.
The GRANTEE agrees that, unless the GRANTEE is proceeding under an approved historical and
cultural monitoring plan or other memorandum of agreement, if historical or cultural artifacts are
discovered during construction, the GRANTEE shall immediately stop construction and notify the
local historical preservation officer and the state's historical preservation officer at DAHP, and the
COMMERCE Representative identified on the Face Sheet. If human remains are uncovered, the
GRANTEE shall report the presence and location of the remains to the coroner and local enforcement
immediately, then contact DAHP and the concerned tribe's cultural staff or committee.
The GRANTEE shall require this provision to be contained in all subcontracts for work or services
related to the Scope of Work attached hereto.
In addition to the requirements set forth in this Grant Agreement, GRANTEE agrees to comply with
RCW 27.44 regarding Indian Graves and Records; RCW 27.53 regarding Archaeological Sites and
Resources; RCW 68.60 regarding Abandoned and Historic Cemeteries and Historic Graves; and
WAC 25-48 regarding Archaeological Excavation and Removal Permits.
Completion of the requirements of Section 106 of the National Historic Preservation Act shall
substitute for completion of Governor’s Executive Order 05-05.
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In the event that the GRANTEE finds it necessary to amend the Scope of Work the GRANTEE may
be required to re-comply with Governor's Executive Order 05-05 or Section 106 of the National
Historic Preservation Act.
19. REAPPROPRIATION
A. The parties hereto understand and agree that any state funds not expended by the BIENNIUM
CLOSE DATE listed on the Declarations page will lapse on that date unless specifically
reappropriated by the Washington State Legislature. If funds are so reappropriated, the state's
obligation under the terms of this Grant Agreement shall be contingent upon the terms of such
reappropriation.
B. In the event any funds awarded under this Grant Agreement are reappropriated for use in a future
biennium, COMMERCE reserves the right to assign a reasonable share of any such
reappropriation for administrative costs.
20. TERMINATION FOR FRAUD OR MISREPRESENTATION
In the event the GRANTEE commits fraud or makes any misrepresentation in connection with the
Grant application or during the performance of this Grant Agreement, COMMERCE reserves the
right to terminate or amend this Grant Agreement accordingly, including the right to recapture all
funds disbursed to the GRANTEE under the Grant.
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GENERAL TERMS AND CONDITIONS
GENERAL GRANT
STATE FUNDS
21. DEFINITIONS
As used throughout this Grant, the following terms shall have the meaning set forth below:
A. “Authorized Representative” shall mean the Director and/or the designee authorized in writing to
act on the Director’s behalf.
B. “COMMERCE” shall mean the Department of Commerce.
C. "GRANTEE" shall mean the entity identified on the Face Sheet performing service(s) under this
Grant, and shall include all employees and agents of the GRANTEE.
D. “Personal Information” shall mean information identifiable to any person, including, but not limited
to, information that relates to a person’s name, health, finances, education, business, use or
receipt of governmental services or other activities, addresses, telephone numbers, social
security numbers, driver license numbers, other identifying numbers, and any financial identifiers.
E. ”State” shall mean the state of Washington.
F. "Subgrantee/subcontractor" shall mean one not in the employment of the GRANTEE, who is
performing all or part of those services under this Grant under a separate Grant with the
GRANTEE. The terms “subgrantee/subcontractor” refers to any tier.
G. “Subrecipient” shall mean a non-federal entity that expends federal awards received from a pass -
through entity to carry out a federal program, but does not include an individual that is a beneficiary
of such a program. It also excludes vendors that receive federal funds in exchange for goods and/or
services in the course of normal trade or commerce.
H. “Vendor” is an entity that agrees to provide the amount and kind of services requested by
COMMERCE; provides services under the grant only to those beneficiaries individually determined
to be eligible by COMMERCE and, provides services on a fee-for-service or per-unit basis with
contractual penalties if the entity fails to meet program performance standards.
I. “Grant Agreement” or “Agreement” means the entire written agreement between COMMERCE
and the GRANTEE, including any Attachments, Exhibits, documents, or materials incorporated by
reference.
22. ACCESS TO DATA
In compliance with RCW 39.26.180, the GRANTEE shall provide access to data generated under this
Grant to COMMERCE, the Joint Legislative Audit and Review Committee, and the Office of the State
Auditor at no additional cost. This includes access to all information that supports the finding s,
conclusions, and recommendations of the GRANTEE’s reports, including computer models and the
methodology for those models.
23. ADVANCE PAYMENTS PROHIBITED
No payments in advance of or in anticipation of goods or services to be provided under this Grant shall
be made by COMMERCE.
24. ALL WRITINGS CONTAINED HEREIN
This Grant contains all the terms and conditions agreed upon by the parties. No other understandings,
oral or otherwise, regarding the subject matter of this Grant shall be deemed to exist or to bin d any of
the parties hereto.
25. AMENDMENTS
This Grant may be amended by mutual agreement of the parties. Such amendments shall not be
binding unless they are in writing and signed by personnel authorized to bind each of the parties.
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26. AMERICANS WITH DISABILITIES ACT (ADA) OF 1990, PUBLIC LAW 101-336, ALSO
REFERRED TO AS THE “ADA” 28 CFR PART 35
The GRANTEE must comply with the ADA, which provides comprehensive civil rights protection to
individuals with disabilities in the areas of employment, public accommodations, state and local
government services, and telecommunications.
27. ASSIGNMENT
Neither this Grant, nor any claim arising under this Grant, shall be transferred or assigned by the
GRANTEE without prior written consent of COMMERCE.
28. ATTORNEYS’ FEES
Unless expressly permitted under another provision of the Grant, in the event of litigation or other
action brought to enforce Grant terms, each party agrees to bear its own attorney’s fees and costs.
29. AUDIT
A. General Requirements
COMMERCE reserves the right to require an audit. If required, GRANTEEs are to procure audit
services based on the following guidelines.
The GRANTEE shall maintain its records and accounts so as to facilitate audits and shall ensure
that subgrantees also maintain auditable records.
The GRANTEE is responsible for any audit exceptions incurred by its own organization or that of
its subgrantees.
COMMERCE reserves the right to recover from the GRANTEE all disallowed costs resulting from
the audit.
Responses to any unresolved management findings and disallowed or questioned costs shall be
included with the audit report. The GRANTEE must respond to COMMERCE requests for
information or corrective action concerning audit issues within thirty (30) days of the d ate of
request.
B. State Funds Requirements
In the event an audit is required, if the GRANTEE is a state or local government entity, the Office
of the State Auditor shall conduct the audit. Audits of non-profit organizations are to be
conducted by a certified public accountant selected by the GRANTEE.
The GRANTEE shall include the above audit requirements in any subcontracts.
In any case, the GRANTEE’s records must be available for review by COMMERCE.
C. Documentation Requirements
The GRANTEE must send a copy of the audit report described above no later than nine (9)
months after the end of the GRANTEE’s fiscal year(s) by sending a scanned copy to
comacctoffice@commerce.wa.gov or a hard copy to:
Department of Commerce
ATTN: Accounting Services
1011 Plum Street SE
PO Box 42525
Olympia WA 98504-2525
In addition to sending a copy of the audit, when applicable, the GRANTEE must include:
Corrective action plan for audit findings within three (3) months of the audit being
received by COMMERCE.
Copy of the Management Letter.
If the GRANTEE is required to obtain a Single Audit consistent with Circular A-133 requirements,
a copy must be provided to COMMERCE; no other report is required.
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30. CONFIDENTIALITY/SAFEGUARDING OF INFORMATION
A. “Confidential Information” as used in this section includes:
1. All material provided to the GRANTEE by COMMERCE that is designated as “confidential” by
COMMERCE;
2. All material produced by the GRANTEE that is designated as “confidential” by COMMERCE;
and
3. All personal information in the possession of the GRANTEE that may not be disclosed under
state or federal law. “Personal information” includes but is not limited to information related to
a person’s name, health, finances, education, business, use of government services,
addresses, telephone numbers, social security number, driver’s license number and other
identifying numbers, and “Protected Health Information” under the federal Health Insurance
Portability and Accountability Act of 1996 (HIPAA).
B. The GRANTEE shall comply with all state and federal laws related to the use, sharing, transfer,
sale, or disclosure of Confidential Information. The GRANTEE shall use Confidential Information
solely for the purposes of this Grant and shall not use, share, transfer, sell or disclose any
Confidential Information to any third party except with the prior written consent of COMMERCE or
as may be required by law. The GRANTEE shall take all necessary steps to assure that
Confidential Information is safeguarded to prevent unauthorized use, sharing, transfer, sale or
disclosure of Confidential Information or violation of any state or federal laws related thereto.
Upon request, the GRANTEE shall provide COMMERCE with its policies and procedures on
confidentiality. COMMERCE may require changes to such policies and procedures as they apply
to this Grant whenever COMMERCE reasonably determines that changes are necessary to
prevent unauthorized disclosures. The GRANTEE shall make the changes within the time period
specified by COMMERCE. Upon request, the GRANTEE shall immediately return to
COMMERCE any Confidential Information that COMMERCE reasonably determines has not
been adequately protected by the GRANTEE against unauthorized disclosure.
C. Unauthorized Use or Disclosure. The GRANTEE shall notify COMMERCE within five (5) working
days of any unauthorized use or disclosure of any confidential information, and shall take
necessary steps to mitigate the harmful effects of such use or disclosure.
31. CONFLICT OF INTEREST
Notwithstanding any determination by the Executive Ethics Board or other tribunal, COMMERCE
may, in its sole discretion, by written notice to the GRANTEE terminate this Grant Agreement if it is
found after due notice and examination by COMMERCE that there is a violation of the Ethics in Public
Service Act, Chapters 42.52 RCW and 42.23 RCW; or any similar statute involving the GRANTEE in
the procurement of, or performance under this Grant Agreement.
Specific restrictions apply to contracting with current or former state employees pursuant to chapter
42.52 of the Revised Code of Washington. The GRANTEE and their subcontractor(s) must identify
any person employed in any capacity by the state of Washington that worked on this Grant, or any
matter related to the project funded under this Grant or any other state funded project, including but
not limited to formulating or drafting legislation, participating in grant procurement, planning and
execution, awarding grants, or monitoring grants, during the 24 month period preceding the start date
of this Grant. Identify the individual by name, the agency previously or currently employed by, job title
or position held, and separation date. If it is determined by COMMERCE that a conflict of interest
exists, the GRANTEE may be disqualified from further consideration for the award of a Grant.
In the event this Grant Agreement is terminated as provided above, COMMERCE shall be entitled to
pursue the same remedies against the GRANTEE as it could pursue in the event of a breach of the
Grant Agreement by the GRANTEE. The rights and remedies of COMMERCE provided for in this
clause shall not be exclusive and are in addition to any other rights and remedies provided by law.
The existence of facts upon which COMMERCE makes any determination under this clause shall be
an issue and may be reviewed as provided in the “Disputes” clause of this Grant Agreement.
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32. COPYRIGHT PROVISIONS
Unless otherwise provided, all Materials produced under this Grant shall be considered "works for
hire" as defined by the U.S. Copyright Act and shall be owned by COMMERCE. COMMERCE shall
be considered the author of such Materials. In the event the Materials are not considered “works for
hire” under the U.S. Copyright laws, the GRANTEE hereby irrevocably assigns all right, title, and
interest in all Materials, including all intellectual property rights, moral rights, and rights of publicity to
COMMERCE effective from the moment of creation of such Materials.
“Materials” means all items in any format and includes, but is not limited to, data, reports, documents,
pamphlets, advertisements, books, magazines, surveys, studies, computer programs, films, tapes,
and/or sound reproductions. “Ownership” includes the right to copyright, patent, register and the
ability to transfer these rights.
For Materials that are delivered under the Grant, but that incorporate pre-existing materials not
produced under the Grant, the GRANTEE hereby grants to COMMERCE a nonexclusive, royalty-free,
irrevocable license (with rights to sublicense to others) in such Materials to translate, reproduce,
distribute, prepare derivative works, publicly perform, and publicly display. The GRANTEE warrants
and represents that the GRANTEE has all rights and perm issions, including intellectual property
rights, moral rights and rights of publicity, necessary to grant such a license to COMMERCE.
The GRANTEE shall exert all reasonable effort to advise COMMERCE, at the time of delivery of
Materials furnished under this Grant, of all known or potential invasions of privacy contained therein
and of any portion of such document which was not produced in the performance of this Grant. The
GRANTEE shall provide COMMERCE with prompt written notice of each notice or claim of
infringement received by the GRANTEE with respect to any Materials delivered under this Grant.
COMMERCE shall have the right to modify or remove any restrictive markings placed upon the
Materials by the GRANTEE.
33. DISPUTES
Except as otherwise provided in this Grant, when a dispute arises between the parties and it cannot
be resolved by direct negotiation, either party may request a dispute hearing with the Director of
COMMERCE, who may designate a neutral person to decide the dispute.
The request for a dispute hearing must:
be in writing;
state the disputed issues;
state the relative positions of the parties;
state the GRANTEE's name, address, and Grant number; and
be mailed to the Director and the other party’s (respondent’s ) Grant Representative within
three (3) working days after the parties agree that they cannot resolve the dispute.
The respondent shall send a written answer to the requestor’s statement to both the Director or the
Director’s designee and the requestor within five (5) working days.
The Director or designee shall review the written statements and reply in writing to both parties within
ten (10) working days. The Director or designee may extend this period if necessary by notifying the
parties.
The decision shall not be admissible in any succeeding judicial or quasi-judicial proceeding.
The parties agree that this dispute process shall precede any action in a judicial or quasi-judicial
tribunal.
Nothing in this Grant shall be construed to limit the parties’ choice of a mutually acceptable alternate
dispute resolution (ADR) method in addition to the dispute hearing procedure outlined above.
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34. DUPLICATE PAYMENT
COMMERCE shall not pay the GRANTEE, if the GRANTEE has charged or will charge the State of
Washington or any other party under any other Grant, subgrant/subcontract, or agreement, for the
same services or expenses.
35. GOVERNING LAW AND VENUE
This Grant shall be construed and interpreted in accordance with the laws of the state of Washington,
and the venue of any action brought hereunder shall be in the Superior Court for Thurston County.
36. INDEMNIFICATION
To the fullest extent permitted by law, the GRANTEE shall indemnify, defend, and hold harmless the
state of Washington, COMMERCE, agencies of the state and all officials, agents and employees of
the state, from and against all claims. “Claim” as used in this Grant Agreement, means any financial
loss, claim, suit, action, damage, or expense, including but not limited to attorney’s fees, attributable
for bodily injury, sickness, disease, or death, or injury to or the destruction of tangible property
including loss of use resulting therefrom.
The GRANTEE’s obligation to indemnify, defend, and hold harmless includes any claim by
GRANTEE’s agents, employees, representatives, or any subgrantee/subcontractor or its employees.
GRANTEE expressly agrees to indemnify, defend, and hold harmless the State for any claim arising
out of or incident to GRANTEE’S or any subgrantee’s/subcontractor’s performance or failure to
perform the Grant. GRANTEE’S obligation to indemnify, defend, and hold harmless the State shall
not be eliminated or reduced by any actual or alleged concurrent negligence of State or its agents,
agencies, employees and officials.
The GRANTEE waives its immunity under Title 51 RCW to the extent it is required to indemnify,
defend and hold harmless the state and its agencies, officers, agents or employees.
37. INDEPENDENT CAPACITY OF THE GRANTEE
The parties intend that an independent contractor relationship will be created by this Grant. The
GRANTEE and its employees or agents performing under this Grant Agreement are not employees or
agents of the state of Washington or COMMERCE. The GRANTEE will not hold itself out as or claim
to be an officer or employee of COMMERCE or of the state of Washington by reason hereof, nor will
the GRANTEE make any claim of right, privilege or benefit which would accrue to such officer or
employee under law. Conduct and control of the work will be solely with the GRANTEE.
38. INDUSTRIAL INSURANCE COVERAGE
The GRANTEE shall comply with all applicable provisions of Title 51 RCW, Industrial Insurance. If
the GRANTEE fails to provide industrial insurance coverage or fails to pay premiums or penalties on
behalf of its employees as may be required by law, COMMERCE may collect from the GRANTEE the
full amount payable to the Industrial Insurance Accident Fund. COMMERCE may deduct the amo unt
owed by the GRANTEE to the accident fund from the amount payable to the GRANTEE by
COMMERCE under this Grant Agreement, and transmit the deducted amount to the Department of
Labor and Industries, (L&I) Division of Insurance Services. This provision does not waive any of L&I’s
rights to collect from the GRANTEE.
39. LAWS
The GRANTEE shall comply with all applicable laws, ordinances, codes, regulations and policies of
local and state and federal governments, as now or hereafter amended.
40. LICENSING, ACCREDITATION AND REGISTRATION
The GRANTEE shall comply with all applicable local, state, and federal licensing, accreditation and
registration requirements or standards necessary for the performance of this Grant Agreement.
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41. LIMITATION OF AUTHORITY
Only the Authorized Representative or Authorized Representative’s delegate by writing (delegation to
be made prior to action) shall have the express, implied, or apparent authority to alter, amend,
modify, or waive any clause or condition of this Grant Agreement. Furthermore, any alteration,
amendment, modification, or waiver or any clause or condition of this Grant Agreement is not
effective or binding unless made in writing and signed by the Authorized Representative.
42. NONCOMPLIANCE WITH NONDISCRIMINATION LAWS
During the performance of this Grant, the GRANTEE shall comply with all federal, state, and local
nondiscrimination laws, regulations and policies. In the event of the GRANTEE’s non -compliance or
refusal to comply with any nondiscrimination law, regulat ion or policy, this Grant may be rescinded,
canceled or terminated in whole or in part, and the GRANTEE may be declared ineligible for further
Grants with COMMERCE. The GRANTEE shall, however, be given a reasonable time in which to
cure this noncompliance. Any dispute may be resolved in accordance with the “Disputes” procedure
set forth herein.
The funds provided under this contract may not be used to fund religious worship, exercise, or
instruction. No person shall be required to participate in any reli gious worship, exercise, or instruction
in order to have access to the facilities funded by this grant.
43. PAY EQUITY
The GRANTEE agrees to ensure that “similarly employed” individuals in its workforce are
compensated as equals, consistent with the following:
a. Employees are “similarly employed” if the individuals work for the same employer, the
performance of the job requires comparable skill, effort, and responsibility, and the jobs are
performed under similar working conditions. Job titles alone ar e not determinative of whether
employees are similarly employed;
b. GRANTEE may allow differentials in compensation for its workers if the differentials are based in
good faith and on any of the following:
(i) A seniority system; a merit system; a system that measures earnings by quantity or quality
of production; a bona fide job-related factor or factors; or a bona fide regional difference in
compensation levels.
(ii) A bona fide job-related factor or factors may include, but not be limited to, education,
training, or experience that is: Consistent with business necessity; not based on or derived
from a gender-based differential; and accounts for the entire differential.
(iii) A bona fide regional difference in compensation level must be: Consistent with busin ess
necessity; not based on or derived from a gender-based differential; and account for the
entire differential.
This Grant Agreement may be terminated by COMMERCE, if COMMERCE or the Department of
Enterprise services determines that the GRANTEE is not in compliance with this provision.
44. POLITICAL ACTIVITIES
Political activity of GRANTEE employees and officers are limited by the State Campaign Finances
and Lobbying provisions of Chapter 42.17a RCW and the Federal Hatch Act, 5 USC 1501 - 1508.
No funds may be used for working for or against ballot measures or for or against the candidacy of
any person for public office.
45. PUBLICITY
The GRANTEE agrees not to publish or use any advertising or publicity materials in which the state of
Washington or COMMERCE’s name is mentioned, or language used from which the connection with
the state of Washington’s or COMMERCE’s name may reasonably be inferred or implied, without the
prior written consent of COMMERCE.
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46. RECAPTURE
In the event that the GRANTEE fails to perform this Grant in accordance with state laws, federal laws,
and/or the provisions of this Grant, COMMERCE reserves the right to rec apture funds in an amount
to compensate COMMERCE for the noncompliance in addition to any other remedies available at law
or in equity.
Repayment by the GRANTEE of funds under this recapture provision shall occur within the time
period specified by COMMERCE. In the alternative, COMMERCE may recapture such funds from
payments due under this Grant.
47. RECORDS MAINTENANCE
The GRANTEE shall maintain books, records, documents, data and other evidence relating to this
Grant and performance of the services described herein, including but not limited to accounting
procedures and practices that sufficiently and properly reflect all direct and indirect costs of any
nature expended in the performance of this Grant.
GRANTEE shall retain such records for a period of six years following the date of final payment. At
no additional cost, these records, including materials generated under the Grant, shall be subject at
all reasonable times to inspection, review or audit by COMMERCE, personnel duly authorized by
COMMERCE, the Office of the State Auditor, and federal and state officials so authorized by law,
regulation or agreement.
If any litigation, claim or audit is started before the expiration of the six (6) year period, the records
shall be retained until all litigation, claims, or audit findings involving the records have been resolved.
48. REGISTRATION WITH DEPARTMENT OF REVENUE
If required by law, the GRANTEE shall complete registration with the Washington State Department
of Revenue.
49. RIGHT OF INSPECTION
The GRANTEE shall provide right of access to its facilities to COMMERCE, or any of its officers, or to
any other authorized agent or official of the state of Washington or the federal government, at all
reasonable times, in order to monitor and evaluate performance, c ompliance, and/or quality assurance
under this Grant.
50. SAVINGS
In the event funding from state, federal, or other sources is withdrawn, reduced, or limited in any way
after the effective date of this Grant and prior to normal completion, COMMERCE may ter minate the
Grant under the "Termination for Convenience" clause, without the ten calendar day notice
requirement. In lieu of termination, the Grant may be amended to reflect the new funding limitations
and conditions.
51. SEVERABILITY
The provisions of this Grant are intended to be severable. If any term or provision is illegal or invalid
for any reason whatsoever, such illegality or invalidity shall not affect the validity of the remainder of
the Grant.
52. SITE SECURITY
While on COMMERCE premises, GRANTEE, its agents, employees, or subcontractors shall conform
in all respects with physical, fire or other security policies or regulations.
53. SUBGRANTING/SUBCONTRACTING
Neither the GRANTEE nor any subgrantee/subcontractor shall enter into subgrants/subcontracts for
any of the work contemplated under this Grant Agreement without obtaining prior written approval of
COMMERCE. In no event shall the existence of the subgrant/subcontract operate to release or reduce
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the liability of the GRANTEE to COMMERCE for any breach in the performance of the GRANTEE’s
duties. This clause does not include Grants of employment between the GRANTEE and personnel
assigned to work under this Grant.
Additionally, the GRANTEE is responsible for ensuring that all terms, conditions, assurances and
certifications set forth in this agreement are carried forward to any subgrants/subcontracts. GRANTEE
and its subgrantees/subcontractors agree not to release, divulge, publish, transfer, sell or otherwise
make known to unauthorized persons personal information without the express written consent of
COMMERCE or as provided by law.
54. SURVIVAL
The terms, conditions, and warranties contained in this Grant that by their sense and context are
intended to survive the completion of the performance, cancellation or termination of this Grant shall
so survive.
55. TAXES
All payments accrued on account of payroll taxes, unemployment contributions, the GRANTEE’s
income or gross receipts, any other taxes, insurance or expenses for the GRANTEE or its staff shall
be the sole responsibility of the GRANTEE.
56. TERMINATION FOR CAUSE
In the event COMMERCE determines the GRANTEE has failed to comply with the conditions of this
Grant in a timely manner, COMMERCE has the right to suspend or terminate this Grant. Before
suspending or terminating the Grant, COMMERCE shall notify the GRANTEE in writing of the need to
take corrective action. If corrective action is not taken within 30 calendar days, the Grant may be
terminated or suspended.
In the event of termination or suspension, the GRANTEE shall be liable for damages as authorized by
law including, but not limited to, any cost difference between the original Grant and the replacement
or cover Grant and all administrative costs directly related to the replacement Grant, e.g., cost of the
competitive bidding, mailing, advertising and staff time.
COMMERCE reserves the right to suspend all or part of the Grant, withhold further payments, or
prohibit the GRANTEE from incurring additional obligations of funds during investigation of the
alleged compliance breach and pending corrective action by the GRANTEE or a decision by
COMMERCE to terminate the Grant. A termination shall be deemed a “Termination for Convenience”
if it is determined that the GRANTEE: (1) was not in default; or (2) failure to perform was outside of
his or her control, fault or negligence.
The rights and remedies of COMMERCE provided in this Grant are not exclusive and are, in addition
to any other rights and remedies, provided by law.
57. TERMINATION FOR CONVENIENCE
Except as otherwise provided in this Grant, COMMERCE may, by ten (10) business days wri tten
notice, beginning on the second day after the mailing, terminate this Grant, in whole or in part. If this
Grant is so terminated, COMMERCE shall be liable only for payment required under the terms of this
Grant for services rendered or goods delivere d prior to the effective date of termination.
58. TERMINATION PROCEDURES
Upon termination of this Grant, COMMERCE, in addition to any other rights provided in this Grant,
may require the GRANTEE to deliver to COMMERCE any property specifically produced or ac quired
for the performance of such part of this Grant as has been terminated. The provisions of the
"Treatment of Assets" clause shall apply in such property transfer.
COMMERCE shall pay to the GRANTEE the agreed upon price, if separately stated, for comp leted
work and services accepted by COMMERCE, and the amount agreed upon by the GRANTEE and
COMMERCE for (i) completed work and services for which no separate price is stated, (ii) partially
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completed work and services, (iii) other property or services that are accepted by COMMERCE, and
(iv) the protection and preservation of property, unless the termination is for default, in which case the
AUTHORIZED REPRESENTATIVE shall determine the extent of the liability of COMMERCE. Failure
to agree with such determ ination shall be a dispute within the meaning of the "Disputes" clause of this
Grant. COMMERCE may withhold from any amounts due the GRANTEE such sum as the
AUTHORIZED REPRESENTATIVE determines to be necessary to protect COMMERCE against
potential loss or liability.
The rights and remedies of COMMERCE provided in this section shall not be exclusive and are in
addition to any other rights and remedies provided by law or under this Grant Agreement.
After receipt of a notice of termination, and except as otherwise directed by the AUTHORIZED
REPRESENTATIVE, the GRANTEE shall:
1. Stop work under the Grant on the date, and to the extent specified, in the notice;
2. Place no further orders or subgrants/subcontracts for materials, services, or facilities except as
may be necessary for completion of such portion of the work under the Grant that is not terminated;
3. Assign to COMMERCE, in the manner, at the times, and to the extent directed by the
AUTHORIZED REPRESENTATIVE, all of the rights, title, and interest of the G RANTEE under the
orders and subgrants/subcontracts so terminated, in which case COMMERCE has the right, at its
discretion, to settle or pay any or all claims arising out of the termination of such orders and
subgrants/subcontracts;
4. Settle all outstanding liabilities and all claims arising out of such termination of orders and
subcontracts, with the approval or ratification of the AUTHORIZED REPRESENTATIVE to the
extent AUTHORIZED REPRESENTATIVE may require, which approval or ratification shall be final
for all the purposes of this clause;
5. Transfer title to COMMERCE and deliver in the manner, at the times, and to the extent directed by
the AUTHORIZED REPRESENTATIVE any property which, if the Grant had been completed,
would have been required to be furnished to COMMERCE;
6. Complete performance of such part of the work as shall not have been terminated by the
AUTHORIZED REPRESENTATIVE; and
7. Take such action as may be necessary, or as the AUTHORIZED REPRESENTATIVE may direct,
for the protection and preservation of the property related to this Grant, which is in the possession
of the GRANTEE and in which COMMERCE has or may acquire an interest.
59. TREATMENT OF ASSETS
Title to all property furnished by COMMERCE shall remain in COMMERCE. Title to all property
furnished by the GRANTEE, for the cost of which the GRANTEE is entitled to be reimbursed as a direct
item of cost under this Grant, shall pass to and vest in COMMERCE upon delivery of such property by
the GRANTEE. Title to other property, the cost of which is reimb ursable to the GRANTEE under this
Grant, shall pass to and vest in COMMERCE upon (i) issuance for use of such property in the
performance of this Grant, or (ii) commencement of use of such property in the performance of this
Grant, or (iii) reimbursement of the cost thereof by COMMERCE in whole or in part, whichever first
occurs.
A. Any property of COMMERCE furnished to the GRANTEE shall, unless otherwise provided herein
or approved by COMMERCE, be used only for the performance of this Grant.
B. The GRANTEE shall be responsible for any loss or damage to property of COMMERCE that results
from the negligence of the GRANTEE or which results from the failure on the part of the GRANTEE
to maintain and administer that property in accordance with sound management practices.
C. If any COMMERCE property is lost, destroyed or damaged, the GRANTEE shall immediately notify
COMMERCE and shall take all reasonable steps to protect the property from further damage.
D. The GRANTEE shall surrender to COMMERCE all property of COMMERCE prior to settlement
upon completion, termination or cancellation of this Grant
All reference to the GRANTEE under this clause shall also include GRANTEE'S employees,
agents or subgrantees/subcontractors.
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60. WAIVER
Waiver of any default or breach shall not be deemed to be a waiver of any subsequent default or
breach. Any waiver shall not be construed to be a modification of the terms of this Grant unless
stated to be such in writing and signed by Authorized Representative of COMMERCE.
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ATTACHMENT A - SCOPE OF WORK
Funds awarded under this grant will be used for capital expenditures to construct a lift/pump station, a
force main and associated piping in order to divert food processors ‘gray’ water from the City Municipal
Wastewater Treatment plant to the City of Pasco’s Process Water Reuse Facility (PWRF).
The location of this project is in the northeastern portion of City of Pasco, this project will enable a force
main to connect from the Kahlotus (Columbia East) Highway/Commercial Avenue area to the PWRF
located at 957 E. Foster Wells Road, Pasco, WA 99301.
Project activities will include and not be limited to:
Land/Right-of-Way acquisition
Demolition and site preparation
Design
Engineering
Construction of lift/pump station and force main
This project began in April 2017, and is expected to be complete by December 2021.
All project work completed with prior legislative approval. The “Copyright Provisions”, Section 32 of the
General Terms and Conditions, are not intended to apply to any architectural an d engineering design
work funded by this grant.
CERTIFICATION PERFORMANCE MEASURE
The GRANTEE, by its signature, certifies that the declaration set forth above has been reviewed and
approved by the GRANTEE’s governing body as of the date and year written below.
______________________________________
GRANTEE
______________________________________
TITLE
_____________________________________
DATE
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24
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25
ATTACHMENT B - CERTIFICATION OF THE AVAILABILITY OF FUNDS TO COMPLETE THE
PROJECT
Type of Funding Source Description Amount
Grant Washington State Department of Commerce $2,575,000.00
Other Grants
Grant #1 Franklin County 0.09 Economic Development
Grant (2017) $500,000.00
Grant #2 Franklin County 0.09 Economic Development
Grant (2018) $500,000.00
Grant #3 US EDA (2018) $3,000,000.00
Grant #4 US EDA Supplemental Funding (2020) $3,000,000.00
Total Other Grants $7,000,000.00
Other Loans
Loan #1 $
Total Loans $0.00
Other Local Revenue
Source #1 Debt Services $6,643,920.00
Total Local Revenue $6,643,920.00
Other Funds
Source #1 $
Total Other Funds $0.00
Total Project Funding $16,218,920.00
CERTIFICATION PERFORMANCE MEASURE
The GRANTEE, by its signature, certifies that project funding from sources other than those provided by
this Grant Agreement and identified above has been reviewed and approved by the GRANTEE’s
governing body or board of directors, as applicable, and has either been expended for eligible Project
expenses, or is committed in writing and available and will remain committed and available solely and
specifically for carrying out the purposes of this Project as described in elsewhere in this Grant
Agreement, as of the date and year written below. The GRANTEE shall maintain records sufficient to
evidence that it has expended or has access to the funds needed to complete the Project, and shall make
such records available for COMMERCE’s review upon reasonable request.
______________________________________
GRANTEE
______________________________________
TITLE
_____________________________________
DATE
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26
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27
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28
ATTACHMENT C- CERTIFICATION OF THE PAYMENT AND REPORTING OF PREVAILING WAGES
CERTIFICATION PERFORMANCE MEASURE
The GRANTEE, by its signature, certifies that all contractors and subcontractors performing work on the
Project shall comply with prevailing wage laws set forth in Chapter 39.12 RCW, as applicable to the
Project funded by this Grant Agreement, including but not limited to the filing of the “Statement of Intent to
Pay Prevailing Wages” and “Affidavit of Wages Paid” as required by RCW 39.12.040. The GRANTEE
shall maintain records sufficient to evidence compliance with Chapter 39.12 RCW, and shall make such
records available for COMMERCE’s review upon request.
If any state funds are used by the GRANTEE for the purpose of construction, applicable State Prevailing
Wages must be paid.
The GRANTEE, by its signature, certifies that the declaration set forth above has been reviewed and
approved by the GRANTEE’s governing body as of the date and year written below.
______________________________________
GRANTEE
______________________________________
TITLE
_____________________________________
DATE
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29
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30
ATTACHMENT D - CERTIFICATION OF INTENT TO ENTER THE LEADERSHIP IN ENERGY AND
ENVIRONMENTAL DESIGN (LEED) CERTIFICATION PROCESS
CERTIFICATION PERFORMANCE MEASURE
The GRANTEE, by its signature, certifies that it will enter into the Leadership in Energy and
Environmental Design certification process, as stipulated in RCW 39.35D, as applicable to the Project
funded by this Grant Agreement. The GRANTEE shall, upon receipt of LEED certification by the United
States Green Building Council, provide documentation of such certification to COMMERCE.
The GRANTEE, by its signature, certifies that the declaration set forth above has been reviewed and
approved by the GRANTEE’s governing body or board of directors, as applicable, as of the date and year
written below.
IF EXEMPT: DO NOT SIGN
______________________________________
GRANTEE
______________________________________
TITLE
_____________________________________
DATE
Page 142 of 160
AGENDA REPORT
FOR: City Council February 16, 2021
TO: Dave Zabell, City Manager City Council Regular
Meeting: 2/16/21
FROM: Adam Lincoln, Deputy City Manager
Executive
SUBJECT: Option to Resume Partial In-Person Public Meetings
I. REFERENCE(S):
Governor Proclamation No. 20-28.14 (December 7, 2020)
Draft Emergency Order No. 2020-006.1
Healthy Washington - Roadmap to Recovery Phases
Miscellaneous Venues Guidance
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
On December 7, 2020, Governor Inslee modified Proclamation No. 20 -28.14
(attached) the In (OPMA). Act Meetings pertaining Open the to Public
extension of this proclamation public agencies could have included an in-
person component to a public meeting however, due to the rollout of the new
Healthy Washington - Roadmap to Recovery plan on January 11, 2021 this
option was no longer possible as under the new plan in-person meetings are
not allowable until Phase 2, and all regions were placed into Phase 1. At the
January 4, 2021 meeting, a week prior roll-out of the new Healthy Washington
Plan, the City Council discussed and appeared favorable to holding in -person
City Council meetings. On February 14, 2021, the South Central Region was
moved to Phase 2 affording the option for in-person meetings.
Critical items from Proclamation No. 20-28.14:
• All meetings must continue to offer a virtual option for participants.
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• Board members, staff and guests may attend meetings in a physical
location provided that the in-person attendance complies with the
following:
o Room occupancy is limited to 25% or less.
o Proper face coverings are required.
o Six-foot separation among in-person attendees is required.
o Meeting room sanitation is required.
• If the requirements for in-person meetings cannot be met, there must be
an overflow room option or the meeting needs to be discontinued if
conditions cannot be met.
• In-person attendance is the exception and is a voluntary decision of the
person attending, you must have the virtual meeting attendance option.
• The above rules apply to all counties regardless of the phase that a
County is in.
V. DISCUSSION:
Staff considerations for proceeding with in-person meetings:
City staff has determined that there is enough space available to allow for all
Councilmembers who would like to attend in-person. Additionally, there is room
to accommodate the three (3) staff membe rs who have been in the City
Council Chambers during meetings (City Manager, ACS Director, and City
Clerk). Although twenty-five percent capacity for Council Chambers is 31, when
we take into account proper social distancing needs, there is room for 15 seats
in the audience. Staff can also make room for overflow seating in the hallway
adjacent to the City Council Chambers and meet social distancing standards.
Should Council choose to maintain remote meetings only, no changes are
necessary, if Council wishes to opt for in-person meetings, staff proposes to
take the following actions to assure compliance:
• All seating will be arranged and well-marked for six-foot distancing.
• Staff will sign the entrance to City-Hall so that there is a single, ADA
accessible, point of entry to the City Council Chambers. Additionally, the
primary exit will be the door that leads directly into the City Hall parking
lot from within the City Council Chambers. Clear signage will be added
so that visitors are clear as to where they need to go.
• Masks and hand sanitizer will be provided for any guest who needs
them.
• Staff will continue to provide remote presentations to allow the maximum
numbers of spaces for those members of the public desiring to attend in-
person.
• Provisions for public comment will be made for in-person attendees and
via the online meeting option. Online commenters will need to continue
to follow the practice of signing up ahead of the meeting to manage
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meeting decorum in the online environment. In-person attendees
wishing to address Council on items not on the agenda will sign -in to
make comments per historical practice.
• If needed, an overflow room will be provided at the Police Commun ity
Services Center to ensure access for in-person participants.
• The City Clerk will maintain a clean and disinfected podium throughout
the meeting for any in-person public commenters or presenters.
Staff seeks Council's preference to exercise the in -person component
authorized by the Governor's Dec. 7 modified order and provide direction to
staff. Should Council view the in-person option favorably, the Mayor will
execute the attached Emergency Order allowing for in -person attendance,
which Council will ratify at the next meeting.
Page 145 of 160
PROCLAMATION BY THE GOVERNOR
AMENDING AND EXTENDING
PROCLAMATIONS 20-05 and 20-28, et seq.
20-28.14
Open Public Meetings Act and Public Records Act Proclamations
WHEREAS, on February 29, 2020, I issued Proclamation 20-05, proclaiming a State of
Emergency for all counties throughout the state of Washington as a result of the coronavirus
disease 2019 (COVID-19) outbreak in the United States and confirmed person-to-person spread
of COVID-19 in Washington State; and
WHEREAS, as a result of the continued worldwide spread of COVID-19, its significant
progression in Washington State, and the high risk it poses to our most vulnerable populations, I
have subsequently issued several amendatory proclamations, exercising my emergency powers
under RCW 43.06.220 by prohibiting certain activities and waiving and suspending specified
laws and regulations; and
WHEREAS, I issued Proclamations 20-25, et seq., first entitled Stay Home – Stay Healthy,
which initially prohibited all people in Washington State from leaving their homes except under
certain circumstances, and which I later amended to Safe Start – Stay Healthy” County-By-
County Phased Reopening, gradually relaxing those limitations based on county-by-county
phasing; and, on November 16, 2020 I again amended 20-25, et seq., to Stay Safe– Stay Healthy -
Rollback of County-By-County Phased Reopening Responding to a COVID-19 Outbreak Surge,
in response to a large surge of new cases of COVID-19, increased hospitalizations and ongoing
COVID-19 related deaths in Washington State; and
WHEREAS, to enable public meetings to occur while maintaining the social distancing and
limitations on in-person interactions necessary to curtail the spread of COVID-19, on March 24,
2020, I issued Proclamation 20-28, prohibiting in-person meetings and waiving and suspending
laws and rules concerning RCW 42.56, the Public Records Act, and RCW 42.30, the Open Public
Meetings Act that hindered conducting public meetings remotely; and
WHEREAS, under the provisions of RCW 43.06.220(4), the statutory waivers and suspensions
of Proclamation 20-28, et seq., have been periodically extended by the leadership of the
Washington State Senate and House of Representatives, and which I have acknowledged and
similarly extended the prohibitions therein in subsequent sequentially numbered proclamations,
which proclamations also contained modifications and guidance regarding the waivers,
suspensions, and prohibitions; and
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2
WHEREAS, on December 7, 2020, under the provisions of RCW 43.06.220(4), the statutory
waivers and suspensions in Proclamation 20-28, et seq., were again extended by the leadership of
the Washington State Senate and House of Representatives until the termination of the COVID-
19 State of Emergency or 11:59 p.m. on January 19, 2021, whichever occurs first; and
WHEREAS, to provide greater opportunity for the public to engage its governing bodies when
public health circumstances safely allow, while continuing to maintain critical social distancing
and other requirements to prevent further spread of the virus, it is necessary that I amend the
prohibition on open public meetings to exempt from this prohibition all meetings as allowed in
guidelines for “business meetings”, found in the “Miscellaneous Venues” guidance, and as
incorporated into the Proclamation 20-25 et seq., Stay Safe – Stay Healthy - Rollback of County-
By-County Phased Reopening Responding to a COVID-19 Outbreak Surge; and
WHEREAS, to fully extend Proclamations 20-28, et seq., it is also necessary for me to extend
the prohibitions provided therein; and
WHEREAS, to assist in the implementation of Proclamation 20-28, et seq., it is appropriate to
restate in one document the prohibitions and the statutory waivers and suspensions currently in
effect; and
WHEREAS, the Washington State Military Department Emergency Management Division,
through the State Emergency Operations Center, continues coordinating resources across state
government to address the impacts and long-term effects of the emergencies on Washington
State and its people.
NOW, THEREFORE, I, Jay Inslee, Governor of the state of Washington, as a result of the
above-noted situations, and under RCW 38.08, 38.52, and 43.06, do hereby proclaim that a State
of Emergency continues to exist in all counties of Washington State, that Proclamation 20-05
and all amendments remain in effect, and that the prohibitions in Proclamations 20-28, et seq.,
are amended to (1) recognize the extension of the statutory waivers and suspensions of RCW
42.56 and RCW 42.30 restated herein by the leadership of the Washington State Senate and
House of Representatives until the termination of the COVID19 State of Emergency or
11:59 p.m. on January 19, 2021, whichever occurs first, (2) similarly extend the prohibitions
herein until the termination of the COVID-19 State of Emergency or 11:59 p.m. on January 19,
2021, whichever occurs first, and (3) amend a prohibition herein as set out below.
I again direct that the plans and procedures of the Washington State Comprehensive Emergency
Management Plan be implemented throughout state government. State agencies and departments
are directed to continue utilizing state resources and doing everything reasonably possible to
support implementation of the Washington State Comprehensive Emergency Management Plan
and to assist affected political subdivisions in an effort to respond to and recover from the
COVID-19 pandemic and wildfires.
I continue to order into active state service the organized militia of Washington State to include
the National Guard and the State Guard, or such part thereof as may be necessary in the opinion
of The Adjutant General to address the circumstances described above, to perform such duties as
directed by competent authority of the Washington State Military Department in addressing the
outbreak. Additionally, I continue to direct the Department of Health, the Washington State
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3
Military Department Emergency Management Division, and other agencies to identify and
provide appropriate personnel for conducting necessary and ongoing incident related
assessments.
FURTHERMORE, based on the above situation and under the provisions of RCW
43.06.220(1)(h), I find that RCW 42.30, as applied to all public agencies statewide, involves the
conduct of state business, and to help preserve and maintain life, health, property or the public
peace, and I hereby amend Proclamation 20-05, and 20-28 et seq., to prohibit public agencies as
follows:
Prohibition:
Any public agency subject to RCW 42.30 is prohibited from conducting a public
meeting subject to RCW 42.30 unless (a) the meeting is not conducted in-person and
instead provides an option(s) for the public to attend the proceedings through, at
minimum, telephonic access, and may also include other electronic, internet or other
means of remote access, and (b) provides the ability for all persons attending the
meeting to hear each other at the same time.
Exemption from Prohibition:
As an exception to the above prohibition, public agencies holding public meetings
may, at their option and in addition to hosting the remote meeting elements described
above, include an in-person component to a public meeting if all of the following
requirements are met:
1. The open public meeting complies with the guidelines for “business meetings”,
found in the “Miscellaneous Venues” guidance here, as incorporated into the
Proclamation 20-25 et seq., Stay Safe – Stay Healthy - Rollback of County-By-
County Phased Reopening Responding to a COVID-19 Outbreak Surge; and
2. Any person wishing to attend in person a public meeting with an in-person
component must be able to do so at a physical location meeting the requirements
herein, either in a primary meeting location or an overflow physical location that
provides the ability for all persons attending the meeting to hear each other at the
same time; and
3. If at any time during a public meeting the in-person component cannot comply with
each of the requirements herein, the public meeting (to include the
telephonic/remote access portions) must be recessed until compliance is restored or
if compliance cannot be restored then adjourned, continued, or otherwise
terminated; and
4. The public agency holding an in-person public meeting shall accommodate, to the
extent practicable, those wishing to participate in and/or attend the public meeting
(to include the press) by allowing persons to attend the meeting by listening and
speaking through operable telecommunications devices (examples include using an
attendee’s cell phone with service to connect to a conference calling service, or
allowing persons to call in using an attendee’s cell phone with service); and
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4
5. County and other local election canvassing boards performing operations related to
the 2020 general election are exempt from the prohibitions set forth in this
Proclamation to allow them to perform their operations openly and transparently,
provided that such boards must (a) permit all persons entitled by law to observe
such operations access sufficient to conduct such observation, and (b) follow
Department of Health and Department of Labor and Industries guidelines related to
facial coverings, social distancing, sanitizing, and other protective measures enacted
in response to the COVID-19 pandemic.
FURTHERMORE, based on the above noted situation and under the provisions of RCW
43.06.220(2)(g), I continue to find that strict compliance with the following portions of statutory
and regulatory obligations or limitations will prevent, hinder, or delay necessary action for
coping with the COVID-19 State of Emergency by bringing people in contact with one another
at a time when the virus is rapidly spreading, and that the language of each statutory provision
specified below is hereby waived and suspended:
• RCW 42.30.030 – the following words only:
“and all persons shall be permitted to attend any meeting of the governing body of a
public agency, except as otherwise provided in this chapter”
• RCW 42.30.040 – in its entirety;
• RCW 42.30.050 – as to the following word only: “room” in the first sentence
• RCW 42.30.070 – as to the following word only: the first usage of “site” - in the fourth
sentence
• RCW 42.30.075 – as to the following words only:
“Notice of any change from such meeting schedule shall be published in the state register
for distribution at least twenty days prior to the rescheduled meeting date.”
• RCW 42.30.080(2)(c) – as to the following words only:
“Prominently displayed at the main entrance of the agency's principal location and the
meeting site if it is not held at the agency's principal location.”
• RCW 42.30.090 – as to the following words only:
“on or near the door of the place where the regular, adjourned regular, special, or
adjourned special meeting was held.”
FURTHERMORE, based on the above noted situation and under the provisions of RCW
43.06.220(2)(g), I find that RCW 42.56, as applied to all public agencies statewide involves the
conduct of state business and I also continue to find that strict compliance with the following
statutory and regulatory obligations or limitations will prevent, hinder, or delay necessary action
for coping with the COVID-19 State of Emergency in responding to public records requests by
bringing people in contact with one another at a time when the virus is rapidly spreading, and
that the language of each statutory provision specified below is hereby waived and suspended
• RCW 42.56.080(2), as to the following words only:
o “Agency facilities shall be made available to any person for the copying of
public records except when and to the extent that this would unreasonably
disrupt the operations of the agency.”
o “in person during an agency's normal office hours, or”
• RCW 42.56.090, as to the first sentence only
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5
• RCW 42.56.100, as to the following word only in the first sentence: “full”
• RCW 42.56.520(1), as to the following words only in the second sentence:
o “Within five business days of receiving a public records request,”
o This statutory suspension at 42.56.520(1) does not apply to requests for public
records received by an agency electronically.
Violators of this order may be subject to criminal penalties pursuant to RCW 43.06.220(5).
Signed and sealed with the official seal of the state of Washington on this 8th day of December,
A.D., Two Thousand and Twenty at Olympia, Washington.
By:
/s/
Jay Inslee, Governor
BY THE GOVERNOR:
/s/
Secretary of State
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OFFICE OF THE MAYOR • (509) 545-3404 • FAX (509) 545-3403
P.O. Box 293 • 525 North 3rd Ave. • Pasco, WA 99301 www.pasco-wa.gov
Emergency Order No. 2020-006.1 1
Emergency Order No. 2020-006.1
Conducting Public Meetings
WHEREAS, on January 31, 2020, the United States Department of Public Health and
Human Services Secretary, Alex Azar declared a public emergency for the novel coronavirus
(COVID-19) beginning on January 27, 2020; and
WHEREAS, on February 29, 2020, Governor Jay Inslee signed Proclamation No. 20-05,
declaring a State of Emergency exists in all counties in the State of Washington due to the number
of confirmed cases of COVID-19 in the state and directed that plans and procedures of the
Washington State Comprehensive Emergency Management Plan be implemented; and
WHEREAS, beginning on March 11, 2020, the President of the United States, Donald J.
Trump, directed the Federal Government to take numerous emergency measures to address the
unprecedented nature of this public health crisis, including restrictions on all foreign travel outside
United States of America due to the number of confirmed cases of COVID-19 in the United States;
and
WHEREAS, on March 16, 2020, Mayor Saul Martinez proclaimed the existence of a civil
emergency pursuant to PMC 2.55.010; and
WHEREAS, on March 17, 2020, the Department of Public Health of Benton and Franklin
County announced the first local case of COVID-19; and
WHEREAS, as the COVID-19 emergency worsens, there is an increasing likelihood that
City residents will be exposed to the virus; and
WHEREAS, on March 23, 2020, Governor Jay Inslee signed Proclamation No. 20-25,
imposing a “Stay Home – Stay Healthy” Order throughout Washington State, prohibiting all
people in Washington State from leaving their homes or participating in social, spiritual, and
recreational gatherings of any kind, regardless of the number of participants, and all non-essential
businesses from conducting business until midnight on May 4, 2020; and
WHEREAS, on March 24, 2020, Governor Jay Inslee signed a Proclamation No. 20-28,
waving and suspending the portions of RCW 42.30 and RCW 42.56 that require in -person
meetings or contact during this time of social distancing; and
WHEREAS, on March 29, 2020, the President of the United States, Donald J. Trump,
extended the social distancing guidelines for another 30 days or through April 30, 2020.; and
Page 151 of 160
Emergency Order No. 2020-006.1 2
WHEREAS, on December 7, 2020, Governor Jay Inslee issued Proclamation No. 20-
28.14, enabling public agencies, at their option and, in addition to hosting remote meeting elements
and all guidelines and requirements prescribed within Proclamation, to include an in-person
meeting component.
NOW, THEREFORE,
I, Saul Martinez, Mayor of the City of Pasco, ORDER under the emergency powers granted
to me under the Proclamation of Emergency, ratified by Resolution No. 3946, that:
1. The above recitals are true and correct in all respects.
2. The City Council and its boards and commissions meetings will temporarily
continue to hold their meetings remotely and not in-person. The public may still
attend the meetings with meeting/webinar software that allows them the public to
sign into the meeting by computer, tablet, smart phone or, at a minimum, attend
through a conference call-in process through their telephone.
3. The City Council meetings and workshops may include an in-person component as
prescribed in the Governor’s Proclamation 20-28.14 issued on December 7, 2020
and consistent with the Healthy Washington – Roadmap to Recovery plan dated
February 14, 2021, as amended.
4. The following City boards and commissions may include an in-person meeting
component as prescribed in the Governor’s Proclamation 20-28.14 issued on
December 7, 2020: Civil Service Commission, Code Enforcement Board, Hearing
Examiner, Planning Commission, and Public Facilities District.
2.5. The following City advisory boards and commissions will continue to conduct their
meetings remotely: Arts and Culture Commission, Historic Preservation
Commission, Inclusion, Diversity and Equity Commission, LEOFF Disability
Board, Firefighters’ Pension Board, and Park and Recreation Advisory Board.
3. The City Council and its boards and commissions meetings will only take “action”
on matters that are (1) necessary and routine, or (2) are necessary to respond to the
outbreak and current public health emergency.
4. The City Council and its boards and commissions meetings will suspend the general
public comments section of their meetings and will allow public comment only
when it is addressing a specific item on the agenda when final action is pending or
during a published public hearing.
5.6. This Order shall be in effect for the duration of the Proclamation requiring the
aforementioned temporary waiver and/or suspension of the portions of RCW 42.30
that require in-person meetings ordered by the Governor, as amended, unless
extended or terminated by separate written order.
Page 152 of 160
Emergency Order No. 2020-006.1 3
DATED this __03__ day of AprilFebruary, 20210.
_________________________________
Saul Martinez, Mayor
Attest:
_________________________________
Debra Barham, CMC
City Clerk
Page 153 of 160
4 HEALTHY WASHINGTON: ROADMAP TO RECOVERY
Phase 1 Phase 2
Social and At-Home Gathering Size — Indoor
Eating and Drinking Establishments
(establishments only serving individuals 21+ and no food remain closed)
Social and At-Home Gathering Size — Outdoor
NOTE: Live entertainment is no longer prohibited but must follow guidance above for the appropriate venue. Long-term Care facilities, professional and collegiate sports remain governed by their current
guidance/proclamations separate from this plan. Not every business activity is listed. For a complete list of guidance for business activties, click here.
Healthy Washington - Roadmap to Recovery
Activities
Prohibited
Max of 10 people from outside your household, limit 2 households
Indoor dining prohibited. Outdoor or open-air dining, end alcohol
service/delivery at11PM, max 6 per table, limit 2 households per table
Maximum 25% of capacity, encourage curbside pick-up
Indoor maximum 25% capacity
Ceremonies are limited to a total of no more than 30 people.
Indoor receptions, wakes, or similar gatherings in conjunction
with such ceremonies are prohibited.
Low risk and moderate risk sports permitted for practice and
training only in stable groups of no more than 5 athletes.
Appointment based tness/training; less than 1 hour sessions, no
more than 1 customer/athlete per room or per 500/sq. ft. for
large facilities.
Remote work strongly encouraged, 25% capacity otherwise.
Indoor maximum 25% capacity.
Low and moderate risk sports permitted for practice and training
only (no tournaments). Outdoor guided activities, hunting, shing,
motorsports, parks, camping, hiking, biking, running, snow sports,
permitted.
Private rentals/tours for individual households of no more than 6
people permitted. General admission prohibited.
Ticketed events only: Groups of 10, limit 2 households, timed
ticketing required.
Max of 15 people from outside your household, limit 2 households
Max of 5 people from outside your household, limit 2 households
Indoor dining available 25% capacity, end alcohol service/delivery at
11PM. Outdoor or open-air dining available, max 6 per table, limit 2
households per table
Maximum 25% of capacity, encourage curbside pick-up
Indoor maximum 25% capacity
Ceremonies and indoor receptions, wakes, or similar gatherings
in conjunction with such ceremonies are permitted and must follow
the appropriate venue requirements. If food or drinks are served,
eating and drinking requirements apply. Dancing is prohibited.
Low and moderate risk sports competitions permitted (no
tournaments). High risk sports permitted for practice and training.
Fitness and training and indoor sports maximum 25% capacity.
Remote work strongly encouraged, 25% capacity otherwise.
Indoor maximum 25% capacity.
Low, moderate, and high-risk sports competitions allowed
(no tournaments), maximum 200 including spectators.
Maximum 25% capacity or 200 people, whichever is less. If food
or drinks are served, eating and drinking requirements apply.
Groups of 15, limit 2 households per group, maximum 200
including spectators for events.
Outdoor Entertainment Establishments
(includes zoos, outdoor gardens, outdoor aquariums, outdoor theaters,outdoor stadiums, outdoor event spaces, outdoor arenas, outdoorconcert venues, rodeos)
Professional Services
Personal Services
Retail Stores
(includes farmers’ markets, grocery and convenience stores, pharmacies)
Worship Services
Weddings and Funerals
Indoor Recreation and Fitness Establishments
(includes gyms, tness organizations, indoor recreational sports, indoor pools, indoor K-12 sports, indoor sports, indoor personal training, indoor dance, no-contact martial arts, gymnastics, climbing)
Outdoor Sports and Fitness Establishments
(outdoor tness organizations, outdoor recreational sports, outdoorpools, outdoor parks and hiking trails, outdoor campsites, outdoor K-12 sports, outdoor sports, outdoor personal training, outdoor dance, outdoor motorsports)
Indoor Entertainment Establishments
(includes aquariums, indoor theaters, indoor arenas, indoor concert halls, indoor gardens, indoor museums, indoor bowling, indoor trampoline facilities, indoor cardrooms, indoor entertainment activities of any kind,indoor event spaces)Page 154 of 160
2/1/2021 1 | P a g e
Miscellaneous Venues
COVID-19 Requirements
Summary of February 1, changes:
All Phases:
• Any other business activity not specifically mentioned in this document, that can also be
conducted in a miscellaneous venue, is permitted with the same requirements as the business-
specific guidance. Examples include retail, personal services, religious services, etc. Occupancy
limits of the specific activity govern, with the exception of retail activity (see specific retail
occupancy below).
• Meal/food service must follow restaurant guidance.
Miscellaneous venues are permitted to operate, provided all requirements in this document are met.
For purposes of this guidance, miscellaneous venues (referred to as “venue” hereafter) include the
following: convention/conference centers, designated meeting space in a hotel, events centers,
fairgrounds, sporting arenas, nonprofit establishment, or a substantially similar venue. Any business
activity currently permitted that can also be conducted in a miscellaneous venue, is permitted with the
same requirements as the business-specific guidance (examples include: retail, personal services,
religious services, etc.). Occupancy limits of the specific activity govern, with the exception of retail
activity (please see specifics for each phase below). Each venue must adopt a written procedure for
operations at least as protective as the specific requirements outlined below and complies with all
worker safety and health requirements.
Phase 1:
1. All in-person business meetings are prohibited.
2. Only professional training and testing that cannot be performed remotely, as well as all court and
judicial branch-related proceedings, are allowed. Occupancy in each meeting room/area is
limited to 25 percent capacity or 100 people, whichever is fewer (excluding staff).
3. Occupancy for an indoor retail event is limited to 25 percent capacity, up to 100 people, (this
includes exhibitors and excludes staff) whichever is fewer. Outdoor capacity capped at 100
people. For very large venues over 100,000 sq. ft. in size. The capacity is capped at 150 people
(this includes exhibitors and excludes staff).
Phase 2:
1. In-person business meetings are permitted. Professional training and testing that cannot be
performed remotely, as well as all court and judicial branch-related proceedings, are allowed.
Occupancy in each room/area is limited to 25 percent capacity or 200 people, whichever is fewer
(excludes staff).
2. Occupancy for an indoor retail event is limited to 25 percent capacity, up to 200 people (this
includes exhibitors and excludes staff), whichever is fewer. Outdoor capacity capped at 200
people. For very large venues over 100,000 sq.ft. in size, the capacity is capped at 300 people
(this includes exhibitors and excludes staff).
Page 155 of 160
2/1/2021 2 | P a g e
General Requirements for all phases
1. When feasible, organizers should ensure all attendees are pre-registered and retain contact
information for all attendees for 28 days.
2. Stagger attendee move‐in and move‐outs to reduce gathering in groups.
3. Adjust scheduled activities, etc. to minimize attendees in common areas.
4. Adjust and/or remove public seating areas to ensure physical distancing is maintained.
5. Adhere to CDC elevator and escalator protocols. Also, post signs strongly advising no talking in
elevators.
6. Venues must ensure persons engaging in an activity conducted both indoors and outdoors, wear
a proper face covering and maintain six feet of physical distance between other persons.
7. Any food service at venues must follow the guidance for restaurants.
8. Frequently clean high-touch surfaces.
9. Payment Handling: When possible, allow mobile, credit card, or other cash-free payment
options.
10. Staff will disinfect check-out counters and payment touchpads at least every hour.
11. Provide handwashing or hand sanitizer for employees handling payment.
12. Use timed ticketing or on-line/phone reservations for any activity, when possible.
13. Provide sufficient hand sanitizing stations for customers.
14. Ensure each meeting room is properly cleaned/sanitized between uses.
15. Adjust mechanical ventilation systems to bring in as much outside air as possible. Increase filters
to MERV 13 if the HVAC can accommodate. Keep doors and windows open where possible and
utilize fans to improve ventilation.
16. At least one COVID-19 Program Supervisor shall be present during every event to ensure masking
and social distancing practices are enforced and practices by all event attendees.
Safety and Health Requirements
Venues must ensure strict adherence to all measures established by the Governor’s guidance, the
Department of Labor & Industries (L&I), Coronavirus (COVID-19) Prevention: General Requirements
https://lni.wa.gov/forms-publications/F414-164-000.pdf, and the Washington State Department of
Health Workplace and Employer Resources & Recommendations
https://www.doh.wa.gov/Coronavirus/Workplace (DOH).
All venue owners have a general obligation to maintain a safe and healthy workplace in accordance with
state and federal law and safety and health rules for a variety of workplace hazards. Employers must
specifically ensure operations follow the main Labor & Industries COVID-19 requirements to protect
workers. COVID-19 workplace and safety requirements can be found here.
No venue may operate until it can meet and maintain all the requirements in this document, including
providing materials, schedules and equipment required to comply. Additional considerations may be
adopted, as appropriate.
All issues regarding worker safety and health are subject to enforcement action under L&I’s Division of
Occupational Safety and Health (DOSH).
• Employers can request COVID-19 prevention advice and help from L&I’s Division of Occupational
Safety and Health (DOSH) : www.Lni.wa.gov/DOSHConsultation.
Page 156 of 160
2/1/2021 3 | P a g e
• Employee Workplace safety and health complaints may be submitted to the L&I DOSH Call
Center: (1-800-423-7233) or via e-mail to adag235@lni.wa.gov.
• General questions about how to comply with agreement practices can be submitted to the
state’s Business Response Center at https://coronavirus.wa.gov/how-you-can-help/covid-19-
business-and-worker-inquiries
• All other violations related to Proclamation 20-25 can be submitted at
https://coronavirus.wa.gov/report-safe-start-violation.
Page 157 of 160
2020-2021CITVCOUNCILGOAISUsigCommunityDevelopmentBlockGrant(CD55)andotherpublicandprivatecapitaltorevitaiizeolderneighborhoodsandsaferoutestoessentialservices.Continuingeffortstowarddesigning,siting,programmingneeds,andsiteselectionforacommunitycenterandpursuingacquisitionoflandforfuturecommunitypark.DevelopingPhaseIoftheAStreetSportingComplexandcontinueeffortstoprovideadditionalsoccerandspans?elds.CoordinatingwiththePascoPublicFacilitiesDistricttodevelopapubliceducationcampaign,?nancialanalysisandprepareaballotmeasureconcerningthedevelopmentofaregionalaquaticfacilityforconsiderationbythepeople.Completingconstructionofanewanimalcontrolfacility.Ongoingeffortstoimproveefficiencyandeffectivenessofpublicresourcesinthedeliveryofmunicipalservices,programs,andIong~termmaintenanceandviabilityofpublicfacilities.Collaboratingwiththeinclusion,DiversityandEquityCommissionandcommunityleaderstoenhanceengagementeffortsandorganizationalculturalcompetency.Updatingdesignstandardsforthedevelopmentofnewneighborhoodsandredevelopmenttopromotegreaterneighborhoodcohesionthroughdesignelements,eg.:walkabillty,aesthetics,sustainability,andcommunitygatheringspaces.UpdatingParksandFacilitiesComprehensivePlantoinclude:publicfacilitiesinventory,needsassessment,levelofservice,andcentersevaluation.TeamingwithlocalandregionalpartnerstodevelopaHousingActionPlanwithafocusonstrategiesthatemphasizeaffordablehousing.Regularevaluationofservicesandprogramstocon?rmimportancetocommunity,adequacy,andcost—bene?t.ContinuationofcostofserviceandrecoverytargetsinevaluatingCityservices.Ongoingevaluationofcosts,processesandperformanceassociatedwithdeliveryofCityservicesIncludingcustomerfeedbackandsatisfaction,staffing,facilities,andpartnershipopportunities.instillingandpromotinganorganizationalcultureofcustomerserviceacrossallbusinesslines.Updatingpoliciesrelatingtourbanizationoftheunincorporatedislandstoassureconsistencywithlong~rangeplanning,communitysafety,andfiscalsustainability.Page 158 of 160
2020-1011CITVCOUNCILGOAISlDvelopingaComprehensivePoliceStrategicMasterPlanthroughatransparentprocesstoevaluatefutureservicelevelsofthedertmenttoassuresustainability,publicsafety,andcrimecontroloverthenext5-10years.Collaboratingwithregionalandcommunitypartnerstoevaluateandimplementstrategiestoreducetheincidenceofhomelessness.Leveragingandexpandingpartnershipstomaintainandenhancebehavioralhealthservicestocommunitymembersincrisisbeingassistedbypoliceandfire.Continuingeffortstoimprovepoliceandcommunityrelations.WorkingtoachieveandmaintaintargetfireresponsetimesthroughoperationalImprovementsandlong-rangestrategicplanningoffacilitiesandstaf?ng.Focusingonthelong-terrngoalofsustainingaWashingtonStateRatingBureauClass3communityrating.Leveraginginfrastructuredatabaseofsidewalks,streetllghtsandpavementconditionsalongwithevaluatingpoliciesandmethodstoaddressneedsandinequities.CommencementandcompletionofconstructionoftheLewisStreetOverpassproject,ContinuedemphasisonimprovementsinRoad68/l~182/BurdenBlvd.corridortoimproveoperationandsafety.Data-drivenpro-activeneighborhoodtrafficcalmingefforts.ContinuedcollaborationwithBenFmnklinTransittoenhancemobilityandaccess.CompletionofaTransportationSystemMasterPlanandutilitationofitsrecommendationstodeveloppolicies,regulations,programs,andprojectsthatprovideforgreaterconnectivity,strategicinvestment,mobility,multi-modalsystems,accessibility,efficiencyandsafety.DowntownrevitalizationeffortsofDowntownPascoDevelopmentAuthority(DPDA),post-COVIDrestart,andCityinitiativessuchasDowntownMasterPlanprocessandsigncodemodi?cations.TheconstructionofPeanutsParkandFarmersMarketandcontinuedeffortstopursuestreetscapeandgatewayupgrades.ThecompletionoftheComprehensiveLandUsePlanUpdateandBroadmoorMasterPlanefforts,adoptionofUrbanGrowthAreaexpansionalternative,implementationofadoptedlong-rangeplanningeffortswithappropriateanalysisandadoptionofplanningactionsincluding:zoningcodechanges,phasedsigncodeupdate,anddevelopmentregulationsandstandards.Page 159 of 160
2010-2011CITVCOUNCILGOAL‘IncreasedeffortstopromotethecommunityasadesirableplaceforcommercialandIndustrialdevelopmentbypromotingsmallbusinessoutreachandassistance,predictabilityinprojectreview,andexcellentcustomerservice.PartnershipsandencouragementofDepartmentofNaturalResources(DNR)tofacilitatedevelopmentoftheremainingstate-ownedpropertiesatRoad68/l-182.ContinuedcoordinationwiththePortofPascotocompleteandimplementawaterfrontdoningplanandprovideforpublicinfrastructure.Activepartnershipsintheplanninganddevelopmentofstrategiestopromotetourismanddeploymentofassetstospureconomicactivity.Inconcertwithcommunitypartners,developmentofacomprehensiveeconomicdevelopmentplan.nInuedeffortsofcommunitysurveyingthroughtraProvidingopportunitiesforcommunityengagementthroughboards,commissions,volunteeropportunities,socialmedia,forums,andotheroutlets.Enhancedinter-agencyandconstituentcoordinationdevelopedduringthepandemic.Continuedeffortsofthecommunityidentity/imageenhancementcampaigntoincludepromotionofcommunityandorganizationalsuccesses.Enhancedparticipationandsupportofculturaleventsoccurringwithintheoommunity.SupportoftheArtsandCultureCommissioninpromotingunityandthecelebrationofdiversitythroughartandcultureprograms.Ionameosaneappicauononewecnoogies.Page 160 of 160