HomeMy WebLinkAbout2021.04.26 Council Workshop Packet
AGENDA
City Council Workshop Meeting
7:00 PM - Monday, April 26, 2021
GoToWebinar
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1. MEETING INSTRUCTIONS for REMOTE ACCESS - The Pasco City Council
Workshops are broadcast live on PSC-TV Channel 191 on Charter/Spectrum
Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive
and on the City’s Facebook page at www.facebook.com/cityofPasco.
Call-in information to GoToWebinar for "listen-only" mode is:
(562) 247-8422 and use access code 465-398-545.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. VERBAL REPORTS FROM COUNCILMEMBERS
5. ITEMS FOR DISCUSSION
3 - 14 (a) Presentation - Mobile Outreach Professionals Field Update
15 - 35 (b) Presentation - 2020 Crime Analysis
36 - 58 (c) Ordinance - PMC Chronic Nuisance Updates
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
8. ADJOURNMENT
9. ADDITIONAL NOTES
59 - 64 (a) Adopted 2020-2021 Council Goals (Reference Only)
Page 1 of 64
(b) REMINDERS
• Monday, April 26, 4:00 PM: Hanford Area Economic
Investment Fund Advisory Committee Meeting – Virtual
(COUNCILMEMBER PETE SERRANO, Rep.)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the
Clerk for assistance.
Servicio de intérprete puede estar disponible con aviso. Por favor
avisa la Secretaria Municipal dos días antes para garantizar la
disponibilidad. (Spanish language interpreter service may be
provided upon request. Please provide two business day's notice
to the City Clerk to ensure availability.)
Page 2 of 64
AGENDA REPORT
FOR: City Council April 13, 2021
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 4/26/21
FROM: Ken Roske, Police Chief
Police Department
SUBJECT: Presentation - Mobile Outreach Professionals Field Update
I. REFERENCE(S):
Mobile Outreach Team Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion only
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
Law Enforcement has few diversion options for persons that experience
substantial mental or behavioral health problems. The number of those
encounters have been significantly increasing in recent years. These individuals
create unique encounters for law enforcement as they can frequently display
behavior that is dangerous to themselves or to the public.
In February 2018, Lourdes was awarded a Trueblood Grant; funding to develop
a Crisis Intervention Team Plus Program (Mobile Outreach Team). The Mobile
Outreach Team consists of Mobile Outreach professionals that are embedded
directly with the ten (10) law enforcement entities within Benton and Franklin
Counties to work with offenders who suffer chronic mental illness and/or
significant substance abuse disorders that could potentially pose a serious threat
to the public or law enforcement.
The Cities of Pasco, Kennewick, and Richland each has an embedded Mobile
Outreach Professional assigned to each Police Department that is collocated in
Page 3 of 64
a patrol car with an officer and is able to respond anywhere they are needed in
the metro area.
Pasco Police Officers receive specific training on the management of persons
experiencing mental, behavioral or substance abuse crises; however, they do
not have the proper certification or are legally authorized to mandate care.
V. DISCUSSION:
Cameron Fordmeir, Lourdes Outpatient Services Manager, will provide a
presentation on the success and value the Mobile Outreach Team. In Pasco, the
Mobile Outreach Team has made over 1,280 contacts as of December 2020.
Page 4 of 64
Pasco City Council Presentation
April 26, 2021
Cameron Fordmeir –Manager
Lourdes Outpatient ServicesPage 5 of 64
History
Historically law enforcement have few diversion options available to them.
Individuals with behavioral health conditions in jail await competency
evaluations and/or restoration orders for months resulting in:
Decompensation
Increased jail time
Increased costs
State Hospitals backed up furtherPage 6 of 64
Development of the Mobile Outreach Team
Washington State fines were used by the Disability Rights of Washington
and the Seattle Foundation to fund programs in 3 phases.
Lourdes was awarded funding for phase 3 to develop a CIT Plus Program
Focusing on intercept 1, Known now as the Mobile Outreach Team.
Grants Target Population: offenders who suffer from severe chronic
mental illness and/or significant substance use disorders who would
historically be arrested and placed in the county jail to await competency
services. Page 7 of 64
Program Description
The Mobile Outreach Team works directly with the 10 law enforcement
entities of Benton and Franklin Counties.
Stationed in Pasco, Richland, and Kennewick Police Departments and
respond to the surrounding areas as requested.
Perform daily ride-alongs with officers and respond in tandem to
behavioral health emergencies within the community. Page 8 of 64
Program Description
Clinicians assist officers with stabilizing the immediate crisis and/or make
referrals in order to reduce arrests and de-escalate crisis interventions.
On scene evaluations, screenings, triage, placement, and transportation
take place to cut down on wait times, unnecessary incarceration, and/or
medical clearance in emergency departments. Page 9 of 64
Program Changes June 2021 to 2022
New grant funding will be from June 2021 to June 2022
12 FTEs to 10 FTEs
7 Designated Crisis Responders (Mobile Outreach Professionals)
2 DCRs in Kennewick, Richland, and Pasco
1 DCR in West Richland
3 Peer Specialist
Elimination of the bachelor level positions (Mobile Outreach Counselors)Page 10 of 64
Grant Goals
Divert unnecessary arrests for crimes committed due to a behavioral
health emergency
Reduce demand for competency services
Relieve the burden historically placed on law enforcement and the
criminal justice system by increasing behavioral health support.
Increase the number of CIT trained officers.
Provide cost savings for the Cities and Counties
Obtain sustainable funding (100K for each DCR)Page 11 of 64
Program Benefits
Bridge communication between multiple worlds
Reduce wait times
Reduce need to go to Emergency Departments or Crisis
Safety plan on scene
Jail diversion
Divert misuse of 911 to mental health services
Utilize mental health, law enforcement, and other first responder services
more efficiently for the communityPage 12 of 64
Program Stats as of March 2021
Service Type Numbers
Unduplicated Contacts 1969
Total Contacts 5800
Peer Support 1958
Prior Charges 9984
Average # Charges for each contact 5
ITA Detentions 116
Law Enforcement Contacts
Kennewick 1705
Pasco 1428
Richland 881
West Richland 21
Prosser 8
Connell 6
Benton County 34
Franklin County 14
Port of Pasco 5
SWAT 9
Pasco Fire 5
State Patrol 5
Walla Co. 1Page 13 of 64
Questions?Page 14 of 64
AGENDA REPORT
FOR: City Council April 13, 2021
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 4/26/21
FROM: Ken Roske, Police Chief
Police Department
SUBJECT: Presentation - 2020 Crime Analysis
I. REFERENCE(S):
2020 Crime Analysis
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion only
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
The Pasco Police Department (Pasco PD) reports, monitors, and tracks criminal
activity that occurs within the City and complies with FBI crime reporting
requirements. The FBI categorizes crime data into two categories (parts); Part I
crimes are more serious offenses, with Part II crimes less serious. The Pasco
PD uses this data to gauge how resources are deployed to best focus on crime
reduction.
Since the 1990’s, Pasco has experienced an 80% reduction in Part I crimes. This
reduction is attributed to the City's, as well as the Pasco PD’s robust and
proactive efforts in community policing.
V. DISCUSSION:
As illustrated in the materials, crime in the City of Pasco has remained consistent
and on a downward trendline over the past five years. While nationally, crime
trends are on the rise, the Pasco PD's will keep its focus on efforts that keep
crime trending at current rates or lower as we move into the future. In order to
Page 15 of 64
remain successful, the Pasco PD will continue increasing its community policing
efforts while maintaining and proactively deploying resources that can help
reduce crime.
Page 16 of 64
Pasco City Council MeetingPasco City Council Meeting
April 26, 2021April 26, 2021
Pasco City Council MeetingPasco City Council Meeting
April 26, 2021April 26, 2021Page 17 of 64
2020 Crime Analysis
2020
Part I &II
Crime AnalysisPage 18 of 64
2020 Calls for Service
Page 19 of 64
2020 Part I Crimes
Page 20 of 64
2020 Part II Crimes
Page 21 of 64
Comparison by Year
Page 22 of 64
Comparison by Year
Page 23 of 64
Part II Crime Trend Analysis
Page 24 of 64
Total Calls for Service Trend Analysis
Page 25 of 64
Safehome.org
Page 26 of 64
Questions ?Page 27 of 64
Part I Crimes Trend Analysis
Page 28 of 64
Part I Crimes Trend Analysis
Page 29 of 64
Part I Crimes Trend Analysis
Page 30 of 64
Part II Crimes Trend Analysis
Page 31 of 64
Part II Crimes Trend Analysis
Page 32 of 64
Part II Crimes Trend Analysis
Page 33 of 64
Part II Crimes Trend Analysis
Page 34 of 64
Pasco City Council MeetingPasco City Council Meeting
April 26, 2021April 26, 2021
Pasco City Council MeetingPasco City Council Meeting
April 26, 2021April 26, 2021Page 35 of 64
AGENDA REPORT
FOR: City Council April 6, 2021
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 4/26/21
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Ordinance - PMC Chronic Nuisance Updates
I. REFERENCE(S):
Proposed Ordinance
Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
In May of 2016, City Council adopted the initial Chronic Nuisance Ordinance to
address nuisances which occur on properties in repetitive or chronic episodes.
Chronic nuisances are defined to include violations of local codes that are
typically not associated with physical property – such as loitering, personal
harassment, offenses involving drugs, offenses involving prostitution/indecent
exposure and criminal mischief. By way of summary - the Ordinance adopted
by Council in May of 2016 provided the following:
• Defines chronic nuisances for single family, multi-family, commercial
residential (hotels/motels), commercial and industrial properties;
• Provides for adequate notice to the property owner or person in control
of the property;
• Establishes procedures for the City’s responsible official to determine
whether a property is a chronic nuisance property;
• Establishes a system of remedies, penalties and fines for the existence
of a chronic nuisance; and
Page 36 of 64
• Provides an appeal process through the Code Enforcement B oard if a
responsible person or property owner is aggrieved.
The Ordinance was amended twice in 2017 to fine tune both the "triggers" for
becoming a chronic nuisance and the timelines for measuring compliance
under the Ordinance.
Staff and the City Attorney's office have coordinated closely on this latest
revision to the existing Chronic Nuisance Ordinance.
V. DISCUSSION:
The major changes in the proposed ordinance include:
• Tightening and simplifying many of the "Definitions;"
• Shortening compliance timeframe;
• Establishing stronger financial penalties for unresolved chronic
nuisances; and
• Establishing penalties for successor ownership of chronic nuisance
properties.
Staff will provide Council a presentation on the proposal and assist with any
Council questions or comments.
Page 37 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 1
ORDINANCE NO. ______
AN ORDINANCE OF THE CITY OF PASCO, WASHINGTON,
CREATING A NEW CHAPTER 1.02 “DUTY OF ENFORCEMENT”; AND
AMENDING CHAPTER 9.95 “CHRONIC NUISANCES” RELATED TO CODE
ENFORCEMENT
WHEREAS, RCW 35A.21.160 grants code cities the same authority of all other classes
of cities to regulate for the health safety and welfare; and
WHEREAS, RCW 35.22.280(29) and (30) grant code cities, pursuant to RCW
35A.21.160, the authority to declare, prevent, and abate nuisances; and
WHEREAS, RCW 7.48.120 through 7.48.905 grant code cities the ability to utilize a
designated code enforcement officer for nuisance abatement; and
WHEREAS, in order for the City of Pasco to be effective in addressing its Code
Enforcement responsibilities, particularly those involving chronic nuisances, it is appropriate that
its enforcement duties and responsibilities be established and defining away so as to give code
enforcement officers flexibility in how those responsibilities can be performed, within the
parameters of the law, intimate needs of citizens.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. That a New Chapter 1.02, entitled “Duty of Enforcement” of the Pasco
Municipal Code, shall be and hereby is created and shall read as follows:
Chapter 1.02
DUTY OF ENFORCEMENT
Sections:
1.02.010 Duty of enforcement.
1.02.020 Additional enforcement.
1.02.010 Duty of enforcement.
It is the intent of the City Council that any duty of enforcement of any codes,
ordinances or regulations of the City, or any part thereof, is, to the extent permitted
by law, owed to the public at large, and not to any individual members of the public.
The City Council, further, intends to make no assurances or promises of protection
thereby or enforcement thereof to any individual, and that no special relationship
or duty to enforce regarding enforcement of any code, ordinance or regulation shall
exist with any individual which would set such individual apart from the general
public. This provision applies to all prior codes, ordinances or regulations by
Page 38 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 2
ratification and to all subsequent codes, ordinances or regulations regardless of
whether a separate duty of enforcement clause is included therein.
1.02.020 Additional enforcement.
The remedies found in this Code are not exclusive, and, the City may seek any other
relief available at law or in equity, including but not limited to enjoining any acts
or practices which constitute or will constitute a violation of any business license
ordinance or other regulations herein adopted.
Section 2. That Chapter 9.95, entitled “Chronic Nuisances” of the Pasco Municipal Code,
shall be and hereby is amended and shall read as follows:
9.95.010 Purpose.
Chronic nuisances present significant health, safety, and welfare concerns with a
negative impact upon the quality of life in the neighborhoods where they are
located, as well as an inordinate burden upon the City’s emergency services. This
chapter provides a remedy for chronic nuisance activities. [Ord. 4289 § 1, 2016;
Code 1970 § 9.63.010.]
9.95.020 Adoption of 2018 International Property Maintenance Code by
Reference.
The City hereby adopts the 2018 version of the International Property Maintenance
Code (IPMC) for the purposes of this Chapter.
9.95.02030 Definitions.
For purposes of this chapter, the following words and phrases shall mean:
“Abandoned property” for purposes of defining a chronic nuisance, means real
property over which the person in charge no longer asserts control due to death,
incarceration, or any other reason, and which is either unsecured or subject to
occupation by unauthorized individuals.
“Abate” means to repair, replace, remove, destroy, or otherwise remedy a condition
which constitutes a violation of this chapter by such means and in such a manner
and to such an extent as the responsible official determines necessary in the interest
of the general health, safety and welfare of the community.
“Chronic nuisance property” means a premises, structure, or property, including
adjacent sidewalks, parking areas and common areas, on which:
(a) A single-family residence where three or more nuisance activities
described in the definition for “chronic nuisance activity” above have
Page 39 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 3
occurred on different days during any 180-day period; Nuisance activity has
occurred on three or more separate occasions during any sixty (60) da y
period, or on which four or more nuisance activities have occurred on
separate occasions during any six (6) month period, or on which nuisance
activity has occurred on seven or more separate occasions during any
twelve-month (12) period; or
(b) A commercial business which: Pursuant to a valid search warrant,
evidence of drug-related activity has been identified two or more times on
separate occasions within a twelve (12) month period, or
(i) Sells or serves alcoholic beverages where eight or more
nuisance activities described in the definition for “chronic nuisance
activity” above have occurred on different days during any 180-day
period; or
(ii) All other commercial businesses where four or more
nuisance activities described in the definition for “chronic nuisance
activity” above have occurred on different days during any 180-day
period.
(c) An industrial property where three or more nuisance activities
described in the definition for “chronic nuisance activity” have occurred on
different days during any 180-day period. Any property that the City can
demonstrate by a preponderance of the evidence is the cause of nuisance
activities that are occurring on other properties adjacent to or in proximity
to the property itself, where such nuisance activities occurring on such other
property meet the definition of nuisance activity as defined herein, or
(d) For any type of property where a search warrant or warrant of arrest,
or arrest arising out of occupants on the premises or arising out of incidents
on the premises has occurred twice at such residence, business or
commercial location within any 180-day period; or where a search warrant
or warrant of arrest or arrest arising out of occupants on the premises or
arising out of incidents on the premises has occurred at any multifamily
residential property within any 180-day period according to the following
schedule: Any abandoned property where nuisance activity exists.
(i) 0 – 4 units: 2;
(ii) 5 – 20 units: 3;
(iii) 21 – 40 units: 5;
(iv) 41 – 60 units: 6;
(v) 61 – 120 units: 8;
(vi) 120+ units: 9.
Page 40 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 4
(e) For any multifamily residential property, including but not limited
to apartments, boarding houses, rooming houses, or multi-tenant
commercial properties, including but not limited to hotels and motels,
having 0.5 or more nuisance activities per unit (occupied or not) having
occurred on different days within a 180-day period of time.
“Drug related activity” means any activity at a property which consists of the
manufacture, delivery, sale, storage, knowing possession, use or giving away of
any controlled substance as defined in chapter 69.50 RCW legend drug as defined
in chapter 69.41 RCW, or imitation controlled substance as defined in chapter 69.52
RCW. Possession of marijuana that is legal under Washington State Law shall not
result in enforcement action under this ordinance.
“Chronic nNuisance activity” shall mean any of the following activities, conduct,
or behavior, whenever engaged in by owners, managers, operators, tenants,
occupants or guests of the premises, or other persons that frequent or are associated
with the premises:
(a) Violations of Court orders as provided in PMC 9.10.020 and
9.10.030.
(b) Violations of Chapter 9.15 PMC, including disorderly conduct,
failure to disperse, simple assault, malicious harassment, reckless
endangerment, and disorderly place.
(c) Violations of Chapter 9.20 PMC, personal harassment.
(d) Violations of Chapter 9.25 PMC, indecent exposure and lewd
conduct.
(e) Violations of Chapter 9.30 PMC, prostitution and related activities.
(f) Violations of Chapter 9.50 PMC, firearms and dangerous weapons.
(g) Violations of Chapter 9.55 PMC, gambling.
(h) Violations of Chapter 9.45 PMC, offenses involving drugs, or in
violation of Chapters 69.50 and 69.43 RCW.
(i) Violations of Chapter 9.60 PMC, theft.
(ij) Violations of RCW 9A.40.100 and 9A.88.060, human trafficking.
(jk) Violations of PMC 6.05.330 and 6.05.340, dangerous or potentially
dangerous animals.
Page 41 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 5
(kl) Violations of Chapter 9.85 PMC, criminal mischief.
(lm) Execution of criminal arrest warrants, search warrants or criminal
arrests on the property (excluding bench warrants).
(mn) Violations of Chapter 9.94A RCW, criminal street gang related
offenses.
(o) Violations of Chapter 59.18.030 RCW, Gang-related activity.
(p) Possession of stolen vehicle; 9A.56.068 RCW.
(q) Any civil code violation as defined by state law or local ordinance
occurring on the property, including, but not limited to, the following
activities, conditions or behaviors:
(i) Fire hazard due to vegetation and/or debris Chapter 9.90.040
PMC
Fire code violations which endanger the public as identified
by the responsible official Chapter 16.65 PMC.
(ii) An abandoned or vacant building, structure, or part thereof
not securely closed to unlawful entry Chapter 9.90.050
PMC.
(iii) Failure to meet minimum habitability standards, as set forth
in Chapter 3 of the IPMC, in an occupied dwelling unit and
other habitable spaces offered for let, lease, or rent.
“Person in charge” means any person or entity in actual or constructive possession
of the property, including but not limited to an owner as determined by the records
of the Franklin County Auditor, lessee, tenant, occupant, agent, or manager with
the express or implied control of the property.
“Property”, for the purposes of this Chapter, means real property, unless the
context indicates otherwise.
“Responsible official” means the Chief of Police or Director of Community and
Economic Development, or any applicable department director as defined by PMC
1.40.030, or their respective designees.
“Violation” means a criminal conviction, civil judgement, issuance of a civil
penalty, issuance of a notice of violation, or any act or conduct which the City can
establish by a preponderance of the evidence exists or has occurred regardless of
whether such act resulted in a criminal charge or civil penalty. [Ord. 4357, 2017;
Ord. 4289 § 1, 2016; Code 1970 § 9.63.020.]
Page 42 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 6
9.95.03040 Chronic nuisance activities – Violation.
It is unlawful for any person or entity to permit a chronic nuisance property within
the City of Pasco and such person or entity shall be subject to penalties as provided
in PMC 9.95.090100. [Ord. 4289 § 1, 2016; Code 1970 § 9.63.030.]
9.95.04050 Determination of chronic nuisance property.
(1) The responsible official shall, upon receipt of notification of the any number
of police, fire, and code enforcement service calls of chronic nuisance activities
related to a property in excess of that provided in PMC 9.95.020030, review official
documentation such as police incident reports, notices and orders to correct,
warrants and arrest records, and case files to determine if there are sufficient facts
and circumstances to establish sufficient cause to find the occurrence of nuisance
activities to support a designation of the property as a chronic nuisance property.
(2) In determining emergency service calls, multiple nuisance activities
contained in a single police incident report or a code violation inspection report
shall not be counted as a separate nuisance activity.
(3) Police incident reports generated by calls to aid victims on the property shall
not be used to determine chronic nuisance properties.
(4) Violations involving domestic violence against an occupant or tenant shall
not be counted as a nuisance activity.
(5) Reports of calls for services by a person in charge shall not be used to
determine chronic nuisance properties. [Ord. 4289 § 1, 2016; Code 1970 §
9.63.040.]
9.95.05060 Notice of determination of chronic nuisance property.
When a property is determined to be a chronic nuisance property as defined by this
chapter, the property owner of record and the person in charge of the property shall
be served with a notice of determination of chronic nuisance property as provided
by PMC 1.40.050. The notice shall be sent by certified mail and first -class mail,
personally served, and/or posted upon the property. The notice shall contain:
(1) The street address or legal description sufficient for identification of the
property;
(2) A declaration that the property has been determined a chronic nuisance
property with a concise description of the nuisance activity that exists or has
occurred;
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Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 7
(3) A notice that the owner or other person in charge of the property is subject
to monetary penalties and reimbursement for the cost of emergency services;
(4) A demand that the owner or other persons in charge immediately abate the
chronic nuisance conditions, or respond in writing to the responsible official within
seven days of service of the notice describing the course of action to be taken to
correct the nuisance condition, schedule a meeting and comply with an agreed upon
proposed voluntary correction agreement within the outlined timeframe;
(5) Notice that, if the person in charge does not abate the nuisance or respond
as provided in subsection (4) of this section, or if the matter is not voluntarily
corrected under a voluntary correction plan as provided in PMC 9.95.070080,
abatement may be ordered, and the penalties as provided by PMC 9.95.090100 shall
be imposed. Such order may be appealed to the City of Pasco Code Enforcement
Board for an administrative appeal hearing as provided in Chapter 1.45 PMC,
which shall conduct the hearing in the manner provided in PMC 1.40.060. A written
Notice notice of appeal must be filed with the City Clerk responsible official within
10 days of the date of the notice. [Ord. 4289 § 1, 2016; Code 1970 § 9.63.050.]
9.95.06070 Appeal hearing before the Code Enforcement Board.
An appeal of the notice of determination of chronic nuisance property may be filed
with the Code Enforcement Board appealing the determination that a chronic
nuisance exists, the original period of abatement, and for the imposition of penalties
and remedies as provided in the notice. [Ord. 4289 § 1, 2016; Code 1970 §
9.63.060.]
9.95.07080 Voluntary correction.
Any person named in the notice of determination of chronic nuisance property may,
within, the time permitted within the notice, enter into a voluntary correction
agreement as provided in PMC 1.40.040. The voluntary correction agreement shall
be signed by the property owner and the possessor, if they are not the same. [Ord.
4289 § 1, 2016; Code 1970 § 9.63.070.]
9.95.08090 Abatement of chronic nuisance of property.
The owner or person in charge, upon receipt of the notice, shall promptly take all
reasonable steps as provided in the notice for the abatement of the nuisance
property. Such reasonable steps may include the owner taking all actions and
pursuing all remedies, including pursuing the eviction, employment termination,
and providing notice of trespass to the person in charge, or persons whose conduct
gave rise to the nuisance activity, so long as such actions or remedies are:
Page 44 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 8
(1) Available to the owner pursuant to any lease, agreement, or remedy at law;
and
(2) Consistent with state and local laws, including but not limited to RCW
59.18.580, Victim protection – Limitation on tenant screening service provider
disclosures and landlord’s rental decisions. [Ord. 4289 § 1, 2016; Code 1970 §
9.63.080.]
9.95.090100 Penalties.
(1) Any person or entity in violation of this chapter shall be guilty of a civil
infraction and subject to a penalty of up to $1,000 per day from the date of service
of the notice of determination of chronic nuisance property until the responsible
official confirms that the property is no longer a chronic nuisance property, in an
amount up to $25,000.
(2) In the event the owner or person in charge enters into a voluntary correction
agreement pursuant to PMC 1.40.040, the penalty shall be abated during the term
of the correction agreement upon demonstrated good faith effort by the owner or
person in charge to fulfill the terms of the voluntary correction agreement. The time
for completion of the abatement shall be designated in the voluntary correction
agreement, but in no event shall exceed 90sixty (60) days except upon the
demonstration of extraordinary circumstances and approved by the City Manager.
(3) The responsible official may order restitution of the costs of the emergency
service calls for those service calls commencing with the first nuisance activity and
all subsequent service calls giving rise to the property being deemed a chronic
nuisance property as provided in PMC 9.95.020. Emergency service calls shall
include City police, fire, ambulance, and code enforcement services. The
responsible official shall establish a schedule of standard costs for services to be
assessed based on the actual costs of services subject to future change to reflect
current costs. It shall be unlawful for any person to permit a chronic nuisance. After
the issuance of the chronic nuisance determination notice and after the time stated
in the notice to enter into a voluntary correction agreement or otherwise produce an
approved plan has passed, every subsequent nuisance activity shall be considered a
separate civil infraction carrying a penalty of $1,000 per infraction.
(4) Every successive owner of property, or possessor, who neglects to abate a
continuing chronic nuisance upon, or in the use of, such property caused by a
former owner, is liable therefor in the same manner as the one who first created it.
(5) Any owner or possessor of a chronic nuisance property shall be in violation
of this chapter and subject to its remedies. The owner and possessor are jointly
liable for any chronic nuisance. Both the owner and possessor are subject to the
provisions and remedies of this chapter. Application of this chapter against one
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Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 9
party does not preclude application to another party who is an owner or possessor
of a chronic nuisance property. [Ord. 4289 § 1, 2016; Code 1970 § 9.63.090.]
9.95.100110 Additional enforcement procedures.
(1) Upon issuance of a notice of determination of chronic nuisance property as
provided in PMC 9.95.050060, the City Attorney may initiate an action in any court
of competent jurisdiction to abate a chronic nuisance transient accommodation
property, to impose penalties pursuant to this chapter, to seek alternative remedies
under City or state laws and seek any other relief authorized by law.
(2) Nothing in this chapter prohibits the City from taking any emergency action
for the summary closure of such property when it is necessary to avoid an
immediate threat to public welfare and safety. The City may take summary action
to close the property without complying with the notification provisions of PMC
9.95.060, but shall provide such notice as is reasonable under the circumstances.
[Ord. 4289 § 1, 2016; Code 1970 § 9.63.100.]
9.95.110120 Burden of proof.
In an action against a person in charge to abate a chronic nuisance property, or to
recover penalties and reimbursements authorized by this chapter, the City shall
have the burden of proof to show, by a preponderance of the evidence, that the
property is a chronic nuisance property pursuant to this chapter. Copies of police
incident reports, code enforcement reports and reports of other City departments
documenting nuisance activities shall be admissible in such actions. Additionally,
evidence of a property’s general reputation and the reputation of the person in
charge, and parties residing in or frequenting the property, shall be admissible in
such actions. [Ord. 4289 § 1, 2016; Code 1970 § 9.63.110.]
9.95.120130 Additional remedies.
(1) Upon determination that the property is a chronic nuisance property
pursuant to this chapter, the responsible official, Code Enforcement Board or Court,
upon appeal, may order any of the following:
(a) Order the person in charge to immediately abate nuisance activity
from occurring on the property.
(b) Order that the responsible official shall have the right to inspect the
property to determine if the abatement is complete or Code Enforcement
Board or Court orders have been complied with.
(c) Impose a penalty of up to $1,000 per day, up to $25,000, against the
person in charge, for each day from the date the notice pursuant to PMC
Page 46 of 64
Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 10
9.95.050060 was issued until the responsible official confirms that the
property is no longer a chronic nuisance property.
(d) Order the owner or possessor to cease renting or leasing a property,
in part or whole, until orders complied.
(de) Order the property closed and secured against all unauthorized
access, use and occupancy for a period up to one year.
(ef) Issue an order authorizing the City to physically secure the premises
and initiate such closure, and provide that the costs for such closure be paid for by
the person in charge of the property.
(2) Any civil penalty and/or costs assessed against the property may be filed as
a lien on the property with the Franklin County Auditor. [Ord. 4289 § 1, 2016; Code
1970 § 9.63.120.]
9.95.130140 Suspension or revocation of business license.
In addition to any other remedies that are authorized by this chapter or other laws ,
the Responsible Official may upon the finding that a property is a chronic nuisance
property pursuant to this chapter, or the person in charge has failed to pay any
penalty, reimbursement, or other costs assessed as a result of the violation of this
chapter, the person in charge is subject to the suspension or revocation of any
business or other license issued by the City and required at such property as
provided by in PMC 5.05.140. [Ord. 4289 § 1, 2016; Code 1970 § 9.63.130.]
9.95.150 No limitation on additional remedies
Nothing herein shall be construed as having the effect of limiting the City’s
authority to pursue any and all additional legal remedies available to abate
nuisances.
Section 3. This Ordinance shall take full force and effect five (5) days after approval,
passage and publication as required by law.
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Ordinance Creating PMC Chapter 1.02 and
Amending Chapter 9.95 - 11
PASSED by the City Council of the City of Pasco, Washington, this __ day of ____, 2021.
_____________________________
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
______________________________ ____________________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Published: __________________________
Page 48 of 64
Pasco City Council Meeting
April 12th , 2021Page 49 of 64
Chronic Nuisance Code
HISTORY:
Chronic Nuisance Code created in 2016
Created due to a small percentage of properties receiving high number of
complaints and police calls
Working with Pasco PD, BF Dept. Health, State Transient Accommodations
Dept., etc…
Goal was to encourage compliance by:
First -Proactive approach (Meeting, VCA’s)
Second –Allowing time
Third –Penalty enforcementPage 50 of 64
Issues Found
Focused mainly on Criminal Activity
Difficult to determine compliance,
Ex.. 34 unit motel can receive 297 police calls, 4 warrant,
21 Code Enforcement calls within 180 days still in
compliance under original code
Limited enforcement based on definitions cited in code
Determination of violations were complex
Timeframe for compliance is too lenient,
Ex.. 7 days to respond, VCA up to 90 unless appealed = add
min 95 days.Page 51 of 64
Proposed Changes
Simplifying the number and type of violations required to be identified as a Chronic Nuisance property
Reduced nuisance activity time frame (3-60, 4-180 or 7-365)
Shortening the time frame for compliance. (from 90 to 60)
Added additional Code violations (abandoned structures, fire code violations, etc…)
Clarified verbiage definitions and written actions by property owners
Initiated additional consultation prior to enforcement (game plan)
Etc..Page 52 of 64
Junk and Debris
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Illegal Occupancy
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Life Safety
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Infestation
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Occupied Rv’s
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Abandoned Structures
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QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure by:
• Using Community Development Block Grant (CDBG) and other public and private capital to
revitalize older neighborhoods and safe routes to essential services.
• Continuing efforts toward designing, siting, programming needs, and site selection for a
community center and pursuing acquisition of land for future community park.
• Developing Phase I of the A Street Sporting Complex and continue efforts to provide additional
soccer and sports fields.
• Coordinating with the Pasco Public Facilities District to develop a public education campaign,
financial analysis and prepare a ballot measure concerning the development of a regional aquatic
facility for consideration by the people.
• Completing construction of a new animal control facility.
• Ongoing efforts to improve efficiency and effectiveness of public resources in the delivery of
municipal services, programs, and long-term maintenance and viability of public facilities.
• Collaborating with the Inclusion, Diversity and Equity Commission and community leaders to
enhance engagement efforts and organizational cultural competency.
• Updating design standards for the development of new neighborhoods and re-development to
promote greater neighborhood cohesion through design elements, e.g.: walkability, aesthetics,
sustainability, and community gathering spaces.
• Updating Parks and Facilities Comprehensive Plan to include: public facilities inventory, needs
assessment, level of service, and centers evaluation.
• Teaming with local and regional partners to develop a Housing Action Plan with a focus on strategies
that emphasize affordable housing.
FINANCIAL SUSTAINABILITY
Enhance the long-term financial viability, value, and service levels of services and programs, including:
• Regular evaluation of services and programs to confirm importance to community, adequacy, and
cost-benefit.
• Continuation of cost of service and recovery targets in evaluating City services.
• Ongoing evaluation of costs, processes and performance associated with delivery of City services
including customer feedback and satisfaction, staffing, facilities, and partnership opportunities.
• Instilling and promoting an organizational culture of customer service across all business lines.
• Updating policies relating to urbanization of the unincorporated islands to assure consistency with
long-range planning, community safety, and fiscal sustainability.
City Council Goals 2020-2021
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COMMUNITY SAFETY
Preserve past improvements and promote future gains by:
• Developing a Comprehensive Police Strategic Master Plan through a transparent process to evaluate
future service levels of the department to assure sustainability, public safety, and crime control over
the next 5-10 years.
• Collaborating with regional and community partners to evaluate and implement strategies to
reduce the incidence of homelessness.
• Leveraging and expanding partnerships to maintain and enhance behavioral health services to
community members in crisis being assisted by police and fire.
• Continuing efforts to improve police and community relations.
• Working to achieve and maintain target fire response times through operational improvements and
long-range strategic planning of facilities and staffing.
• Focusing on the long-term goal of sustaining a Washington State Rating Bureau Class 3 community
rating.
• Leveraging infrastructure database of sidewalks, streetlights and pavement conditions along with
evaluating policies and methods to address needs and inequities.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly-functional multi-modal transportation network through:
• Commencement and completion of construction of the Lewis Street Overpass project.
• Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor to improve operation
and safety.
• Data-driven pro-active neighborhood traffic calming efforts.
• Continued collaboration with Ben Franklin Transit to enhance mobility and access.
• Completion of a Transportation System Master Plan and utilization of its recommendations to
develop policies, regulations, programs, and projects that provide for greater connectivity, strategic
investment, mobility, multi-modal systems, accessibility, efficiency and safety.
ECONOMIC VITALITY
Promote and encourage economic vitality by supporting:
• Downtown revitalization efforts of Downtown Pasco Development Authority (DPDA), post-COVID
restart, and City initiatives such as Downtown Master Plan process and sign code modifications.
• The construction of Peanuts Park and Farmers Market and continued efforts to pursue streetscape
and gateway upgrades.
• The completion of the Comprehensive Land Use Plan Update and Broadmoor Master Plan efforts,
adoption of Urban Growth Area expansion alternative, implementation of adopted long-range
planning efforts with appropriate analysis and adoption of planning actions including: zoning code
changes, phased sign code update, and development regulations and standards.
• Increased efforts to promote the community as a desirable place for commercial and industrial
development by promoting small business outreach and assistance, predictability in project review,
and excellent customer service.
• Partnerships and encouragement of Department of Natural Resources (DNR) to facilitate
development of the remaining state-owned properties at Road 68/I-182.
Page 60 of 64
• Continued coordination with the Port of Pasco to complete and implement a waterfront-zoning
plan and provide for public infrastructure.
• Active partnerships in the planning and development of strategies to promote tourism and
deployment of assets to spur economic activity.
• In concert with community partners, development of a comprehensive economic development
plan.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion and image through:
• Continued efforts of community surveying through traditional methods and the application of new
technologies.
• Providing opportunities for community engagement through boards, commissions, volunteer
opportunities, social media, forums, and other outlets.
• Enhanced inter-agency and constituent coordination developed during the pandemic.
• Continued efforts of the community identity/image enhancement campaign to include promotion
of community and organizational successes.
• Enhanced participation and support of cultural events occurring within the community.
• Support of the Arts and Culture Commission in promoting unity and the celebration of diversity
through art and culture programs.
For more information, visit www.pasco-wa.gov/councilgoals
Page 61 of 64
CALIDAD DE VIDA
Promover una vida de buena calidad a través de programas de calidad, servicios e inversiones y
reinversiones adecuadas en la infraestructura de la comunidad al:
• Utilizar una Community Development Block Grant (CDBG) (Concesión de Ayuda Federal para el
Desarrollo Comunitario) y otro capital público y privado para renovar las vecindades antiguas y las
rutas seguras a los servicios esenciales.
• Continuar los esfuerzos hacia el diseño, las obras de construcción, las necesidades programáticas, y
la elección de dichas obras de construcción, para un centro comunitario y comprar el terreno para
un futuro parque comunitario.
• Desarrollar la 1era Fase del Sporting Complex (Complejo Deportivo) de la Calle A y continuar los
esfuerzos de proporcionar más campos de fútbol y de otros deportes.
• Coordinar con el Pasco Public Facilities District (Distrito de las Instalaciones Públicas de Pasco) para
desarrollar una campaña de educación pública, un análisis financiero, y preparar una propuesta
sobre el desarrollo de una instalación acuática regional para que sea considerada por el público.
• Terminar la construcción de una nueva instalación para el control de animales.
• Continuar los esfuerzos para mejorar la eficiencia y la eficacia de los recursos públicos en la entrega
de servicios municipales, programas, y el mantenimiento y la viabilidad a largo plazo de
instalaciones públicas.
• Colaborar con la Inclusion, Diversity and Equity Commission (Comisión de Inclusión, Diversidad, y
Equidad) y con los líderes comunitarios para mejorar los esfuerzos de participación y la capacidad
cultural organizacional.
• Actualizar los estándares de diseño para el desarrollo de nuevas vecindades y el redesarrollo para
promover más cohesión de las vecindades a través de elementos de diseño, p. ej.: viabilidad peatonal,
evaluación de las necesidades, sustentabilidad, y lugares donde se puedan reunir los miembros de
la comunidad.
• Actualizar el Parks and Facilities Comprehensive Plan (Plan Comprehensivo de los Parques y las
Instalaciones) para que incluya: un inventario de instalaciones públicas, una evaluación de las
necesidades, el nivel de servicio, y la evaluación del centro.
• Trabajar en equipo con colaboradores regionales para desarrollar un Housing Action Plan (Plan de
Acción para Viviendas) con un enfoque en las estrategias que enfatizan viviendas económicas.
SUSTENTABILIDAD FINANCIERA
Mejorar la sustentabilidad financiera a largo plazo, el valor, y los niveles de servicios y programas,
incluyendo:
• La evaluación regular de los servicios y de los programas para confirmar la importancia de la
comunidad, la capitalización adecuada, y el costo-beneficio.
Metas del Concilio de la
Ciudad del 2020-2021
Page 62 of 64
• La continuación del costo por el servicio y de las metas de recuperación al evaluar los servicios de la
Ciudad.
• La evaluación continua de los costos, los procesos y el desempeño relacionado con la entrega de los
servicios de la Ciudad incluyendo la retroalimentación y la satisfacción del cliente, el personal, las
instalaciones, y las oportunidades colaborativas.
• Inculcar y promover una cultura organizacional de servicio al cliente a lo largo de todas las líneas de
negocio.
• Actualizar las políticas relacionadas con la urbanización de las islas no incorporadas para asegurar
consistencia con la planificación a largo plazo, la seguridad comunitaria, y la sustentabilidad fiscal.
SEGURIDAD COMUNITARIA
Preservar las mejorías anteriores y promover las ganancias futuras al:
• Desarrollar un Comprehensive Police Strategic Master Plan (Plan Maestro Estratégico
Comprehensivo Policial) a través de un proceso transparente para evaluar los niveles futuros de
servicio del departamento para asegurar sustentabilidad, seguridad pública, y control de crímenes
durante los siguientes 5-10 años.
• Trabajar con colaboradores regionales y comunitarios para evaluar e implementar estrategias para
reducir los casos de personas sin techo.
• Hacer uso y ampliar las colaboraciones para mantener y mejorar los servicios de salud conductual a
los miembros de la comunidad que se encuentran en medio de una crisis, ayudados por la policía y
por los bomberos.
• Continuar los esfuerzos para mejorar la relación con la policía y con la comunidad.
• Trabajar para lograr y mantener el tiempo de reacción de los bomberos a través de mejorías
operacionales y la planificación estratégica de instalaciones y personal a largo plazo.
• Enfocarse en la meta a largo plazo de mantener una clasificación de la comunidad Clase 3 del
Washington State Rating Bureau (Departamento de Clasificación del Estado de Washington).
• Utilizar la base de datos de la infraestructura de las banquetas, los faroles, y las condiciones del
pavimento, como también evaluar las políticas y los métodos para tratar las necesidades y las
injusticias.
RED DE TRANSPORTE COMUNITARIO
Promover una red de transporte extremadamente funcional y multimodal a través de:
• El comienzo y el término de la construcción del proyecto Lewis Street Overpass.
• El énfasis continuo en las mejorías de la ruta Road 68/I-182/Burden Blvd. para mejorar la operación y
la seguridad.
• Los esfuerzos proactivos basados en datos para calmar el tráfico en las vecindades.
• La colaboración continua con Ben Franklin Transit para mejorar la movilidad y el acceso.
• El término del Transportation System Master Plan (Plan Maestro del Sistema de Transporte) y la
utilización de sus recomendaciones para desarrollar políticas, reglas, programas, y proyectos que
proporcionan más conectividad, inversiones estratégicas, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
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VITALIDAD ECONOMICA
Promover y motivar la vitalidad económica al apoyar:
• Los esfuerzos de renovación de la Downtown Pasco Development Authority (DPDA) (Autoridad de
Desarrollo del Centro de Pasco), el reinicio después de COVID, y las iniciativas de la Ciudad como el
proceso del Downtown Master Plan (Plan Maestro del Centro) y las modificaciones de los códigos de
anuncios.
• La construcción del Peanuts Park and Farmers Market (Parque Peanuts y el Mercado) y los esfuerzos
continuos para discutir paisajes urbanos y actualizaciones de entradas.
• El término de los esfuerzos de la Comprehensive Land Use Plan Update (Actualización
Comprehensiva del Uso de Terrenos) y los esfuerzos del Broadmoor Master Plan (Plan Maestro de
Broadmoor), la adopción de la alternativa de la expansión de Urban Growth Area (Área del
Crecimiento Urbano), la implementación de los esfuerzos de planificación a largo plazo con los
análisis adecuados y la adopción de acciones de planificación incluyendo: los cambios a los códigos
de zonas, la actualización de los códigos de los anuncios de las fases, y el desarrollo de las reglas y los
estándares.
• Más esfuerzos para promover a la comunidad como un lugar atractivo para el desarrollo comercial
e industrial al fomentar el alcance y la ayuda a los negocios pequeños, la predictibilidad en la
revisión de proyectos, y un excelente servicio al cliente.
• Las colaboraciones y la motivación del Department of Natural Resources (DNR) (Departamento de
Recursos Naturales) para facilitar el desarrollo de las propiedades restantes del estado en Road 68/I-
182.
• La coordinación continua con el Port of Pasco (Puerto de Pasco) para terminar e implementar un
plan de zonas costeras y proporcionar una infraestructura pública.
• Las colaboraciones activas en la planificación y el desarrollo de estrategias para promover el turismo
y la utilización de recursos para estimular actividad económica.
• Junto con los colaboradores de la comunidad, crear un plan comprehensivo de desarrollo
económico.
IDENTIDAD COMUNITARIA
Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen a través de:
• Los esfuerzos continuos para evaluar a la comunidad a través de los métodos tradicionales y la
aplicación de nuevas tecnologías.
• Proporcionar oportunidades para la involucración comunitaria a través de mesas directivas,
comisiones, oportunidades para voluntarios, medios sociales, foros, y otros medios.
• Una mejor coordinación entre las agencias y los constituyentes desarrollada durante la pandémica.
• Los esfuerzos continuos de campañas para la mejoría de la identidad/imagen comunitaria que
promuevan a la comunidad y a los éxitos organizacionales.
• Una mejor participación y apoyo de los eventos culturales llevados a cabo dentro de la comunidad.
• El apoyo de la Arts and Culture Commission (Comisión de Artes y Cultura) al promover la unidad y
celebrar la diversidad a través de programas de arte y cultura.
Para más información, visite www.pasco-wa.gov/councilgoals
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