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HomeMy WebLinkAbout2021.06.28 Council Workshop Packet AGENDA City Council Workshop Meeting 7:15 PM - Monday, June 28, 2021 City Council Chambers & GoToWebinar Page 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 - 42 (a) Train Safety Presentation - Evan Enright of the WA Utilities & Transportation Commission (UTC) Presentation by Evan Enright, of the WA Utilities & Transportation Commission (UTC). 43 - 61 (b) Infrastructure Management System (IMS) Presentation 62 - 75 (c) Park & Recreation Master Plan - Kick-off Presentation by Cindy Mendoza and Jon Pheanis from MIG will present virtually 6. MISCELLANEOUS COUNCIL DISCUSSION 7. EXECUTIVE SESSION Page 1 of 81 8. ADJOURNMENT 9. ADDITIONAL NOTES 76 - 81 (a) Adopted 2020-2021 Council Goals (Reference Only) (b) REMINDERS • Monday, June 28, 4:00 PM: Hanford Area Economic Investment Fund Advisory Committee Meeting – Ben Franklin Transit Main Conference Room (COUNCILMEMBER PETE SERRANO, Rep.) *Monday, July 5 is a scheduled City holiday celebrating Independence Day; therefore, Council will meet on Tuesday, July 6 for its regularly schedule business meeting 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 81 AGENDA REPORT FOR: City Council June 23, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 6/28/21 FROM: Steve Worley, Director Public Works SUBJECT: Train Safety Presentation - Evan Enright of the WA Utilities & Transportation Commission (UTC) I. REFERENCE(S): PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Presentation by Evan Enright, of the WA Utilities & Transportation Commission (UTC). III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: The City of Pasco's origins are as a railroad town. Pasco has long been a rail hub and that continues through today with a major rail line traversing the community carrying people, via AMTRAK, and freight across the nation, as wel l as rail lines to service industries in Big Pasco, other areas within Pasco and the region. With railroads, come at-grade crossings and a lot of regulations on the State and Federal level. The Utilities & Transportation Commission regulates (in limited areas) rail in Washington State. Great effort is undertaken to make at -grade crossings as safe as possible, including; striping, signage, signals, and the requirement for horns. Recently the City has received concerns from residents about train horn noise. The use of train horns at crossings are a function of rail safety regulations. V. DISCUSSION: Page 3 of 81 The Utilities & Transportation Commission (UTC) Rail Safety Supervisor, Evan Enright, will provide a presentation on Train Safety and be available for questions. Page 4 of 81 In the Interest of SafetyOperation Lifesaver Presents: 1Page 5 of 81 2 It Happens Every Day… 2Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. .Page 6 of 81 3 Any Time is Train Time 3 As you approach a railroad crossing, always expect a train. Freight trains do not run on a schedule. Trains can run on any track, at any time, from either direction. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 7 of 81 4 Trains Can’t Swerve 4 Trains don’t have a steering wheel, so they can’t go right or left. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 8 of 81 5 Approximate Stopping Distance >5280 Ft. When traveling at55MPH 200 Ft. 230 Ft. 300 Ft. 600 Ft. 5Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. Stopping distance of the average freight train is a mile or more. That’s 18 football fields. Trains can stop, but they can’t stop quickly.Page 9 of 81 6 Weight Ratio 6 4,000 to 1 weight ratio 3,000 lbs. 12 oz. A car crushing a can is the same as a train crushing a car. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. 3,000 lbs. 12 Million lbs.Page 10 of 81 7 What Will You Do if You Stall on the Tracks? 7 1.Get out! 2.Get away from the tracks, even if you do not see a train. 3.Locate the Emergency Notification System sign and call the number provided, telling them about the stalled vehicle. 45°4. If a train is approaching, run toward the train but away from the tracks at a 45 degree angle. If you run in the same direction a train is traveling, you could be injured by flying debris. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 11 of 81 8 Emergency Notification System (ENS) 8 In case of emergency, look for this blue sign that shows an emergency phone number. •Call the number and give the Department of Transportation (DOT) crossing number found on the sign to identify your location. •This sign may be located on the crossbuck post or signal post. •If you cannot locate the ENS sign, call 911 or the local police. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 12 of 81 9 Approaching a Passive Crossing 9Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. •You may see a round yellow Advance Warning sign that warns drivers that railroad tracks are ahead. •Pavement markings R X R, may be near the Advance Warning sign. •There is a no passing zone within 100 feet of the approach to a railroad crossing.Page 13 of 81 10 Passive Crossing 10Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. •A passive crossing does not have flashing lights or automatic gates. •A painted line identifies the safe place to stop when a train is approaching. If there isn't a line, stop no closer than 15 feet and no farther than 50 feet from the closest rail. •The crossbuck sign, required at all public railroad crossings, means to yield the right of way to the train.Page 14 of 81 11 Active Crossing –Warning Devices 11 Flashing red lights warn of an approaching train and must be treated like a stop sign. •At crossings with flashing lights and no gates, you must stop. Proceed only when it is safe to do so. •Trains always have the right-of-way. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 15 of 81 12 Driving Around the Gate 12 •Flashing lights with gates close the road temporarily when a train is approaching. •Cross only when the gates are up completely and the lights have stopped flashing. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved. •Driving around lowered gates is dangerous and illegal.Page 16 of 81 13 Multiple Tracks 13 Check for a multiple track sign, which informs the driver how many sets of tracks are at that crossing. Multiple Tracks Mean Multiple Trains Always make sure all tracks are clear before crossing any track. If there is a train in the crossing, after that train clears, make sure anothertrain is not approaching on any other track from either direction. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 17 of 81 14 There May Not Always Be a Train Horn 14 Some communities have established Quiet Zones where train horns will not routinely sound. Look for “No Train Horn” signs that should be attached to the Advance Warning Sign. For more information on the Federal Train Horn Rule and Quiet Zones, visit www.fra.dot.gov. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 18 of 81 15 Speed Misperception 15 Because of their size, trains appear to be much further away and traveling much slower than their actual speed. Airplanes look like they are almost hanging in mid-air but their landing speed is over 150 mph. The effects of the optical illusion are the same with trains. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 19 of 81 16 Three Don’ts Don’t pass on the tracks Don’t shift gears while crossing the tracks Don’t stop on the tracks(it’s illegal) 16 When you stop, make sure the front and the back of your vehicle are 15 feet from the nearest rail.15 ft.15 ft. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 20 of 81 17 Trains Overhang the Track 17 Trains can carry loads that are wider than the railroad cars themselves. They can have chains, straps, or other equipment swinging loose from the train. If you are standing too close, you could get hit. 3 ft. Overhang from the rail 3 ft. Overhang from the rail Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 21 of 81 18 Distractions 18 Multi-tasking behind the wheel can be dangerous and even deadly—this is especially true around train tracks. When approaching railroad tracks, keep your full attention on the road and your surroundings. Avoid driving when tired or after drinking alcohol or taking medications (prescriptions or over the counter) that can blur your vision, cause drowsiness, and impair reaction time. Don’t text while driving! Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 22 of 81 19 Stay Off! Stay Away! Stay Alive!® 19 Railroad property is private property. Being on railroad tracks or property without permission is trespassing, even if a sign is not posted. Taking a shortcut across the tracks can get you seriously injured or killed. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 23 of 81 20 Trespassing 20 •Recreational activities do not mix with railroad tracks—you are trespassing. •Listening to music near railroad tracks may prevent you from hearing the train horn. •Train crews are not expecting people on or near the tracks. You may not be able to hear a warning in time. Stay Off! Stay Away! Stay Alive!® Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 24 of 81 21 Where Do You Cross the Tracks? 21 Pedestrians should cross tracks at a designated crossing, either where cars cross, or at a pedestrian overpass or underpass. Use designated sidewalks when available. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 25 of 81 22 Objects and Trains Do Not Mix 22 Placing objects on the rails is illegaland potentially deadly. Throwing objects at trains is against the law. Any object thrown at a moving train can bounce back with deadly force. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 26 of 81 23 Tunnels, Bridges, and Trestles 23 Railroad bridges, tunnels, and trestles are private property—enter and you are trespassing. If you are trespassing on a bridge with a train approaching, you have two choices: jump or get hit. Tunnels, bridges, and trestles are only designed for trains. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 27 of 81 24 Trains Can Move Without Warning 24 Do not play on rail cars. When the train starts to move, the rail cars often jerk with enough force to knock you off. Don’t crawl under rail cars. Trains move without warning. You can lose an arm, a leg, or even worse. Don’t stand too close to the tracks. Overhanging equipment can hit you causing serious injuries or death. Playing On UnderToo Close Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 28 of 81 25 Do Not Walk on Tracks 25 •Many people believe they will always hear a train coming, but some trains are silent and difficult to hear. •Engaging in conversation, speaking on a cell phone, and listening to music are all potentially deadly distractions. •Trains can run on any track, at any time, from either direction. •Walking, lying, or sitting on the tracks can cause injuries and even death. •Tracks are for trains, not for people—Stay Off! Stay Away! Stay Alive! Walking on railroad tracks is dangerous and illegal. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 29 of 81 26 School Buses 26 School Buses should stop 15 to 50 feet from the nearest rail. •Know the length of your bus so you can fully clear the track. •After stopping, you can inch forward to see further down the track if necessary. •Create an evacuation plan in case the bus stalls or is trapped on the tracks. •You should know and follow the policies of your jurisdiction. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 30 of 81 27 Hazardous Materials 27 •Drivers must ensure a train is not approaching and that they have sufficient time and space to make it across the tracks safely. •Know the length of your vehicle. •Don’t stop with the front or back of your vehicle closer than 15 feet from the nearest rail. Federal regulations require all trucks carrying hazardous material to stop at all railroad crossings. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 31 of 81 28 Exempt Signs and Crossings 28 Certain vehicles are required to stop at all grade crossings unless there is an exempt sign posted. Refer to your local and state laws and company policies for additional information. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 32 of 81 29 Hump Crossings 29 •Due to close clearance to the road, trucks and many trailers are prohibited from using these crossings. •When you see this warning sign, find another way across the tracks. •Be aware that crossings may not have this sign, so pay attention to the roadway at all times. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 33 of 81 30 Train and Car Collisions 30 •Two construction workers were late for work. •They approached a properly operating railroad crossing with the gates down. •After waiting for the train to pass, they drove around the lowered crossing gates thinking it was safe. •They were struck by an oncoming train on the other tracks. Never drive around lowered gates. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 34 of 81 31 Train and Truck Collisions 31 Collisions between tractor-trailers and trains cause severe damage. This truck was shoved a great distance from the crossing. Reasons a tractor-trailer could get hit by a train: •The driver may fail to look for an oncoming train. •The driver may try to beatthe train. •Low clearance can cause the trailer to get hung up on the tracks. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 35 of 81 32 Road Parallels Track 32 This sign warns that the next turn will immediately approach a railroad crossing. Drivers should slow down and make the turn with caution and look for an approaching train. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 36 of 81 33 Farm Machinery –Where to Cross 33 •Crossing the tracks, other than at a grade crossing, is dangerous and illegal. •Large equipment takes longer to clear the tracks than a small motor vehicle. •Don’t try to beat the train to the crossing. •Combines, sprayers, and other equipment are really big, but not as big as a 12 million pound train. Cross only at approved crossings. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 37 of 81 34 Farm Machinery –Crossing Safely 34 •Do not stop closer than 15 feet or further than 50 feet from the nearest rail. •Turn off radios and air conditioners. •Open your door or window to listen for a train. •Watch for hump crossing signs where a close clearance can cause you to get hung-up on the tracks. •If you get stuck, get out of your vehicle and look for an emergency phone number to contact the railroad—if you can’t find it, call 911. Slow down as you approach every crossing. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 38 of 81 35 Working Near Tracks 35 If your job requires you to dig, survey, inspect, or work near the tracks, contact the railroad before the work begins. The railroad company will be able to assist you in working safely near their tracks. Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 39 of 81 36 See Tracks? Think Train! 36Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 40 of 81 37 Look, Listen & Live 37 Look both ways! Listen for the sound of a train!If you look and listen, you will live! Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 41 of 81 Thank You Copyright © 2014 by Operation Lifesaver, Inc. All rights reserved.Page 42 of 81 AGENDA REPORT FOR: City Council June 23, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 6/28/21 FROM: Steve Worley, Director Public Works SUBJECT: Infrastructure Management System (IMS) Presentation I. REFERENCE(S): PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion only. III. FISCAL IMPACT: While there is no direct fiscal impact related to this specific agenda item, the pavement management tool presented tonight will allow the City to determine long-term pavement preservation needs and guide the development of future street maintenance budgets. IV. HISTORY AND FACTS BRIEF: Pasco's street network is the City's highest net value asset for governmental activity at $199 million. This network system continues to expand as the City grows through private development and annexations. The street system consists of 418 lane miles of road, which includes the pavement itself along with curbs, gutters, stormwater infrastructure, sidewalks, lighting, traffic signals, street trees, signage, and striping. The maintenance and preservation of this system is a major and costly activity. And because Pasco consistently strives to optimize its available budget, funds designated for pavement preservation must be used as effectively as possible. The use a pavement management system is a valuable by which to maximi ze the value of limited funds. Page 43 of 81 Pavement management is the process of evaluating, budgeting, planning, designing, and rehabilitating a pavement network to provide maximum benefit with available funds. A pavement management system is a set of tools or methods that assist decision makers in finding optimal strategies for providing and maintaining pavement in a serviceable condition over a given time period. The intent is to identify the optimum level of long-term funding to sustain the network at a predetermined level of service while incorporating local conditions and constraints. As roads age, pavement deteriorates due to use and environmental factors such as heat, frost, rain, snow melt, and ultra-violet rays. Maintaining roads in the most cost-effective manner requires a strategy, and the strategy requires thorough, accurate and actionable data. Properly maintaining the pavement in a timely manner is not an inexpensive proposition. However, failing to properly maintain this infrastructure is much more expensive. Appropriately scheduled maintenance (the right treatment on the right road at the right time) decreases overall lifecycle costs of City roads. V. DISCUSSION: Consistent with the City Council Goal of Financial Sustainability, and per the work plan outlined in the adopted biennial budget, the Public Works Department contracted with Infrastructure Management Services (IMS) to provide a comprehensive pavement assessment and analysis of the City’s street network. Senior Civil Engineer, Jon Padvorac, will provide a brief presentation on the condition assessment survey, analysis results, and the state -of-the-art system proposed for long-term pavement management. Page 44 of 81 PAVEMENT PRESERVATION ASSESSMENT/PLANNING June 14, 2021Page 45 of 81 Outline ▪Introduction ▪Methods & Tools ▪Results ▪Long-Term Planning ▪Project Priorities ▪Funding LevelsPage 46 of 81 Intro: Executive Summary ◦Condition assessment and management system provided by IMS (Infrastructure Management Services) ◦~ 340 centerline miles of roadways examined ◦Overall, roads are in good shape ◦Average PCI = 75 -have been well cared for ◦~ 42% in Poor or Fair condition ◦Critical time for these roads –highest rate of deterioration; overlay is still an option ◦If neglected, expensive reconstruction will be requiredPage 47 of 81 Introduction Deterioration Curve –Not MaintainedDeterioration Curve –Well MaintainedPage 48 of 81 Methods & Tools Page 49 of 81 Results Page 50 of 81 Results Page 51 of 81 Results Page 52 of 81 Results –Zone Analysis Why Zones? •Age •How Constructed •How Maintained Zone 1 New, Growing Zone 2 Mixed Age & Annexed County Zone 3 Historical PascoPage 53 of 81 Results –Zones 1, 2, 3 Page 54 of 81 Results –Zone 1 Page 55 of 81 Results –Zone 2 Page 56 of 81 Results –Zone 3 Page 57 of 81 Results –Zones 1, 2, 3 Page 58 of 81 Results ▪Automated Prioritization of Repairs ▪Financial Model -Preliminary Budget Requirements ▪Ability to maximize effectiveness of expenditures ▪Repair Methods –optimize use of funding based on type/extent of deteriorationPage 59 of 81 Long-Term Planning ▪Living database of Pasco’s roads ▪Current analysis: next 6 years ▪Rescanning: in 2 years to better understand financial requirements ▪Current model recommends a $6 million dollar per year maintenance expenditure. This will be re-visited in 2 years after rescanning. Page 60 of 81 Outline ▪Introduction ▪Methods & Tools ▪Results ▪Long-Term Planning ▪Project Priorities ▪Funding Levels ▪Periodic scanning ▪Questions?Page 61 of 81 AGENDA REPORT FOR: City Council June 23, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 6/28/21 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Park & Recreation Master Plan - Kick-off I. REFERENCE(S): Powerpoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Presentation: Cindy Mendoza and Jon Pheanis from MIG will present virtually III. FISCAL IMPACT: N/A IV. HISTORY AND FACTS BRIEF: Recently the City has contracted the services of consultant MIG to conduct a revamp/overhaul of the City's Park, Recreation and Open Space (PROS) Master Plan. The goals of the PROS Master Plan update are: • To create an actionable plan that is in line with the City's projected growth, its newly completed comprehensive land use plan and to better project upcoming capital projects • To identify community needs, gaps and priorities • To stay in compliance with the State requirements and remain eligible for future RCO grant funding The goals of the plan are based around the Council, staff and community visions that, "Pasco will be known for having the best parks, recreation, and open space system in the Tri-Cities." The timeline for the project will be to complete the plan by March 1, 2022. This will be the first of three planned Council presentations throughout the process. Page 62 of 81 MIG will be attending this meeting virtually and plan make at least one of the future presentations in-person. V. DISCUSSION: For this first interaction with the City Council, MIG intends to address the following topics during their presentation: 1. Introduce the project team; 2. Discuss and solidify project outcomes; 3. Provide a brief overview of the planning process; and 4. Discuss community engagement opportunities. MIG would then like to pose the following questions to Council for discussion and feedback through a loosely facilitated short discussion: 1. What are some of the big issues facing Pasco today and in the future? 2. What role do Parks & Recreation play in Pasco's future? 3. What is one priority you would like to see accomplished through this project? Page 63 of 81 Page 64 of 81 Page 65 of 81 Page 66 of 81 • • • •Page 67 of 81 Needs, Opportunities and Visioning Action Planning •Tour and Condition Assessment •Inventory •Base maps •Summary Brief #1 •Survey •Ambassador Toolkit and Interviews •Staff workshop •Summary Brief #2 •Vision, Goals and Objectives •Site Recommendations •Capital Improvement Plan •Community Event 1 System Assessment June -July 2021 July –September 2021 October –December 2021 •Council Workshop Plan Development, Review and Adoption •Draft Plan •Plan Review •Final Plan •Community Event 2 January –March 2022 •Master Plan Committee •Council Meeting 2 •Master Plan Committee •Council Meeting 3 •Master Plan Committee •Parks and Rec Advisory Com. •Council Meeting 4Page 68 of 81 Page 69 of 81 Page 70 of 81 Page 71 of 81 Page 72 of 81 Page 73 of 81 Page 74 of 81 Page 75 of 81 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 Page 76 of 81 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 77 of 81 • 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 78 of 81 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 79 of 81 • 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. Page 80 of 81 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 Page 81 of 81