HomeMy WebLinkAbout2021.11.22 Council Special Meeting Packet
AGENDA
City Council Special Meeting
6:00 PM - Monday, November 22, 2021
City Council Chambers & GoToWebinar
Page
1. MEETING INSTRUCTIONS for REMOTE ACCESS - Governor Inslee's
Heathy Washington - Roadmap to Recovery, made in response to the COVID-
19 emergency, currently prohibits members of the public from attending City
meetings in-person but requires agencies to provide options for the public to
participate in remotely. To best comply, the City asks all members of the public
that would like to comment regarding items on the agenda, where the public
is allowed to speak, to fill out a form via the City’s website (www.pasco-
wa.gov/publiccomment) to obtain access information to comment. Requests
to comment in meetings must be received by 4:00 p.m. on the day of each
meeting.
To listen to the meeting via phone, call (213) 929-4212 and use access code
398-399-253.
City Council meetings are broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-
wa.gov/psctvlive and on the City’s Facebook page at
www.facebook.com/cityofPasco.
2. CALL TO ORDER
3. ROLL CALL
4. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND
RESOLUTIONS RELATING THERETO
4 - 26 (a) Ordinances - 2021-2022 Mid-Biennium Budgets Adjustments
CONDUCT A PUBLIC HEARING
MOTION: I move to adopt Ordinance No. 4559, adjusting the 2021-
2022 Biennial Operating Budget of the City of Pasco by providing
supplement thereto; by appropriating revenue received in excess of
estimated revenues for the current year and by providing transfers and
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adjustment authority and, further, authorize publication by summary
only.
MOTION: I move to adopt Ordinance No. 4560, adopting the City of
Pasco, Washington Mid Biennial adjustment to Capital Projects Budget
for the 2021-2022 Biennium; and, further, authorize publication by
summary only.
5. ORDINANCES/RESOLUTIONS NOT RELATING TO HEARINGS
27 - 34 (a) Resolution - 2022-2027 Capital Improvement Plan (CIP)
MOTION: I move to approve Resolution No. 4125, approving the
Capital Improvement Plan for calendar years 2022-2027.
35 - 42 (b) Ordinance - Amending PMC Chapter 3.35 Fee Summary -
Water/Sewer Utility Rate Adjustments
MOTION: I move to adopt Ordinance No. 4561, amending Pasco
Municipal Code Sections 3.35.160 (Water Utility), and 3.35.170 (Sewer
Utility) and, further, authorize publication by summary only.
43 - 69 (c) *Resolution - Approving 2022-2024 Collective Bargaining
Agreement with Pasco Police Officers Association (PPOA) -
Uniformed Employees
MOTION: I move to approve Resolution No. 4126, approving the
2022-2024 Collective Bargaining Agreement with the Pasco Police
Officer's Association - Uniformed Employees and, further, authorize
the City Manager to execute the agreement.
70 - 80 (d) *Ordinances - Administrative/Professional and Management
Wage and Salary Plans
MOTION: I move to adopt Ordinance No. 4562, providing for certain
adjustments in the Administrative/Professional, Exempt and Non-
Exempt wage plan beginning January 9, 2022 (1 st full pay period of
2022) and, further, authorize publication by summary only.
MOTION: I move to adopt Ordinance No. 4563, providing for certain
adjustments in the Management salary plan beginning January 9, 2022
(1st full pay period of 2022) and, fu rther, authorize publication by
summary only.
6. NEW BUSINESS
81 - 98 (a) Approval for DWSRF Loan Application for West Pasco Water
Treatment Plant Improvements Project Phase 2
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MOTION: I move to approve the submittal of a Drinking Water State
Revolving Fund Loan Application for the West Pasco Water Treatment
Plant (WPWTP) Improvements project Phase 2 for a loan amount of
up to $8.0 million plus 1% loan fee for a total of $8.08 million.
7. ADJOURNMENT
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AGENDA REPORT
FOR: City Council November 20, 2019
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Richa Sigdel, Director
Finance
SUBJECT: Ordinances - 2021-2022 Mid-Biennium Budgets Adjustments
I. REFERENCE(S):
Mid-Biennium Budget Adjustment Message from the City Manager
Ordinances
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
CONDUCT A PUBLIC HEARING
MOTION: I move to adopt Ordinance No. ______, adjusting the 2021 -2022
Biennial Operating Budget of the City of Pasco by providing supplement thereto;
by appropriating revenue received in excess of estimated revenues for the
current year and by providing transfers and adjustment authority and, further,
authorize publication by summary only.
MOTION: I move to adopt Ordinance No. ______, adopting the City of Pasco,
Washington Mid Biennial adjustment to Capital Projects Budget for the 2021 -
2022 Biennium; and, further, authorize publication by summary only.
III. FISCAL IMPACT:
Revenue - Increase of $40,297,992
Expense - Increase of $60,696,524
IV. HISTORY AND FACTS BRIEF:
As required by State law, code cities operating with a biennial budget are
required to conduct a mid-biennial budget review no later than the conclusion of
the first year of the fiscal biennium.
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The proposed adjustments are intended and necessary to reflect several
modifications from the adopted budget including; those already approved by
Council by ordinance or motion, to adapt to changed conditions, and take
advantage of new opportunities to further the City Council Goals for 2020 -2021
and the strategic and integrated plan provided for in the adopted 2021 -2022
Biennial Budget. Specifically, the proposed Biennium Budget Adjustment adjusts
revenues and expenditures, to account for proposed changes to capital project
costs and schedules, reflects a request of 18 FTEs to various departments, land
purchases, and the impact of state legislation and a higher than anticipated
Consumer Price Index (CPI).
As Council will recall, at time the 2021-2022 Biennial Budget was prepared and
adopted, there was a great deal of uncertainty about the economic and other
impacts of the COVID-19 pandemic. As a result, the adopted budget was built to
be fiscally conservative, both for revenues and exp enses, had COVID not been
a factor, many of the modifications proposed now would have been proposed as
part of the biennial budget proposal. Further, the City was in discussion with
regional partners, businesses, and other stakeholders regarding changes to the
City's Broadmoor and industrial areas. Swift movement in both areas on a large
scale has resulted in capital needs and staffing impacts not previously
anticipated. At this point, the organization experienced peaks in the areas of
development and pandemic impacts, with what has been learned, we move
forward with greater confidence in our ability to project what is yet to come.
V. DISCUSSION:
A detailed narrative regarding the proposed mid -biennium budget adjustments
is provided through the Mid-Biennium Budget Adjustment Message from the City
Manager and is attached.
The City is growing at a rapid pace, and with it, the ability to sustain and improve
the level of service to our community is challenging without adding more staff.
Furthermore, City operations are getting more complex, requiring more staff time
to fulfill obligations to our residents and businesses. Staff have been continually
improving current processes, policies, and updating technology to find
efficiencies. New requirements from external agencies, like the legislature,
accounting standard boards, new cyber threats, etc., can quickly change the
resource needs of the departments. The majority of the FTE requests were
known during the 2021-2022 Biennial Budget setting process; however, due to
uncertainty caused by the pandemic, staff chose not to propose them at the time.
As mentioned before, the demands of aging infrastructure and strong growth
have accelerated the need for greater capital investment which is driving the
expense side of the budget.
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Staff presented the proposed 2021-2022 Mid-Biennial Budget Adjustment at the
November 15 Council Workshop. Consistent with Council direction stemming
from the water rate discussion, water rates incorporated into the budget
adjustment reflect the alternative to utilize ARPA funds for a portion of water
capital needs. Staff recommends approval of the proposed ordinances.
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BUDGET MESSAGE
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Honorable Mayor and City Council, Pasco residents, business owners/operators, and
interested parties:
I am pleased to present you the City of Pasco’s proposed mid-biennial budget adjustment
for the years 2021-2022. As required by State law, a mid-biennial review is required no
later than the conclusion of the first year of the fiscal biennium. This message is intended
to supplement the budget message incorporated into the adopted 2021-2022 in order to
document the progress made during the first year of the biennium and to make the City
Council aware of recommended modifications necessary to the adopted budget.
Revenues and expenditures proposed in the proposed mid-biennial budget amendment
remain balanced in all funds. The proposed mid-biennial adjustments are intended and
necessary to reflect several modifications from the adopted budget including those already
approved by Council by ordinance or motion, to adapt to changed conditions, and take
advantage of new opportunities to further the City Council Goals for 2020-2021 and the
strategic and integrated plan provided for in the adopted 2021-2022 biennial budget.
COUNCIL GOALS AND MID-BIENNIUM BUDGET
In addition to the City’s response to the COVID-19 pandemic, in which the City has been
actively engaged on numerous fronts, significant progress has been made on the work plan
outlined in the 2021-2022 Biennial Budget.
Without a pandemic, the organization has performed well, given the impacts and
complications the pandemic has imposed on operations in terms of; readiness (illness),
accessibility - public buildings were closed for much of the year, less accessibility of the
public to staff and of staff for the public than is normal, lack of supply and labor with
corresponding increases in pricing, the difficulty of remote meetings to discuss complex
and detailed issues, the organization has performed extremely well.
The adopted 2021-2022 biennium budget focused on the implementation of several long-
range plans and projects aimed at furthering the City Council’s adopted goals. Many of
the City’s long-term efforts such as the Comprehensive Land Use Plan Update, Broadmoor
Area Master Plan, Information Service Strategic Plan, and Transportation System Master
Plan, were completed in 2021 as planned. The Parks and Facilities Comprehensive Plan,
Housing Action Plan, Economic Development Plan, and Comprehensive Police Strategic
Plan were started in 2021 will be a major focus into 2022. Targeted planning efforts like
Waterfront-Zoning District, Phased Sign Code Updates, and Comprehensive Fire
Department Master Plan are also underway and will be completed in 2022.
City Manager (509) 545-3404 Fax (509) 545-3403
P.O. Box 293 525 N. Third Ave. Pasco, WA 99301
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Below are accomplishments and progress thus far in the current fiscal period and remaining
goals to be implemented in current biennium.
Quality of Life
Council’s 2020-2021 goals and 2021-2022 budget places significant investment of our
programs, services, and facilities, which will further the promotion of a high quality of
life. This high-priority goal places significant resources toward the advancement of
projects, initiatives, inter-agency collaboration, and strategic planning processes including:
Completed/Substantially Complete
COVID - In the face of a world-wide pandemic, staff led efforts for mitigation
and recovery:
o City of Pasco Fire provided invaluable service to the region:
Continued support of the regional COVID-19 pandemic
response including standing up, staffing and administering the
CBC COVID Test site.
Played significant role in the establishment, management, and
operation of the Benton Franklin Fairgrounds Vaccination site.
Stood up and operated the CBC Vaccination site.
o Developed and implemented American Rescue Plan Act (ARPA)
Business Assistance Program distributing $1.7M to local businesses
adversely impacted by the pandemic.
o Partnered with Franklin County PUD on a ARPA Utility Assistance
Program distributing $1.15M to City and PUD ratepayers economically
impacted by COVID.
o In process of developing CARES Life/Safety Program to make
improvements to building in the downtown core to increase safety and
allow for greater flexibility as a result of COVID-related conditions.
Initiated Parks and Facilities Comprehensive Plan to include equity assessment.
Furtherance of public education efforts and financial analysis for a regional
aquatics center ballot measure through the Pasco Public Facilities District.
Obtained grant funding in conjunction with IAFF 1433 for Pasco Resource
Navigator (PRN) program to assist with basic needs for clients.
Partnered with Greater Columbia Accountable Community of Health (GCACH)
to obtain a full-time intern position adding to the PRN capability.
Completion of capital projects that enhance quality of life:
o Chapel Hill Park
o Peanuts Park and Farmers Market
o Three Sewer Lift Station Improvement projects
Commenced construction on:
o Wastewater Treatment Plant Expansion Phase 1
Completion or nearing completion of design for 2022 construction:
o West Pasco Water Treatment Plant Phase 1 Improvements
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o Riverview Area East Lift Station (Rd. 52 and Pearl St.)
Scheduled
Completion of the Animal Control Shelter through partnership with the City of
Kennewick and City of Richland.
Initiate a robust public engagement process to advance Community Center needs.
Identify and implement additional organizational cultural competency training of
City staff and officials.
Completion of Phase I of A Street Sporting Complex.
Highland Park Restroom/Concession Building construction.
NW Community Park land purchase.
Development of a Housing Action Plan.
Financial Sustainability
Enhance the long-term financial viability, value and service levels that currently exist over
this biennium. Additionally, City staff will continue to instill and promote an
organizational culture of customer service through all business lines.
Completed/Substantially Complete
Created data visualization dashboards for enhanced financial analysis and
monitoring.
Long-term financial plan for General Fund is in-progress.
Completion of Water and Sewer rate study to ensure equitable and sustainable
critical services to our residents.
Awarded of $45 million in a low-interest loans to help support the design and
construction of utility improvements.
Awarded Government Finance Officer Association’s Distinguished Budget
Presentation Awards Program for the City’s second Biennial Budget.
Implemented electronic time billing for all of City’s departments. Fire
Department’s implementation is near completion.
Scheduled
Develop comprehensive Customer Service Program.
Consideration of new, and updated, impact fees to assure the impacts of growth
are appropriately mitigated.
Initiated implementation of Utility Billing system, with target of full
implementation by 2023.
Initiated search for TRAKiT (permitting and code enforcement) software
replacement.
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Community Safety
To ensure police and fire services continue to meet the needs of the growing community,
the following had been included in the 2021-2022 adopted budget:
Completed/Substantially Complete
Police department strategic plan contract has been awarded to Citygate, LLC. with
presentation of draft final expected to Council in Q2 of 2022.
Completion of the Fire Department Strategic Plan resulting in the initiation of a
Fire Department Master Plan to address maintaining the current Washington
Survey Rating Bureau Protection Class 3 rating. State (WASPC) and National
(CALEA) Reaccreditation of the Police Department
Joint effort by Fire, Police and City Manager’s Office led help initiate a larger
regional discussion on a dispatched mental health crisis response system. These
talks have taken off and will develop into a proposal in 2022.
Obtained grant funding from Washington Department of Ecology for a spill
response boat to address potential chemical spills along the Columbia and Snake
rivers within the City’s boundary.
Completed and put into service Fire Station 83 - Rd. 76 and Sandifur Parkway.
Completed and put into service Fire station 84 – Court Street and Rd 48.
Absorbed and adapted to considerable uptick in call volumes for emergency
medical services and law enforcement.
Scheduled
Assessment and planning to address infrastructure need and inequities.
Community Transportation Network
This biennium the City will see the completion of several long-standing transportation
projects and supporting the City Council’s desire to improve connectivity, mobility,
multi-modal systems, accessibility, and safety. Changes impacted this goal are reflected in
the associated funds and CIP budget, and are due to unexpected grants moving the
project forward, faster progress than anticipated or circumstances slowing progress.
Completed/Substantially Complete
Transportation System Master Plan nearing completion.
Completed detailed traffic impact analysis related to Broadmoor Master Plan area
to identify and plan for transportation system improvements to maintain mobility
and improve safety and multi-modal functionality.
Completed construction of capital projects:
o Wrigley Drive Extension.
o Widening of Road 68 South of I-182
o Court Street Overlay from US Highway 395 to Road 40
Completion or near completion of design for 2022 construction:
o Burns Road Pathway Phases 1 & 2 projects
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o Argent Road Phase 2 (Road 36 Intersection)
o Lewis Street Corridor 2nd – 5th Street.
o North Industrial Way Infiltration Retrofit and Overlay
Commenced construction on:
o Lewis Street Overpass
o Argent Road Phase 1
Scheduled
Coordinate with Benton-Franklin Transit System for improvements,
Economic Vitality
The adopted biennial budget provided for significant investment to increase Pasco’s
economic and community development in key areas of the City, in particular, revitalizing
Downtown and the development of the Broadmoor Area. Staff has been making
significant progress in this arena.
Completed/Substantially Complete
Completion of Comprehensive Land Use Plan Update.
Completion of Urban Growth Area Expansion efforts.
Initiated Downtown Master Plan and completed Sign Code Updates.
Completion of Broadmoor Master Plan expected in early 2022
Construction of the catalytic Peanuts Park and Farmer’s Market in-progress.
Hired Economic Development Manager to promote Pasco as a place for
commercial and industrial development, tourism, and work collaboratively with
community partners towards a comprehensive economic development plan.
Opened one-stop Permit Center.
Continued coordination with Port of Pasco on the waterfront-zoning plan and
Riemann Industrial Park initiatives.
Realized significant industrial and commercial interest and investment in properties
that were positioned for development through provisions of land use and strategic
investment in public infrastructure over the past several years:
o Two Amazon Distribution Center projects for a total of 2.2 million square
feet.
o Announcement of Darigold Plant – manufacture of Butter and Protein - the
largest of its kind in the US by a factor of 2.
o Development of a 2nd Resers Fine Foods plant.
o Announcement and subsequent design review of Local Bounti state of the
art organic indoor vegetable growing operation.
o Continued strong development of residential housing, single and multi-
family home
Completed projects that will be catalyst for future economic growth:
o NW Area Sewer LID
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o PWRF Irrigation Pump Station (IPS)
o Columbia East Force Main
Scheduled
Complete Phase II of sign code update.
Community Identity
Additionally, City staff will continue to capitalize on inter-agency partnerships
strengthened through pandemic response and:
Completed/Substantially Complete
Implemented community engagement tool, “AskPasco”.
Ongoing support of the newly formed Arts and Culture Commission and their
involvement in public art and arts and culture related initiatives.
Scheduled
Developed Public Art Policy in coordination with newly established Arts and
Culture Commission.
Completion of an Equity Plan as identified to the City Council by the Inclusion,
Diversity and Equity Commission.
Create boards and commission onboarding process.
Enhanced support of community events highlighting the diversity of Pasco.
Staffing
In a strategic effort to address level of service deficiencies several positions have been added
in recent years, most of which are in the Fire and Police Departments. During the 2021-
2022 Biennial budget setting process, the impacts of the pandemic on the critical revenue
sources like sales, utility or gaming taxes was not known. These taxes, mostly collected
within the General Fund and paid for general government services like Fire, Police and
other administrative function. Decline in such taxes, and the timing of their recovery to
normal levels is a critical piece on the City’s ability to fund additional FTE’s. Staff
strategically chose not to propose FTEs desired during 2021-2022 Biennium budget process
until the impacts of the pandemic and associated economic impacts were better known.
Council approved five new FTEs during the adoption of the biennium budget, however,
additional staffing is necessary to provide adequate service to our rapidly growing number
of businesses and residents in a timely manner. Furthermore, appropriate staffing of our
support organizations to properly serve the community and meet all regulatory
requirements. Further, the successful implementation of an aggressive capital improvement
plan will require additional areas additional staffing. Accordingly, the mid-biennium
budget recommends the following additional FTEs:
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Titles
2021 Adopted 2022 Proposed Funding Source
Application Specialist 1 General Fund
Building Inspector 1 General Fund
Police Captain 1 General Fund
CIP Inspector 1 General Fund/Projects
Civil Engineer 1 Utility Fund
Community Resource Specialist 1 General Fund/ARPA
Department Assistant I 1 General/Ambulance Fund
Department Assistant II 1 General Fund
Deputy Court Clerk 1 General Fund
Engineer II 1 General Fund/Projects
Groundsman II 1 General Fund
Heavy Equipment Operator 2 Utilities
Human Resource Generalist 1 General Fund
Patrol Officer 2 General Fund
Payroll Specialist 1 General Fund
Permit Coordinator 1 General Fund
Planner I 1 General Fund
Project Manager 1 General Fund/Projects
SCADA Technician 1 Utility Fund
Senior Engineer 1 Utility Fund
Sergeant 1 General Fund
Total 5 18
Administrative and Community Services (1)
Groundsman II (1)
Groundsman II to provide mid-level workmanship for new Parks zone to exclusively focus
on the downtown core area of Pasco.
Community and Economic Development (3)
Permit Coordinator (1)
With the City growing rapidly an additional Permit Coordinator is needed to assist in
issuing permits and increase customer satisfaction.
Building Inspector (1)
Due to the city growing rapidly an inspector that works in the field part time and over the
counter plan review would assist with customer service and review time.
Planner I (1)
Due to the city growing rapidly a planner is needed.
Executive (1):
Community Resource Specialist (1)
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American Rescue Plan Act (ARPA) funding and other relief programs are in an abundance
locally, state-wide, and nationally overwhelming those in greatest need of assistance. With
new programs and funding being released weekly, this additional FTE will serve as a
navigator for the community, connecting individuals with programs suited for their
individual situations. This FTE will also provide city leadership the capacity for the research
of existing programs and minimizing duplication of assistance programs.
Finance (2):
Payroll Specialist (1)
This additional FTE will provide resiliency in the Payroll division to sustain accurate and
timely payroll processing. This position will allow for existing staff to perform higher level
of analysis, accurate reporting, and monitoring of labor trends, as well as be the backup to
the primary Payroll Specialist as needed. Currently City has allocated one FTE to the payroll
processing and reporting effort.
Department Assistant II (1)
An additional FTE in the Utility Billing/Customer Service division of the Finance
Department will provide the department with the necessary capacity to provide accurate
and timely utility billing and customer service to a growing city. Furthermore, the City is
planning to implement a new utility billing software, requiring the department to be fully
staffed to properly manage a significant transition.
Fire (1 permanent staff):
Temporary Succession Planning (2)
Hire 5 personnel to backfill the employees that will leave the Fire Department because of
the Governor's mandate to be COVID-19 vaccinated. These hires will be to maintain the
current 81 permanent FTE's and prior 2 temporary succession planning staff authorized by
Council.
Department Assistant I (1)
This adds a department assistant to the staffing to assist with the increasing number of
employees and programs within the fire and ambulance services. The current
Administrative Assistance needs additional support to ensure all requirements are met.
Police (4):
Captain (1)
This position will manage a new division in the department that will oversee Professional
Standards. This new division will manage accreditations, physical assets, policy
development, expanded training programs, staff's career development and officer
accountability.
Sergeant (1)
The request is to add one additional FTE to the Professional Standards Division to manage
new hire background, internal investigations, and policy development.
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Patrol Officer (2)
These two commissioned police officers will be directed into the field to handle the call
volume and increase the shift staffing required for general police response partly due to
legislative changes.
Public Works (5):
CIP Inspector (1)
Publicly bid CIP projects require a much higher level of documentation that is more time
consuming and requires specific knowledge of federal and state requirements. This is
difficult to accomplish when also balancing the many private development construction
sites. This additional FTE will help manage over 15 additional CIP projects advancing to
construction in 2022.
Engineer II (1)
There are 72 projects and 4 plans scheduled in 2022. 44 of those projects are deemed
HIGH priority and City of Pasco cannot afford to fail to deliver them in a timely manner.
Most costs associated with this position will be covered by project funding.
Project Manager (1)
Project manager position for the management of Capital Projects for the ACS Department.
This would be paid through project-specific funding and report to CIP Manager to ensure
all projects are managed in accordance with state laws.
Heavy Equipment Operator (2)
Requesting an additional HEO to support growth and maintenance within water and
sewer utility respectively.
SUMMARY OF FUNDS
Preparation of a half a billion dollars to fund diverse array of operations and capital
investments, in a dynamic and growing City, with funds spanning more than 30 funds is
a considerable undertaking. Add to that, a budget was built during the throes of an
unprecedented pandemic. The proposed adjustments to the budget are greater than the
staff would expect during a mid-biennium adjustment. However, as discussed during the
adoption of 2021-2022 budget and noted above, due to the uncertainties of the
pandemics impact on the regional, US and world economy at the time of the
development and adoption of the biennial budget, staff took a very conservative
posture. The impacts of the pandemic are understood much better today than a year
ago, accordingly this mid-biennium adjustment is an opportunity to revise the budget in
such a way as it is better aligned with service demands, Council goals, and financial
resources. Staff is requesting an increase of $40,297,992 in revenue and increase of
$60,696,524 in expenses as shown below. The revenue includes the approval made by
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Council to adjust Water Services rates for fiscal year 2022. Complete and detailed list can
be found attached to the staff report.
Fund Name Revenue Expense
General Fund $12,574,542 $19,845,697
City Street Fund $233,586
Arterial Street Fund $718,554 $150,559
I-182 Corridor Traffic Impact
Fund
$1,442,415
Street Overlay Fund -$790,364
Community Development Grant
Fund
$3,781,000 -$20,345
Neighborhood Stabilization
Program
$4,234
Ambulance Services Fund $1,141,306
City View Cemetery Fund $87,911
Boulevard Perpetual
Maintenance Fund
-$19,427
Athletic Program Fund -$17,130
Golf Course -$184,285
Senior Center Operating Fund -$27,932
Multi-Modal Facility Fund -$40,284
Rivershore Trail & Marina
Maintenance Fund
-$7,214
Litter Abatement Fund $3,302
Revolving Abatement Fund $444
TRAC Development & Operating
Fund
$3,033
Park Development Fund $161,885
Capital Improvements Fund
(REET
$8,050,341
Economic & Industrial
Development Fund
$12,000,000 $15,262,302
Stadium / Convention Center
Fund
$155,000
Hotel/Motel Excise Tax -$3,200
General Capital Projects $9,375,965 $8,928,236
Water Utility $15,815,000 $14,113,794
Irrigation Utility $272,668
Sewer Utility $7,061,429 $13,361,187
PWRF Utility -$21,774,857 -$23,050,066
Stormwater Utility $561,218
Equipment Rental Operations
Fund - Government Type
$226,058 $435,990
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Equipment Rental Replacement
Fund - Government Type
$271,601 $316,601
Medical Insurance Fund $25,324
Dental Insurance Fund $2,048
Old Fire Pension Fund $3,484
Old Fire Other Post Employment
Benefit Fund
$2,519
LID - 249 $5,000
LID - 250 $172,000 $220,000
LID - Guaranty Fund $71,700
LID - 244 $19,984
LID - 245 $51,703
Total $40,297,992 $60,696,524
This concludes the highlights of the mid-biennium budget adjustment. As was noted
during presentation of the biennium last year, the COVID-19 presented a dynamic the
City nor its elected officials and staff had experience with, accordingly the adopted
budget was very conservative as to revenues and modest in terms of enhancements. The
past year and a half have demonstrated the resilience of Pasco, the community as a
whole, its economic base, and the City of Pasco as an organization. Compounding the
needs that in a normal year would have been recommended in the biennial budget, the
Pasco economy, in terms of industrial and commercial development, rather than slow in
response to the pandemic, has entered into an era of unprecedented growth. In
addition, residential home construction remains remarkably strong and will continue to
be strong as housing is in short supply. These pressures, while positive, are placing
significant demands on infrastructure and City services, and providing for a significant
increase in resources, the mid-biennial budget adjustment seeks to address those needs
into 2022 and beyond.
Staff looks forward to presenting the mid-biennial budget adjustment to Council and the
public to address any questions or concerns.
Dave Zabell
City Manager
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Ordinance - 2021-2022 Mid-Biennium Operating Budget Adj - 1
ORDINANCE NO. ____
AN ORDINANCE AMENDING THE 2021-2021 BIENNIAL
OPERATING BUDGET OF THE CITY OF PASCO BY PROVIDING
SUPPLEMENT THERETO; BY APPROPRIATING REVENUE
RECEIVED IN EXCESS OF ESTIMATED REVENUES FOR THE
CURRENT BIENNIAL AND BY PROVIDING TRANSFERS AND
ADJUSTMENT AUTHORITY.
WHEREAS, on December 7, 2020, the Pasco City Council approved Ordinance No.
4503, adopting the 2021-2022 Biennial Budget; and
WHEREAS, staff has identified the need to make certain revisions to the 2021-2022
Biennial Budget; and
WHEREAS, a Public Hearing has been held subsequent to due notice, and the
City Council has after consideration, deemed the proposed Mid-Biennial adjustment to the
Biennial Budget necessary and appropriate.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1. Pursuant to RCW 35A.34.130, the 2021-2022 Biennial Budget be and the
same is hereby amended to provide for the following adjustments to beginning fund balances,
revenues, transfers in, expenditures, transfers out and ending fund balances by providing
authority for any necessary transfer of money within or between funds indicated.
Fund
No Fund Name Revenue Expense Net Change
100 General Fund $12,574,542 $19,845,697 ($7,271,155)
110 City Street Fund $233,586 ($233,586)
120 Arterial Street Fund $718,554 $150,559 $567,995
125 I-182 Corridor Traffic Impact Fund $1,442,415 ($1,442,415)
130 Street Overlay Fund ($790,364)$790,364
140 Community Development Grant Fund $3,781,000 ($20,345)$3,801,345
145 Neighborhood Stabilization Program $4,234 ($4,234)
150 Ambulance Services Fund $1,141,306 ($1,141,306)
160 City View Cemetery Fund $87,911 ($87,911)
161 Boulevard Perpetual Maintenance Fund ($19,427)$19,427
165 Athletic Program Fund ($17,130)$17,130
166 Golf Course ($184,285)$184,285
170 Senior Center Operating Fund ($27,932)$27,932
180 Multi-Modal Facility Fund ($40,284)$40,284
Page 19 of 98
Ordinance - 2021-2022 Mid-Biennium Operating Budget Adj - 2
185 Rivershore Trail & Marina Maintenance Fund ($7,214)$7,214
189 Litter Abatement Fund $3,302 ($3,302)
190 Revolving Abatement Fund $444 ($444)
191 TRAC Development & Operating Fund $3,033 ($3,033)
192 Park Development Fund $161,885 ($161,885)
193 Capital Improvements Fund (REET)$8,050,341 ($8,050,341)
194 Economic & Industrial Development Fund $12,000,000 $15,262,302 ($3,262,302)
195 Stadium / Convention Center Fund $155,000 ($155,000)
196 Hotel/Motel Excise Tax ($3,200)$3,200
249 LID - 249 $5,000 $5,000
250 LID - 250 $172,000 $220,000 ($48,000)
200 LID - Guaranty Fund $71,700 $71,700
244 LID - 244 $19,984 ($19,984)
245 LID - 245 $51,703 ($51,703)
367 General Capital Projects $9,375,965 $8,928,236 $447,729
410 Utility $1,101,572 $5,258,801 ($4,157,229)
510 Equipment Rental Operations Fund - Government Type $226,058 $435,990 ($209,932)
515 Equipment Rental Replacement Fund - Government
Type
$271,601 $316,601 ($45,000)
521 Medical Insurance Fund $25,324 ($25,324)
522 Dental Insurance Fund $2,048 ($2,048)
610 Old Fire Pension Fund $3,484 ($3,484)
619 Old Fire Other Post Employment Benefit Fund $2,519 ($2,519)
Total $40,297,992 $60,696,524 ($20,398,532)
Section 2. That the additions in appropriations and expenditures are hereby declared to
exist in the above funds for the said uses and purposes as shown above, and the proper City
officials are hereby authorized and directed to issue warrants and transfer funds in accordance
with the provision of the Ordinance.
Section 3. Except as amended herein, Ordinance No. 4503 as previously adopted
heretofore shall remain unchanged.
Section 4. This Ordinance, being an exercise of a power specifically delegated to the
City legislative body, is not subject to referendum, and shall take full force and effect five (5)
days after approval, passage and publication as required by law.
Page 20 of 98
Ordinance - 2021-2022 Mid-Biennium Operating Budget Adj - 3
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 21 of 98
Ordinance – 2021-22 Mid-Biennium Capital Projects Budget Adjustment - 1
ORDINANCE NO. _____
AN ORDINANCE ADOPTING THE CITY OF PASCO,
WASHINGTON MID BIENNIAL ADJUSTMENT TO CAPITAL
PROJECTS BUDGET FOR THE 2021-2022 BIENNIUM.
WHEREAS, on December 7, 2020, the Pasco City Council approved Ordinance No.
4504, adopting the 2021-2022 Biennial Capital Projects Budget; and
WHEREAS, staff has identified the need to make certain revisions to the 2021-2022
Biennial Capital Budget; and
WHEREAS, a Public Hearing has been held after due notice, and the City
Council has after consideration, deemed the proposed Mid-Biennial adjustment to the Biennial
Capital Projects Budget necessary and appropriate.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1. That the capital projects are hereby authorized as detailed. The following
schedule summarizes newly authorized projects, as well as continuing projects, and constitutes
the Capital Projects Budget.
CAPITAL PROJECTS BUDGET FOR 2021-2022
Program/Project Name 2021-2022
Adopted
Budget
2021-2022
Proposed
Budget
Difference
Building and Facilities $ 15,966,845 $ 17,972,277 $ 2,005,432
Animal Shelter Facility 5,767,821 5,767,821 -
City Gateways and Wayfinding 415,000 415,000 -
City Hall Remodel Phase II 62,887 312,887 250,000
Community Center 1,150,000 1,150,000 -
Fire Station 83 Replacement 1,226,621 118,000 (1,108,621)
Fire Station 84 Replacement 4,453,470 5,831,538 1,378,068
Fire Station 85 488,115 527,230 39,115
Fire Station 87 Property Purchase 265,000 265,000 -
Gesa Stadium Improvements 810,478 810,478 -
Gesa Stadium Parking Lot ---
Highland Park Improvements - Restroom-
Concession Building 227,929 449,799 221,870
Kurtzman Shelter 125,000 125,000 -
Marina Dock Replacement - Dock B 200,000 200,000 -
Martin Luther King Center Renovation/Expansion -250,000 250,000
Page 22 of 98
Ordinance – 2021-22 Mid-Biennium Capital Projects Budget Adjustment - 2
Schlagel Park Boating Facilities Updates 774,524 1,374,524 600,000
Shop Addition (Lean-To)-375,000 375,000
External Partnerships -$ 596,000 $ 596,000
'A' Street and Heritage Road Intersection (Install
Traffic Signal)-48,000 48,000
Broadmoor Blvd (I-182 to Burns Road)-348,000 348,000
Sandifur Parkway Extension - Phase 1 (West of
Road 100)-200,000 200,000
Irrigation Utility $ 849,000 $ 849,000 -
Annual Irrigation System Improvements -
Development 50,000 50,000 -
Annual Irrigation Upsize - Development 100,000 100,000 -
Columbia River Intake Capacity Upgrades 229,000 229,000 -
Well Capacity Upgrades 470,000 470,000 -
Parks and Recreation $ 13,942,406 $ 14,102,406 $ 160,000
A Street Sports Complex - Phase 1 499,394 499,394 -
Chapel Hill Park 1,015,742 1,015,742 -
Community Park Northwest 1,400,000 1,400,000 -
Franklin County Irrigation District (FCID) Trail
Phase 1 & 2 415,000 415,000 -
Peanuts Park Restoration 6,955,452 6,955,452 -
Road 54 Erwin Property 20,000 20,000 -
Road 84 Park 424,130 424,130 -
Sacajawea Levee Lowering 2,847,688 2,847,688 -
Sacajawea Trail BNSF Crossing 125,000 125,000 -
Softball Complex Updates 240,000 240,000 -
Sylvester Park Sport Courts -160,000 160,000
Process Water Reuse Facility (PWRF) Utility $ 42,651,268 $ 14,620,745 $ (28,030,523)
Columbia East Lift Station and Force Main 10,410,745 10,410,745 -
PWRF Pretreatment Improvements (Phase 1)
Potable Water and Electrical Improvements 31,640,523 2,050,000 (29,590,523)
PWRF Pretreatment Improvements (Phase 2)
Winter Storage -1,130,000 1,130,000
USBR Property Irrigation System -80,000 80,000
Voss Property Irrigation System -350,000 350,000
Grimmway Connections - Phase 1 and 2 600,000 600,000 -
Roadways $ 41,721,857 $ 52,407,866 $ 10,686,009
Annual Pavement Preservation 728,000 728,000 -
Argent Road Widening Phase 1 (20th Ave to
Saraceno Way)2,271,880 2,271,880 -
Argent Road Widening (Argent Road & Road 36
Intersection) - Phase 2 620,000 620,000 -
Argent Road Widening (Road 36 to Saraceno) - 484,097 912,097 428,000
Page 23 of 98
Ordinance – 2021-22 Mid-Biennium Capital Projects Budget Adjustment - 3
Phase 3
Burns Rd/Broadmoor Intersection Improvements -640,000 640,000
Burns Road Pathway - Phase 1 (Rd 100 to Rd 90)171,170 171,170 -
Burns Road Pathway - Phase 2 (Rd 90 to 84)134,000 134,000 -
Burns Road Pathway - Phase 3 (Rd 84 to 68)23,000 243,000 220,000
City Wide Traffic Signal Improvements - Phase 2 3,393,007 3,393,007 -
Court Street & Road 68 Intersection Improvements 231,617 231,617 -
Court Street Overlay - U.S. Highway 395 to 20th
Ave -800,000 800,000
Court Street Overlay - U.S. Highway 395 to Road
40 550,000 440,000 (110,000)
Court Street Overlay (Road 40 to Road 68)-400,000 400,000
James Street Improvements 469,271 20,000 (449,271)
Lewis Street Corridor Improvements - 2nd to 5th
Ave 2,153,504 1,975,504 (178,000)
Lewis Street Overpass 27,128,713 27,919,713 791,000
North Industrial Way Infiltration Retrofit Project &
Overlay 650,000 650,000 -
North Road 100 Pedestrian/Bicycle Improvements 350,000 350,000 -
North Road 93/Powerline Pathway -127,000 127,000
Oregon Avenue (SR397) Overlay -400,000 400,000
Pedestrian/Bicycle Access Road 100 Interchange 120,000 120,000 -
Pedestrian/Bicycle Access Sylvester Street
Overpass 300,000 300,000 -
Road 100 Interchange Improvements
East/Westbound Ramps -7,000,000 7,000,000
Road 68 & Burns Road Intersection (Install Traffic
Signal) (Road 68 & Burns Intersection)-50,000 50,000
Road 68 Widening - South of I-182 307,641 257,641 (50,000)
Sandifur Parkway Widening - Road 52 to Road 60 458,000 458,000 -
Signage & Striping Improvements at Road 68 &
Burden Blvd 199,637 199,637 -
South 10th Ave and W Lewis Street Advanced
Intersection Warning 47,900 61,900 14,000
Sylvester Street Safety Program 521,000 1,148,000 627,000
Wrigley Drive Extension 409,420 385,700 (23,720)
Sewer Utility $ 29,038,474 $ 43,435,000 $ 14,396,526
9th & Washington Lift Station 585,332 585,000 (332)
Annual Lift Station Upgrades Program (CSP L11)-210,000 210,000
Annual Sewer System Improvements -
Development 200,000 200,000 -
Annual Sewer Upsize - Development 200,000 350,000 150,000
East UGA Expansion Sewer LID -5,000,000 5,000,000
Page 24 of 98
Ordinance – 2021-22 Mid-Biennium Capital Projects Budget Adjustment - 4
Maitland Lift Station 198,031 198,000 (31)
Northwest Area (Broadmoor) Sewer LID (#151)3,681,000 2,397,000 (1,284,000)
Road 36 Lift Station Upgrades 772,807 773,000 193
Road 52 & Pearl Street Lift Station 300,000 1,700,000 1,400,000
Wastewater Treatment Plant (WWTP)
Improvements - Phase 1 19,901,304 23,900,000 3,998,696
Wastewater Treatment Plant (WWTP)
Improvements - Phase 2 2,700,000 2,732,000 32,000
West Broadmoor Lift Station (CSP LS1)500,000 500,000 -
West Riverview Lift Station -350,000 350,000
West UGA Expansion Sewer LID -4,540,000 4,540,000
Storm Water Utility $ 530,000 $ 779,000 $ 249,000
Annual Stormwater System Improvements -
Development 200,000 200,000 -
Stormwater Pipe Relining Project 330,000 330,000 -
Stormwater Pipe Relining Project 2 249,000 249,000
Water Utility $ 23,379,142 $ 38,407,953 $ 15,028,811
Annual Water System Improvements -
Development 200,000 500,000 300,000
Annual Water Upsize - Development 200,000 500,000 300,000
Automated Meter Reading 1,750,000 200,000 (1,550,000)
Butterfield Water Treatment Plant (WTP)
Improvements 5,000,000 1,238,768 (3,761,232)
Emergency Power Improvements 1,350,000 -(1,350,000)
NE Industrial Area Waterline(s) Extension(s)-2,500,000 2,500,000
Reservoir Storage Tank - Zone 3 7,200,000 11,310,000 4,110,000
Transmission Main - WPWTP to Zone 3 3,000,000 3,000,000 -
Water Main Extension - Road 103 (Maple Drive
to Willow Way)113,000 243,000 130,000
Water Main Replacement - Alley East of Wehe Ave 107,101 205,084 97,983
Water Main Replacement - Maple Dr AC Main
(Road 100 to Road 103)212,973 412,973 200,000
Water Main Replacement - Richardson Road (Road
92 to Road 96)460,000 162,000 (298,000)
Water Main Replacement - South 18th Ave ("A"
Street to W Washington Street)79,000 202,000 123,000
Water Main Replacement - Star Lane (Road 100 to
Road 97)235,000 108,000 (127,000)
West Pasco Water Treatment Plant (WPWTP)
Expansion - Phase 1 3,472,068 9,526,128 6,054,060
West Pasco Water Treatment Plant (WPWTP)
Expansion - Phase 2 (12MGD)-8,300,000 8,300,000
Grand Total $ 168,078,992 $ 183,170,247 $ 15,091,255
Section 4. This Ordinance is approved at the program level as shown below.
Page 25 of 98
Ordinance – 2021-22 Mid-Biennium Capital Projects Budget Adjustment - 5
Program
2021-2022
Adopted
Budget
2021-2022
Proposed
Budget
Difference
Building and Facilities $ 15,966,845 $ 17,972,277 $ 2,005,432
External Partnerships - $ 596,000 $ 596,000
Irrigation Utility $ 849,000 $ 849,000 -
Parks and Recreation $ 13,942,406 $ 14,102,406 $ 160,000
Process Water Reuse Facility (PWRF) Utility $ 42,651,268 $ 14,620,745 $ (28,030,523)
Roadways $ 41,721,857 $ 52,407,866 $ 10,686,009
Sewer Utility $ 29,038,474 $ 43,435,000 $ 14,396,526
Storm Water Utility $ 530,000 $ 779,000 $ 249,000
Water Utility $ 23,379,142 $ 38,407,953 $ 15,028,811
Grand Total $ 168,078,992 $ 183,170,247 $ 15,091,255
Section 5. The City of Pasco’s 2021-2022 Capital Projects Budget shall be in full force
and effect on January 1, 2022.
Section 6. This ordinance shall take effect five (5) days after approval, passage and
publication as required by law.
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 26 of 98
AGENDA REPORT
FOR: City Council August 5, 2020
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Richa Sigdel, Director
Finance
SUBJECT: Resolution - 2022-2027 Capital Improvement Plan (CIP)
I. REFERENCE(S):
Resolution
Exhibit A
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve Resolution No. ______, approving the Capital
Improvement Plan for calendar years 2022-2027.
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
A Capital Improvement Plan (CIP) identifies various capital projects expected to
be undertaken each year and the method of financing for each. A CIP is essential
for effective financial and capital planning for the City. While a CIP includes cost
projections for proposed projects, the capital budget as a part biennial budget
and the CIP differ from each other in the following ways:
1. CIP projects slated to be completed earlier in the planning horizon could
be accomplished with the funds reasonably expected to be available.
2. Inclusion of capital projects in the CIP is desired by funding agencies, as
it signals the desirability/need to complete the project by the City. Such
projects might not be feasible to be funded by the City even if they are
planned within the biennial budget period.
3. Execution of CIP projects, particularly in the outward years, maybe reliant
on anticipated grants, bonds, and loans which will in part require rate
adjustments, or other factors as discussed in the Plan. Approval of the
CIP itself does not bind the City Council to future actions.
Page 27 of 98
4. Cost projections for outward years project could be revised significantly
as staff refines the scope of work.
5. CIP also includes projects that will be carried out by external p artners
where the City is expected to provide some form of contribution. The full
cost of these projects is not included in City's budget, however, the CIP
will provide the complete cost of the project to inform the resident of the
scope of work involved.
In summary, while the vast majority of capital projects proposed during the
biennium budget setting are derived from the Capital Improvement Plan, not all
projects from the CIP are included in the adopted budget, and for various
reasons, the amount budgeted might vary.
V. DISCUSSION:
Uncertainty in funding, labor, and supply chain disruption at the national, state,
and local levels due to the COVID-19 pandemic and mitigation measures have
required the City to be flexible with project schedules throughout this biennium.
As is current practice, staff will fully evaluate the fiscal environment and project
status before commencing, even when such a project is fully funded. An
additional check and balance in this regard is the requirement for large capital
projects (>$300,000) to be approved by the Council prior to the execution of any
contract for construction.
The proposed Capital Improvement Plan (CIP), except where design is
complete, reflects planning level cost estimates which can change with design
as more information is discovered in the design process. Also, as a part of the
CIP, completed projects were removed, current projects updated to account for
new information, and newly identified projects added. As mentioned previously,
the adoption of the 2021-2027 CIP does not equate to an appropriation of funds.
Historically, staff has prepared the CIP in Microsoft Excel and distributed a 300-
400 page document that provided project details. It is evident that such a form
of communication, while complete, is not user-friendly. Similarly, preparation of
the CIP is complicated, time-consuming, and error-prone due to the limitation of
the tool. The City has procured "ClearGov" that includes Capital Improvement
Planning and Digital Budget Book features. This software will allow staff to
provide an efficient and user-friendly Capital Improvement Plan to Pasco
residents. ClearGov is currently in the pilot phase of the implementation, allowing
the Finance Department to learn its features and applicability to the organization.
The product will be rolled out to the public in 2022 with the 2022-2027 CIP and
2023-2024 Biennial Budget. Due to vast improvement in the delivery of the plan
via this new tool, staff has provided Council with the link (below) for this pilot
phase period. Any feedback and suggestions are welcomed and appreciated.
Page 28 of 98
Project Page - https://city-pasco-wa-projects.cleargov.com/
Capital Budget Page - https://city-pasco-wa-budget-
book.cleargov.com/2021_2022-biennial-budget/2021/capital-
improvements/capital-improvements-multi-year
An additional change for this year's CIP is the inclusion of an additional year -
hence the plan is not for 6 but for 7 years. This addition is due to the City's
adoption of the biennial budget. It is advantageous to include the ye ar 2021 in
the plan as the City's capital budget includes projects scheduled for this period.
Furthermore, projects scheduled for 2021 or 2022 might be pushed back or
forward as the City follows a true biennial budget. Total CIP projects requested
in the prior year totaled $268 million; when excluding 2021 projects for
comparative efforts, the proposed capital plan totals $428 million; an increase of
almost 60%. The majority of these increases are due to the following factors:
• Added: Reservoir Storage Tank - Zone 2 - $12 million
• Revised: West Pasco Water Treatment Plant (WPWTP) Expansion -
Various phases - Amounts increased from a plug number of $4 million to
$30 million
• Seismic Improvement at various facilities - $3 million
• East and West UGA LID - $35 million
• Revised Station 85, New 86 and 87 - $20 million
• Road 100 Interchange Improvements East/Westbound Ramps - $7
million
• Various External Partnership projects that have previously not been
included in City's CIP - $27 million
Staff presented the proposed CIP to Council during the November 8th and 15th
Council meetings.
Subsequent to the November 15 meeting, two relatively minor modifications
have been made to the proposed CIP:
1. Pool Memorial the that was it review, After determined further
Bubble/Roof construction project could be accelerated from 2025 to 2023.
2. A project for North Peanuts Park was added to the list, increasing the total
CIP request by $500 thousand. North Peanuts Park was part of the
original Peanuts Park Project, but not included in the recent park
improvements due to lack of funding, with the idea being to complete
North Peanuts Park as a later phase. With the south portion of the
Peanuts Park project complete in 2021, along with the Farmer's Market,
the project was removed from the CIP. Improvements to North Peanuts
Park improvements have long been a part of the City's overall plan for
downtown and are recommended to remain in the CIP, accordingly, North
Peanuts Park has been added back in as a stand-alone project.
Page 29 of 98
The attached final draft of the 2022 -2027 CIP has been modified to reflect
Council feedback regarding the preliminary draft CIP during the aforementioned
Council presentations. Staff recommends approval of the CIP 2022-2027 Capital
Improvement Plan as modified and presented in the attachment.
Page 30 of 98
Resolution – 2022-2027 CIP
RESOLUTION NO. ________
A RESOLUTION APPROVING THE CAPITAL IMPROVEMENT
PLAN FOR CALENDAR YEARS 2022-2027.
WHEREAS, staff has prepared the Capital Improvement Plan which defines the capital
projects proposed to be undertaken by the City over the ensuing six years; and
WHEREAS, on November 8, 2021, the Capital Improvement Plan was presented to the
City Council for review and prioritization.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PASCO, WASHINGTON:
That the Pasco City Council hereby approves the Capital Improvement Plan for calendar
years 2022-2027 as the City’s list of capital projects proposed to be undertaken by the City over
the ensuing six years, a copy attached hereto as Exhibit A, with the understanding that
implementation of any project listed in the Capital Improvement Plan is subject to budget
appropriation.
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
Page 31 of 98
Request TypeRequest TitleProject NumberSum of FY2021 Capital CostSum of FY2022 Capital CostsSum of FY2023 Capital CostsSum of FY2024 Capital CostsSum of FY2025 Capital CostsSum of FY2026 Capital CostsSum of FY2027 Capital CostsSum of All Years Capital CostBuilding and FacilitiesAnimal Shelter Facility17 999 80,000 5,687,821 - - - - - 5,767,821 City Gateways and Wayfinding21 262 150,000 265,000 180,000 180,000 180,000 180,000 180,000 1,315,000 City Hall Remodel Phase II21 213 - 312,887 - - - - - 312,887 Community Center21 257 - 1,150,000 5,000,000 - - - - 6,150,000 Fire Station 83 Replacement 2021 Only19 998 117,117 - - - - - - 117,117 Fire Station 84 Replacement 2021 ONLY19 999 5,817,000 - - - - - - 5,817,000 Fire Station 8521 199 100,000 427,230 8,751,885 - - - - 9,279,115 Fire Station 86NA - - - 500,000 8,500,000 - - 9,000,000 Fire Station 8721 203 265,000 - - 8,000,000 - - - 8,265,000 Gesa Stadium Improvements19 997 291,478 519,000 592,000 410,000 - - - 1,812,478 Gesa Stadium Parking LotNA - - 420,000 4,200,000 - - - 4,620,000 Highland Park Improvements - Restroom-Concession Building21 218 62,930 387,070 - - - - - 450,000 Kurtzman Shelter21 259 - 125,000 - - - - - 125,000 Marina Dock Replacement - Dock B21 217 - 200,000 - 2,100,000 - - - 2,300,000 Martin Luther King Center Renovation/Expansion21 314 - 250,000 5,750,000 - - - - 6,000,000 Memorial Pool Bubble or RoofNA - - 1,000,000 - - - - 1,000,000 Memorial Pool ImprovementsNA - - 102,000 150,000 - - - 252,000 Park SignageNA - - 30,000 30,000 30,000 - - 90,000 Police Headquarters & Training Campus ExpansionNA 60,000 60,000 300,000 700,000 500,000 - - 1,620,000 Public Works Operations CenterNA - - 800,000 9,200,000 - - - 10,000,000 Schlagel Park Boating Facilities Updates16 999 774,524 600,000 - - - - - 1,374,524 Shop Addition (Lean-To)21 317 - 375,000 - - - - - 375,000 Sun Willows Pro Shop and RestaurantNA - - 75,000 1,000,000 - - - 1,075,000 Sylvester Park Shelter-RestroomNA - - 200,000 - - - - 200,000 Training Center Land PurchaseNA - - - - 350,000 - - 350,000 Upgrade Outdated Park BathroomsNA - - 100,000 100,000 100,000 - - 300,000 Building and Facilities Total7,718,049 10,359,008 23,300,885 26,570,000 9,660,000 180,000 180,000 77,967,942 External Partnerships'A' Street and Heritage Road Intersection (Install Traffic Signal)NA - 240,000 - - - - - 240,000 Broadmoor Blvd (I-182 to Burns Road)NA - 1,798,000 1,100,000 1,160,000 - - - 4,058,000 Buckingham Drive Extension & SignalNA - 2,800,000 - - - - - 2,800,000 Burns Road Extension (Road 68 to Rio Grande Lane)NA - - - - - 1,500,000 4,000,000 5,500,000 Burns Road Widening (Broadmoor to Road 116)NA - - 500,000 4,000,000 2,200,000 - - 6,700,000 Lewis Street and Heritage Road Intersection (Install Traffic Signal)NA - - - 240,000 - - - 240,000 North Road 40 East PathwayNA - - 103,000 530,000 - - - 633,000 Sandifur Parkway Extension - Phase 1 (West of Road 100)NA - 200,000 2,400,000 - - - - 2,600,000 Sandifur Parkway Extension - Phase 2 (West of Road 100)NA - - - - 2,900,000 - - 2,900,000 Shoreline Road Realignment (Design and ROW)NA - - - - - - 1,150,000 1,150,000 External Partnerships Total- 5,038,000 4,103,000 5,930,000 5,100,000 1,500,000 5,150,000 26,821,000 Irrigation UtilityAnnual Irrigation System Improvements - Development21 224 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Annual Irrigation Upsize - Development21 223 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Columbia River Intake Capacity Upgrades21 264 59,000 170,000 - - - - - 229,000 Well Capacity Upgrades21 222 100,000 370,000 470,000 470,000 - - - 1,410,000 Irrigation Utility Total234,000 615,000 545,000 545,000 75,000 75,000 75,000 2,164,000 Other EquipmentCity Hall and Police HQ GeneratorsNA - 600,000 - - - - - 600,000 City Hall Fire Alarm ReplacementNA - 70,000 - - - - - 70,000 Other Equipment Total- 670,000 - - - - - 670,000 Parks and RecreationA Street Sports Complex - Phase 121 155 300,000 199,394 400,000 - - - - 899,394 Big Cross Mountain Bike TrailsNA - - - - - 125,000 - 125,000 Burden Blvd Soccer Complex ImprovementsNA - - - 100,000 - - - 100,000 Chapel Hill Park18 999 18,000 997,742 - - - - - 1,015,742 Community Park Northwest21 258 - 1,400,000 - 200,000 4,500,000 - - 6,100,000 Dog ParkNA - - 450,000 - - - - 450,000 Franklin County Irrigation District (FCID) Trail Phase 1 & 221 220 55,000 360,000 395,000 420,000 - - - 1,230,000 Lighted Pickleball ComplexNA - - - 40,000 1,000,000 - - 1,040,000 Memorial Park Conversion of Softball to Lighted Multi-UseNA - - - 300,000 - - - 300,000 Peanuts Park - NorthNA - - 100,000 400,000 - - - 500,000 Peanuts Park Restoration16 014 3,170,276 3,785,175 - - - - - 6,955,451 Road 54 Erwin Property21 260 - 20,000 - 400,000 - - - 420,000 Road 84 Park21 219 424,130 - - - - - - 424,130 Sacajawea Levee Lowering16 001 142,347 2,705,341 522,000 2,000,000 - - - 5,369,688 Sacajawea Trail BNSF Crossing21 261 - 125,000 1,525,000 - - - - 1,650,000 Skate ParkNA - - 50,000 450,000 - - - 500,000 Softball Complex Updates18 998 - 240,000 - - - - - 240,000 Sylvester Park Sport Courts21 294 - 160,000 - - - - - 160,000 Trail Connection ImprovementsNA - - 100,000 100,000 100,000 100,000 100,000 500,000 Williams Gas TrailNA - - - - - - 300,000 300,000 Parks and Recreation Total4,109,753 9,992,652 3,542,000 4,410,000 5,600,000 225,000 400,000 28,279,405 Page 32 of 98
Request TypeRequest TitleProject NumberSum of FY2021 Capital CostSum of FY2022 Capital CostsSum of FY2023 Capital CostsSum of FY2024 Capital CostsSum of FY2025 Capital CostsSum of FY2026 Capital CostsSum of FY2027 Capital CostsSum of All Years Capital CostProcess Water Reuse Facility (PWRF) UtilityColumbia East Lift Station and Force Main17 003 10,410,745 - - - - - - 10,410,745 Grimmway Connections - Phase 1 and 221 103 21 274 600,000 - - - - - - 600,000 Irrigation Pipe UpgradesNA - - 1,000,000 - - - - 1,000,000 Irrigation Pump Station (IPS )Intake ScreeningNA - - 500,000 - - - - 500,000 PWRF Lab and OfficeNA - - 100,000 600,000 - - - 700,000 PWRF Pretreatment Improvements (Phase 1) Potable Water and Electrical Improvements19 055 550,000 1,500,000 - - - - - 2,050,000 PWRF Pretreatment Improvements (Phase 2) Winter Storage21 298 - 1,130,000 16,000,000 - - - - 17,130,000 PWRF Pretreatment Improvements (Phase 3)NA - - - - 2,500,000 12,780,000 - 15,280,000 USBR Property Irrigation System21 315 - 80,000 700,000 - - - - 780,000 Voss Property Irrigation System21 316 - 350,000 2,000,000 - - - - 2,350,000 Process Water Reuse Facility (PWRF) Utility Total11,560,745 3,060,000 20,300,000 600,000 2,500,000 12,780,000 - 50,800,745 RoadwaysAnnual Pavement Preservation21 235 728,000 - 1,000,000 1,030,000 1,061,000 1,093,000 1,126,000 6,038,000 Argent Road Widening Phase 1 (20th Ave to Saraceno Way)12 001 2,272,000 - - - - - - 2,272,000 Argent Road Widening (Argent Road & Road 36 Intersection) - Phase 221 229 620,000 250,000 - - - - - 870,000 Argent Road Widening (Road 36 to Saraceno) - Phase 320 010 484,000 428,000 4,000,000 - - - - 4,912,000 Burns Rd/Broadmoor Intersection Improvements21 319 - 640,000 2,560,000 - - - - 3,200,000 Burns Road Pathway - Phase 1 (Rd 100 to Rd 90)20 012 171,000 - - - - - - 171,000 Burns Road Pathway - Phase 2 (Rd 90 to 84)21 225 134,000 - - - - - - 134,000 Burns Road Pathway - Phase 3 (Rd 84 to 68)21 226 23,000 220,000 - - - - - 243,000 City Wide Traffic Signal Improvements - Phase 217 014 3,393,000 - - - - - - 3,393,000 Court Street & Road 68 Intersection Improvements19 043 232,000 - 757,000 - - - - 989,000 Court Street Overlay - U.S. Highway 395 to 20th Ave21 308 - 800,000 - - - - - 800,000 Court Street Overlay - U.S. Highway 395 to Road 4020 102 440,000 - - - - - - 440,000 Court Street Overlay (Road 40 to Road 68)21 304 - 400,000 1,850,000 - - - - 2,250,000 Crescent Road Surface ImprovementNA - - - 45,000 355,000 - - 400,000 James Street Improvements16 010 - 20,000 - - - - - 20,000 Lewis Street Corridor Improvements - 2nd to 5th Ave20 007 1,926,000 - - - - - - 1,926,000 Lewis Street Corridor Improvements Phase 2 - 5th to 10th AveNA - - - 250,000 1,000,000 - - 1,250,000 Lewis Street Overpass13 007 27,129,000 741,000 632,000 - - - - 28,502,000 New Road 108 (Harris Road to Burns Road)NA - - - - 2,000,000 8,000,000 - 10,000,000 North Industrial Way Infiltration Retrofit Project & Overlay20 101 650,000 - - - - - - 650,000 North Road 100 Pedestrian/Bicycle Improvements21 234 - 350,000 - - - - - 350,000 North Road 93/Powerline Pathway21 306 - 127,000 - - - - - 127,000 Oregon Avenue (SR397) Overlay21 305 - 400,000 3,000,000 - - - - 3,400,000 Pedestrian/Bicycle Access Road 100 Interchange21 233 120,000 - 600,000 1,600,000 - - - 2,320,000 Pedestrian/Bicycle Access Road 68 InterchangeNA - - - 400,000 1,000,000 1,000,000 - 2,400,000 Pedestrian/Bicycle Access Sylvester Street Overpass21 232 300,000 - 1,500,000 2,200,000 - - - 4,000,000 Road 100 Interchange Improvements East/Westbound Ramps21 292 - 7,000,000 - - - - - 7,000,000 Road 100 Widening - Court Street to Chapel Hill BoulevardNA - - - 375,000 1,500,000 2,250,000 - 4,125,000 Road 52 Extension (Design and R/W)NA - - - - - - 1,150,000 1,150,000 Road 68 & Burns Road Intersection (Install Traffic Signal) (Road 68 & Burns Intersection)21 307 - 50,000 - 240,000 - - - 290,000 Road 68 Widening - South of I-18220 009 258,000 - - - - - - 258,000 Road 76 OverpassNA - - - - 300,000 1,200,000 - 1,500,000 Sandifur Parkway Widening - Road 52 to Road 6021 231 458,000 - 507,000 - - - - 965,000 Signage & Striping Improvements at Road 68 & Burden Blvd20 008 200,000 - - - - - - 200,000 South 10th Ave and W Lewis Street Advanced Intersection Warning21 230 62,000 - - - - - - 62,000 South 4th Avenue (Festival Street) ImprovementsNA - - - 50,000 450,000 - - 500,000 Sylvester St. & US 395 NB Off Ramp Intersection (Install Traffic Signal)NA - - 240,000 - - - - 240,000 Sylvester Street Safety Program21 227 1,148,000 - 3,752,000 - - - - 4,900,000 Wrigley Drive Extension15 009 409,000 - - - - - - 409,000 Roadways Total41,157,000 11,426,000 20,398,000 6,190,000 7,666,000 13,543,000 2,276,000 102,656,000 Sewer Utility9th & Washington Lift Station16 007 585,000 - - - - - - 585,000 Annual Lift Station Upgrades Program (CSP L11)21 313 - 210,000 109,000 113,000 116,000 119,000 123,000 790,000 Annual Sewer System Improvements - Development21 242 100,000 100,000 200,000 100,000 100,000 100,000 100,000 800,000 Annual Sewer Upsize - Development21 241 200,000 150,000 200,000 200,000 300,000 300,000 300,000 1,650,000 East UGA Expansion Sewer LID21 295 - 5,000,000 17,364,000 - - - - 22,364,000 Maitland Lift Station15 003 198,000 - - - - - - 198,000 Northwest Area (Broadmoor) Sewer LID (#151)18 076 2,307,000 - - - - - - 2,307,000 Road 36 Lift Station Upgrades16 006 773,000 - - - - - - 773,000 Road 52 & Pearl Street Lift Station19 053 300,000 1,400,000 - - - - - 1,700,000 Segment 1 - Court & Sylvester Sewer Main (CSP #14)NA - - - - 318,000 4,456,000 - 4,774,000 Segment 3 - Court & Sylvester Sewer Main (CSP #15)NA - - - - - 3,661,000 - 3,661,000 Segment 8 - Court & Sylvester Sewer Main (CSP #20)NA - - - 1,287,000 1,581,000 - - 2,868,000 Segment 9 - Court & Sylvester Sewer Main (CSP #21)NA - - - - - 1,482,000 - 1,482,000 Wastewater Treatment Plant (WWTP) Improvements - Phase 119 072 3,900,000 20,000,000 2,700,000 - - - - 26,600,000 Wastewater Treatment Plant (WWTP) Improvements - Phase 221 237 800,000 1,932,000 8,000,000 10,000,000 6,000,000 - - 26,732,000 West Broadmoor Lift Station (CSP LS1)21 263 500,000 - - - - - - 500,000 West Broadmoor Lift Station Expansion (CSP LS1)NA - - - - - - 1,512,000 1,512,000 West Riverview Lift Station21 309 - 350,000 516,000 1,200,000 - - - 2,066,000 Page 33 of 98
Request TypeRequest TitleProject NumberSum of FY2021 Capital CostSum of FY2022 Capital CostsSum of FY2023 Capital CostsSum of FY2024 Capital CostsSum of FY2025 Capital CostsSum of FY2026 Capital CostsSum of FY2027 Capital CostsSum of All Years Capital CostSewer UtilityWest UGA Expansion Sewer LID21 296 - 4,540,000 8,231,000 - - - - 12,771,000 Sewer Utility Total9,663,000 33,682,000 37,320,000 12,900,000 8,415,000 10,118,000 2,035,000 114,133,000 Storm Water UtilityAnnual Stormwater System Improvements - Development21 255 100,000 100,000 50,000 50,000 50,000 50,000 50,000 450,000 North Commercial Avenue Infiltration Pond RetrofitNA - - - 75,000 300,000 - - 375,000 Stormwater Pipe Relining Project21 253 165,000 165,000 - - - - - 330,000 Stormwater Pipe Relining Project 221 318 124,000 125,000 - - - - - 249,000 Storm Water Utility Total389,000 390,000 50,000 125,000 350,000 50,000 50,000 1,404,000 Water UtilityAnnual Water System Improvements - Development21 251 200,000 300,000 300,000 300,000 300,000 300,000 300,000 2,000,000 Annual Water Upsize - Development21 250 200,000 300,000 300,000 300,000 300,000 300,000 300,000 2,000,000 Automated Meter Reading21 249 - 200,000 200,000 200,000 200,000 200,000 - 1,000,000 Butterfield Water Treatment Plant (WTP) Improvements21 245 238,768 1,000,000 5,000,000 7,000,000 6,000,000 6,000,000 - 25,238,768 Emergency Power Improvements21 243 - - 270,000 1,080,000 - - - 1,350,000 NE Industrial Area Waterline(s) Extension(s)21 320 - 2,500,000 2,000,000 - - - - 4,500,000 Reservoir Storage Tank - Zone 2TBD - - - 2,000,000 7,000,000 3,000,000 - 12,000,000 Reservoir Storage Tank - Zone 321 252 448,488 10,861,512 1,690,000 - - - - 13,000,000 Seismic Improvements - Various FacilitiesTBD - - - - - - 3,000,000 3,000,000 Transmission Main - WPWTP to Zone 321 238 340,821 2,659,179 - - - - - 3,000,000 Water Main Extension - Alton St (Wehe Ave to Alley East of Owen Ave)21 246 - - 115,000 200,000 - - - 315,000 Water Main Extension - Riverhaven Street (Road 36 to Road 40)TBD - - - 416,000 - - - 416,000 Water Main Extension - Road 103 (Maple Drive to Willow Way)21 247 20,000 223,000 - - - - - 243,000 Water Main Replacement - Alley East of Wehe Ave19 073 205,084 - - - - - - 205,084 Water Main Replacement - Maple Dr AC Main (Road 100 to Road 103)20 030 11,208 401,765 - - - - - 412,973 Water Main Replacement - Richardson Road (Road 92 to Road 96)21 244 92,000 70,000 300,000 - - - - 462,000 Water Main Replacement - Road 60 (Court Street to West Pearl)TBD - - - - 300,000 1,000,000 - 1,300,000 Water Main Replacement - Road 76 (Wernett Road to Court Street)TBD - - - 912,000 - - - 912,000 Water Main Replacement - South 18th Ave ("A" Street to W Washington Street)21 248 202,000 - - - - - - 202,000 Water Main Replacement - Star Lane (Road 100 to Road 97)19 046 - 108,000 200,000 - - - - 308,000 West Pasco Water Treatment Plant (WPWTP) Expansion - Phase 116 008 760,473 8,765,527 - - - - - 9,526,000 West Pasco Water Treatment Plant (WPWTP) Expansion - Phase 2 (12MGD)21 297 300,000 8,000,000 1,700,000 - - - - 10,000,000 West Pasco Water Treatment Plant (WPWTP) Expansion - Phase 3 (Firm Capacity)TBD - - - 143,000 1,102,000 - - 1,245,000 West Pasco Water Treatment Plant (WPWTP) Expansion - Phase 4 (18MG)TBD - - - - 460,000 888,000 7,989,000 9,337,000 Water Utility Total3,018,842 35,388,983 12,075,000 12,551,000 15,662,000 11,688,000 11,589,000 101,972,825 Grand Total77,850,389 110,621,643 121,633,885 69,821,000 55,028,000 50,159,000 21,755,000 506,868,917 Page 34 of 98
AGENDA REPORT
FOR: City Council November 8, 2021
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: Ordinance - Amending PMC Chapter 3.35 Fee Summary - Water/Sewer
Utility Rate Adjustments
I. REFERENCE(S):
Summary Revenue Requirement for Water Utility
Summary Revenue Requirement for Sewer Utility
Ordinance
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to adopt Ordinance No. _______, amending Pasco Municipal
Code Sections 3.35.160 (Water Utility), and 3.35.170 (Sewer Utility) and, further,
authorize publication by summary only.
III. FISCAL IMPACT:
Utility Rates
IV. HISTORY AND FACTS BRIEF:
As an enterprise fund, a utility is treated as an independent business, separate
from the general government services, both in accounting practices and legal
requirements. It is standard for utility systems to conduct rate studies on a
periodic basis to ensure they provide adequate revenue for the utilities and that
the system conforms with laws, obligations, and conditions that impact its
operation.
Per the budgeted work plan, City staff has conducted a study of the City's water
and sewer utility rates. To assist in this effort, staff engaged the services of a
financial consulting organization, FCS Group. The review entailed an in -depth
evaluation of the finances of the two utilities, necessary capital expenditures,
current and projected operational costs, sufficiency of current rates, and rate
Page 35 of 98
adjustments necessary meet the requirements of the two utilities and bond
coverage.
The City performed its last comprehensive rate study in 2015. However, in
subsequent years, staff has utilized the rate model developed by FCS Group to
evaluate the adequacy of rates and make recommendation on rate adjustments
to Council.
V. DISCUSSION:
The rate study evaluates annual revenue necessary to fund all financial
obligations like operating expenses, debt service payments, and capital
investments. Furthermore, the system is required to meet and maintain certain
financial targets like debt service coverage ratios and reserve balances to satisfy
the system's debt holders as well as fund emergency operations. Rate studie s
are particularly critical to evaluate revenue sufficiency over a multi -year period.
Utility systems are infrastructure investment heavy and long-term financial
analysis of the systems is critical to avoid deferred maintenance, degraded
service levels and/or safety, and avoid significant and unplanned increases in
rates within a short period to make up for avoiding more reasonable increases
along they way.
The City's water and sewer services are looking at significant capital costs to
repair/replace existing infrastructure and to accommodate future growth. This
demand from both spectrums of infrastructure investment is a challenge to
balance; significant consideration is made to reduce the impact of such
pressures on our customers. Water and sewer capital investment between $113
and $96 million, respectively, exist between 2021-2027.
Subject to Council authorization, staff has, or is anticipating to procure, over $83
million in low-interest loans, significantly lowering the City's borrowing costs. In
fact the low-interest loans are expected to save the ratepayers over $27 million
during the life of the debt when compared to the option of issuance of revenue
bonds.
Additionally, projects that meet Environmental Protection Agency's Clean Water
State Revolving Fund or Drinking Water State Fund are allowed to utilize
American Rescue Plan Act (ARPA) funds. The guidelines allow the usage of
ARPA funds to make necessary investments to improve access to clean drinking
water and invest in wastewater and stormwater infrastructure. An option
available to Council is to utilize ARPA to fund eligible projects, further reducing
the impact to customers.
The rate study prepared by FCS Group has recommended the following
adjustments to the City's current water and sewer services rates:
Page 36 of 98
Water:
Without ARPA Funds
With ARPA Funds ($9 million)
Sewer:
FCS Group presented the study and the recommendation to Council during the
November 8th Council Workshop meeting.
As illustrated above, the use of ARPA funds results in a significant decrease in
the needed water rate increases for 2022, 2023, and 2024, reducing the burden
to ratepayers by 2% each of these years for a total of slightly over 6%
(compounding effect) for the life (20 years) of a bond to replace the ARPA Funds
proposed. In economic terms, use of the proposed $9 million the ARPA funds
saves the ratepayers a total of $14.2 million over the life of a 20 -year bond
accounting for principal and interest, which translates to a savings for the
average utility customer of $30 annually over that same 20 years.
During November 15th Council Regular Meeting, Council authorized staff to
utilize ARPA funds and move forward with rate adjustments proposed by FCS
Group.
The preliminary 2021/2022 mid-biennial budget adjustment reflects the
proposed rate increases in water and sewer, and modified to also reflect the use
of $9 million in ARPA funds to fund a portion of the needed water capital projects.
Staff recommends approval of the water and sewer rate adjustments as
presented.
Page 37 of 98
City of Pasco
DRAFT Utility Rate Study: Water Utility
Summary
Revenue Requirement 2021 2022 2023 2024 2025 2026 2027
Revenues
Rate Revenues Under Existing Rates 12,429,179$ 12,802,054$ 13,186,116$ 13,758,288$ 14,029,922$ 14,306,989$ 14,589,597$
Non-Rate Revenues 610,552 766,225 654,433 669,888 689,630 702,070 719,981
Total Revenues 13,039,731$ 13,568,279$ 13,840,549$ 14,428,177$ 14,719,552$ 15,009,059$ 15,309,577$
Expenses
Cash Operating Expenses 10,754,205$ 9,126,937$ 9,628,029$ 10,239,895$ 10,697,602$ 11,199,371$ 11,531,577$
Existing Debt Service 2,003,338 1,786,856 1,777,245 1,771,484 1,765,411 1,465,868 1,461,616
New Debt Service - 1,975,545 1,975,545 3,988,087 3,988,087 5,595,696 5,595,696
System Reinvestment Funding 650,000 700,000 750,000 800,000 850,000 900,000 950,000
Additions Required to Meet Reserves - - - - - - -
Total Expenses 13,407,543$ 13,589,337$ 14,130,820$ 16,799,467$ 17,301,100$ 19,160,936$ 19,538,889$
Net Surplus (Deficiency)(367,812)$ (21,059)$ (290,271)$ (2,371,290)$ (2,581,548)$ (4,151,877)$ (4,229,312)$
Additions to Meet Coverage - - - - - - -
Total Surplus (Deficiency)(367,812)$ (21,059)$ (290,271)$ (2,371,290)$ (2,581,548)$ (4,151,877)$ (4,229,312)$
Annual Rate Increase 6.50% 6.50% 6.50% 5.00% 5.00% 5.00%
Cumulative Rate Increase 6.50% 13.42% 20.79% 26.83% 33.18% 39.84%
Revenues After Rate Increases 12,429,179$ 13,634,188$ 14,956,022$ 16,619,319$ 17,794,811$ 19,053,539$ 20,401,402$
Additional Taxes from Rate Increase - 112,579 239,451 387,069 509,352 642,161 786,279
Net Cash Flow After Rate Increase (367,812)$ 698,496$ 1,240,185$ 102,672$ 673,989$ (47,487)$ 796,214$
Coverage After Rate Increase: Bonded Debt 2.46 2.81 3.10 2.12 2.31 1.99 2.19
Coverage After Rate Increase: Total Debt 1.87 1.78 1.96 1.44 1.57 1.36 1.50
Sample Monthly Residential Bill (5/8" Meter, x 7 ccf) $26.71 $28.45 $30.30 $32.26 $33.88 $35.57 $37.35
Annual Increase ($) $1.74 $1.85 $1.97 $1.61 $1.69 $1.78
Net Cash Flow Check - - - - - - -
Fund Balance 2021 2022 2023 2024 2025 2026 2027
Operating Reserve
Beginning Balance 2,200,000$ 1,767,815$ 1,500,318$ 1,601,196$ 1,703,868$ 1,822,138$ 1,774,650$
plus: Net Cash Flow after Rate Increase (367,812) 698,496 1,240,185 102,672 673,989 (47,487) 796,214
less: Transfer of Surplus to Capital Fund (64,373) (965,992) (1,139,307) - (555,719) - (569,702)
Ending Balance 1,767,815$ 1,500,318$ 1,601,196$ 1,703,868$ 1,822,138$ 1,774,650$ 2,001,162$
Actual Days of O&M 60 days 60 days 60 days 59 days 60 days 55 days 60 days
Minimum Balance Requirement 1,767,815$ 1,500,318$ 1,601,196$ 1,722,632$ 1,822,138$ 1,924,722$ 2,001,162$
Maximum Balance Requirement 1,767,815$ 1,500,318$ 1,601,196$ 1,722,632$ 1,822,138$ 1,924,722$ 2,001,162$
Capital Reserve
Beginning Balance 10,664,984$ 11,149,308$ 14,773,268$ 2,559,727$ 18,961,615$ 4,191,373$ 14,685,014$
plus: System Reinvestment Funding 650,000 700,000 750,000 800,000 850,000 900,000 950,000
plus: Transfers from Operating Fund 64,373 965,992 1,139,307 - 555,719 - 569,702
plus: Capital Grants / Other Resources 2,570,128 8,485,206 973,865 1,003,081 1,023,143 1,043,605 1,064,478
plus: CE Revenue 345,000 359,000 369,770 380,863 388,480 396,250 404,175
plus: Revenue Bond Proceeds - 14,000,000 - 20,000,000 - 15,000,000 -
plus: Low Interest Loans Proceeds - 15,000,000 - 8,000,000 - 6,687,500 -
plus: Other Loans 2 Proceeds - - - - - - -
plus: Other Loans 3 Proceeds - - - - - - -
plus: Interest Earnings 10,665 27,873 73,866 12,799 94,808 20,957 73,425
Total Funding Sources 14,305,150$ 50,687,379$ 18,080,077$ 32,756,470$ 21,873,766$ 28,239,686$ 17,746,793$
less: Capital Expenditures (3,155,842) (35,914,111) (15,520,350) (13,794,854) (17,682,392) (13,554,672) (13,805,425)
Ending Capital Fund Balance 11,149,308$ 14,773,268$ 2,559,727$ 18,961,615$ 4,191,373$ 14,685,014$ 3,941,368$
Minimum Target Balance 2,228,695$ 2,946,977$ 3,257,384$ 3,533,281$ 3,886,929$ 4,158,022$ 4,434,131$
Combined Beginning Balance 12,864,984$ 12,917,123$ 16,273,587$ 4,160,923$ 20,665,483$ 6,013,511$ 16,459,664$
Combined Ending Balance 12,917,123$ 16,273,587$ 4,160,923$ 20,665,483$ 6,013,511$ 16,459,664$ 5,942,530$
Ending Total Days of Operating Expenditures 438 days 643 days 154 days 710 days 196 days 507 days 176 days
Combined Minimum Target Balance 3,996,509 4,447,295 4,858,580 5,255,913 5,709,067 6,082,744 6,435,293
PREPARED BY FCS GROUP
425-867-1802 Summary - Page 1 of 1
Pasco Water Model Draft 10 13 2021 - ARPR Dollars
11/19/2021Page 38 of 98
City of Pasco
DRAFT Utility Rate Study: Sewer Utility
Summary
Revenue Requirement 2021 2022 2023 2024 2025 2026 2027
Revenues
Rate Revenues Under Existing Rates 11,132,238$ 11,466,205$ 11,810,191$ 12,525,942$ 12,769,232$ 13,017,387$ 13,270,506$
Non-Rate Revenues 134,573 152,080 169,765 175,546 178,635 178,918 180,138
Total Revenues 11,266,810$ 11,618,285$ 11,979,956$ 12,701,488$ 12,947,866$ 13,196,306$ 13,450,645$
Expenses
Cash Operating Expenses 6,383,763$ 7,216,718$ 7,729,886$ 8,252,069$ 8,855,352$ 9,367,203$ 9,712,493$
Existing Debt Service 1,294,262 1,118,749 1,059,365 1,061,731 1,062,409 1,059,557 1,061,214
New Debt Service - 2,050,469 2,050,469 3,583,172 3,583,172 4,064,929 4,064,929
System Reinvestment Funding 725,000 800,000 800,000 875,000 875,000 950,000 950,000
Additions Required to Meet Reserves - - - - - - -
Total Expenses 8,403,025$ 11,185,936$ 11,639,719$ 13,771,972$ 14,375,933$ 15,441,688$ 15,788,636$
Net Surplus (Deficiency)2,863,786$ 432,349$ 340,237$ (1,070,484)$ (1,428,067)$ (2,245,383)$ (2,337,991)$
Additions to Meet Coverage - - - - - - -
Total Surplus (Deficiency)2,863,786$ 432,349$ 340,237$ (1,070,484)$ (1,428,067)$ (2,245,383)$ (2,337,991)$
Annual Rate Increase 0.00% 0.00% 4.00% 4.00% 4.00% 4.00%
Cumulative Rate Increase 0.00% 0.00% 4.00% 8.16% 12.49% 16.99%
Revenues After Rate Increases 11,132,238$ 11,466,205$ 11,810,191$ 13,026,979$ 13,811,201$ 14,642,791$ 15,524,615$
Additional Taxes from Rate Increase - - - 61,888 128,704 200,770 278,428
Net Cash Flow After Rate Increase 2,863,786$ 432,349$ 340,237$ (631,334)$ (514,802)$ (820,749)$ (362,310)$
Coverage After Rate Increase: Bonded Debt 5.23 4.47 4.65 3.41 3.52 2.94 3.14
Coverage After Rate Increase: Total Debt 5.23 2.01 2.04 1.51 1.56 1.46 1.55
Sample Monthly Residential Bill (5/8" Meter, x 7 ccf) 35.38$ $35.38 $35.38 $36.80 $38.27 $39.80 $41.39
Annual Increase ($) $0.00 $0.00 $1.42 $1.47 $1.53 $1.59
Net Cash Flow Check - - - - - - -
Fund Balance 2021 2022 2023 2024 2025 2026 2027
Operating Reserve
Beginning Balance 3,500,000$ 6,363,786$ 4,796,135$ 5,136,372$ 4,505,037$ 3,990,236$ 3,169,486$
plus: Net Cash Flow after Rate Increase 2,863,786 432,349 340,237 (631,334) (514,802) (820,749) (362,310)
less: Transfer of Surplus to Capital Fund - (2,000,000) - - - - -
Ending Balance 6,363,786$ 4,796,135$ 5,136,372$ 4,505,037$ 3,990,236$ 3,169,486$ 2,807,177$
Actual Days of O&M 364 days 243 days 243 days 199 days 163 days 122 days 103 days
Minimum Balance Requirement 1,049,386$ 1,186,310$ 1,270,666$ 1,356,504$ 1,465,848$ 1,560,971$ 1,629,577$
Maximum Balance Requirement 1,049,386$ 1,186,310$ 1,270,666$ 1,356,504$ 1,465,848$ 1,560,971$ 1,629,577$
Capital Reserve
Beginning Balance 5,977,303$ 2,476,814$ 15,186,136$ 2,849,923$ 15,080,129$ 4,025,026$ 2,786,408$
plus: System Reinvestment Funding 725,000 800,000 800,000 875,000 875,000 950,000 950,000
plus: Transfers from Operating Fund - 2,000,000 - - - - -
plus: Capital Grants / Other Resources 2,078,224 654,000 1,582,863 1,879,349 5,633,956 4,039,215 1,730,139
plus: CE Revenue 887,680 932,760 960,743 989,565 1,009,356 1,029,544 1,050,134
plus: Revenue Bond Proceeds - 4,000,000 - 9,000,000 - 6,000,000 -
plus: Low Interest Loans Proceeds - 28,932,000 - 14,000,000 - - -
plus: Other Loans 2 Proceeds - - - - - - -
plus: Other Loans 3 Proceeds - - - - - - -
plus: Interest Earnings 5,977 6,192 75,931 14,250 75,401 20,125 13,932
Total Funding Sources 9,674,184$ 39,801,766$ 18,605,673$ 29,608,086$ 22,673,842$ 16,063,910$ 6,530,613$
less: Capital Expenditures (7,197,370) (24,615,630) (15,755,750) (14,527,957) (18,648,816) (13,277,502) (2,424,199)
Ending Capital Fund Balance 2,476,814$ 15,186,136$ 2,849,923$ 15,080,129$ 4,025,026$ 2,786,408$ 4,106,415$
Minimum Target Balance 2,307,346$ 2,799,659$ 3,114,774$ 3,405,333$ 3,778,309$ 4,043,859$ 4,092,343$
Combined Beginning Balance 9,477,303$ 8,840,600$ 19,982,271$ 7,986,294$ 19,585,167$ 8,015,262$ 5,955,894$
Combined Ending Balance 8,840,600$ 19,982,271$ 7,986,294$ 19,585,167$ 8,015,262$ 5,955,894$ 6,913,591$
Ending Total Days of Operating Expenditures 505 days 1,011 days 377 days 860 days 326 days 227 days 253 days
Combined Minimum Target Balance 3,356,732 3,985,968 4,385,440 4,761,837 5,244,157 5,604,830 5,721,921
PREPARED BY FCS GROUP
425-867-1802 Summary - Page 1 of 1
Pasco Sewer Model Draft 10 27 2021 From BT 11.19.2021
11/19/2021Page 39 of 98
Ordinance Creating PMC 3.35.160 & 3.35.170 - 1
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY OF PASCO, AMENDING
PASCO MUNICIPAL CODE SECTIONS 3.35.160 (WATER UTILITY), AND
3.35.170 (SEWER UTILITY).
WHEREAS, studies of the rates, charges, and fees of utility systems are generally
conducted on periodic intervals to ensure they provide adequate revenue for the utilities, and to
ensure the rates, charges, and fees are, and continue to be, in conformance with state law; and
WHEREAS, in May 2021, the City contracted with Financial Consulting Solutions
Group (FCS Group) to evaluate and provide a recommendation to the City concerning water and
sewer monthly rates; and
WHEREAS, at the November 8, 2021, City Council Study Session, the FCS Group
presented the Water and Sewer Rate Study to the Council recommending revisions to the City’s
water and sewer monthly rates, and the Council directed staff to adopt increases as recommended
by the FCS Group; and
WHEREAS, at the November 15, 2021, City Council Regular Session, the Council
directed staff to dedicate $9,000,000 of American Rescue Plan Act funds to Water Utility
projects.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1.All water rates shall be subject to an adjustment beginning the first full
billing period of 2022, 2023, 2024 by 6.5% each year, and 2025, 2026 by 5% each year and
PMC Section 3.35.160 is hereby amended and shall read as follows:
Page 40 of 98
Ordinance Creating PMC 3.35.160 & 3.35.170 - 2
3.35.160 WATER UTILITY EFFECTIVE 01/01/2022:
Section 2.All Sewer rates shall be subject to an adjustment beginning the first full
billing period of 2022, 2023 by 0% each year, and 2024, 2025, 2026 by 4% each year and PMC
Section 3.35.170 is hereby amended and shall read as follows:
Ref er en ce
2021 2022 2023 2024 2025 2026
Inside Cit y:
Consum pt ion – per 100 cubic f eet :
Resident ial/com m er cial $ 0.88 $ 0.94 $ 1.00 $ 1.07 $ 1.12 $ 1.18 13.20.050
Bulk – per 1,000 gallons $ 1.45 $ 1.54 $ 1.64 $ 1.75 $ 1.84 $ 1.93 13.20.080
Ref er en ce
2021 2022 2023 2024 2025 2026
Resident ial – single-f am ily base f ees:
3/4 and 5/8 inch – per m ont h $ 20.55 $ 21.89 $ 23.31 $ 24.83 $ 26.07 $ 27.37 13.20.020
1 inch – per m ont h $ 30.81 $ 32.82 $ 34.95 $ 37.22 $ 39.08 $ 41.03 13.20.020
3/4 and 5/8 inch – per m ont h $ 6.83 $ 7.27 $ 7.74 $ 8.24 $ 8.65 $ 9.08 3.65.150
1 inch – per m ont h $ 10.30 $ 10.97 $ 11.68 $ 12.44 $ 13.06 $ 13.71 3.65.150
Ref er en ce
2021 2022 2023 2024 2025 2026
Com m er cial – base f ees:
3/4 inch – per m ont h $ 28.97 $ 30.85 $ 32.86 $ 35.00 $ 36.75 $ 38.59 13.20.030
1 inch – per m ont h $ 42.37 $ 45.12 $ 48.05 $ 51.17 $ 53.73 $ 56.42 13.20.030
1-1/2 inch – per m ont h $ 81.60 $ 86.90 $ 92.55 $ 98.57 $103.50 $108.68 13.20.030
2 inch – per m ont h $130.86 $139.37 $148.43 $158.08 $165.98 $174.28 13.20.030
3 inch – per m ont h $178.74 $190.36 $202.73 $215.91 $226.71 $238.05 13.20.030
4 inch – per m ont h $257.54 $274.28 $292.11 $311.10 $326.66 $342.99 13.20.030
6 inch – per m ont h $402.01 $428.14 $455.97 $485.61 $509.89 $535.38 13.20.030
8 inch – per m ont h $557.10 $593.31 $631.88 $672.95 $706.60 $741.93 13.20.030
Fee/Ch ar ge
Fee/Ch ar ge
Senior r educed/low incom e:
Fee/Ch ar ge
Page 41 of 98
Ordinance Creating PMC 3.35.160 & 3.35.170 - 3
3.35.170 SEWER UTILITY EFFECTIVE 01/01/2022:
Section 3.This ordinance, being an exercise of a power specifically delegated to the
City legislative body, is not subject to referendum, and shall take effect on January 1, 2022.
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: _____________________________
Ref er en ce
2021 2022 2023 2024 2025 2026
Inside City:
Consum pt ion – per 100 cubic f eet over 1,000 cubic f eet:
Resident ial
Com m er cial $ 1.85 $ 1.85 $ 1.85 $ 1.92 $ 2.00 $ 2.08 13.50.030
Hot el/m ot el $ 1.85 $ 1.85 $ 1.85 $ 1.92 $ 2.00 $ 2.08 13.50.020
Residential:
Single-f am ily one unit – per m onth $ 35.38 $ 35.38 $ 35.38 $ 36.80 $ 38.27 $ 39.80
Senior r educed/low incom e – per m ont h $ 11.84 $ 11.84 $ 11.84 $ 12.31 $ 12.80 $ 13.31 3.65.150
M ult if am ily 1 – 4 units – per m ont h $ 35.38 $ 35.38 $ 35.38 $ 39.80 $ 36.80 $ 38.27 13.50.010
M ult if am ily 5+ unit s – per m ont h $ 28.53 $ 28.53 $ 28.53 $ 29.67 $ 30.86 $ 32.09 13.50.010
Com m er cial – base f ee – per m ont h $ 47.57 $ 47.57 $ 47.57 $ 49.47 $ 51.45 $ 53.51 13.50.030
Hot el/m otel – base f ee per unit/per m ont h $ 7.50 $ 7.50 $ 7.50 $ 7.80 $ 8.11 $ 8.43 13.50.020
Fee/Ch ar ge
none
Page 42 of 98
AGENDA REPORT
FOR: City Council November 17, 2021
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Colleen Chapin, Human Resources
Director
Executive
SUBJECT: *Resolution - Approving 2022-2024 Collective Bargaining Agreement with
Pasco Police Officers Association (PPOA) - Uniformed Employees
I. REFERENCE(S):
Proposed Resolution
Exhibit A - 2022-2024 PPOA - Uniformed Employees Collective Bargaining
Agreement
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve Resolution No. ____, approving the 2022 -2024
Collective Bargaining Agreement with the Pasco Police Officer's Association -
Uniformed Employees and, further, authorize the City Manager to execute the
agreement.
III. FISCAL IMPACT:
Annual increases in department operations (base wages and benefits) over the
life of the proposed agreement are projected as follows:
2022 - $678,549
2023 - $663,627
2024 - $734,613
Other negotiated economic items resulted in comparatively few additional costs.
IV. HISTORY AND FACTS BRIEF:
The current collective bargaining agreement (CBA) expires on December 31,
2021.
Page 43 of 98
Negotiations commenced in October 5, 2021, with this 78 member bargaining
unit that consists of Police Officers and Sergeants and a fter some language
modifications and economics were bargained, which provide greater clarity for
management and the bargaining unit members, the parties reached a tentative
agreement on October 26, 2021.
On November 15, 2021, the Pasco Police Officer's Association (PPOA) -
Uniformed Unit, representative notified the City that the membership voted to
ratify the tentative 2022-2025 Collective Bargaining Agreement.
V. DISCUSSION:
Economic highlights of the proposed collective bargaining agreement are as
follows:
Wages:
Effective January 2022: 5% increase
Effective January 2023: 100% CPI-U min 2.5% - max 4.5%
Effective July 2023 1% increase
Effective January 2024: 100% CPI-U min 2.5% - max 4.5%
Effective July 2024: 1% increase
Longevity
Effective January 2022: 1% after 6 years of service
Deferred Compensation contribution:
2022 – add 0.5% contribution (4.0% base hourly wage)
2023 – add 0.5% contribution (4.5% base hourly wage)
2024 – add 1.0% contribution (5.5% base hourly wage)
Detective & Detective Sergeant:
Effective January 2022: 1% incentive increase
Article 15 – New Section - SIU Detective – 1% base wage incentive (in addition
to detective incentive)
Article 15 – New Section – Fitness Incentive – 2 levels / $250.00 or 500.00
annually effective 2022
Article 15 – New Section – Shift differential - $0.50 per hour Swing Shift &
$1.00 per hour for Graveyard
Article 19 – Bilingual Incentive – 1% increase base wage (5% total)
Page 44 of 98
This agreement was bargained in good faith by management and the association
and represents a fair and equitable settlement. Accordingly, staff recommends
Council ratification of the proposed Collective Bargaining Agreement with the
PPOA - Uniformed Employees.
Page 45 of 98
Resolution – 2022-2024 PPOA – Uniformed Employees CBA - 1
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PASCO, WASHINGTON, APPROVING THE 2022-2024 COLLECTIVE
BARGAINING AGREEMENT WITH THE PASCO POLICE OFFICERS
ASSOCIATION (PPOA) – UNIFORMED EMPLOYEES.
WHEREAS, the City of Pasco Council has an approved Collective Bargaining
Agreement with the Pasco Police Officer’s Association (PPOA) – Uniformed Employees,
consisting of Police Officers and Sergeants; and
WHEREAS, the current PPOA Collective Bargaining Agreement was executed March
2020 and is effective from January 1, 2019 through December 31, 2021; and
WHEREAS, the negotiations commenced in October 5, 2021, with this 78-member
bargaining unit and after a few language modifications and economics were negotiated, which
provide greater clarity for management and the bargaining unit members, the parties reached a
tentative agreement on October 26, 2021; and
WHEREAS, on November 15, 2021 the PPOA representative notified the City that the
membership voted to ratify the tentative 2022-2024 Collective Bargaining Agreement.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PASCO, WASHINGTON:
That the City Council ratifies the Collective Bargaining Agreement with the PPOA –
Uniformed Employees, commencing on January 1, 2022 through December 31, 2024; and
Be it Further Resolved the City Manager of the City of Pasco, Washington, is hereby
authorized, empowered, and directed to execute the 2022-2024 Collective Bargaining Agreement
with the PPOA – Uniformed Employees, a copy of which is attached hereto, and incorporated
herein by this reference as Exhibit A, on behalf of the City of Pasco.
Be It Further Resolved that this Resolution shall take effect and be in full force
immediately upon passage by the City Council.
Page 46 of 98
Resolution – 2022-2024 PPOA – Uniformed Employees CBA - 2
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
Page 47 of 98
Pasco Police Of?cer’s Association
Uniformed Employees
City of Pasco
Collective Bargaining Agreement
Page 48 of 98
PAGE
TABLEOF CONTEN
WITNESSETH............................................................
.............
................................
................................
.....
..
ARTICLE1 RECOGNITION...............................................
...............................................
....................
..
ARTICLE2 TERMAND SCOPEOF AGREEMENT....................................
....................................
.......
..
ARTICLE3 MANAGEMENTRIGHTS.........................................
.........................................
................
..1
ARTICLE4 PERFORMANCEOF DUTY........................................
........................................
................
..2
ARTICLE5 GRIEVANCEPROCEDURE........................................
........................................
.................
..3
Section 1 Written Grievance to Sergeant ..............................................
............................................
..3
Section 2.Written Grievance to Division Captain..................................................
..........................
..3
Section 3.Grievance Appealedto Chief of Department ......................................
............................
..3
Section 4.Grievance Appealed to City Manager .............................................
.................................
..3
Section 5.Grievance Appealed to Arbitration......................................................
............................
..3
Section 6.SpecialProvisions.......................................................
......................................................
..4
ARTICLE6 DAYSOFF EXCHANGE..........................................
..........................................
..................
..5
Section 1.Shift Exchange ..........................................................
........................................................
..5
Section 2.No Overtime Liability...........................................................
............................................
..5
ARTICLE7 SICKLEAVE.............................................
.............................................
.............................
..5
Section 1.Purpose .........................................................
.........................................................
............
..5
Section 2.LEOFF II ..............................................................
.............................................................
..5
a.Accrualof Sick Leave ........................................................
......................................................
..5
b.Probationary Employee Accrual and Use of Sick Leave ......................................
..................
..5
i.Reporting..............................................................
.............................................................
..5
c.Sick Leave with Pay ..........................................................
........................................................
..5
i.AuthorizedPurposes .....................................................
....................
..5
ii.Reporting........................................................
........................................................
...........
..6
iii.Medical Certi?cation ............................................................
............................................
..6
iv.Medical Examination.....................................................
...................................................
..6
d.Sick Leave —Payment in Lieu Thereof ...........................................
.........................................
..6
Section 4.Illnesses of Family Members.....................................................
.......................................
..6
a.Serious Illness...............................................................
.............................................................
..6
b.De?nition Family............................................................
...........................................................
..6
c.De?nition Serious Illness .............................................................
.............................................
..7
Section 5.Return to Work/Light Duty ................................................
..............................................
..7
a.Work Assignments ...........................................................
.........................................................
..7
b.Rate of Pay/Required Duty .....................................................
..................................................
..7
ARTICLE8 OVERTIME..................................................
..................................................
..7
Section 1.Overtime Thresholdand Rate ...............................................
............................................
..7
2022 —2024 Collective Bargaining Agreement between the City ofPasco and
The Pasco Police Of?cer’s AssociationUniformedEmployees—page I
Page 49 of 98
Section2.Payment for Call-back,Court and Training....................................
.................................
..7
Section 3.Other Rules ..................................................
..................................................
...................
..8
a.Travel Time .................................................
.................................................
.............................
..8
b.Sick Leave .....................................................
.....................................................
.....................
..8
c.Vacation Leave ...............................................
...............................................
............................
..8
(1.Military Leave ....................................................
....................................................
....................
..8
e.Witness Fees ................................................
................................................
..............................
..8
f.Civil Payments ...............................................
...............................................
.............................
..8
Section 4.Compensatory Time Accrual ...........................................
...........................................
......
..8
Section 5.Compensatory Time Use ..............................................
..............................................
......
..8
Section 6.Compensatory Time ArmualConversion ......................................
..................................
..9
Section 7......................................................
.....................................................
..................................
..9
ARTICLE9 BEREAVEMENT........................................
........................................
.................................
..9
ARTICLE10 MEDICAL,DENTAL,LIFEINSURANCE.................................
.................................
..........
..9
Section 1.Medical and Dental Insurance for Employees and Dependents ...........................
..........
..9
Section 2.Vision Care ..................................................
..................................................
....................
..10
Section 3.Life Insurance .................................................
.................................................
..................
..10
Section 4.MedicalTrust .................................................
.................................................
...................
..10
ARTICLE11 HOURSOF WORK ....................................
....................................
....................................
.
..10
Section 1.Duty Schedule ................................................
................................................
...................
..10
ARTICLE12 CLOTHINGALLOWANCE...................................
...................................
...........................
..10
Section 1.QuartermasterSystem ................................................
................................................
.......
..10
a.Unifonn Items ................................................
................................................
............................
..10
b.Weapon Items and Equipment..............................................
..............................................
......
..11
c.Leather or Synthetic LeatherGear Items ...........................................
.......................................
..11
Section 2.Replacement of Issued Items ...........................................
...........................................
......
..11
Section 3.Uniform Shoes/Boots.................................................
.................................................
......
..11
Section 4.Plain Clothes..................................................
..................................................
..................
..12
ARTICLE13 WORKINGOUTOF CLASSIFICATION...............................
...............................
................
..12
ARTICLE14 HOLIDAYSAND VACATIONS.................................
.................................
..........................
..12
Section 1.Vacations ....................................................
....................................................
...................
..12
a.Vacation Accrual ..............................................
..............................................
...........................
..12
b.Accumulationof Vacation .................................................
.................................................
......
..12
c.Vacation Cash-out ......................................................
......................................................
.........
..12
d.ProbationaryEmployees .............................................
.............................................
.................
..12
Section 2.Floating Holiday...............................................
...............................................
..................
..12
Section 3.Holidays.....................................................
.....................................................
...................
..13
ARTICLE15 WAGES..........................................
..........................................
..........................................
..13
Section 1.2022 Wages ..................................................
..................................................
...................
..13
Section 2.2023 Wages ..............................................
..............................................
...........................
..13
Section3.2024 Wages ..............................................
......................................
..l3
Section 4.Corporal and Sergeants ...........................................
..................
.....13
2022 -2024 CollectiveBargainingAgreementbetweenthe City ofPasoo and
The Pasco Police O?'Icer’s AssociationUniformedEmployees—page ii
Page 50 of 98
ARTICLE27 PHYSICALFITNESS
Section 5.Shi?Di?"erential...............................................
................................
..14
Section 6.Longevity ..............................................
..............................................
...........................
..14
Section 7.Deferred Compensation...............................................
...............................................
......
..14
Section 8.Detectives ..............................................
..............................................
...........................
..14
Section 9.Special Investigation Unit (SIU)Detectives....................................
.............
..14
Section 10 Detective Sergeants .............................................
.............................................
.................
..14
Section 11 Patrol Training Officers ..........................................
..........................................
................
..14
Section 12.SWAT .......................................................
.......................................................
.........
..14
Section 13.Certi?ed Instructors.............................................
.............................................
.................
..15
ARTICLE16 POLICEACADEMYATTENDANCE.................................
.................................
.................
..15
Section 1.Overtime ................................................
................................................
............................
..15
Section 2.Transportation.................................................
.................................................
..................
..15
Section 3.Allowance...............................................
...............................................
............................
..15
ARTICLE17 SAVINGSCLAUSE.....................................
.....................................
....................................
..15
ARTICLE18 POLICEOFFICERCAREERDEVELOPMENTPLAN.........................
.........................
.......
..15
Section 1.Tuition Reimbursement...........................................
...........................................
..............
..15
Section 2.Monthly Premium ...................................................
...................................................
.......
..16
a.Police Of?cer,Sergeants,and Corporals.......................................
.......................................
....
..16
ARTICLE19 BILINGUALINCENTIVE....................................
....................................
.............................
..16
ARTICLE20 MEDICALEXAMINA'I'ION...................................
...................................
...........................
..16
ARTICLE21 K-9 OFFICER.......................................
.......................................
.......................................
..17
Section 1.Off-Duty Time.................................................
.................................................
.................
..17
Section 2.FLSA ..................................................
..................................................
..............................
..17
Section 3.Payment .............................................
.............................................
...................................
..17
ARTICLE22 SUBSTANCE-FREEWORK PLACEPOLICY............................
............................
..............
..17
ARTICLE23 FEDERALFAMILYAND MEDICALLEAVEACT OF 1993........................
........................
..17
Section 1.AdministrativeOrder Number 231 .......................................
.......................................
....
..17
Section 2.Notice Required................................................
................................................
.................
..17
Section 3.Con?ict .................................................
.................................................
............................
..17
ARTICLE24 PREVAILINGRIGHTS...................................
...................................
..18
ARTICLE25 SI-IIFI‘BIDDING........................................18
ARTICLE26 LAYOFFS 18
2022 -2024 Collective BargainingAgreement between the City of Paseo and
The Pasco PoliceOf?cer’sAssociationUniformedEmployees—page
18
Page 51 of 98
2022 —2024
COLLECTIVE BARGAINING AGREEMENT
between
CITY OF PASCO
and
PASCO POLICE 0FFICER’S ASSOCIATION
This Agreement is made and entered into by and between the City of Pasco,Washington,hereinafter
referred to as the “Employer,”and the Pasco Police Of?cer’s Association,hereinafter referred to as the
“Association.”
The parties agree to midterm bargaining over modi?cations to Department Policy and CBA language
speci?c to non-economics and Washington State law changes related to Police Reform only.
WITNESSETH:
It is recognized that continued harmonious relations are essential between the Employer and the
Association.It is the intent of the Association to maintain the past excellent relationship and meet any
differences that may arise in a rational,common sense manner.
ARTICLE 1 —Recognition
The Employer recognizes that the Association is the exclusive bargaining representative for all the
employees of the Pasco Police Department in the civil service classi?cations of sergeant,corporal,and
police of?cer.
“Ernployee(s)”as used herein means and is limited to police department employees employed in the civil
service classi?cations of sergeant,corporal,and police of?cer.
ARTICLE 2 -Term and Scope of Agreement
Section 1.Term.All provisions to take effect upon signing with the exception of economic issues and
those issues with speci?c implementation dates.
Section 2.Scope.The Agreement expressed herein in writing constitutes the entire Agreement between
the parties and no oral statement shall add to or supersede any of its provisions during contract years 2022-
2_t)2_4,the term of this Agreement.Provided,however,if the parties hereto have commenced negotiations
for a new contract in accordance with statutory requirements and such negotiations are continuing at the
termination date written above,the provisions of this contract shall remain in full force and effect until the
parties reach impasse in their negotiations or the effective date of a new contract,whichever ?rst occurs.
Nothing herein shall be construed to interfere with any person’s ability to initiate a representation question
or election with PERC.
Section 3.Zipper.The parties acknowledge that each has had the right and opportunity to make proposals
with respect to any matter being the proper subject for collective bargaining.The results of the exercise of
that right are set forth in this Agreement.Therefore,except as otherwise provided in this Agreement,each
voluntarily and unquali?edly agree to waive the right to oblige the other party to bargain with respect to
any subject or matter not speci?cally referred to or covered by this Agreement.
ARTICLE 3 -Management Rights
The Association recognizes the exclusive right and prerogative of the Employer to make and implement
decisions with respect to the operation and management of the Police Department.Provided,however,that
the exercise of any or all of these rights shall not con?ict with any provision of this Agreement.Such rights
and prerogative include,but are not limited to,the following:
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1.The establishment of the quali?cations for employment and to employ employees.
2.To establish the make-up of the Police Department’s work force and to make changes from
time to time,including the number and kinds of classi?cations,and direct the work force
towards the organizational goals established by the city.
3.Determination of the Police Department’s mission,policies,and all standards of service
offered to the public.
4.To plan,direct,schedule,control and determine the operations and services to be conducted
by the employees of the Police Department in the city.
5.Determining the means,methods and number of personnel needed to carry out the
department’s operations and services.
6.The reasonable approval and scheduling of all vacations and other employee leaves.
7.The hiring and assignment or transfer of employees within the department or to other
police-related functions.
8.The layoff of any employees from duty due to insuf?cient ?mds or change in the
department’s mission,standards of service or other budgetary priorities set by the City
Council.
9.The introduction and use of new or improved methods,equipment or facilities.
10.The assignment of work to and the scheduling of employees.
11.The taking of whatever action is necessary to carry out the mission of the City or Police
Department in emergency circumstances and situations.
12.The determination of the department budget.
13.The right to:suspend,demote,discharge,or take other disciplinary action against
employees for just cause.
Any employee who may feel aggrieved by the unfair discriminatory exercise of the management rights
speci?ed above,may seek his remedy by the Grievance Procedure provided for in this Agreement.
ARTICLE 4 -Performance of Duty
Neither the Association,its of?cers,or agents,nor any of the employees covered by the Agreement will
engage in,encourage,sanction,support or suggest any strikes,slowdowns,blu-?u,speed-ups,mass
resignations,mass absenteeism,the willful absence ?'om one’s positions,the stoppage of work or the
abstinence in whole or in part of the full,faithful and proper performance of the duties of employment for
the purpose of inducing,in?uencing,or coercing a change in the conditions of compensation or the rights,
privileges or obligations of employment.In the event that any employee violates this Article,the
Association shall,upon becoming aware of the situation,immediately notify any such employees in writing
to cease and desist from such action and shall instruct them immediately to return to their normal duties.
Any and all employees who violate any of the provisions of this Article may be discharged or otherwise
disciplined.
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ARTICLE 5 -Grievance Procedure
A grievance shall be de?ned as a dispute or disagreement raised by an employee or group of employees
against the Employer involving the interpretation or application of the speci?c provisions of this
Agreement.Grievances,as herein de?ned,shall otherwise be processed in the following manner:
Section 1.Written Grievance to Sergeant.As soon as possible,but in no case later than fourteen (14)
calendar days after the grievant knows or should have known of the event giving rise to the complaint,the
grievant shall ?rst submit in writing on a standardized form (Appendix A)his/her compliant to their
Sergeant,noting the essential facts,provisions(s)of the Collective Bargaining Agreement alleged to be
violated and the relief sought.Said Sergeant shall meet with the grievant and make an investigation of the
relevant facts and circumstances of the complaint and attempt to resolve the matter within his delegated
scope of authority and terms of this Agreement,no later than seven (7)calendar days from the time the
grievance was submitted to them.
Section 2.Written Grievance to Division Captain.If the Sergeant does not resolve the matter to the
satisfaction of the grievant,the grievant may within fourteen (14)calendar days after the receipt of the
written response from the Sergeant,submit the grievance in writing to the Division Captain.The writing
shall include the original grievance ?led with the Sergeant,the Sergeant’s response and the objections to
the Sergeant’s response.Said Captain shall make an investigation of the relevant facts and circumstances
of the complaint and attempt to resolve the matter within his delegated scope of authority and the terms of
this Agreement,no later than fourteen (14)calendar days from the time the grievance was submitted to him.
Section 3.Written Grievance to Chief of the Department.If the Captain does not resolve the matter to
the satisfaction of the grievant,the grievant may within fourteen (14)calendar days after the receipt of
written response ?'om the Captain,submit the grievance in writing to the Chief of Police.The writing shall
include the original grievance ?led with the Captain,the Captain’s response and the objections to the
Captain’s response.The Chief of Police shall meet with the grievant and then respond to the grievant in
writing of his decision within fourteen (14)calendar days following his receipt of the written grievance.
Section 4.Grievance Appealed to City Manager.If the complaint is not settled,the employee may
notify the City Manager in writing,by providing all the previous written ?lings and responses and his
objections to the Chiefs response within fourteen (14)calendar days from the date of his receipt of the
Chiefs written response.The City Manager shall hold a hearing on the dispute within fourteen (14)
calendar days where the parties may provide evidence and testimony.The City Manager shall issue a
written decision and the reasons therefore within fourteen (14)calendar days of such hearing.
Section 5.Grievance Appealed to Arbitration.Only a party to this Agreement may refer unsettled
grievances that concern provisions of this Agreement to arbitration according to the following steps:
(a)A request for arbitration shall be in writing and shall be submitted to the other party within
thirty (30)calendar days following the date of the reply made in Section 4.Said appeal shall
identify the previously ?led grievance and set forth the issue(s)that the moving party seeks to
have arbitrated.
(b)An arbitrator may be selected by mutual agreement of the parties.In the event the parties
cannot agree on the selection of an arbitrator within fourteen (14)calendar days,a joint request
shall be made to the FMCS for a list of seven (7)arbitrators located in the Paci?c Northwest.
Selection shall be made by alternatively striking names from the list with the party striking ?rst
determined by coin toss.
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(c)The arbitrator shall be limited to detennining whether a party has violated,erroneously
interpreted,or failed to apply properly the terms and conditions of this Agreement and the
appropriate remedy.The arbitrator shall have no power to change,delete from,add to or alter
the terms of this Agreement.If possible,the arbitrator shall also designate the losing party.
(d)The parties agree that the decision of the arbitrator shall be ?nal and binding and implemented
within thirty (30)calendar days following the rendering of the decision.
(e)The cost of arbitration shall be paid by the losing party,including the arbitrator’s fee and
expenses.Room rental,if any,and the cost of an agreed upon court reporter’s time shall be
evenly shared.Each party shall pay its own cost of any copy of the written record that party
orders from the reporter.If the arbitrator cannot designate which party is the loser,each party
will pay one-half (1/2)of the cost of the arbitration.
(f)Each party shall bear the cost of the preparation of its own case.
(g)Prior to the submission of a grievance beyond Step 4 to Arbitration,either the Association shall
elect the grievance procedure,or the employee shall select the City of Pasco Civil Service
Commission as the forum of choice.Selection of arbitration constitutes a waiver of right to
appeal to Civil Service and the selection of Civil Service constitutes a waiver of the right to
arbitration
Section 6.Special Provisions:
(a)The term “employee”or “grievant”as used in this article shall mean an individual employee,
group of employees,or the Association.
(b)An Association representative and/or aggrieved party shall be granted time off without loss of
pay for the purpose of processing a grievance from Section 3 forward.Any investigation
undertaken by the Association upon the work site shall be conducted so as not to disturb the
work of uninvolved employees and only after advance notice to the department head.
(c)A grievance may be entertained or advanced to any step in the grievance procedure if the parties
so jointly agree.
(d)The time limits as speci?ed in this procedure may be extended by mutual written consent of
the parties involved.A statement of the duration of such extension of time must be signed by
both parties.
(c)Any grievance shall be considered settled at the completion of any step if all parties are satis?ed
or if neither party presents the matter to a higher authority within the prescribed period of time.
(1)Failure by a grievant or the PPOA to act within the time limits speci?ed in any step,shall
constitute a waiver and forfeiture of the moving party’s right to further consideration of the
grievance,except when the failure is due to a cause over which the grievant or PPOA had no
cause in initiating or control.Failure,absent good cause,to meet with the Chief of Police or
City Manager at their request on a grievance appeal to their of?ce (Section 3 and 4)shall be
deemed a waiver of the grievance and the grievant’s right to further appeal.
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ARTICLE 6 -Days Off Exchange
Section 1.Shift Exchange.Employees shall have the right to exchange days off when the exchange does
not interfere with the best interests of the Police Department or result in overtime liability for the employer.
Requests for exchanges of days off shall be made forty-eight (48)hours in advance of the day requested,
excluding holidays and weekends,and be subject to the reasonable approval of the Chief of Police or his
designee.
Section 2.No Overtime Liability.A shift exchange shall not result in overtime liability for the employer
and the parties agree to adopt the 7(k)exception of the FLSA for the purposes of this Article.When
exchange results in an employee working hours that would qualify for overtime,the excess hours worked
shall be excluded from the calculation of hours for which the employee would otherwise be entitled to
overtime.Where employees trade hours,each employee will be credited as if he or she had worked his or
her normal work schedule for that shift.
ARTICLE 7 -Sick Leave
Section 1.Purpose.The purpose of the paid sick leave bene?t is to allow employees to care for the health
of themselves and family members.The sick leave bene?ts provided under this article shall meet the
minimum requirements of RCW 49.46.210.It is understood that sick leave is also for the purpose of illness
or injury when the employee is unable or unfit to report to work or as provided in Section 4.For all
employees,paid sick leave shall not be available for illness or injury resulting from or caused by accident
connected with other gainful employment and any such illness or injury shall be reported to the employee’s
immediate captain at the earliest opportunity.The Chief of Police,or his designee,may require a doctor’s
certi?cate,in accordance with RCW 49.46.
Section 2.LEOFF II.Employees shall accrue and receive sick leave bene?ts as follows:
(a)Accrual of Sick Leave.Sick leave shall accrue at the rate of eight (8)hours for each month for
each regular employee.
(b)Probationary Employees Accrual and Use of Sick Leave.
i.Reporting.A temporary or,provisional employee is entitled to take paid sick leave,after ninety
(90)days of employment and shall earn sick leave credit at the rate of one (1)hour per forty (40)
hours worked.A probationary employee shall earn sick leave credit in accordance with paragraph
a),which shall be credited to him after ninety (90)days of temporary or provisional employment.
(c)Sick Leave with Pay.Employees shall earn and may be granted time off with pay covering periods
of illness for themselves and family members,or when the employee’s workplace,child’s school
or place of care is closed by a public of?cial for a health-related reason (not for snow days),or for
leave for a qualifying absence under the Washington State Domestic Violence Leave Act and
Minimum Wage Requirements and Labor Standards law,except time off caused by illness or injury
connected with other gainful employment to the extent that sick leave has accrued.In order to be
granted sick leave with pay,an employee must meet the following conditions:
i.Authorized Purposes.An employee is authorized to use paid sick leave for the following
reasons:
ii.An absence resulting form an employee’s mental or physical illness,injury,or health
condition;to accommodate the employee’s need for medical diagnosis,care,or treatment
of a mental or physical illness,injury,or health condition;or an employee’s need for
preventive medical care;
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(d)
iii.To allow the employee to provide care for a family member with a mental or physical
illness,injury,or health condition;care of a family member who needs medical diagnosis,
care,treatment of a mental or physical illness,injury,or health condition;or care for a
family member who needs preventive medical care;
iv.When the employee’s place of business or child’s school or place of care has been
closed by order of a public of?cial for any health-related reason.
v.For absences that qualify for leave under the Washington State Domestic Violence
Leave Act,chapter 49.76 RCW.
ii.Reporting.Noti?cation of absence due to use of sick leave shall be given to the Chief of Police
or his designee as soon as possible on the ?rst day of such absence and every day thereafter (unless
requirement is waived by the Chief)and in as far in advance of the scheduled work as possible.
Generally,this report shall be made no later than one-half (1/2)hour before the start of the shift
unless such notice is not practicable in which case,notice shall be provided as soon as reasonably
practicable.The noti?cation must include suf?cient infonnation to determine the absence is for an
authorized purpose.Failure to promptly report an absence as required under this section may be
considered an absence without pay and may subject the employee to discipline as well.
ii.Medical Certi?cation.If absence extends beyond three (3)working days duration,the
employee will be required,at the option of the Chief,to submit a medical certi?cate signed by a
physician con?rming the employee sickness or injury,that the employee has been un?t for work
for the period of absence and is again able to return to work.The cost of the medical certificate
shall be at the city’s expense.
iii.Medical Examination.Permit the city to make a medical examination or nursing visit if the
city deems it so desirable.The expense of such a medical examination or nursing visit shall be
paid by the city.
Sick Leave -Payment in Lieu Thereof.
An employee,at the time of leaving the city,except for any such employee who has not given
at least two (2)weeks written notice of their voluntary termination of employment with the
city,shall have twenty-?ve percent (25%)of his or her accumulated and unused sick leave,up
to an aggregate credit of seven hundred twenty (720)hours paid to them in accordance with
regular city payroll procedures.
An employee,leaving the city due to retirement from employment,(in accordance with the
de?nition of retirement under the Department of Retirement Systems),shall have thirty-?ve
percent (35%)of his or her accumulated and unused sick leave,up to an aggregate credit of
twelve hundred (1200)hours paid to them in accordance with regular city payroll procedures.
Section 4.Illnesses of Family Members.
(3)
(b)
Serious Illness.In the event of a serious illness in the family of the employee,the employee,at
his or her request,shall be granted time off utilizing earned sick leave time.
De?nition Family.For the purpose of this section family is de?ned as child including:a biological,
adopted,foster,step or whom the employee stand in loco parentis,is a legal guardian or de facto
parent,regardless of age or dependency status;a biological,adoptive,de facto,foster parent,
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stepparent,or legal guardian of an employee or employee’s spouse or registered domestic partner,
or a person who stood in loco parentis when the employee was a minor child;spouse;registered
domestic partner;grandparent;grandchild;or sibling.
(c)De?nition Serious Illness.Illness which requires “treatment or supervision”means:
i.Any medical condition which requires medication that the family member carmot self-
medicate;or
ii.Any medical or mental condition that would endanger the family member’s safety or recovery
without the presence of the employee;or
iii.Any condition warranting preventive health care,such as physical,dental,optical,or
immunization services,when the employee must be present to authorize treatment or when sick
leave may be used for the employee’s preventive health care.
iv.Sub-sections b)and c)above are not intended to include medical or mental health conditions
that could adequately be supervised by a family member’s regular care provider.
v.Any employee shall return to work and complete his or her regular shift assignment as soon as
the reason justifying the use of this family sick leave provision no longer exists,whether due
to betterment of the family member’s condition,completion of any required health care
services,or other reason initially justifying the use of family sick leave.
Section 5.Return to Work/Light Duty.In the event a LEOFF II employee suffers an illness or injury
that prevents the employee ?'om performing his or her full range of duties for a period in excess of two (2)
calendar weeks,the employer,at the discretion of the Chief of Police,may require the employee to return
to work on a light duty status.
(a)Work Assignments.A light duty status shall include work assignments within the Police
Department assigned by the Chief that the employee is released by his or her treating physician to
perform until a full release to return to work is authorized.See Article 20 for Medical Examination
Requirements.
(b)Rate of Pay/Required Duty.Employees on required light duty status shall be paid at one hundred
percent (100%)of their normal rate of pay.
ARTICLE 8 -Overtime
Section 1.Overtime Threshold and Rate.Except as otherwise provided herein,overtime work shall
include only that work perfonned by employees at the discretion of the Chief of Police or his designee,
which exceeds the standard number of hours in a work day or in a regular scheduled work shift.Paid sick
leave shall not be counted as hours worked for determining the daily overtime threshold.Except as
otherwise provided herein,overtime work shall be paid at the rate of one and one-half (1-1/2)times the
employee’s “regular rate of pay”as that term is defined in the FLSA.
Section 2.Payment for Call-back,Court,and Training.In addition to the compensatory time bene?t
provided in subsection 14.3 (b)for hours worked during a callback on certain holidays,overtime worked
due to callback that is not an extension at the beginning or end of a normal shift shall be paid a minimum
of three (3)hours at the overtime rate.Overtime due to court appearances requiring less than one (1)hour
of the employee’s time,shall be paid two (2)hours at the employee’s overtime rate.Otherwise,overtime
due to time in court shall be paid a minimum of three (3)hours at the overtime rate per twenty-four (24)
hour day,with additional hours worked paid on an hour for hour basis as required when an employee is
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actually in the courtroom or required to be on-call prior to the giving of testimony.Provided,however,
such minimums are paid only when callback for court time is not an extension at the beginning or end of a
normal shift.If it is an extension of the shift,either at the beginning or the end,it shall be at the overtime
rate only for the actual time spent in court.In Service Training time (outside of a scheduled shift)shall be
paid at employee’s straight time rate with a minimum of two (2)hours,unless such hours for an employee
are in excess of one hundred seventy-one (171)straight time hours in a twenty-eight (28)day work period,
in which case,any such time shall be paid at time and one-half.Provided,call-backs shall only last for the
period of time necessary for the resolution of the issue that occasioned the original call-back.”
Section 3.Other Rules.The following additional rules for overtime shall be followed:
(a)Travel Time.Travel time to and from classes shall not be paid as compensable time unless
required by the FLSA.To the extent reasonably practical,the employer will continue to attempt to
adjust an employee’s work shift to cover the time reasonably required for travel when the training
is more than ?fty (50)miles from the City of Pasco.
(b)Sick Leave.Overtime shall not be allowed for class attendance while an employee is on sick leave
or disability leave.
(c)Vacation Leave.Overtime shall not be allowed while an employee is on vacation leave,unless it
is for a court appearance.
(11)Military Leave.No overtime will be allowed an employee who is on military leave.
(e)Witness Fees.Witness fees paid to of?cers by the court shall be paid directly to the City of Pasco.
No of?cer shall collect both overtime pay and court pay for any court session attended;provided
that travel fees paid by any such court for travel by the of?cer to and from court,shall be excluded.
(f)Civil Payments.When civil witness fee payments of any kind are received for testimony required
in any court case,it shall be the option of the employee to accept either the witness fee paid by the
non-city party or the city’s paid overtime fee,pursuant to the provisions of this Agreement.In no
case shall an employee be entitled to overtime payment for testimony in a case where a civil
payment has been received.
Section 4.Compensatory Time Accrual.Employees shall be allowed to accumulate up to eighty (80)
hours of compensatory time off.Employees may elect to receive compensatory time off in lieu of cash
overtime in 1/2 hour increments up to the accrual maximum above with the exception of time worked on
grant funded and/or contract services which require actual cash payments to be made.One and one half
hour of compensatory time shall be accrued for each overtime hour worked.
Section 5.Compensatory Time Use:Absent mutual agreement otherwise,employee requests to utilize
compensatory time off shall be made ?ve (5)days in advance.The City shall process the request to use
compensatory time Within two (2)business days.Once approved,comp time cannot be cancelled by the
Department absent an emergency.When a request for the use of accrued compensatory time is received on
the same day as a request for the use of vacation time,the request for compensatory time shall take
precedence.However,previously approved vacation requests will not be cancelled to accommodate a
subsequently received comp time request.The City may,in its sole discretion,deny compensatory time off
in the following situations:
A.New Year’s Eve,Cinco de Mayo Festival,Fourth of July Celebration,Fiery Foods Festival,
and Water Follies Weekend;
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B.The Employer may deny compensatory time off requests if two employees on the same
shift have already been granted vacation or compensatory time off;or
C.In the event of an actual emergency.
Section 6.Compensatory Time Annual Conversion:In December of each year,each employee must
elect to convert to vacation hours,or to receive compensation for,or a combination of conversion and
payment,any accrued but unused compensatory hours above forty (40)hours.The conversion request shall
be on a standardized form used for this purpose.Each employee’s maximum vacation accumulationremains
as speci?ed in Article 14 Section 1(b).The city shall,based upon each employee’s request,either convert
to vacation hours or pay employees for accrued but unused compensatory hours over forty (40)hours during
the ?rst full pay period in December each year.The value of accrued but unused compensatory hours for
payment purposes shall be determined by multiplying the number of hours to be paid by the employee’s
regular rate of pay.An employee who does not submit a conversion form shall receive payment for all
accrued but unused compensatory hours above forty (40)hours.It is understood that an of?cer may not
exceed the maximum accrual of vacation hours for any reason including the conversion of compensatory
time hours.
Section 7.Provided,the Department may in its sole discretion,permit more o?icers off on leave than the
minimums set forth herein.
ARTICLE 9 -Bereavement
In the event of a death in the immediate family of an employee,the employee shall be granted up to thirty
two hours (32)hours off with pay.Additional leave for such purpose may be taken and charged to accrued
sick or vacation leave or taken as leave without pay,upon authorization of the Police Chief.Documentation
of the need for such leave may be required by the city.
Immediate family for these purposes shall be de?ned as follows:spouse and children of the employee;
mother;father;brother;sister;and grandparents of the employee and those same family members of the
employee’s spouse.
ARTICLE 10-Medical,Dental and Life Insurance
Section 1.Medical and Dental Insurance for Employees and Dependents.During the term of this
agreement,the following shall apply:
Employee premiums continue to be a 12%of the composite premium,with a cap of 3.0%of the 36+month
of?cer pay step.
The City retains the right to maintain a self-insurance program or to select insurance carriers,for the purpose
of containing premium rate increases.The City agrees to provide a medical and dental insurance plan that
is at least substantially equivalent to the plans currently in effect.
i.Maintain a deductible in the medical insurance program of Two Hundred Dollars
($200)per person per calendar year to a maximum of Six Hundred Dollars ($600)per
covered family per calendar year.
ii.Maintain an Eighty/Twenty Percent (80%/20%)co-insurance which applies to all
covered medical and dental expenses incurred,with the exception of the ?rst Five Hundred
Dollars ($500)of accident expenses,which will be covered One Hundred Percent (100%)
to Five Hundred Dollars ($500)and not subject to the deductible.Provided,the employer
may,at its discretion on or after January 1,1998,eliminate the exceptions for accident
expenses from the co-insurance and deductible requirements,but only in the event the
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employer effects such changes for all employee groups covered under the city’s medical
insurance program.
iii.A maximum Twenty-Five Dollar ($25)deductible per person per calendar year on
dental to a maximum of Seventy-Five Dollars ($75)per covered family for Class 2 and
Class 3 dental expenses.The deductible will not apply to Class 1 dental expenses;i.e.
covered diagnostic and preventive care.This deductible shall be applied toward the Two
Hundred Dollar ($200)medical deductible.The maximum annual bene?t for dental
expenses is One Thousand Five Hundred Dollars ($1500)per person.
Section 2.Vision Care.Employees and their dependents will participate in the City’s vision plan with the
same terms,conditions,and premiums as are generally applicable at the City.
Section 3.Life Insurance.The city,for the term of this Agreement,shall continue to provide an employer-
paid plan with bene?ts increased to Fifty Thousand Dollars ($50,000)of face value term insurance.
Section 4.Medical Trust.The City shall contribute one hundred ($100.00)dollars per month on a pre-tax
basis for all LEOFF II bargaining unit members to the Washington Fraternal Order of Police (FOP)Medical
Trust.These contributions shall be included as salary for the purpose of calculating retirement bene?ts.
The Union and the employees agree to hold the City harmless and indemnify the City from any and all
liability,claims,demands,law suits,and/or losses,damage,or injury to persons or property,of whatsoever
kind,arising from and in any way related to the implementation and administration of the Trust Fund.The
Union and employees shall be one hundred percent (100%)liable for any and all liabilities inclusive of any
federal,state,or local agency detennination regarding any liabilities that arise out of the Trust Fund.The
Union and employees shall be liable for any and all tax penalties,as well as any other liabilities arising out
of the implementation and administration of the FOP trust.
Under no circumstances whatsoever will the City be liable for direct pay of any FOP bene?t to the
employees and/or retired employees and/or their bene?ciaries
ARTICLE 11-Hours of Work
Section 1.Duty Schedule.The City shall declare a standard forty-hour (40)duty week consisting of ?ve
(5)consecutive days of eight (8)consecutive hours.It is expressly acknowledged that,during the term of
this agreement,an alternative duty schedule may be implemented by the mutual consent of the parties.
Such alternate schedule shall be detailed in a memorandum of understanding and include the terms and
conditions needed to effect such change in scheduling.
ARTICLE 12 -Clothing Allowance
Section 1.Quartermaster System.The Employer shall provide,on an “as needed”basis,for each
employee,and continue to maintain for each employee on an “as needed”basis as recommended by the
employee’s supervisor,the following minimum uniform,weapon,and leather gear issue:
(a)Uniform Items:
Shirts 3 long sleeve/3 short sleeve
Trousers 3 pair
Ties 2
Tie Bar 1
Soft Body Armor 1
Departmental Insignia or Rank Insignia 1
Shoulder Patches 7 pair
Badges (Shirt and Wallet)2
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Baseball type Hat
Short or Long Coat
Rain Jacket
Knit Dickie
Dress Jacket
Dress Hat
All Season Jacket
Utility Uniform (K-9)
Training Uniform
v—-[\)r—A>—A>—An—>—->—Ar—-
(b)Weapon Items and Equipment:
Handgun**
Handgun Magazines
Chemical Irritant (OC)**
Handcuffs
Flashlight
Baton**
Portable Radio
pairs
n-—-p—->
—[\Jr—Au.)
>—-
(c)Leather or Synthetic Leather Gear Items:
Gun Belt (Velcro Type)*
Gun Holster (Security Type)*
Gun Holster (Detective)
Chemical Irritant Holder (OC)
Handcuff Case
Double Magazine Pouches
Belt Keepers (for leather belt)
Baton Holder
Badge Holder (Detective)
Single Magazine Pouch (Detective)
Key Holder
Trouser Belts (Velcro Type)*
Radio Holder
r—AI-A»-—->->—r--An—t>a|\.)>—->->->—n
*On a replacement basis for existing equipment
**Requires certi?cation and/or mandatory training
Section 2.Replacement of Issued Items.Equipment and/or clothing that is lost,stolen,destroyed or
damaged in the line of duty and without neglect on the part of the employee will be replaced by the employer
without recrimination,cost,or charge to the employee.Clothing and equipment provided by the employer
shall be purchased and maintained with due regard to the employee’s health and safety.
Section 3.Uniform Shoes/boots.Shoes/boots acceptable to the city shall be supplied as a uniform part.
Replacement shall be on an “as needed basis”(reasonably determined by the city),but no more than one
pair of shoes/boots per employee every year.Except,that shoes/boots ruined in an on-duty incident shall
be eligible for immediate replacement.The city’s cost per pair of shoes/boots shall not exceed two hundred
dollars/year,plus tax and shipping costs (if any).The employee shall bear any excess costs for the
shoes/boots selected.Shoes/boots shall be for duty use only.
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 11
Page 62 of 98
Section 4.Plain Clothes.For those employees required to wear plain clothes in the course of their assigned
duties (detectives),the employer will pay a semi-annual clothing allowance of Three Hundred Twenty-?ve
Dollars ($325)on the last paycheck of January and July of each year.The City will pay for the cleaning of
up to twelve (12)articles of clothing for each plain-clothes of?cer each month.“Articles of clothing”
means:sport coat or jacket,slacks,suits,necktie,dress shirt,blouse,skirt,scarf,dress and dress shoes.
ARTICLE 13 -Working Out Of Classi?cation
Any employee covered by this Agreement working out of classi?cation for more than ?ve (5)continuous
working days shall be paid the rate of pay for the higher classi?cation retroactively to the ?rst full shift and
for each additional full shift.The out of classi?cation rate paid to the employee will be based on the
difference in base pay of the two classi?cations.
ARTICLE 14 -Holidays and Vacations
Section 1.Vacations.
(a)0-5 s 6“‘11"‘r 16"‘r 20"‘r
8 Hr.da s er ear 14 17 20 22 26
Accrual per pay
eriod in hrs 4.30 hrs 5.23 hrs 6.15 hrs 6.76 hrs 8.0 hrs
Maximum Accrual 224 hrs 272 hrs 320 hrs 352 hrs 416 hrs
(b)Accumulation of Vacation.Normally,employees will be required to take annual vacation.No
accrued vacation will be allowed in excess of two full years of earned vacation time.Time not
taken that causes accrual beyond two full years will be lost to the employee.Normally,employees
will not take more than one and one-half (l-l/2)years accumulation in any one year;however,the
City Manager may authorize longer leave in special cases.
(c)Vacation Cash-out.Employees entering their third (3“‘)year of continuous service may convert
seventy-two (72)hours vacation into cash in December of each year,provided they have taken
eighty (80)hours of vacation during the year and have maintained satisfactory work performance
as shown in their annual performance evaluation.
((1)Probationary Employees.Probationary employees will earn vacation credit that shall be fully
credited to them upon becoming regular employees.Probationary employees will be able to use
up to twenty-four (24)hours of vacation leave during their remaining twelve (12)months of
probationary period upon graduation from the Police Academy.
Section 2.Floating Holiday.Each employee may select a day on which he desires to take one ?oating
holiday,subject to the following conditions:
i.The employee has been continuously employed by the city for more than six (6)months.
ii.The employee has given not less than fourteen (14)calendar days of written notice to his
immediate supervisor.The employee and supervisor may agree on an earlier date of
convenience.
iii.The supervisor has approved the date.
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 12
Page 63 of 98
iv.The ?oating holiday must be taken during the calendar year or entitlement to the day will lapse;
except when an employee has made reasonable request for a personal holiday and the request
has been denied.
v.The employee will receive eight (8)hours of straight time pay for the holiday.The employee
may use accrued vacation time to supplement pay up to total regularly scheduled hours for that
day.
Section 3.Holidays.All ten (10)general holidays will be accrued as holiday time that the employee may
elect to use holiday hours upon accrual,convert to vacation days or cash-out at the straight time rate in
December,or any combination.The holiday time may not be “carried over”and the maximum Vacation
accumulation remains as speci?ed in Section 1(b).Employees who work on a designated general holiday,
except as stated in Section 3 b.below,will be paid at the straight time rate unless other overtime provisions
apply
Holiday Date Accrued
Christmas Day December 25
New Year’s Day January 1
Martin Luther King’s Birthday Third Monday in January
President’s Day Third Monday in February
Memorial Day Last Monday in May
Independence Day July 4
Labor Day First Monday in September
Veteran’s Day November 11
Thanksgiving Day Fourth Thursday in November
Day after Thanksgiving Fourth Friday in November
(a)All employees covered by this Agreement shall accrue eight (8)hours for each general holiday.
(b)Those employees who work New Year’s Day,July 4th,Thanksgiving and Christmas as part of
their regular scheduled shi?c,shall be compensated at the overtime rate.
(c)In addition,those employees who are called back to work on the following holidays shall be
compensated for the actual hours worked at the overtime rate of pay:Christmas Day,July 4”‘
,Thanksgiving Day,and New Year’s Day.Those employees shall also cam for each hour
actually worked,up to four (4)hours compensatory time off on an hour-for-hour basis (one
hour of compensatory time off for each hour worked).
(d)Upon separation from the department for any reason,any employee that has accumulated
holiday time shall be paid at the then prevailing rate of pay.
ARTICLE 15 -Wages
Section 1.2022 Wages.5.0%wage increase
Section 2.2023 Wages.100%CPI-U West June to June,2.5%Min —4.5%Max.
Plus 1%in July —15'full pay period.
Section 3.2024 Wages.100%CPI-U West June to June,2.5%Min 4.5%Max.
Plus 1%in July —15‘full pay period.
Section 4.Wages for corporals and sergeants are to be established as follows:
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 13
Page 64 of 98
Corporals 10%above top step of?cer wage
15‘yr.Sergeants 15%above top step of?cer wage
2"‘yr.Sergeants 20%above top step of?cer wage
Note:The dz?"erentz'alsnoted above will determine the actual rate ofpay for corporals &sergeants,rather
than agreed upon percentage increases.
Section 5.Shift Differential.Each bargaining unit member assigned to:
Swing shift will receive $0.50 per hour over their base hourly wage.
Graveyard Shi?will receive $1.00 per hour over their base hourly wage.
Section 6.Longevity.Longevity pay shall be computed on the individual employee’s hourly rate of pay
for the following years of continuous service with the department:
Years of Service Com ensation
After 6 years 1%of base salary
After 10 years 2%of base salary
After 15 years 4%of base salary
After 20 years 5%of base salary
After 25 years 6%of base salary
Section 7.Deferred Compensation.Each bargaining unit member shall be paid a deferred compensation
contribution as provided below:
2022 ~add 0.5%contribution (4.0%base hourly salary)
2023 —add 0.5%contribution (4.5%base hourly salary)
2024 add 1.0%contribution (5.5%base hourly salary)
This provision is subject to the City’s deferred compensation rules and regulations adopted by the
City Council (consistent with collective bargaining responsibilities)and IRS regulations.The
computation of retirement contributions and pension bene?ts shall be governed by applicable state
law.
Section 8.Detectives.Detectives shall receive an additional four percent (4%)per month over their base
hourly wage.Detectives shall all carry their assigned pager or cellular phone when off duty and are
expected to answer if they receive a call.Each week,one Detective shall speci?cally be assigned “on-call”
and shall stay within range of their assigned pager or cellular phone and a thirty-minute response time to
the station or point of the emergency call out.
Section 9.Special Investigation Unit (SIU)Detectives.SIU Detectives will receive an additional one
precent (1%)per month over their base hourly wage (in addition to detective incentive).
Section 10.Detective Sergeants.Detective Sergeants will receive an additional four percent (4%)per
month over their base hourly wage,to compensate for frequent off duty calls to assist department personnel
by providing instructions,guidance or decisions pertaining to developing or on-going investigations.
Section 11.Patrol Training Officers.Certi?ed Patrol Training Of?cers (PTO’s)when assigned by the
Chief of Police will receive an additional wage amounting to four percent (4%)per hour of their base wage
during the hours they are actively training ‘student of?cers’(as de?ned by the PTO training manual).
Section 12.SWAT.Three percent (3%)premium for SWAT members.The City reserves the exclusive
right to determine the number of positions on SWAT.Further,the City retains the exclusive right to remove
any individual from the SWAT team at any time for any reason without recourse or challenge.
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 14
Page 65 of 98
Section 13.Certi?ed Instructors.Certi?ed instructors,as assigned by the Chief,will receive an additional
5 percent (5%)base wage increase for the hours they are actively instructing and for approved preparation
time (approved in advance by Division Captain or designee).
ARTICLE 16 -Police Academy Attendance
Section 1.Overtime.An employee at the Police Academy or other training facility,when required by the
City is subject to the provisions of Article 8 -Overtime and Article 11 -Hours of Work.No overtime will
be claimed unless mandated by the FLSA or state law.Travel time to and from the academy or other
training facility is not compensable time unless required by the FLSA or approved by the Chief of Police.
Section 2.Transportation.The City shall determine the means of transportation for an employee to the
Police Academy or other training facility and pay the actual cost of transportation for the initial trip to the
academy location and the ?nal return trip.If the employee’s personal automobile is used as the means of
transportation,the city shall pay the employee the rate at which non-represented employees are reimbursed.
Any trips home during academy attendance,when required by the City shall be by means of transportation
determined by the City and the City will pay the cost thereof or mileage.No other transportation costs or
mileage will be paid by the City while an employee is attending the Academy.
Section 3.Allowance.The cost for all clothing and equipment required for Academy attendance and
physical education classes will be reimbursed by the City up to a maximum reimbursement of Two Hundred
and Fifty Dollars ($250).The required physical examination will be paid in full by the City.
ARTICLE 17 -Savings Clause
Should any article,section or portion of this Agreement be held unlaw?il and unenforceable by ?nal order
of any court of competent jurisdiction or administrative agency having jurisdiction over the subject matter,
or by legislation of the State of Washington or federal government,such decision or legislation shall apply
only to the speci?c article,section or portion thereof directly affected.Upon issuance of any such decision
or legislation,the parties agree immediately to negotiate a substitute,if possible,for the invalidated article,
section,or portion thereof.All other portions of this Agreement,and the Agreement as a whole,shall
continue without interruption for the term hereof.
ARTICLE 18 -Police Officers Career Development Plan
Section 1.Tuition Reimbursement.The City and the Association recognize the bene?ts brought to the
police function by increased educational levels.In an effort to increase members educational levels,the
City will reimburse an employee covered by this Agreement for tuition and required expenses (books,lab
fees)incurred by any employee taking college level course work when engaged in a continuing education
program offered by a nationally accredited educational institution in the areas of law enforcement,criminal
justice,public administration,or other police-related ?eld of study approved by the City after considering
input from the Association.Approved courses may be either classroom or online based.
Tuition costs for approved courses shall not exceed the following:
1.For courses taken at an in-state (Washington)public educational institution,either at the actual
institution or via on-line courses,the tuition rate shall not exceed the actual in-state residential
tuition rate for that institution.
2.For courses taken at an in-state private educational institution or at any out of state educational
institution,either at the actual institution or via on-line courses,the tuition rate shall not exceed the
in-state residential tuition for Washington State University for similar coursework at the time of
the request.
2022 2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 15
Page 66 of 98
Such reimbursement shall occur upon completion of the course according to the grade obtained as follows:
For an “A”:100%
For a “B”:75%
For a “C”50%
For a “D”or failing grade no reimbursement
Section 2.Monthly Premium.Employees possessing an Associate or Bachelors degree in a major ?eld
of study from a nationally accredited educational institution prior to employment or obtaining a degree in
an approved ?eld of study after employment under the provisions of Section I will receive for an education
premium for compensable work in the following amounts:
(:1)Police Officer,Sergeants and Corporals:
De ee Level Achieved
AA (AS)3%/mo.
BA (BS)6%/mo.
ARTICLE 19 -Bilingual Incentive
Any Association member who is ?uent in Spanish or in another foreign language (that is deemed useful to
the City)shall have their base wages increased by ?ve Percent (5%)per hour,such pro?ciency shall be
reasonably determined by the City.
ARTICLE 20 —Medical Examination
Section 1.The employer reserves the right to terminate employment when an employee is not mentally or
physically ?t for duty and there is not a reasonable prognosis that the employee will be able to return to
duty in a reasonable amount of time.When the employer has a legitimate,good faith,nondiscriminatory
reason to believe an individual is physically or mentally un?t,it may order the employee to be examined
by a medical provider of the employer’s choice.Physical examinations will be taken in a timely manner
whether on or off duty.The need for such an examination may arise at different times during an employee’s
recovery.Pending the results of the Fitness for Duty examination,the employee will be placed on paid
administrative leave.Examinations and reports of such examinations shall be done in conformance with
the medical con?dentiality provisions of the American with Disabilities Act (ADA)and such reports shall
include whether or not the employee is ?t and in the event the employee is not ?t,what the prospect for
return is,or whether accommodationsare available which would allow an employee to perform the essential
functions of the job and what such accommodations may be.
Section 2.If the employer decides to commence termination proceedings because it believes there is not a
reasonable prognosis for the employee to return to full duty in a reasonable period of time,it shall advise
the employee of its intent.The employee shall be accorded a pre-termination hearing.The employee shall
have a right to obtain an independent medical examination prior to such a hearing at his or her own expense.
The employee shall have a right to present such an opinion at the pre-termination hearing.In the event the
employee challenges the conclusion of the employer’s medical provider either at the pre-tennination
hearing or in the grievance procedure,the employee shall waive the con?dentiality restrictions the employer
is subject to so the employer will have complete access to the relevant medical reports.Nothing in this
procedure precludes any party from obtaining,at their own expense,additional medical reports as may be
reasonably necessary either prior to any termination decision or during the grievance procedure.Such
reports shall be subject to disclosure.
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 16
Page 67 of 98
Section 3.In the event of a medical termination,the employer shall provide information about other job
opportunities with the City for one (1)year beyond termination.The former employee may apply for any
such jobs but has no right of automatic reinstatement to City employment.
Section 4.If the employee is un?t for full duty but there is a reasonable prospect for return to full duty,he
or she may be eligible for light duty in accordance with Department Policy.All light duty assignments must
take into consideration the bene?t provided to the City and the potential impact on other bargaining units
and their members.Employees do not have a right to permanent light duty and such light duty shall be
limited to six (6)months per injury,which the City at its discretion may extend.Light duty assignments
may include work outside the Police Department and job assignments are subject to continued satisfactory
performance of services assigned.If an employee has exhausted light duty and all paid leave,the employee
will be subject to the medical termination provisions set forth above.If an employee is ineligible for light
duty,and all paid leave is exhausted,but there is a reasonable prognosis for return to full duty in areasonable
period of time,the employee shall be placed on unpaid administrative leave for the time appropriate to
permit the employee to return to full duty.
ARTICLE 21 -K-9 Officer
Section 1.Off-Duty Time.It is agreed that on the average,a K-9 Of?cer spends approximately thirty
(30)minutes per day in compensable off-duty time for the duty-related care and maintenance of a dog,or
?fteen (15)hours per month.Such compensation shall be included in the K-9 Of?cer’s payroll check issued
for the second payroll each month in an amount based upon the ?fteen (15)hours per month average.
Section 2.FLSA.Notwithstanding Section 1 of Article 18,a K-9 Of?cer’s compensable off-duty time
spent in the care and maintenance of a K-9 shall not be subject to the daily and forty (40)hours per week
overtime thresholds.Such off-duty time shall be subject to the maximum number of hours that may be
worked during the Of?cer’s twenty-eight (28)day work period under Section 207(k)of the FLSA.
Section 3.Serious Illness or Injury.However,in the event a K-9 is ill or injured requiring multiple visits
to the veterinarian and/or extended home care by the K-9 Of?cer,the K-9 Of?cer shall be paid for actual
hours off duty caring for the dog at the hourly rate.The K-9 Of?cer must notify his Captain of any such
occurrence and turn in a daily time slip for the extra time.The employer reserves the right at any time to
remove a dog from service and relieve the K-9 Of?cer of responsibilities for off duty care of the dog.
ARTICLE 22 -Substance-Free Work Place Policy
The Substance-Free Work Place Policy set forth in the City of Pasco Administrative Order currently number
65A originated August 28,1992 is incorporated herein by this reference.
ARTICLE 23 -Federal Family and Medical Leave Act of 1993
Section 1.Administrative Order Number 231.Article II of Administrative Order Number 231,Family
and Medical Leave Act,originated November 22,1993 setting forth the implementing procedures of the
FMLA by the City is incorporated by this reference herein as if speci?cally set forth.
Section 2.Notice Required.Employees are cautioned to be mindful of the thirty (30)day advance notice
requirement required by the law (FMLA)and the required use of the FMLA Leave Request Form when
unpaid family or medical leave is intended to be utilized.
Section 3.Con?ict.The leave requirements otherwise made available to the employee throughout this
Agreement shall not be diminished by their coordination with the FMLA and any con?ict between a
provision of this Agreement and the Administrative Order No.231 shall be resolved in favor of the language
of this Agreement.
2022 —2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 17
Page 68 of 98
ARTICLE 24 -Prevailing Rights
All prevailing rights and privileges held by the employees at the present time,which are not included in
this Agreement,and which do not con?ict with any provision of this Agreement shall remain in full force
and effect.
ARTICLE 25 -Shift Bidding
Patrol of?cers will annually bid for shift assignments by seniority.Seniority will be determined as set forth
in Article 26 of this Agreement.Bidding will be supervised by the Chief of Police.Management will
endeavor to accommodate these requests,but retains the authority of the Chief of Police at his discretion
and for reasonable cause to make changes in shift assignments to meet the operational needs of the
department.
ARTICLE 26 -Layoffs
In the case of a personnel reduction within any classi?cation,the employee with the least seniority shall be
laid off ?rst.Seniority shall be determined by date of employment,provided,however,seniority for
employees in the sergeant and corporal classi?cation shall be determined by time served in the rank or
classi?cation.When two or more employees of the classi?cation being reduced have the same date of
employment then they shall be laid off by inverse ranking off the civil service list from which they were
hired.A list shall be maintained by the Chief of Police,updated and posted,as new employees are hired
and existing employees leave city service.The affected employees shall be given four (4)weeks advance
notice of the effective date of any personnel reduction.Employees being laid off may choose to transfer to
a lower paying classi?cation within the bargaining unit,provided that the employee meets the minimum
job quali?cations for the position and providing the employee has more seniority than the employee
currently occupying the position in the lower classi?cation.
ARTICLE 27 —Physical Fitness
The parties agree to cooperate in creating a ?tness incentive program.The testing criteria,elements,and
process to be detennined by Police Management.Beginning in 2022 there will be two (2)incentive levels
—two-hundred and ?fty ($250.00)and ?ve hundred ($500.00)to be paid in December.
Dated this day of November 2021.
James Thompson Tony Haworth
President 2""Vice President
Pasco Police Off1cer’s Association:
City of Pasco:
Dave Zabell
City Manager
2022 2024 Collective Bargaining Agreement between City of Pasco and
The Pasco Police Of?cer’s Association Uniformed Employees -Page 18
Page 69 of 98
AGENDA REPORT
FOR: City Council November 17, 2021
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Dave Zabell, City Manager
Executive
SUBJECT: *Ordinances - Administrative/Professional and Management Wage and
Salary Plans
I. REFERENCE(S):
Proposed Ordinance - Administrative/Professional, Exempt & Non-Exempt
Proposed Ordinance - Management
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to adopt Ordinance No. ____, providing for certain adjustments
in NonExempt Administrative/Professional, the and -plan wage Exempt
beginning January 9, 2022 (1st full pay period of 2022) and, further, authorize
publication by summary only.
MOTION: ____, forproviding No. Ordinance adopt to move I certain
adjustments in the Management salary plan beginning January 9, 2022 (1st full
pay period of 2022) and, further, authorize publication by summary only.
III. FISCAL IMPACT:
Estimated cost of $603,558 for 2022 and is accommodated in the adopted
budget.
IV. HISTORY AND FACTS BRIEF:
The City of Pasco (City) utilizes “comparable” cities when negotiating union
contracts for police and fire employees. To maintain competitiveness, lessen
wage compression and maintain rough parity throughout the organization,
similar and salary the evaluating comparable used are cities total in
compensation plans of other City work groups (public works/facilities,
administrative/professional and management positions).
Page 70 of 98
The current list of comparable agencies reflect cities outside the Puget Sound
area, within approximately 50% of Pasco’s population and within approximately
20% of the City's general tax base measurement (annual property tax, sales tax
and utility tax revenues). As the City grows in population, complexity and
economic output, the list of comparable cities evolve; some long -time comps
have grown with Pasco, we have caught up to cities that were not previously
comparable, and others that once were are no longer comparable.
Organized bargaining units (police, fire and public works/facilities) negotiate
specific Cost Of Living Allowance (COLA) and market adjustments in bargaining
contracts every two to three years. The City's administrative/professional and
management employees do not operate under a collective bargaining
agreement and instead adjustments to compensation are accomplished through
Council action in the form of an ordinance, typically following the budget process.
A COLA serves to maintain spending powe r in the face of inflation, while a
market adjustment is used to calibrate classifications that require movement up
or down the salary schedule for purposes of internal and external equity. There
are other aspects of compensation beyond salary, such as he alth benefits,
vacation accrual, work schedules, deferred compensation, etc. that impact
workforce retention and the recruitment quality candidates.
Any employer, public or private, failing to consider market conditions or
inflationary impacts on salaries, over time, will see their competitiveness as an
employer erode, which in turn impacts their ability to recruit quality candidates
and retain quality staff. Further, such inaction can cause wage compression,
result in an imbalance between positions requiring similar skills and having
comparable responsibilities and have a detrimental impact on morale and
productivity. All of which leads to an unstable workforce as people leave for
better conditions, which adversely impacts an employer's ability to provide
services.
V. DISCUSSION:
For the reasons outlined above it is recommended then that when economic
conditions permit, COLA and market adjustments be made to assure the
competitiveness of the administrative/professional and management salary
scales. In this regard, Council has made good incremental progress over the
past few years, and this proposal essentially furthers a multi -year process of
bringing all administrative/professional and management classifications into
internal parity with one another and roughly competitive with ou r peer agencies.
The City utilizes the All Urban Consumers (CPI-U) West – Size Class B/C
Consumer Price Index (CPI) as it more accurately approximates local economic
conditions than do CPI indexes linked to major metropolitan areas such as
Page 71 of 98
Seattle or Portland. Using this index, the reported annual rate of inflation for June
2020 to June 2021 is 6.0%.
Proposed Administrative/Professional, Exempt and Non-Exempt, Salary
Scale(s) – A COLA of 4.0% and an additional 1.0% City contribution to the City
of Pasco 457 Deferred Compensation Plan is recommended.
An employer contribution to a 457 plan is common as an employee benefit
included in the total compensation plans in many municipalities. The lack of a
deferred compensation contribution has affected our marketable, our ability to
be competitive and attract and retain a highly competent and stable workforce.
During Exit Interviews with Human Resources, some employees have
expressed a factor in their leaving employment with the City of Pasco and
excepting employment with other government employers, is due to a lower 457
contribution. In 2020 Council authorized a 1% deferred compensation benefit to
these employee groups as a start to addressing this competitive deficit. For
2022, the City Manager is recommending an additional1%.
The Council will note the Administrative/Professional scale is broken out into two
schedules; FLSA exempt and non-exempt, the grade salary ranges are the
same.
Proposed Management Salary Scale - The City previously adopted a scale
which reflects the maximum salary for each position, allowing for considerable
flexibility for management positions. This year a review of the banding of
positions within the scale was conducted to ensure positions with similar level of
responsibility and authority were classified together into fewer but more concise
groupings; e.g. a Department Director band reflective of that level of position
responsibility within the organization. Management levels 1 - 4 intended to
capture the different levels of management responsibilities within the overall
management classifications.
Similar to the Administrative/Professional group, a COLA of 4% and an additional
1.0% city contribution to the City of Pasco 457 Deferred Compensation Plan is
proposed for this employee group. The COLA is the only automatic salary
adjustment any employee will receive. The maximum salary of each band was
however adjusted for the purpose of remaining competitive to recruit, hire and
retain highly competent, experienced and knowledgeable managers. These
market related adjustments are proposed only to for the purposes of
competitiveness and not the individual salary of the incumbent(s), which is an
entirely separate process related to documented performance.
The cumulative cost of the recommended increase (4.0% COLA and 1.0%
deferred compensation contribution, plus market adjustments) for the non-
management and management groups wage scale is estimated to be on the
order of 603,558 for 2022.
Page 72 of 98
Staff recommends adoption of the non-represented and management salary
plans as presented.
Page 73 of 98
Ordinance Admin/Professional & Non-Mngt Wages 2022 - 1
ORDINANCE NO. _____
AN ORDINANCE CONCERNING WAGES FOR CERTAIN NON-
REPRESENTED, NON-MANAGEMENT, ADMINISTRATIVE/PROFESSIONAL
PERSONNEL FOR CALENDAR YEAR 2022.
WHEREAS, after due consideration of the cost-of-living index and wage rates paid by
comparable cities, and the history of wage adjustments for the City’s bargaining units, the City
Manager has recommended a 4.0% cost of living adjustment and a 1.0% City-paid deferred
compensation contribution in the non-represented, non-management wage plan; and
WHEREAS, the City Council finds also that the proposed cost of living adjustment is
appropriate in consideration of the Department of Labor’s Consumer Price Index and
comparability within the City and with other jurisdictions.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. The wage scale for those non-represented, non-management positions is
specified in Exhibit A attached hereto, which is incorporated by reference as if fully set forth
herein. The City Manager shall designate the appropriate hourly wage step in Exhibit A for each
employee covered by this Ordinance, considering the employee’s time in the position, the current
hourly wage, and the evaluation of the employee’s performance.
Section 2. The step increases set forth in Exhibit A are dependent upon a satisfactory
performance evaluation.
Section 3. The wage scale set forth in Exhibit A shall be effective January 9, 2022 (1st
full pay period of 2022) and remain in effect until this Ordinance is amended or superseded by a
subsequent Ordinance.
Section 4. This Ordinance supersedes any conflicting prior Ordinance or conflicting
provision of a prior Ordinance.
Section 5. This Ordinance shall take effect five (5) days after approval, passage and
publication as required by law.
Page 74 of 98
Ordinance Admin/Professional & Non-Mngt Wages 2022 - 2
PASSED by the City Council of the City of Pasco, Washington, this ___ day of
November, 2021.
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Published: ___________________________
Page 75 of 98
ADMINISTRATIVE/PROFESSIONAL WAGE SCALE (Non‐Represented/Non‐Exempt) ‐ 2022
Effective 01.01.2022 ‐ 4% COLA
Position Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Department Assistant I 20 19.40 20.00 20.61 21.25 21.91 22.59 23.28
Administrative Assistant I
Cemetery Customer Service Rep.26 21.84 22.52 23.22 23.93 24.67 25.44 26.22
Probation Services Clerk 27 22.28 22.97 23.68 24.41 25.17 25.94 26.75
Department Assistant II
Deputy Court Clerk 28 22.72 23.43 24.15 24.90 25.67 26.46 27.28
Accounting Assistant
Engineering Technician I
Permit Coordinator
Lead Court Clerk
33 25.09 25.87 26.67 27.49 28.34 29.22 30.12
Administrative Assistant II 37 27.16 28.00 28.86 29.76 30.68 31.63 32.60
Court Services Specialist
Registered Nurse 39 28.26 29.13 30.03 30.96 31.92 32.90 33.92
Engineering Technician II
Pre-treatment Technician
Code Enforcement Officer
HR Technician
40 28.82 29.71 30.63 31.58 32.56 33.56 34.60
Court Probation Officer
IS Specialist (PC, Network, Database & GIS)
Payroll Specialist
Deputy City Clerk
Planner I
Recreation Specialist
41 29.40 30.31 31.24 32.21 33.21 34.23 35.29
HR Specialist
Lead Recreation Specialist
Executive Administrative Assistant
42 29.99 30.91 31.87 32.85 33.87 34.92 36.00
Procurement Specialist
Project Support Specialist
Lead Code Enforcement Offcer
Community Resource Specialist
43 30.59 31.53 32.51 33.51 34.55 35.62 36.72
Building Inspector
Construction Inspector 45 31.82 32.80 33.82 34.87 35.94 37.06 38.20
Safety and Training Coordinator 47 33.11 34.13 35.19 36.27 37.40 38.55 39.74
Associate Planner
Engineering Technician III
Plans Examiner
49 34.44 35.51 36.61 37.74 38.91 40.11 41.35
Environmental Compliance Coordinator 53 37.28 38.44 39.63 40.85 42.11 43.42 44.76
Instrumentation Technician
Engineer I
Public Works Project Coordinator
Executive Assistant - City Manager
54 38.03 39.20 40.42 41.67 42.96 44.28 45.65
Page 76 of 98
ADMINISTRATIVE/PROFESSIONAL WAGE SCALE (Non‐Represented/Exempt) ‐ 2022
Effective 01.01.2022 ‐ 4% COLA
Position Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Staff Accountant 49 34.44 35.51 36.61 37.74 38.91 40.11 41.35
Block Grant Administrator 53 37.28 38.44 39.63 40.85 42.11 43.42 44.76
Communications Program Manager
Senior Human Resources Generalist 54 38.03 39.20 40.42 41.67 42.96 44.28 45.65
Senior Planner
IS Administrator (Database, GIS, Network &
System)
56 39.57 40.79 42.05 43.35 44.69 46.07 47.50
Lead Accountant I
Revenue & Utility Billing Lead 59 41.99 43.28 44.62 46.00 47.43 48.89 50.41
Engineer II 61 43.68 45.03 46.43 47.86 49.34 50.87 52.44
Lead Accountant II 63 45.45 46.85 48.30 49.80 51.34 52.92 54.56
Senior Engineer 65 47.28 48.75 50.25 51.81 53.41 55.06 56.76
Page 77 of 98
Ordinance – Management Wages 2022 - 1
ORDINANCE NO. _____
AN ORDINANCE CONCERNING THE SALARIES FOR
MANAGEMENT POSITIONS FOR THE CALENDAR YEAR 2022.
WHEREAS, after due consideration of the cost-of-living index and wage rates paid by
comparable cities, and the history of wage adjustments for the City’s bargaining units, the City
Manager has recommended a 4.0% cost of living adjustment and a 1% city-paid deferred
compensation contribution for the calendar year 2022, in the management wage plan; and
WHEREAS, the City Council finds also that the proposed cost of living adjustment is
appropriate in consideration of the Department of Labor’s Consumer Price Index and
comparability within the City and with other jurisdictions.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. The maximum monthly salaries for management positions shall be as set forth
in Exhibit A attached hereto, which is incorporated by reference as if fully set forth herein. The
schedule of maximum salaries set forth in Exhibit A shall be effective January 9, 2022 (1st full
pay period of 2022) and shall remain effective until this Ordinance is amended or superseded by
subsequent Ordinance. The actual salary to be received by an employee occupying a
management position shall be determined by the City Manager in an amount no greater than the
maximum for the position except as authorized herein.
Section 2. A merit increase may be granted to a City employee (with the exception of the
City Manager) employed in one of the management level positions set forth in Exhibit A at the
sole discretion of the City Manager and within the following guidelines; provided; however, the
total of all merit increases herein authorized for the year 2022 does not exceed $75,000.
(a) Any merit increase shall be based solely upon job performance demonstrating
effort and achievement above and beyond that regularly expected of the position
as defined in each management level position job description.
(b) Any merit increase awarded shall be for a temporary period of time to be
determined by the City Manager, provided any such merit increase shall expire
not later than December 31, 2022.
Section 3. For payroll purposes only, the monthly salaries as set forth in Exhibit A may
be multiplied by twelve (12) and divided by two thousand eighty (2,080) (number of hours in
work year) to determine an hourly rate of pay and paychecks may be computed and paid on this
hourly basis; however, all positions listed on Exhibit A shall remain salaried positions.
Section 4. This Ordinance supersedes any conflicting prior Ordinance or conflicting
provision of a prior Ordinance.
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Ordinance – Management Wages 2022 - 2
Section 5. This Ordinance shall take effect five (5) days after approval, passage and
publication as required by law.
PASSED by the City Council of the City of Pasco, Washington, this ___ day of
November, 2021.
Saul Martinez
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Published: ___________________________
Page 79 of 98
Position Monthly Maximum Salary
City Manager CONTRACT
Deputy City Manager 15,000
DIRECTOR BAND 14,000.00
Police Chief
Fire Chief
Public Works Director
Finance Director
C&ED Director
A&CS Director
Human Resources Director
MANAGEMENT BAND 4 12,750.00
Deputy Fire Chief
Deputy Police Chief
City Engineer
Public Works Deputy Director
MANAGEMENT BAND 3 11,750.00
Police Captain
IS Manager
Finance Manager
CIP Manager
Economic Development Manager
MANAGEMENT BAND 2 10,250.00
Facilities Manager
Planning Manager
Inspection Services Manager
Public Work Division Manager
Construction Manager
Court Administrator
MANAGEMENT BAND 1 9,000.00
Customer Service Manager
Assistant Division Manager
Recreation Services Manager
Senior Management Analyst
City Clerk
Management Salary Schedule - 2022
4% COLA
Page 80 of 98
AGENDA REPORT
FOR: City Council November 17, 2021
TO: Dave Zabell, City Manager City Council Special
Meeting: 11/22/21
FROM: Steve Worley, Director
Public Works
SUBJECT: Approval for DWSRF Loan Application for West Pasco Water Treatment
Plant Improvements Project Phase 2
I. REFERENCE(S):
Drinking Water State Revolving Fund (DWSRF) Application Form (DRAFT)
Summary table for West Pasco Water Treatment Plant Improvements Phasing
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
MOTION: I move to approve the submittal of a Drinking Water State Revolving
Fund Loan Application for the West Pasco Water Treatment Plant (WPWTP)
Improvements project Phase 2 for a loan amount of up to $8.0 million plus 1%
loan fee for a total of $8.08 million.
III. FISCAL IMPACT:
Maximum award of $8.0 Million per jurisdiction, 1.75% interest rate, 20 -year loan
term.
IV. HISTORY AND FACTS BRIEF:
The 2019 Comprehensive Water System Plan identified needed improvements
to the West Pasco Water Treatment Plant (WPWTP) in order to increase output
capacity of the plant from 6 Million Gallons per Day (MGD) to 12 MGD. Phase 2
of West Pasco WTP Improvements project is currently under design with a
preliminary estimated construction phase cost of $9.1million.
Staff identified an opportunity to partially fund this project by means of a low
interest construction loan through the Washington State Department of Health
(DOH), Drinking Water State Revolving Fund (DWSRF) program. DWSRF
program is a competitive funding program, that exists to provide such loans for
drinking water system infrastructure improvements to publicly- and privately-
owned drinking water systems. This program includes both federal and state
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money subject to state laws and additional federal regulations. These loans are
intended for capital improvements that increase public health and compliance
with drinking water regulations. As currently advertised, DWSRF 20-year
Construction loans have a 1.75% interest rate, with a maximum award of $8
Million per jurisdiction. Applications are due by November 30, 2021. Even in the
most favorable bond market, a 1.75% DWSRF is an attractive alternative to a
revenue bond.
In 2020, an application for a DWSRF loan was submitted and resulted in an
award of $5.05 million (maximum award amount at the time) for Phase 1 of the
West Pasco WTP Improvements project.
Applications for DWSRF loans require authorization of the legislative body, staff
recommends approval.
V. DISCUSSION:
Staff recommends Council approval for the submittal of a DWSRF low-interest
loan Application to the Department of Health for the West Pasco Water
Treatment Plant Improvements Project Phase 2. Council action, in the form of a
motion, is sufficient to meet funding application requirements.
Page 82 of 98
Application Summary
Applicant Organization Information
Water System Name:PASCO WATER DEPARTMENT
Water System ID:66400
Status:Draft Grant Type:Construction Loan
Organization Name:City of Pasco Primary Contact:Brandon Lane
Address: Po Box 293
City: Pasco
State: WA
Zip Code + 4:
County: Franklin
Phone:
Email: serram@pasco-wa.gov
Data Universal
Numbering System
(DUNS) #:
009974598
Link to Central Contractor Registration
Central Contractor
Registration (CCR)
Expiration Date:
06/24/2021
Statewide Vendor #:000716400
UBI #:999
Federal Tax ID:91-1983815
ATTENTION:
Answering NO to any of the following questions or not providing documents requested will make you
ineligible. Please contact your regional planner or engineer if you have questions.
2021-3997 Application Summary
Page 1 of 15
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Is your Water System Plan (WSP) or Small Water System Management Program (SWSMP) approved and
current?
Yes
Have you uploaded a copy of approval letter for applicants WSP or SWSMP?
Yes
Copy of approval letter for applicants WSP or SWMSP
Have you uploaded a copy of page in the WSP or SWSMP that has the proposed project included?
Yes
Applicant Copy of page in WSP or SWMSP that has proposed project
If your project requires Water Rights (such as a new source) have you secured your Water Rights?
Yes
Applicant Copy of Water Rights
Applicant owns project site or has ability to control site through easement or lease for at least the
duration of the loan?
Yes
Applicant Applicant Owns Project Site Attachment
2021-3997 Application Summary
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Project Information
Applicant has no outstanding audit findings related to technical, managerial, or financial capacity?
Yes
Project Name
West Pasco Water Treatment Plant Improvements (Phase 2)
Brief Project Description (Max 500 Words)
2021-3997 Application Summary
Page 3 of 15
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The West Pasco Water Treatment Plant (WPWTP) Upgrade is a four-phase project required to improve the
resiliency, redundancy, treatment techniques, and water conservation for the City of Pasco. Phase 1 is fully
funded and will add redundant strainers and membrane racks to allow existing racks and strainers to be
serviced during peak demands. These firm capacity improvements will offer reliable backup treatment
capacity that will allow portions of its sister, the Butterfield Water Treatment Plant, to be down for extended
rehabilitation in the next few years. A filter-to-waste system will be added to the WPWTP to allow first flush
effluent from the membranes to be sent to the residuals handling system until effluent quality is verified.
Phase 1 also includes rehabilitating the residuals handling process by adding a flocculating clarifier to
recycle up to 90 percent of the backwash water by pumping the clarified water back into the influent supply.
This replaces the current system in which backwash water is sent to the sewer and is part of a multi-barrier
approach to remove water not meeting pretreatment standards from the treatment process that would be
forced through the membrane filters and directly into the water system. This phase will include rehabilitating
chemical feed equipment; adding the ability to flush raw water before the filters to remove any built up
sediment; and adding necessary upgrades to the WPWTP telemetry and control system.
In Phase 2, the project will add permanent backup power and ancillary equipment to the Intake Pump
Station (IPS), and upgrade backup power at the WPWTP. A drain will be added to the existing clearwell to
allow better control of clearwell performance, and the stormwater infiltration facility will be relocated. The
clearwell is the primary resource for meeting chlorine contact time before water is available to the first
customer. Drying beds for the solids handling facilities are also planned.
Phase 2 also adds a finished water pump station with two pumps that will pump directly to Zone 3
bypassing the intermediate and lower zones. This will add reliability to supplies, provide redundancy to the
intermediate Broadmoor Booster Pump Station (BPS) supply from Zone 1 to Zone 3, and provide resilient
supplies that bypass intermediate BPSs in the event of a system-wide power outage. Supplies pumped
directly to Zone 3 can provide gravity supplies to Zones 1 and 2 through a series of pressure reducing
valves connecting the zones. One additional raw water pump will be added to the IPS in this phase.
Additional firm capacity added to the facility is limited to the 20-year growth projection identified in the
approved Water System Plan.
In a future Phase 3, an additional IPS pump and a 6 million gallons per day (MGD) Zone 3 pump will be
added as growth requires. The WPWTP is equipped to add two additional membrane rack. Phase 4 will add
treatment for cyanotoxins, expand the strainers, membrane racks and residuals recovery system, and add
four additional finish water pumps for 18 MGD capacity.Legislature and Congressional Districts
Legislative District:9, 16 Congressional District:4
Project Site Name
2021-3997 Application Summary
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West Pasco Water Treatment Plant
Project Site Street Address
11315 W Court Street
Project Site City
Pasco
Project Site State
Washington
Project Site Zip Code
99301
Project Site Latitude
Need coordinates for your project? Try https://www.gps-coordinates.net
46.26570
Project Site Longitude
-119.23770
Project County
Franklin
Main focus of the project.
Construction-Treatment
Actions proposed to address public health concerns
2021-3997 Application Summary
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Security measures, Source reconstruction or rehab, Resiliency, Filtration, Pump station improvements,
Other treatment, Redundancy, Treatment replacement or upgrade
Is this a restructuring/consolidation/receivership project?
No
Does this project address a compliance issue in a department issued correspondence (compliance
No
Compliance Issue
Exceeding a maximum contaminant level (MCL), secondary MCL, or action level or within 80% of nitrate
or arsenic MCL?
No
Treatment technique issue?
Yes
Select rule
Surface Water Treatment Rule, Other
If other treatment technique issue, please describe:
This upgrade project will introduce the ability to filter-to-waste upon startup of a membrane rack as part of a
Washington State Department of Health required multi-barrier approach to surface water treatment. Phase
4 also will consider the addition of potassium permanganate, ultraviolet light, or ozone to treat for
cyanotoxins in the surface water supplies.
Are you experiencing water shortage due to a declining aquifer in one of the following communities:
Connell, Ephrata, Kahlotus, Lind, Mesa, Moses Lake, Othello, Quincy, Ritzville, Washtucna? A Water
Shortage Response Plan will be required as part of the project.
No
2021-3997 Application Summary
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Readiness to Proceed Points
Do you have source meters on all existing water sources?
Yes
Does the water system have service meters on all existing services?
Yes
Are the construction and/or bid documents complete and approved by DOH?
ODW regional office staff must approve your completed construction and/or bid documents.
No
Has your water system completed the SEPA and/or NEPA process for this project?
Completion of SEPA/NEPA includes issuing a final determination and publishing the determination for the
proposed project. Full completion receives full allowable points. In-process status will receive partial points
No
Has your water system completed the cultural/historical review process under Section 106 or
Governor's Executive Order 05-05?
Completion of the Cultural Review includes a final determination made and published based on the National
Historic Preservation Act (NHPA) requirements. Full completion receives full allowable points. Determinations
made under Washington State Executive Order 05-05 or 21-02 and projects part way through the NHPA
process will receive partial points
No
Does this funding complete a previous DWSRF construction loan or DWSRF emergency loan project?
This project completes a previous partially funded DWSRF construction or DWSRF emergency loan project.
No
2021-3997 Application Summary
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Bonus Points
Does this funding complete a previous preconstruction loan?
This project completes a previous preconstruction loan project.
Please Select
For consolidation projects, did this project receive a consolidation grant?
Please Select
Does this loan complete the funding package for this project?
If the DWSRF funding makes the project complete, mark yes. For multi-funded projects, these points will be
awarded if other funding sources are secured for the project and the DWSRF funding will complete the
package. Letters of commitment from other funders must be attached to receive these points.
Please Select
Do you want to be considered for Restructuring Bonus Points?
Please Select
Has your staff attended asset management training session?
If you participated in an asset management training provided by DOH, RCAC or other technical provider
between September 1, 2018 and November 30, 2021, you are eligible for bonus points. To receive points in
this category, you must provide the training date, location, and sponsor information along with the names of
staff who attended the training.
Yes
Attendee Location/Sponser Date
Brittany Whitfield Public Works Board 2020 Asset
Management Training Webinar 11/04/2021
Brandon Lane Public Works Board 2020 Asset
Management Training Webinar 11/05/2021
Does your system have an asset inventory?
2021-3997 Application Summary
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Financial Information
To receive points in this category, you must provide an asset inventory that includes at least 5 of the following:
the list of water system assets, age of assets, expected life of the assets, replacement cost of assets, level of
service, and criticality. See Appendix E of the guidelines for an example.
Yes
Upload a copy of your asset inventory
Does this project require coordination with other infrastructure project (Smart Projects)?
Water main replacement projects that coincide with a transportation improvement project, fish passage barrier
removal project, sewer main replacement, or other infrastructure projects will receive bonus points. Provide
documentation of the other infrastructure project and construction schedule.
No
Does this project address water loss, reduce pumping or treatment costs, or result in reduced energy
consumption?
Yes
Provide Green Infrastructure documentation
2021-3997 Application Summary
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When (estimated)Loan Request (costs)
Engineering Report (preliminary 01/31/2022 $25,000.00
Environmental Review $0.00
Cultural Review $0.00
Land/Right-of-way acquisition $0.00
Permits 03/01/2022 $46,038.00
Public involvement/information $0.00
Bid documents (design engineering)06/01/2022 $498,154.00
Construction 07/01/2022 $6,550,500.00
Contingency (should be at least 20% of 07/01/2022 $1,423,000.00
DOH Review/Approval fees 06/01/2022 $10,000.00
Other Fees: (sales or use tax)07/01/2022 $564,000.00
Service Meters (purchase and installation)$0.00
Audit Costs $10,000.00
Subtotal $9,126,692.00
What When (estimated)Loan Request (costs)
Other (describe): Services
during Bidding 06/01/2022 $30,000.00
Other (describe): Services
During Construction 07/01/2022 $500,000.00
Subtotal:$530,000.00
Loan Request (costs)
Funding Request TOTAL $9,656,692.00
Loan Fee $96,566.92
Total Funding Request $9,753,258.92
Total Funding Requested
Please click Save Draft if you enter a new value in this field.
2021-3997 Application Summary
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$8,080,000.00
Will you be using any other funding sources for your project?
Yes
Funding Source Amount
$1,576,692.00
Total:$1,576,692.00
If the water system is a non profit corporation serving a non community, attach a copy of the federal
nonprofit certification to this application.
Applicant's relationship to the water system. Select Type
Owner
Years in business as a water system
110
Number of years under current board or council
110
Does your water system have managerial capacity?
Are all of your water system board or council positions filled?
Yes
Does your board or council meet regularly?
Yes
If yes, when?
2021-3997 Application Summary
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First four (4) Mondays of the Month except holidays
Are your board meeting minutes available for review?
Yes
Attach meeting minutes approving submittal of the DWSRF application for the proposed project and
proposed funding amount.
Does your water system have technical capacity?
Do you have a certified operator?
Yes
List operator name and certification #
Derek Wiitala Cert No. 13155
Do you keep the following records and are they available for review?
Operating (example: source and service meter reading)
Maintenance (example: how often is the pump replaced or serviced?)
Yes
If the jurisdiction provides centralized wastewater services, provide the average monthly wastewater rate
per residential connection.
Was an income survey conducted on your system, jurisdiction, or project area?
Yes
If yes, attach a copy of the final report of the MHI determination
2021-3997 Application Summary
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Will the water system increase rates to repay this loan?
Please Select
Did or will the water system adopt rates to include the DWSRF loan repayment?
Please Select
Does the system have the ability to raise rates for loan repayment?
Please Select
Is there a pending motion (or resolution) to limit the water system's ability to raise rates or expend from
revenue the funds needed to repay a loan?
No
Has the applicant experienced severe fiscal distress resulting from a natural disaster (example:
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Identify all events listed below that your water systemexperienced in the last five years
Is the water system involved in any lawsuits or pending litigation that is in excess of $10,000? If yes,
attach a statement from your attorney describing the lawsuit.
No
Have company assets been sold?
No
Will company assets be sold in the future?
No
Is the system under any regulatory or court compliance order?
No
We certify that the applicant has not defaulted on any payment of matured principal and/or interest.
Please Select
To fully evaluate the financial status of the applicant, theDWSRF program requires the applicant to submit thefollowing items.
All applicants; Balance Sheet Statements for last three years and current year if available.
All applicants; Book Asset Details or complete Fixed Assets Inventory List and Depreciation schedule.
2021-3997 Application Summary
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All applicants; Income Statements for last three years and current year if available.
All applicants; Adopted Water Rate Structure for last three years and current/future year(s) if available.
Privately owned water system only; filed Tax Returns for last three years.
Privately owned water system only; copy of bank statements ending December 31 for the last three
years.
Privately owned water system only; Copy of Bylaws and Articles of Incorporation.
Construction Site
Inspection Report:
2021-3997 Application Summary
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18 MGDINFRASTRUCTURE EXISTING PLANT PHASE 1 PHASE 3 PHASE 4Raw Water IPS(2) 5 MGD Pumps 10 MGD total capacity1 redundant pump at 5 MGDAdd (1) 5 MGD Pump (4 total) 20 MGD total capacity1 redundant pump at 15 MGDAdd (1) 5 MGD Pumps (5 total) 20 MGD total capacity1 redundant pump at 20 MGDPre‐Treatment(2) 6 MGD Strainers 12 MGD total capacity1 redundant strainer at 6 MGDAdd (2) strainers (4 total) 24 MGD total capacity1 redundant strainer at 18 MGDMembrane System(2) 3 MGD Membrane Racks 6 MGD total capacityAdd (2) 3 MGD Membrane Racks(4 total)12 MGD total capacityAdd (2) 3 MGD Membrane Racks(6 total)18 MGD total capacityResiduals HandlingSent to sewer Add 1 clarifier system Residuals recovery system at 12 MGDAdd (1) clarifier system (2 total) to expand system for 18 MGD and provide redundancyFinished Water Pump Station Zone 1(2) 3 MGD Zone 1 Pumps 6 MGD total Zone 1 capacityEquip new High Service Pump Station with up to (3) Zone 1 pumpsFinished Water Pump Station Zone 3Add (1) 6 MGD Zone 3 Pump12 MGD total Zone 3 CapacityZone 3 redundancy at 6 MGDAdd (1) 6 MGD Zone 3 Pump18 MGD total Zone 3 CapacityZone 3 redundancy at 12 MGDBackup Power Supply1 MW Generator for WPWTPTOTAL PROJECT COST$9.526M $1.245M $9.337MRedundancy from Zone 3 PRVAdd (2) 3 MGD Zone 3 Pumps6 MGD total Zone 3 capacityZone 3 redundancy at 3 MGD1 MW Generator for IPS 2 MW Generator for WPWTP$10MPHASE 2Add (1) 5 MGD Pump (3 total) 15 MGD total capacity1 redundant pump at 10 MGD12 MGDWest Pasco Water Treatment Plant Improvements Project PhasingPage 98 of 98