HomeMy WebLinkAbout2022.02.14 Council Workshop Packet
AGENDA
City Council Workshop Meeting
7:00 PM - Monday, February 14, 2022
City Council Chambers & GoToWebinar
Page
1. MEETING INSTRUCTIONS for REMOTE ACCESS - The Pasco City Council
Workshops are broadcast live on PSC-TV Channel 191 on Charter/Spectrum
Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive
and on the City’s Facebook page at www.facebook.com/cityofPasco.
To listen to the meeting via phone, call (631) 992-3211 and use access code
613-585-088.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. VERBAL REPORTS FROM COUNCILMEMBERS
5. ITEMS FOR DISCUSSION
4 - 43 (a) Downtown Pasco Master Plan Update
Jeff Arango, AICP and Lesley Bain, FAIA, APA from Framework
Consulting, will present on the Downtown Pasco Master Plan.
44 - 62 (b) Downtown Pasco Development Authority (DPDA) 2021 Annual
Report
Oscar Martinez, DPDA Interim Executive Director and Gabriel
Portugal, DPDA Board Chair to present the Downtown Pasco
Development Authority 2021 Annual Report
63 - 76 (c) Transportation System Master Plan (TSMP) Update
Carl Springer, PE/PTP, DKS Associates, to present on TSMP
Implementation
77 - 79 (d) Memo: Single Room Occupancy (SRO) Housing
Page 1 of 109
80 - 92 (e) Parks Off-Season Work & Activities
Dan Dotta, Facilities Manager, to present powerpoint on winter projects
for Facilities Division.
93 - 103 (f) Resolution - Orthophoto Mapping Intergovernmental Agreement
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
8. ADJOURNMENT
9. ADDITIONAL NOTES
104 - 109 (a) Adopted 2020-2021 Council Goals (Reference Only)
(b) REMINDERS
• Monday, February 14, 11:45 AM: Pasco Chamber of
Commerce Membership Lunch Meeting – Pasco Red Lion
Hotel
• Tuesday, February 15, 4:00 PM: Pasco Public Facilities
District Board Meeting – Council Chambers, Pasco City Hall
(MAYOR PRO TEM CRAIG MALONEY, Rep.;
COUNCILMEMBER NIKKI TORRES, Alt.)
• Wednesday, February 16, 5:30 PM: Benton, Franklin &
Walla Walla Counties Good Roads & Transportation
Association Meeting – Clover Island Inn, Kennewick
(COUNCILMEMBER JOSEPH CAMPOS, Rep.;
COUNCILMEMBER PETE SERRANO, Alt.)
• Thursday, February 17, 12:30 PM: Greater Columbia ACH
Leadership Council & Board Meeting – Virtual Meeting
(COUNCILMEMBER ZAHRA ROACH, Rep.;
COUNCILMEMBER NIKKI TORRES, Alt.)
• Thursday, February 17, 4:00 PM: Downtown Pasco
Development Authority – DPDA (COUNCILMEMBER NIKKI
TORRES, Rep.; MAYOR PRO TEM CRAIG MALONEY. Alt.)
• Friday, February 18, 10:00 AM: Benton-Franklin Council of
Governments Board Meeting – Ben-Franklin Transit, 1000
Columbia Park Trail, Richland (COUNCILMEMBER NIKKI
TORRES, Rep., COUNCILMEMBER JOSEPH CAMPOS, Alt.)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Page 2 of 109
Audio equipment available for the hearing impaired; contact the
Clerk for assistance.
Servicio de intérprete puede estar disponible con aviso. Por favor
avisa la Secretaria Municipal dos días antes para garantizar la
disponibilidad. (Spanish language interpreter service may be
provided upon request. Please provide two business day's notice
to the City Clerk to ensure availability.)
Page 3 of 109
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/14/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Downtown Pasco Master Plan Update
I. REFERENCE(S):
Downtown Pasco Master Plan Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Jeff Arango, AICP and Lesley Bain, FAIA, APA from Framework Consulting, will
present on the Downtown Pasco Master Plan.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
The City of Pasco is working with Framework Consulting with assistance from
BDS and ECONorthwest to assist with public engagement and prepare a market
analysis for the downtown area. Work on the master plan began in late October
2021.
A significant amount of work has been performed on public engagement with the
Downtown stakeholders, a report on the existing conditions, and preliminary
market analysis. The consulting team has met individually and in group settings
with downtown stakeholders including visits to the Pasco Farmers Market, and
attended the Downtown Pasco Development Authority Board meetings.
On December 15, 2021, a Downtown Visioning Workshop was held at Salon
Santa Cruz. An estimated 22 members of the public, along with members from
the Pasco City Council, as well as City staff representing Building & Code
Enforcement, Parks & Recreation, Public Works, and the Executive office. The
workshop coincided with a Downtown Survey, which collected input from over
100 individuals. Recurring themes discussed and raised at the workshop,
including:
Page 4 of 109
• Public Safety
• Homelessness & Mental Health
• Parking
• Access and Circulation (Transportation)
• Public Space Activation (Peanuts Park)
• Supportive Business Environment
City staff is working with Framework Consulting to expand the scope of the
master plan to address the concerns and input provided by community members,
including additional opportunities for public engagement. The final Downtown
Master Plan is anticipated for Council review and adoption by summer 2022. The
first major component is the completion of the Existing Conditions Report, which
will provide an evaluation of the following:
• Zoning and Land Use
• Urban Design and Public Realm
• Market Analysis
• Downtown Management
• Related Projects and Efforts
o Peanuts Park and Farmers Market
o Lewis Street Overpass
o Lewis Street Corridor Improvements
o Sylvester Street Safety Project
o Transportation System Master Plan (In-Progress)
o Parks, Recreation and Open Space Plan (In-Progress)
• Community Input
The identifying with assist will Report results Existing the of Conditions
opportunities to align Pasco's planning and community development policies,
strategies, and actions with a new, community-supported vision for Downtown.
V. DISCUSSION:
Framework Consulting (Jeff Arango (AICP) and Lesley Bain (FAIA, APA) will
present on the Downtown Pasco Master Plan.
Page 5 of 109
PASCODOWNTOWN PLANPage 6 of 109
2 Project OverviewPASCODOWNTOWN PLANThe City of Pasco is creating a new Downtown Pasco Master Plan that will outline a shared community vision for the future of Downtown. The plan will be shaped by community input and will both build upon local assets and bring together ongoing public investment projects. It will also include actionable strategies to implement the vision for Downtown. The Pasco Downtown Plan will include: • A summary of existing conditions in Downtown• A vision and goals for Downtown• An action plan• A plan to track progress on implementing the Downtown Plan• A concept plan for Lewis StreetPage 7 of 109
3Related Projects in DowntownPASCODOWNTOWN PLANLewis Street OverpassDowntown Pasco’s Lewis StreetPeanuts Parks and Farmers Market Transportation System Master Plan (TSMP)
Page 8 of 109
4 Project TimelinePASCODOWNTOWN PLANDRAFT PLANLEGISLATIVE REVIEW + FINAL PLANEXISTING CONDITIONSCOUNCILMEETINGFINAL DRAFT DOWNTOWN PLANPLANNING COMMISSION PUBLIC HEARINGCITY COUNCIL PLAN ADOPTIONINITIAL DRAFT DOWNTOWN PLANKICK-OFF MEETINGDRAFT EXISTINGCONDITIONS REPORTTFINAL EXISTINGCONDITIONS REPORVISIONINGWORKSHOPOPENHOUSEPage 9 of 109
5PASCODOWNTOWN PLANW LEWIS STW SYLVESTER STW COURT STE LEWIS STW COLUMBIA STW A STS 1ST AVEW CLARK STW BONNEVILLE STN 4TH AV
E
N 5TH AV
E
N 6TH AV
E
N 10TH A
V
E
N 14TH AVE
N 17TH AVE
N 1ST AV
E
S TACOM
A
S
T
N OREGO
N
A
V
E
Franklin County CourthouseVolunteerParkPasco High SchoolEdgar Brown Memorial StadiumLourdes LongfellowMedical CenterElementary SchoolElementary SchoolMemorialParkRiverview ParkSylvester ParkCentennial ParkAMTRAKStationPasco City HallLewis OverpassPeanuts Park +Pasco Farmers MarketPotential Connection to RiverMid-ColumbiaLibraryPasco School District - C.L.BldgColumbia RiverN0.2 miPort of PascoPARKSDPDA BOUNDARYC-2 CENTRAL BUSINESS ZONEEXISTING ASSETSSCHOOLSPRINCIPAL ARTERIALMINOR ARTERIALCOLLECTORFranklin County Historical MusemSacagawea Heritage TrailEd Hendler BridgeDowntown Pasco Context MapPage 10 of 109
6Engagement &Community InputPage 11 of 109
7Farmer’s Market Pop UpHybrid Visioning Workshop+ Documents ReviewOnline Survey Page 12 of 109
8Live in Downtown Pasco 15.18% 172093376417.86%83.04%2.68%6.25%57.14%Work in Downtown PascoVisit Downtown PascoOwn Property in Downtown PascoOwn a Business in Downtown PascoShop in Downtown PascoQ1. Do you (check all that apply):Total Respondents: 112ResponsesOnline SurveyPASCODOWNTOWN PLANPage 13 of 109
9What are your favorite things about Downtown Pasco?0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Buildings &ArchitectureCulturalIdentityWalkableStreetsRestaurants &DiningShoppingFarmers' MarketEvents andFestivalsOther (pleasespecify)Buildings & ArchitectureCultural IdentityRestaurants & DiningShoppingFarmers’ MarketEvents &FestivalsOtherWalkableStreetsPercentage of Total ResponsesOnline SurveyPASCODOWNTOWN PLANPage 14 of 109
10Online SurveyPASCODOWNTOWN PLANWhat topics should be prioritized in the Pasco Downtown Plan?0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Streets,parks, and...EconomicDevelopmentIncreasedAccess and...Arts & CulturePublic SafetyMore things todo in DowntownHousingUrban DesignOther (pleasespecify)Streets, parks, and public spacesEconomic DevelopmentArts & CulturePublic SafetyMore things to do in DowntownHousingUrban DesignOtherIncreased access and mobilityPercentage of Total ResponsesPage 15 of 109
11safefunwalkablevibrantcleancultureculturalcommunityfamily-friendlyupdatedlivelyhispanicaccessiblewelcominglocalcleanerfamilyinclusivediversitybeautifuluniquefriendlyvarietyrestaurantsbusinessesinvitingeventsinvestmentdestinationrobustopportunitymodernthrivinggrowthsafetyshopsengagingartfoodexcitingparksdiversemulticulturalshoppingcyclingopenbicycle-friendlyaffordablebicyclesexquisitepridecohesivealivenightlifepedestrian-friendlypet-friendlylatinolocal businessespedestriansvariety of businessesOnline SurveyPASCODOWNTOWN PLANList three words that describe your vision for the future of Downtown Pasco.Page 16 of 109
12Online SurveyPASCODOWNTOWN PLANList three words that describe the biggest challenges for Downtown Pasco.parkingsafetyhomelesshomelessnesscrimedirtyrundownoutdatedtrafficolddrugslitterbuildingsuglyperceptionaddictscleanlinessvarietyspacediversitysidewalksracismbuildings need updatesunsafedatedabandonedstigmalightingprejudiceemptyzoningrestrictionsabsenteedisconnectedsecuritydisinvestmentgentrificationspeedingseguridadviolencemanagementsheltersinaccessiblelack of diverse businessesno investmentreputationPage 17 of 109
13Online SurveyPASCODOWNTOWN PLANFavorite Place(s) in Downtown Pasco Images UploadedPage 18 of 109
14Downtown Examples from Other CitiesAs part of the online survey, participants submitted the following images of other cities that they think would be a good model for Downtown Pasco. Walla Walla, WABellingham, WALeavenworth, WABurlington, VTPortland, ORWenatchee, WAVancouver, WACouer D’Alene, IDSan Diego, CASpokane, WAPASCODOWNTOWN PLANPage 19 of 109
15Land Use & ZoningPage 20 of 109
16ZoningPASCODOWNTOWN PLANW LEWIS STS 1ST AVELewis St. OverpassW COLUMBIA STW CLARK STW BONNEVILLE STN 4TH AV
E
N 5TH AV
E
N 6TH AV
E
N 7TH AV
E
N 8TH AV
E
N 10TH A
V
E
N 14TH AVE
N 3RD AV
E
N 2ND AV
E
N 1ST AVES TACOMA ST
PeanutsParkElementarySchoolHistorical MuseumCity HallLibraryC-1: RETAIL BUSINESSC-2: CENTRAL BUSINESSC-3: GENERAL BUSINESSL-1: LIGHT INDUSTRIALR-1: LOW DENSITY RESIDENTIALR-2: MEDIUM DENSITY RESIDENTIALR-3: MEDIUM DENSITY RESIDENTIALDPDA BOUNDARYC2 BUSINESS ZONEWithin the Downtown Pasco Public Development Authority (DPDA) boundary there are several zoning districts with only TSJINXYWNHYGJNSLXUJHNܪHYT)T\SYT\S
((JSYWFQ'ZXNSJXX)NXYWNHY4YMJW_TSNSLINXYWNHYXNSHQZIJHTRRJWHNFQRN]JIuse districts and low and medium density residential districts. Page 21 of 109
17Zoning Key FindingsPASCODOWNTOWN PLAN2TXYTKYMJ_TSNSLINXYWNHYXFWJSTYXUJHNܪHYT)T\SYT\SFSIFWJFUUQNJIelsewhere in the City.5FWPNSLWJVZNWJRJSYXNSFQQINXYWNHYXJ]HJUYYMJ(FWJY^UNHFQof more suburban Y^UJJS[NWTSRJSYXFSIRF^QNRNYSJ\IJ[JQTURJSYTSNSܪQQXNYJXNS)T\SYT\S*]HJUYKTWXNSLQJKFRNQ^ZXJXNSWJXNIJSYNFQINXYWNHYXYMJWJNXFgeneral lack of detailed development and design standards for development.9MJ_TSNSLINXYWNHYXFSIIJ[JQTURJSYXYFSIFWIX\TZQIGJSJܪYfrom the use of graphics to illustrate standards.9MJѣKWTSYXJYGFHPNSYMJ(7JYFNQ)NXYWNHYRF^QNRNYYMJKJFXNGNQNY^TKNSܪQQTWredevelopment on smaller Downtown sites. 8NLS(TIJ2ZWFQXFWJWJLZQFYJINSYMJXNLSHTIJ&QQT\NSLRZWFQXFSIJ]UWJXXN[Jsignage would contribute to the vibrancy of Pasco Downtown.Page 22 of 109
18Downtown Pasco’s Form & HistoryPASCODOWNTOWN PLANPasco’s grid and parcelization respond to the river, rail lines, and the city’s origins as an economic and transportation hub.Page 23 of 109
19Historic ChurchExisting Downtown BoundaryPotential Civic ZoneFranklin County History MuseumPASCODOWNTOWN PLANW LEWIS STW SYLVESTER STW COURT STE LEWIS STW COLUMBIA STW A STS 1ST AVEW CLARK STW BONNEVILLE STN 4TH AV
E
N 5TH AV
E
N 6TH AV
E
N 10TH A
V
E
N 14TH AVE
N 17TH AVE
N 1ST AV
E
S TACOM
A
S
T
N OREGO
N
A
V
E
Franklin County CourthouseVolunteerParkPasco High SchoolEdgar Brown Memorial StadiumLourdes LongfellowMedical CenterElementary SchoolElementary SchoolMemorialParkRiverview ParkSylvester ParkCentennial ParkAMTRAKStationPasco City HallLewis OverpassPeanuts Park +Pasco Farmers MarketPotential Connection to RiverMid-ColumbiaLibraryPasco School District - C.L.BldgColumbia RiverN0.2 miPort of PascoPARKSDPDA BOUNDARYC-2 CENTRAL BUSINESS ZONEEXISTING ASSETSSCHOOLSPRINCIPAL ARTERIALMINOR ARTERIALCOLLECTORFranklin County Historical MusemSacagawea Heritage TrailEd Hendler BridgePotential Historic & Civic ZonePage 24 of 109
20ACOURTELM14TH1STOREGON 10TH6TH
19THWEHEDCBONNEVILLEOWEN9TH18T17TBU13T7THTA H
SHOSHONEPRIVERMAIN
16THWASHINGTONMAITLANDHIGOPAL12THSTALTO15THROAD 18GRAY3MARGARETOCTAVE2NDFRONT
YAKIMA2018THNIXONCB10TH18TH12TH
NIXONNIXON3RD
13THBMARIE3RDOWEN8TH5TH
IRVING
ǡʹͲʹͳሺ Ͷͷ͵ሻCurrent Downtown Pasco Development Authority BoundaryACOURTELM14TH1STOREGON 10TH6TH
19THWEHEDCBONNEVILLEOWEN9TH18T17TBU13T7THTA H
SHOSHONEPRIVERMAIN
16THWASHINGTONMAITLANDHIGOPAL12THSTALTO15THROAD 18GRAY3MARGARETOCTAVE2NDFRONT
YAKIMA2018THNIXONCB10TH18TH12TH
NIXONNIXON3RD
13THBMARIE3RDOWEN8TH5TH
IRVINGW LEWIS STW SYLVESTER STW COURT STE LEWIS STW COLUMBIA STW A STS 1ST AVEW CLARK STW BONNEVILLE STN 4TH AV
E
N 5TH AV
E
N 6TH AV
E
N 10TH A
V
E
N 14TH AVE
N 17TH AVE
N 1ST AV
E
S TACOM
A
S
T
N OREGO
N
A
V
E
Franklin County CourthouseVolunteerParkPasco High SchoolEdgar Brown Memorial StadiumLourdes LongfellowMedical CenterElementary SchoolElementary SchoolMemorialParkRiverview ParkSylvester ParkCentennial ParkAMTRAKStationPasco City HallLewis OverpassPeanuts Park +Pasco Farmers MarketPotential Connection to RiverMid-ColumbiaLibraryPasco School District - C.L.BldgColumbia RiverN0.2 miPort of PascoPARKSDPDA BOUNDARYC-2 CENTRAL BUSINESS ZONEEXISTING ASSETSSCHOOLSPRINCIPAL ARTERIALMINOR ARTERIALCOLLECTORFranklin County Historical MusemSacagawea Heritage TrailEd Hendler BridgeFuture Land Use MapDowntown (Mainstreet Zone)Civic ZoneRiver to Downtown ZonePage 25 of 109
21Urban Design & Public RealmPage 26 of 109
22Character, Uses, Architectural FabricPASCODOWNTOWN PLANOur city contains tree-lined streets with well-maintained and identifiable neighborhoods interspersed with parks and schools.5FXHT(TRUWJMJSXN[J5QFS9MJ5FXHT;NXNTSKTW2038With a strong Hispanic cultural heritage and tradition and a majority population –Pasco plans to embrace and capitalize on this unique asset: Downtown character andsignage.5FXHT(TRUWJMJSXN[J5QFS*HTSTRNHDevelopment ElementThe new Peanuts Park will be a centerpiece of Downtown.Historic buildings with excellent architectural detailing. Empire Theater, Pasco, WA5TXY4KܪHJ5FXHT<&Franklin County MuseumPage 27 of 109
23Arts & CulturePASCODOWNTOWN PLANPasco’s Fiery Foods FestivalMurals have been very successful in other cities, such as this mural in Toppenish, WA. Toppenish Mural Foundation was formed in 1989 to transform the city’s walls into a medium for narrating the place’s history and turning it into a “city of murals”.Downtown Pasco would benefit from a stronger presence of art and additional cultural activity. The renovated Peanuts Park will offer a signature location for activities in Downtown.Signage and murals are regulated in Downtown Pasco (Pasco Municipal Code 17.15.10), limiting an option for artistic and cultural expression that has been very successful in other cities, notably Toppenish.Page 28 of 109
24Streetscape & Open SpacePASCODOWNTOWN PLAN4th AvenueLewis Streetalleys hold possibilities for expanding usable public space and lightingClark Streetthis building in a key location across from Peanuts ParkSidewalks are generous with attractive retail and ample parking. The width of the sidewalk offers space for trees, landscaping, outdoor retail display, dinning, and/or seating.Page 29 of 109
25Streets and Sidewalk Use ExamplesPASCODOWNTOWN PLANSidewalk Uses: Plantings, lighting, movable outdoor seating Sidewalk Uses: Permanent outdoor seating, lighting, trees 14 ft9 ftWenatchee, WA10 ft6 ftChelan, WAPage 30 of 109
26Streets and Sidewalk Use ExamplesPASCODOWNTOWN PLAN13 ftSidewalk Uses: Benches, lighting, displays, plantings Sidewalk Uses: Movable seating, signage, lighting, plantings 8 ft6 ft18 ftTruckee, CAKirkland, WAPage 31 of 109
27How could sidewalks be used in Downtown Pasco?PASCODOWNTOWN PLAN“...the outside seating shall not reduce usable sidewalk width to less than six feet.”Municipal Code 5.50.050: Sidewalk SeatingExisting sidewalks on Lewis Street are 14.5 ft in width and could accommodate various outdoor seating configurations under current municipal code.Outdoor Dining ZonePedestrian Zone14.5 ft4.5 ft10 ftOUTDOOR SEATING ON LEWIS STREETOutdoor Dining Zone4.5 ftOutdoor Dining ZonePedestrian Zone14.5 ft8.5 ft6 ftOutdoor Dining Zone8.5 ftPage 32 of 109
28Circulation, Wayfinding &ParkingPage 33 of 109
29Vehicular AccessPASCODOWNTOWN PLAN4TH A
V
E
COURT STSYLVESTER STLEWIS STOREGO
N
A
V
E A ST20TH AVE10THAVEED HENDLER BRIDGEWERNETT RDAINSWORTH STCOMMERCIA L AV ECOLUMBIA RIVERAIRPORT18239539739512395OGRRO
Downtown PascoKEY CONNECTIONS10th and “A” Street10th and Columbia10th and Lewis10th and AinsworthIt should be made as easy as possible for visitors unfamiliar with the area to find Downtown.Page 34 of 109
30Bike Access & Connection to the RiverPASCODOWNTOWN PLANVisible connections to the Sacagawea Trail would connect Downtown to an important regional asset.Sacagawea Trail Proposed bike lane refer to Pasco Bycicle and Pedestrian Master Plan 2011Downtown Pasco4TH A
V
E
COURT STSYLVESTER STLEWIS STOREGO
N
A
V
E A ST20TH AVE10THAVEED HENDLER BRIDGEWERNETT RDAINSWORTH STSacagawea Heritage TrailCOMMERCIA L AV ECOLUMBIA RIVEREAIRPORT18239539739512395PROPOSED BIKE LANEPage 35 of 109
31Preliminary Parking Study (Performed by Transpo)PASCODOWNTOWN PLANThe parking analysis studied XJ[JWFQGQTHPX\NYMNSYMJ(Central Business Zone in Downtown Pasco. Parking within the study area is all free of charge, though some spaces having time limits.KEY FINDINGS• General Parking Availability• High Occupancy Along 4th Avenue and Lewis StreetMAP OF SATURDAY PEAK PARKING OCCUPANCY (1 PM)Page 36 of 109
32Market Analysis +Downtown ManagementPage 37 of 109
33Preliminary Downtown Market StudyPASCODOWNTOWN PLANGreater Downtown Pasco and Secondary Market AreasAs part of the Downtown master planning process, we are completing a study of the market in Downtown Pasco. This study includes a feasibility FSFQ^XNXKTWTKܪHJWJYFNQNSIZXYWNFQܫJ]FSIRZQYNKFRNQ^residential uses. When conducting this preliminary analysis, we assumed a 2-story, 20,000 square foot building for all uses.Page 38 of 109
34Preliminary Downtown Market StudyPASCODOWNTOWN PLANRents Needed to Cover the Cost of New Construction or Adaptive Reuse by Use TypePage 39 of 109
35Key FindingsCurrent market rents in the Greater Downtown Pasco and Secondary Market Area are not XZUUTWYN[JTKSJ\HTSXYWZHYNTSTWFIFUYN[JWJZXJHTXYXKTWJNYMJWTKܪHJRZQYNKFRNQ^WJYFNQTWNSIZXYWNFQܫJ].SIZXYWNFQܫJ]XUFHJHTZQIGJFRTWJKJFXNGQJFQYJWSFYN[JHTRUFWJIYTYMJTYMJWHTRRJWHNFQuses for adaptive reuse or possibly new construction if rents were higher. Given the low market rents seen across both market areas and the high costs of new construction and adaptive reuse it is very likely that the Greater Downtown Pasco area will see an increase in tenant improvements and/or new additions as demand for commercial space increases. Tenant improvements will help repurpose old commercial space into usable space that is currently in demand by the market. Additions will likely occur as existing businesses look to expand but cannot ܪSIXZNYFGQJXUFHJYTXFYNXK^YMJNWSJJIXFSIHTSXYWZHYNSLFSJ\GZNQINSLNXܪSFSHNFQQ^HMFQQJSLNSLPreliminary Downtown Market StudyPASCODOWNTOWN PLANPage 40 of 109
36Downtown ManagementPASCODOWNTOWN PLANDOWNTOWN DEVELOPMENT AUTHORITY MAIN STREETDutiesSpecialty Kitchen Create CommunityFarmers Market Help Businesses SucceedEvents Changing PerceptionsFacade Improvements SafetyPublic Communications FoodReal Estate Development / Management PromotionsPromote CultureProperty Owner RelationsCommunity OrganizationsAdvocacy for DowntownBoard Member CharacteristicsLive, work, raised in PascoCommunity Leaders Business OwnersCommittee / Interests/ Skills• Promotion• Design• Economic Vitality• OrganizationCultural CompetencyTies to MoneyKnows PascoFunding SourcesMain Street Tax Credit GrantsCommunity Development Block Grant AuthorityPasco Specialty Kitchen Rent Assessment DistrictEventsSponsorshipsDonations• Businesses• Individual• Property OwnersPage 41 of 109
37DiscussionPage 42 of 109
3838Thank you!Thank you!PASCODOWNTOWN PLANPage 43 of 109
AGENDA REPORT
FOR: City Council February 10, 2022
TO: Dave Zabell, City Manager
Rick White, Director Community &
Economic Development
City Council Workshop
Meeting: 2/14/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Downtown Pasco Development Authority (DPDA) 2021 Annual Report
I. REFERENCE(S):
DPDA Funding Agreement 2021
DPDA Annual Report Narrative
DPDA Power Point Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Oscar Martinez, DPDA Interim Executive Director and Gabriel Portugal, DPDA
Board Chair to present the Downtown Pasco Development Authority 2021
Annual Report
III. FISCAL IMPACT:
$100,000 in 2021
IV. HISTORY AND FACTS BRIEF:
The Downtown Pasco Development Authority (DPDA), the Citys Public
Development Authority (PDA) will present their annual report and 2022 funding
agreement request.
In the past, this funding agreement has secured up to $100,000 for the DPDA’s
general fund. The expired funding agreement for 2021 is attached as a
reference.
As part of the proposed 2022 funding agreement, the Community & Economic
Development (CED) staff has asked for a revised list of activities the DPDA will
be engaged in this calendar year, including the DPDA work plan, events, efforts
to leverage the newly renovated Farmers Market and Peanuts Park, participation
Page 44 of 109
in the Downtown Master Planning process and the status of the executive
director position. That revised list of activities was to form the basis for 2022
funding agreement between the DPDA and the City.
The DPDA is currently operating with an interim executive director, and this has
placed their status as a ‘Main Street’ organization in jeopardy and they could
lose their tax credit incentive with the Washington State Department of Revenue.
In order to maintain that status, a full-time executive director needs to be in place.
The DPDA Board has petitioned the Main Street organization for more time in
order to recruit a qualified director. That request has been approved.
Recruitment for an executive director is underway with the City Human
Resources Department assisting.
V. DISCUSSION:
The DPDA will provide a presentation to City Council of their 2021 Annual Report
and 2022 request.
Page 45 of 109
DPDA Funding Agreement - 1
DOWNTOWN PASCO DEVELOPMENT AUTHORITY
FUNDING AGREEMENT
THIS AGREEMENT is made and entered into this ______ day of ______________ 2021,
by and between the City of Pasco, Washington, a Municipal Corporation, hereinafter referred to
as “City,” and the Downtown Pasco Development Authority, a non-profit Washington
Corporation, hereinafter referred to as “DPDA.”
WHEREAS, the City Council desires to foster revitalization of the downtown business
area and created the Downtown Pasco Development Authority (DPDA) in December 2010 under
Ordinance No. 3985, with the expectation of providing funding commitments to permit the new
agency to establish operations and demonstrate its ability to fulfill the revitalization goals
enunciated in Ordinance No. 3985 and the DPDA Charter; and
WHEREAS, DPDA has received a certificate of incorporation from the State of
Washington as a non-profit corporation; and
WHEREAS, DPDA has organized and developed operating procedures, hired an
executive director, reinitiated public events in Downtown Pasco (Cinco de Mayo and the Fiery
Foods Festival), undertaken management of the Pasco Farmers Market and Pasco Commercial
Kitchen, became a 501(c) (3) organization, became a certified Washington State Main Street
organization, conducted several business education classes and Downtown clean-up events, and
participated in the development of a Peanuts Park and Pasco Farmers Market refurbishment, and
completed a 5 year Strategic Work Plan including website revisions and “branding;” and
WHEREAS, DPDA tasks for 2020 and 2021 include:
1. Develop and adopt a new 5-year Strategic Plan;
2. Organize quarterly downtown business and property owner meetings:
3. Organize, finance and manage Cinco De Mayo Festival;
4. Organize, finance and manage Fiery Foods Festival;
5. Organize and manage the Pasco Farmers Market each Saturday from May through October;
6. Manage the operations of the Pasco Specialty Kitchen;
7. Provide a scholarship grant program consistent with the DPDA’s 501(c)(3) status,
8. Continue recruitment for vacant downtown business space;
9. Create and maintain a Downtown Property Inventory;
10. Business recruitment, development and engagement activities; and
WHEREAS, DPDA has requested that City funding be made available to develop
resources to eventually reduce the amount of the City subsidy; NOW THEREFORE,
IN CONSIDERATION of the mutual covenants contained herein and other valuable
consideration, it is agreed as follows:
Section 1: DPDA Responsibilities
The DPDA shall conduct its activities and efforts that further the purpose of the DPDA as
identified in Pasco Ordinance 3985 and Article IV of its Charter to include but not be limited to:
Page 46 of 109
DPDA Funding Agreement - 2
Review of City plans and policies. The DPDA shall review existing and evolving City land
use and capital improvement plans and policies affecting the Downtown Area and advise
the city of appropriate considerations. In 2021 this task includes specific collaboration and
outreach efforts with the City regarding communication, preparation and analysis efforts
for a Downtown Master Plan.
Façade Improvement Program. The DPDA shall provide information, applications and
professional assistance to Downtown Area property owners wishing to participate in an
approved and funded Community Development Block Grant façade program.
Promotional Events. The DPDA should conduct or implement an additional promotional
or special event in addition to Cinco de Mayo and the Fiery Foods Festival that contribute
to the success of the Downtown Area or otherwise advance the goals of the DPDA.
Financing Strategy. In collaboration with City staff and/or other professionals, the DPDA
will develop a comprehensive inventory of public and private capital and development
financing tools and incentives that may be available to foster and support its revitalization
efforts. These should include tax credits or other incentives and identification of
infrastructure and other public capital investments that may be necessary to support private
redevelopment projects.
Marketing. The DPDA shall develop a strategy to identify and promote economic vitality
of the Downtown Area including the opportunities associated with the Farmer’s Market
and Specialty Kitchen. These strategies may include: creation of a Downtown Calendar,
quarterly business meetings for Downtown businesses, restaurant recruitment for vacant or
available properties and other similar activities.
Farmer’s Market and Pasco Specialty Kitchen. The DPDA shall optimize the opportunities
associated with the Farmer’s Market and Specialty Kitchen to increase economic activity
and promote recognition of the Downtown. Operation of these facilities must be in
accordance with the associated lease agreement.
Reports: A formal presentation to the City Council by the DPDA board shall be given on
or before December 1 each year. The DPDA shall deliver quarterly written status reports to the
Pasco City Manager detailing the activities, accomplishments and financial status of the DPDA.
Section 3: Additional DPDA Tasks for 2021
The following Tasks are added for the 2021 Funding Agreement:
Outreach for Downtown Improvements. The DPDA shall conduct specific outreach efforts
to apprise the Downtown business community of the status and impacts of the Lewis Street
Overpass Project; Lewis Street Improvement Project; Farmers Market and Peanuts Park
Revitalization Project.
Expanded Public Communications. The DPDA shall initiate an expanded public
communication effort related to Downtown events and opportunities through enhanced
webpage information, podcasts, radio communications, weekly informational emails and
flyers.
Page 47 of 109
DPDA Funding Agreement - 3
Section 3: City Responsibilities
The City of Pasco will remit to DPDA or its designated bank up to $25,000 per quarter by
the 10th day of the first month of said quarter.
Section 3: Term
This agreement shall be effective April 1, 2021 and shall expire on December 31, 2021;
provided, however, either party may terminate the agreement with at least 180 days written notice
delivered to the President of the DPDA or the Pasco City Manager. It is further provided that this
agreement is predicated on the DPDA maintaining its Main Street status for calendar year 2021,
and the City’s contribution, as described in Section 2, is deemed eligible for Main Street tax credits
by the State Department of Revenue. Should the DPDA become ineligible for Main Street tax
credits, this Agreement may be returned to the Pasco City Council for determining its continuation.
The agreement may be extended up to 12 additional months, by mutual agreement of the
parties, subject to budget authority of the City Manager.
Section 4: General Provisions
For the purpose of this Agreement, time is of the essence. Failure of the DPDA to either
provide the accounting or remit disallowed funds as required herein shall constitute a breach of
this agreement. The remedies available to the City shall include but not be limited to, return of all
funds delivered to the DPDA and denial of the right of the DPDA to apply for any future funding.
In the event of a dispute regarding the enforcement, breach, default or interpretation of this
Agreement, the parties shall first meet in a good faith effort to resolve such dispute. In the event
the dispute cannot be resolved by agreement of the parties, said dispute shall be resolved by
arbitration pursuant to RCW 7.04A, as amended, and the Mandatory Arbitration Rules (MAR);
venue shall be placed in Franklin County, Washington, the laws of the State of Washington shall
apply; and the prevailing party shall be entitled to its reasonable attorney fees and costs.
IN WITNESS WHEREOF, the parties hereto have caused this agreement to be executed
this ______, day of ______________, 2021.
CITY OF PASCO DOWNTOWN PASCO DEVELOPMENT
AUTHORITY
_______________________________ _______________________________
Dave Zabell, City Manager Gabriel Portugal, President
Page 48 of 109
1. Thank you, Council members, for letting me present today in front of you. The City of Pasco uses
the Main Street program to contribute funds to the DPDA to a total sum of $100,000 which
means for the total sum that DPDA receives the City receives a 75% tax credit. The DPDA is an
organization which was formed to help revitalize the Downtown section of Pasco, help the local
businesses, manage events and a commissary kitchen located in the Downtown area. The
attached funding agreement list by item out To-do tasks for the year of 2022.
2. The funding agreement that you have received with this presentation was the contract for 2021.
Listed will be the items we will be talking about today. In 2022 DPDA will develop and adopt a 5-
year Strategic Master plan that coordinates with the City’s Master plan for Downtown corridor
(with having to develop a new way to conduct our quarterly meetings it took a lot of time and
budget away from the 5-year plan). For the quarterly business meetings, the DPDA had to find
other alternatives since in person was not in option due to COVID, so DPDA started granting
Chrome-books to our local Downtown businesses so we could host the meeting via Zoom. That
would fall under out tasks to provide a scholarship grant program for the benefit of Downtown
as a whole.
3. Our mission as DPDA is to strengthen and develop Downtown Pasco as a center for culture,
business, and community Spirit. Our vision- Downtown Pasco is an economically vibrant,
culturally diverse destination for a family-friendly experience.
4. DPDA uses those two items to help better out Downtown area by managing events (Cinco de
Mayo, Fiery Foods Festival, Food Truck Friday, PFM, and PSK). The PSK allows us to strengthen
Downtown by creating more business and opportunities for our local community, PSK works as a
business incubator which with the help of CDBG funding we have been able to see stories like
Hot Tamales, Mami’s Spicey Ceviche, Brother’s Cheesesteak, and a few other builds, and create
their businesses to a success story for our community.
5. In 2021 PSK had a revenue of $133,000 between the categories of storage fee, kitchen rentals,
and CDBG reimbursement funds. We were able to recruit 8 new businesses and create 40 jobs
between our current and new businesses available to LMI individuals. We had expenses that
came to a total of $198,000 and ended the year of 2021 with a total of 24 active clients.
Page 49 of 109
6. Pasco Farmers Market owned by the City of Pasco and managed by DPDA, with the renovation
that took place in the season of 2021 we had to move out to the street and make the best of the
season. Had a few vendors comment on the seasonal move but looked at the bright side that
the following season they would come back into a beautiful, renovated space to sell their goods.
The construction also added a little over $10,000 of unplanned expenses to the market
(roadblock gates, sign rental, extra help, ex) that the city has been kind enough to reimburse the
DPDA for, currently in the process. The market has been operating for 33 years making 2022 its
34th year and has had many great vendors and made good available to our local community. Due
to limited spacing we had a peak season of 45 vendors, with 17 new vendors coming to the
season throughout the year. Were able to receive $60,000 in COVID related grants and $21,000
in vendor fees.
7. Season of 2021 our vendors reported a total of $212,000 of extra income between all vendors
together for the season (only sales at the market). PFM reimbursed a little under $21,000 of
SNAP/ EBT to our vendors (EBT is a state program known as food stamps to help low-income
family). PFM has accepted this program at the market in order to best serve our local
community and make sure everyone can buy fresh produce for their families. Amazon has
reached out to the DPDA about sponsoring the market for it’s 2022 season and out goal is to
allow that partnership to continue for future goal. DPDA will work with the city and its
revitalized area to recruit and bring in more vendors and reaching its goal of 100 vendors by end
of 2022.
8. Cinco de Mayo/ Pasco Terraza- Due to COVID DPDA had to make a small change to how Pasco
celebrated Cinco de Mayo. We decided to break it down into smaller weekend events (one
every Saturday) and wrapping it up with a live concrete in Downtown the last Saturday of May.
For the first time ever, we also brought in Lucha Libre (wrestling) and had a great turn out about
1000 people. We included vaccination at all our event including the Farmers market and always
had masks available to for our community.
9. We had to Cancel our Fiery Foods Festival for 2021 after speaking with our local DOH and
learning that our county was getting as many as 1500 infected people per week. We will be
looking add something new to this year’s Fiery Foods Festival to make it bigger and attract more
audiences from our surrounding areas.
10. We ended the year with a little over $2,000 leaving the DPDA in the green, contributions were
$256,000 including the $100,000 from the City of Pasco. Grants we received a total of $356,000
and $40,000 in sponsorships throughout the year. With this we shall move to the funding
agreement.
As you see the DPDA was able to complete many of the agreed upon tasks for out contract of 2021, we
did however have some trouble completed a couple additional tasks due to no extra funding being
added. For the year of 2022 the DPDA would like to propose to City Council to raise the City’s
contribution to a total of $150,000 making it $37,500 every quarter, with this the DPDA will be able to
fund and develop a 5-year strategic plan for Downtown, better our communication by upgrading and
Page 50 of 109
perfecting a project that we added in 2021. The program is a live internet radio, with this we will give
out information on current City project, construction, available help, and at the same time promote the
events we put on together on behalf of the city for our local community. The extra funding will also
allow us for more Board and staff training to better serve the Downtown Pasco with tasks given by the
city. This amount will also count for the 7% inflation that took place in the year of 2021, DPDA will also
have the flexibility to allocate more funds towards our marketing. Allowing us to better promote
Downtown businesses and current PSK clients to help them grow and succeed soon. We will also be able
to develop a program to keep records of vacant buildings here in the Downtown area, recruit new
businesses to put in place and maintain an up to date inventory on all Downtown buildings.
Page 51 of 109
DPDA Annual
Report 2021
PRESENTED BY GABRIEL PORTUGAL:
DPDA PRESIDENT
OSCAR MARTINEZ: INTERIM DIRECTOR Page 52 of 109
What do we strive to do
OUR VISION
Downtown Pasco is an
economically vibrant,
culturally diverse,
destination for a family-
friendly experience.
OUR MISSION
The mission of the DPDA
is to strengthen and
develop the Downtown
Pasco as a center for
culture, business, and
community spirit. Page 53 of 109
Revitalizing Downtown
“Downtown Pasco has a very culturally diverse community that allows us to find certain goods we
would only find back at home”. Anonymous customer Page 54 of 109
Pasco Specialty Kitchen
Storage Fee $37,741.19
Client Rent $46,628.02
CDBG $49,091
8 New Businesses
New Jobs Created 40 LMI jobs
24 Active Clients End of 2021
Expenses $197,690
Total Revenue= $133,460Page 55 of 109
Pasco Farmers
Market
•SNAP Reimbursement: $21,347
•Grants:$60,000
•Vendor Fees: $21,220
•45 vendors peak season (2019 peak 75
vendors)
•17 new vendors
•Looking to increase our max to 105 with
new remodel for 2022
•Expenses $103,780
•Revenue= $9,722.94Page 56 of 109
Market Vendors of 2021 Season
Tina Tasty & Schreiber
Farms
Antojito Maria
Garibos Farms
Rudy’s Pepper blend Benton Franklin Head StartPage 57 of 109
Cinco De Mayo/ Terraza de Pasco
Due to Covid our team shifted and implemented a variety
of smaller events during the Month of May.
•Total of 5 Events
•Brought in Live Lucha Libre
•Coordinated a concert to stream live from Colima, Mexico
•Vaccination Clinic at every event
Expenses $29,763
Revenue $3,911Page 58 of 109
Cinco De Mayo/ Pasco Terraza 2021
Page 59 of 109
DPDA Financial
Contributions= $256,042 ($100K Mainstreet From City)
Grants= $356,000
Sponsors= $40,500
PPP Loan (Forgivable)= $72,008
Total Rev= $592,591.46
Profit= $2,282Page 60 of 109
Moving Forward Together
•Planning Retreats/Trainings for Board and DPDA Staff
•Rebuilding Relationship with City
•Utilizing our newly renovated Peanuts Park
•How can we continue to do this work?
•Extension on funding
•What would funding go to?
•Promotion for Downtown
•Strategic planning development
•Accounting for inflation
•Seminars, courses for local business owners
•Looking for ways to keep Downtown cleanPage 61 of 109
Questions
STAFF/ Volunteers/ Board
members/ City Officials Page 62 of 109
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/14/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Transportation System Master Plan (TSMP) Update
I. REFERENCE(S):
TSMP Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Carl Springer, PE/PTP, DKS Associates, to present on TSMP Implementation
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
For years, Pasco has been among the fastest-growing cities in Washington
Between 2020 and 2040, Pasco will accommodate almost 45,000 additional
residents, with an expected total population that will exceed 120,000 people. To
address the rapidly growing transportation concerns, the City initiated its first
Transportation System Master Plan (TSMP), which began in the fall of 2019. The
TSMP is a key resource for implementing transportation system improvements
that address current deficiencies and that serve expected local and regional
growth. It should be highlighted that because this is the first comprehensive
transportation planning effort conducted citywide, additional efforts will be
required to carry out the vision of the plan.
The 2018-2038 Pasco Comprehensive Plan emphasized the importance of
implementation, in order to establish the procedural framework for linking the
goals and policies of all the Comprehensive Plan Elements with supporting and
related actions and initiatives.
Implementation Goal 1: Ensure consistency and certainty in land use planning
and development
Page 63 of 109
There has been significant industrial and commercial activity as of late, which is
expected to continue as industries seek to locate in Pasco to utilize our proximity
to the state system and railways. This is in addition to the increase of residential
planning efforts seeking to address the housing shortage with more flexible
standards resulting in increased densities across the city. While continued efforts
have been completed (and are ongoing) to update the Pasco Zoning Code to
increase residential building capacities, there has been limited emphasis on
updates to the codes and regulations that ensure transportation reliability in
developments.
The most recent change occurred in September 2019 through Ordinance No.
4454, which finally required the construction of curb, gutter, and sidewalks in all
residential zones. A separate, but related effort, has been underway since
December 2019 to increase access and connectivity for our transportation
network. This resulted in a Planning Commission recommendation to Council in
October 2020, which Council remanded back to the Planning Commission for
further evaluation in August 2021.
To effectively implement the TSMP, this will require a series of updates and
amendments to existing City policies, codes, and regulations related to land
development, transportation management, and capital project funding.
The purpose of this presentation is to provide Council with an update on the
TSMP Implementation. Critical actions to be considered for action include:
• Secure necessary funding for transportation improvements
• Implement neighborhood transportation management tools
• Update vehicle mobility standards
• Update engineering design standards for roadways, bikeways, and
walkways
• changes TSMP incorporate to Code Municipal Pasco the Amend
regarding Streets and Sidewalks, Subdivision Regulations, and Zoning
The final TSMP will address these actions within its Implementation Chapter.
V. DISCUSSION:
DKS Associates (TSMP Consultant) has prepared a presentation for Council
discussion.
Page 64 of 109
IMPLEMENTING THE PLAN FEBRUARY 2022CARL SPRINGERPROJECT MANAGERcarl.springer@dksassociates.com503-753-8991TRANSPORTATION SYSTEM MASTER PLAN Page 65 of 109
ACTIONS FOR PLAN IMPLEMENTATION•SECURE NECESSARY FUNDING TO BUILD THE PLAN•UPDATE ENGINEERING DESIGN STANDARDS•AMEND MUNICIPAL DEVELOPMENT CODE•ESTABLISH NEIGHBORHOOOD MANAGEMENT PROGRAM•UPDATE VEHICLE MOBILITY STANDARDSPASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • FEBRUARY 14, 20212Page 66 of 109
SECURE FUNDING TO BUILD THE PLANPASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • FEBRUARY 14, 2021•Plan shows $665 M for capital projects•Current TIP is roughly $15 M to $20 M annually•Current TIF adds $12 M•Funding Gap = $293 MDESCRIPTION TOTAL THROUGH 2040 (MILLIONS OF $)TSMP Total Investments $665 MCitywide TIP Average($20 M over 18 years)-$360 MTraffic Impact Fee -$12 MFUNDING GAP $293 M
Page 67 of 109
OPTIONS TO AUGMENT LOCAL FUNDINGPASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • FEBRUARY 14, 2021•Increase TIF rate per HH>Maximum>Tri-City High•Leverage state and federal grant opportunities>Such as recent win for Lewis Street Overpass>New IIJA Federal Program offers more opportunitiesDESCRIPTION OF OPTIONS TOTAL THROUGH 2040 (MILLIONS OF $)Update TIF Rate (Maximum Allowed)$382 MUpdate TIF Rate (Match highest Tri-Cities rate)$40 MKeep TIF Rate Unchanged $12 M
Page 68 of 109
PASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • FEBRUARY 14, 2021UPDATE CITY DESIGN STANDARDS•City Engineer will lead update of facility design standards to match TSMP recommendations •Apply to all future transportation projects•Revised roadway cross-sections impact right-of-way needs5Page 69 of 109
PASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • FEBRUARY 14, 2021AMEND MUNICIPAL DEVELOPMENT CODE SECTIONS•Title 12: Streets and Sidewalks•Title 21: Pasco Urban Area Subdivision Regulations•Title 25: ZoningThe amendments will guide the shape and connectivity of new neighborhoods to balance mobility, safety and accessibility6Page 70 of 109
TITLE 12 STREETS AND SIDEWALKS•Increase minimum sidewalk width in residential and mix-used areas•Update driveway design standards to be consistent with current best practices•Implement Complete Street guidelines and provide clear and objective minimum standards•Add a fee-in-lieu provision for roadway improvements 7Page 71 of 109
TITLE 21 URBAN SUBDIVISION REGS•Require a future street plan to demonstrate how it will accommodate future street extensions•Amend arterial, collector and local access roadway minimum standards consistent with the TSMP•Provide for constrained roadway designs to enable connectivity in challenging topographical or environmental situations.•Require pedestrian ways in areas of exceptionally long blocks or for access to recreational facilities or schools.8Page 72 of 109
STREET SYSTEM CONNECTIVITY CONSTRAINTS1. DOWNTOWN AREA IS WELL CONNECTED2. AREA SOUTH OF I-182 AND WEST OF US 395 IS MIXED QUALITY.3. NORTH OF I-182 HAS LONG BLOCKS AND LIMITED ACCESS, DISJOINTED MULTIMODAL CONNECTIVITY. SOURCE: DKS ASSOCIATESPASCO TRANSPORTATION SYSTEM MASTER PLAN 9123Page 73 of 109
TITLE 25 ZONING•Require safe connections to main building entries, adjacent streets and sidewalks, transit stops, and schools and parks•Reduce minimum off-street parking standards•Establish bike parking standards•Codify recommended TSMP access management spacing standards to better manage driveway construction•Require safe and direct connections to transit stops.•Permit transit supportive uses outright in commercial and institutional zones.10Page 74 of 109
OTHER IMPLEMENTATION STEPSPASCO TRANSPORTATION SYSTEM MASTER PLAN CITY COUNCIL MEETING • MARCH 22, 2021•IMPLEMENT NEIGHBORHOOD TRAFFIC MANAGEMENT PROGRAM>Identify process to guide when and how to install NTM solutions>Applies only on Neighborhood Collector streets, as defined in the TSMP•UPDATE VEHICLE TRAFFIC MOBILITY TARGETS>Change criteria under development review to account for difference in traffic control types>Apply revised targets in future Comprehensive Plan updatesPage 75 of 109
QUESTIONS?CARL SPRINGERPROJECT MANAGERcarl.springer@dksassociates.com503-753-8991Page 76 of 109
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/14/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Memo: Single Room Occupancy (SRO) Housing
I. REFERENCE(S):
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
This presentation is to update the City Council on the development of single
room occupancy (SRO) projects in Pasco and the greater Tri -Cities. As
background, SRO are typically developed from older hotel buildings as a way to
provide affordable housing for low-income residents, seniors, and serve to
facilitate the transition of people moving out of homelessness. SROs usually
provide common-area kitchens and bathrooms in lieu of separate facilities for
each unit; however, a few units may have individual kitchens and bathrooms.
Local Regulations
In February 2019, the Pasco City Council adopted Ordinance No. 4425
amending the Zoning Code (Title 25) to allow Single Room Occupancy Housing
Developments (Pasco Municipal Code 25.162 ). Provisions of PMC 25.162
restrict SROs to the C-1, C-2, and C-3 zoning districts with the approval of a
conditional use permit. The City also regulates development standards,
including:
• 24-hour on-site management
• Minimum of 1 bathroom per 3 dwelling units, per floor
• Minimum of 1 full kitchen per floor
• Minimum of 1 laundry facility per 20 dwelling units
Page 77 of 109
Current Demands
As of January 25, 2022, the City has received three land use applications
(Conditional Use Permits) for SROs with an estimated 299 SRO dwellings,
described in the table below. Please note that as of this date, no building permits
for the physical conversion of the hotels have been issued.
Application
Date Project Location
Existing
Hotel
Rooms
Proposed
Units Status
April 2021 Rodeway
Inn
1520 N
Oregon
Ave
104 104
HE
Approval -
May 2021
June 2021 Loyalty
Inn
1800,
1825, 1905
W Lewis St
161 161
HE
Approval -
Aug 2021
September
2021
Sage n
Sun
1232 S
10th Ave 34 34
HE
Approval -
Nov 2021
As of November 2021, an estimated 979 units have been proposed for
conversion in the Tri-Cities market (Kennewick: 235; Richland: 445). The first
conversion is underway in Richland at 1515 George Washington Way (the site
previously occupied by the Best Western Hotel), a video was produced by the
Tri-City Herald showcasing the conversion here: https://www.tri-
cityherald.com/news/local/article257585573.html
Benefits and Challenges
While commonly viewed as an affordable housing solution for individuals
experiencing homelessness, single-room occupancy units are held out as an
option for college students, young workers who are just starting out, and older
adults not living alone and not in need of a larger apartment. SROs are better
suited in areas where public transportation is available, particularly when within
proximity to public services, including grocery stores.
SROs can help meet the growing demand for smaller housing units. Between
1940 and 2010, the shares of U.S. households consisting of one person living
alone increased from 8% to 26%.
Nationally, housing advocates say SROs are a vital unsubsidized shelter for the
poor, low-wage workers, the elderly, and people with mental illness or drug
Page 78 of 109
addiction, and the elimination of SROs from cities over the past 50 years has
been a major contributor to homelessness.
Displacement of tenants and renters of existing hotel rooms, and the removal of
their availability from the market can pose challenges for the city. The 299 SROs
approved in Pasco represent approximately 7% of hotel rooms in the Tri -Cities,
based on reported hotel rooms from Visit Tri-Cities. Its worth noting that a
significant number of these rooms are being utilized as temporary housing rather
than for tourism purposes.
Approximately 20% of all households in Pasco are 1-person households, and
9.2% of all occupied housing units are one-bedroom or studio dwellings,
according 2019 the to 5-EsYear Community American for timates the
Survey/Census. In Pasco, the share of renter households that are moderately or
severely cost burdened increased from 43.4% in 2014 to 49.4% in 2019.
V. DISCUSSION:
SROs and similar housing types have the potential to address changing
household compositions, demands and provide a new source of affordable
housing. Increased interest from the private sector indicates that there is a local
demand for smaller housing options.
This update is in response to recent City Coun cil request for an update and the
opportunity to discuss potential impacts. Some items Council may wish to
consider may include the following:
• Assessment of current development standards.
• Study of possible anti-displacement measures to prevent the unintended
consequences associated with room conversions and the potential for
higher rents.
• Input from Visit Tri-Cities regarding the removal of lodging from the market
should be evaluated for potential threats to local tourism.
The Housing Action Plan for 2022-2023 will address housing demand and may
provide additional insight regarding the role of SROs and micro housing in
Pasco. An update to the Tri-Cities Consolidated Plan is also set to begin in 2022
with collaboration of Kennewick and Richland to develop common goals to meet
affordable housing needs.
Council discussion on this issue is welcome.
Page 79 of 109
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/14/22
FROM: Zach Ratkai, Director
Administrative & Community Services
SUBJECT: Parks Off-Season Work & Activities
I. REFERENCE(S):
PowerPoint
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Dan Dotta, Facilities Manager, to present powerpoint on winter projects for
Facilities Division.
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
For 2021, the City Council authorized a workforce restructuring of the AC&S
department parks boulevard and on FTEs new 7 authorizing focused
maintenance, and eliminating a significant number of seasonal positions
dedicated to that work. Financially the restructuring was cost neutral. The
strategy behind the restructuring proposal was to provide for staff time and skill
level outside of the growing season to implement heavy park maintenance
projects.
V. DISCUSSION:
This presentation will provide the City Council a follow up on what the
department was able to accomplished with this restructuring of staff resources.
PPT presentation attached.
Page 80 of 109
City Council –February 14, 2022Page 81 of 109
Facilities Projects 2021-2022
Page 82 of 109
Memorial Bathroom
Fresh Paint & Epoxy Coated floor
Vandal Proof Soap Dispensers
Flush Mount Exit Buttons.Page 83 of 109
Boulevard Trees Page 84 of 109
Chiawana Tree Removal
Page 85 of 109
Roadway Landscape Improvements Page 86 of 109
Multi-Use EquipmentPage 87 of 109
City Tree Nursery
Benefits
Stock on hand allows for quicker replacement of
trees.
Ability to buy smaller stock and grow before
planting in Parks.
Bigger bang for the buck being able to increase
inventory while staying within the same budget
allotment.
Currently working on a Grant that will pay Two to
One for every dollar spent for a total Grant
value of up to 60k.
Incorporating a new gravel planting bed that has
been proven to increase root mass and tree
growth over a shorter period of time.Page 88 of 109
Park Upgrade
Projects
Volunteer park Christmas lighting expansion
completed.
Park Shelter improvements (Fresh Paint-BBQ
Grills)
Converting some unused volleyball pits to
Pickleball courts and Horseshoe pits to cornhole.
Upgraded Park Signs.
Goal is to get people into our parks.Page 89 of 109
Smart Irrigation Clocks
-Smart Clock installations on
Landscape with Domestic water.
-Monitors water usage outside of
normal parameters and can turn
the system off.
-33% water reduction
-Reports to a central control
system
-Uses weather station data for
more accurate watering needsPage 90 of 109
Lighting Upgrades
•LED lighting conversion grants with PUD
•Power consumption reduced
•Less long-term maintenance
•Modernizing the fixtures at the same time
Page 91 of 109
Questions? Page 92 of 109
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/14/22
FROM: Zach Ratkai, Director
Administrative & Community Services
SUBJECT: Resolution - Orthophoto Mapping Intergovernmental Agreement
I. REFERENCE(S):
Proposed Resolution
Proposed Intergovernmental Agreement
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
$18,412.00, plus B&O Tax - General Fund
IV. HISTORY AND FACTS BRIEF:
The Aerial Orthophoto project is a regional project wherein a number of public
agencies in the Tri Cities area partner for a single project to update aerial photos
and mapping. The City of Pasco has previously partnered with Franklin County,
who then partnered with Benton County, for aerial flyovers required for updating
our ability to provide current aerial photo maps.
The flyovers are generally done every two (2) years and this year most of the Tri
City agencies are contracting directly with Benton County, which results in a
volume discount for all agencies involved.
V. DISCUSSION:
In order to provide the most accurate mapping, data, and analysis of urban
development, infrastructure planning, public safety, and other public purposes,
it is recommended to continually update the aerial photos available to the City of
Pasco.
Page 93 of 109
Resolution – ILA Aerial Photography
RESOLUTION NO.
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
AUTHORIZING THE CITY MANAGER TO EXECUTE AN
INTERGOVERNMENTAL AGREEMENT WITH BENTON COUNTY FOR
AERIAL PHOTOGRAPHY AND ORTHOPHOTO MAPPING OF AREAS
WITHIN THE CITY OF PASCO.
WHEREAS, the City of Pasco, Washington, and Benton County, Washington each have
the need for aerial photography and orthophoto mapping; and
WHEREAS, the City of Pasco, Washington, and Benton County, Washington desire to
enter into an Intergovernmental Agreement for efficiency and cost effectiveness; and
WHEREAS, the City Council of the City of Pasco, Washington, has after due
consideration, determined that it is in the best interest of the City of Pasco to enter into an
Intergovernmental Agreement with Benton County, Washington; NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO RESOLVE
AS FOLLOWS:
Section 1. The City Council of the City of Pasco approves the terms and conditions of the
Intergovernmental Agreement between the City of Pasco and Benton County, Washington, as
attached hereto and incorporated herein as Exhibit A.
Section 2. The City Manager of the City of Pasco, Washington, is hereby authorized,
empowered, and directed to execute said Agreement on behalf of the City of Pasco.
PASSED by the City Council of the City of Pasco, Washington and approved as provided
by law this day of , 2022.
Blanch Barajas, Mayor
ATTEST: APPROVED AS TO FORM:
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 94 of 109
INTERGOVERNMENTAL COOPERATION AGREEMENT
THIS AGREEMENT is between Benton County (“COUNTY”), a political subdivision of the State
of Washington, and the City of PASCO, a municipal corporation.
WITNESSETH:
WHEREAS, the Interlocal Cooperation Act, as amended, and codified in Chapter 39.34 of the
Revised Code of Washington provides for interlocal cooperation between governmental agencies;
and
WHEREAS, the purpose of this Agreement is to cooperatively undertake and complete an aerial
photography and orthophoto mapping project of portions of BENTON and FRANKLIN
COUNTIES, including the areas lying within the CITY OF PASCO; and
WHEREAS, this project will benefit both, because the COUNTY has a need to update its urban
ortho-imagery of the County in 2022, and the CITY OF PASCO has a need to update its ortho-
imagery of those areas lying within the limits of the PASCO Urban Growth Boundary; and
WHEREAS, both parties have the capability to independently acquire and/or produce 2022 ortho-
imagery, but if each acted independently, the results would involve significant redundancies and
increased costs; and
WHEREAS, a major goal of this Agreement is to reduce and/or eliminate duplication and save
governmental costs; and
WHEREAS, the CITY OF PASCO has requested that the COUNTY provide and deliver to them
the ortho-imagery of the PASCO Urban Growth Boundary, with 4-inch or better pixel resolution;
and
WHEREAS, the COUNTY has entered into a personal services contract with GEOPHEX, LTD.,
for the purpose of undertaking and completing an aerial photography and urban orthophoto
mapping project of portions of Benton and Franklin Counties; and
WHEREAS, the COUNTY has included, as part of the contract it has entered into with GEOPHEX,
LTD., all provisions necessary to deliver ortho-imagery of the areas lying within several local
urban growth areas to the CITY OF PASCO at the requested 4-inch or better pixel resolution and
the delivery of the Benton County 1 foot or better pixel resolution; and
WHEREAS, the CITY OF PASCO has agreed to pay the COUNTY the amount of the cost of the
delivery of ortho-imagery of the area within the PASCO Urban Growth Boundary, with 4-inch or
better pixel resolution; and
NOW, THEREFORE, the parties agree as follows:
1. The COUNTY shall provide all data and resources necessary for GEOPHEX, LTD., to
complete the work as outlined in the personal services contract it entered into with
DocuSign Envelope ID: 31BE854D-C62D-4A1A-A0B0-02C1C85D83A2
Page 95 of 109
GEOPHEX, LTD., for the purpose of undertaking and completing an aerial photography
and urban orthophoto mapping project of portions of Benton and Franklin Counties.
2. The COUNTY shall provide all preliminary data received from GEOPHEX, LTD., for the
PASCO Project Area, as described in the attached Exhibit B, to the CITY OF PASCO for
their review and comment.
3. The COUNTY shall relay the CITY OF PASCO’s concerns regarding accuracies and visual
issues such as seams or structures with edge or displacement effects to GEOPHEX, LTD.
and assure that such concerns are addressed in the final product produced by the
COUNTY’S contract with GEOPHEX, LTD.
4. The COUNTY shall deliver to the CITY OF PASCO a copy of all project deliverables across
the entire extent of the Project Area as described in Exhibit A (Attached), including both
project documentation and project data, as described in the personal services contract to
be entered with GEOPHEX, LTD.
5. The CITY OF PASCO shall reimburse the COUNTY for the cost of the delivery of ortho-
imagery with 4-inch or better pixel resolution across the PASCO Project Area as described
in Exhibit B (Attached). The amount to be reimbursed by the CITY OF PASCO to the
COUNTY shall be Eighteen Thousand Four Hundred and Twelve dollars and Zero cents
($18,412.00), plus B&O tax.
6. The COUNTY shall submit an invoice to the CITY OF PASCO for reimbursement to the
COUNTY upon the successful delivery of the project documentation and project data,
which shall be payable within thirty (30) days.
7. This Agreement does not involve the creation of a separate legal or administrative entity.
Except as otherwise provided herein, there will be no real or personal property acquired,
held, or disposed of relating to this Agreement, unless agreed upon in writing by the
Parties. In the event that joint property is acquired, then it shall be distributed, when the
Agreement is terminated, to the Parties in proportion to that Party’s contribution to
purchase such property, except as may otherwise be provided herein.
8. The duration of this Agreement will be from the date last signed until December 31, 2022.
9. The administrator of this Agreement will be the Benton County Information Technology
Manager.
10. Any party hereto may terminate this Agreement upon thirty (30) days’ notice in writing
either personally delivered or mailed postage-prepaid by certified mail, return receipt
requested, to the party’s last known address for the purposes of giving notice under this
paragraph. If this Agreement is so terminated, the parties shall be liable only for
performance rendered or costs incurred in accordance with the terms of this Agreement
prior to the effective date of termination.
11. Upon execution of this Agreement, each party will provide the other with a certified copy
of the resolution, ordinance, or other authority given to execute this Agreement pursuant
to RCW 39.34.030(2), and those documents will be attached hereto and incorporated
herein as Exhibit “C” (COUNTY) and Exhibit “D” (CITY OF PASCO).
DocuSign Envelope ID: 31BE854D-C62D-4A1A-A0B0-02C1C85D83A2
Page 96 of 109
12. A copy of this Agreement will be filed with the Benton County Auditor’s Office or posted
on the COUNTY’s or CITY OF PASCO’s website as provided in RCW 39.34.040.
BOARD OF COUNTY COMMISSIONERS CITY OF PASCO
BENTON COUNTY, WASHINGTON PASCO, WASHINGTON
Chairman City Representative
Chair Pro-Tem Title
Date:
Member
Date:
ATTEST:
Clerk to the Board
APPROVED AS TO FORM:
Deputy Prosecuting Attorney
DocuSign Envelope ID: 31BE854D-C62D-4A1A-A0B0-02C1C85D83A2
Page 97 of 109
DocuSign Envelope ID: 0F9C4EC2-51F4-4594-BFA6-06568502AB85
Page 98 of 109
PascoLegendCity LimitsUGAProject Area012340.5MilesEXHIBIT BCITY OF PASCOPROJECT AREAPage 99 of 109
Submitted to:
Benton County GIS Department
620 Market Street
Prosser WA 99350
Anthony Von Moos, GIS Supervisor
Benton County Information Technology
Email: Anthony.VonMoos@co.benton.wa.us
Submitted by:
Geophex, Ltd.
605 Mercury Street
Raleigh, North Carolina 27603
Andrew Dawson
President
Email: adawson@geophexsurveys.com
Ph: (919) 578-8857 (ext. 101)
Fax: (919) 578-8849
Benton County WA
2022 Orthophoto Update – Revised Quote
Page 100 of 109
Geophex Ltd. Company Confidential
November 18, 2021 Quote# 20210004
Subject: 2022 Orthophoto Update – Revised Quote
To Anthony Von Moos,
Geophex Surveys would like to offer Benton County our professional orthophoto and photogrammetry
services for the County’s 2022 Orthophoto Update project. These services will include 4-inch
orthophotography for the urban areas of the City of Pasco, Prosser, Richland, West Richland and
Kennewick, and 1-foot resolution orthophotography for the entire Benton County area.
Project Areas
The Benton Country project areas are defined by the following diagram.
Benton Project Areas
Kennewick (4-inch) 42.61 mi²
Pasco (4-inch) 72.71 mi²
Prosser (4-inch) 11.91 mi²
Richland (4-inch) 73.60 mi²
West Richland (4-inch) 16.35 mi²
Total Urban Area: 217.18 mi²
Rural Area (1-foot) 1,333 mi²
Acquisition
The Benton County imagery will be captured by a Vexcel UltraCam Eagle M3 large format digital aerial
camera. The 4-inch photography will be flown with industry standard 60% forward and 30% side overlap
and the 1-foot photography will be flown with 80% forward and 30% side overlap. The 1-foot resolution
imagery is to be flown with higher forward overlap as autocorrelation methodology will be utilized to
generate the DEM for the orthophotography.
The aerial photography will be flown in early spring (late February to mid-March) weather permitting
during leaf-off conditions with the 4-inch resolution urban areas being flown as a priority.
Ground Control
The 2022 orthophoto update project will use existing ground control from previous projects wherever
possible, with airborne GPS and IMU data being utilized as a secondary control source for the aerial
photography. Any additional ground control required to meet the project accuracies will be provided by
Benton County in consultation with Geophex Surveys.
Page 101 of 109
Geophex Ltd. Company Confidential
DEM
Geophex Surveys will utilize and update the existing DEM for the 4-inch project areas, using the same
methodology and processes that we have done for the 2014, 2016, 2018 and 2020 Benton County
projects. The 1-foot resolution imagery will be rectified using an autocorrelated DEM generated from the
high forward overlap aerial photography. The autocorrelation methodology will provide a DEM that will be
generated faster and at a cost savings as compared to a traditionally collected DEM, while still providing
high accuracy data that will meet the project specifications for the 1-foot rectifications.
Please note that the auto-correlated 1-foot DEM is an internally generated software product used for the
orthorectifications, and is unavailable for delivery and unusable for other applications.
Processing
All aerial photography will undergo full aerial triangulation processing and will be rectified with current
DEMs to generate high accuracy orthophotography. All imagery will be also be radiometrically balanced
and seamlessly mosaiced to provide orthophotography that is even in tone and consistency. Prior to
delivery, all data will undergo a thorough quality control procedure.
Accuracy
The 2020 Benton County orthophoto update project will meet the required project accuracies of ±1ft
RMSE for the 4-inch resolution and ±3ft RMSE for the 1-foot resolution.
Deliverables
All project areas shall include:
• 4-band color (R,G,B,NiR) orthophoto imagery in 4-inch and 1-ft resolution as required
• Digital orthophoto tiles delivered in uncompressed, rectified GeoTIFF format
• Compressed tiles in ECW, JPG2000 and MrSID formats
• Updated DEM for the 4-inch orthophotography
• An ESRI shapefile containing all seamlines used for the orthophoto tiles
• Final digital data (orthophotography, 4-inch DEM ) shall be delivered on a USB 3 with USB 2 compatible
external hard drive
Schedule
• The aerial photography will be flown in early spring (late February to mid-March) weather
permitting during leaf-off conditions with the 4-inch resolution urban areas being flown as a
priority.
• Final deliverables will be completed approximately 16 weeks following confirmation of successful
acquisition of the aerial imagery.
Ownership
• Benton County and its partner cities will retain 100% ownership of the delivered data with no
restriction on use.
Project Experience
Geophex Surveys has extensive experience successfully providing orthophoto data to Benton County,
with our 2014, 2016, 2018 and 2020 projects meeting all project and accuracy specifications. Providing
geospatial data over multiple years allows for familiarity with specific project requirements resulting in a
more efficient workflow, and accumulation of valuable data including ground control. Geophex Surveys
would look forward to working with Benton County again for their 2022 orthophoto update program.
Page 102 of 109
Geophex Ltd. Company Confidential
Pricing
4-Inch Urban Orthophoto Area (mi²) % area Total cost
Pasco 72.71 33.5 $ 18,412.00
Kennewick 42.61 19.6 $ 10,790.00
Richland 73.60 33.9 $ 18,638.00
W Richland 16.35 7.5 $ 4,140.00
Prosser 11.91 5.5 $ 3,016.00
Total Benton Franklin Cities 217.18 100% $ 54,996.00
12-Inch County Orthophoto Area (mi²) % area Total cost
County Orthophoto 1333.00 100% $ 57,483.00
Total cost $ 112,479.00
• Applicable taxes not included.
• Invoicing will be monthly based on work complete
• This price is valid for 90 days
Sincerely,
Andrew Dawson
Email: adawson@geophexsurveys.com
Ph: (919) 578-8857 (ext. 101)
Fax: (919) 578-8849
Page 103 of 109
QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure by:
• Using Community Development Block Grant (CDBG) and other public and private capital to
revitalize older neighborhoods and safe routes to essential services.
• Continuing efforts toward designing, siting, programming needs, and site selection for a
community center and pursuing acquisition of land for future community park.
• Developing Phase I of the A Street Sporting Complex and continue efforts to provide additional
soccer and sports fields.
• Coordinating with the Pasco Public Facilities District to develop a public education campaign,
financial analysis and prepare a ballot measure concerning the development of a regional aquatic
facility for consideration by the people.
• Completing construction of a new animal control facility.
• Ongoing efforts to improve efficiency and effectiveness of public resources in the delivery of
municipal services, programs, and long-term maintenance and viability of public facilities.
• Collaborating with the Inclusion, Diversity and Equity Commission and community leaders to
enhance engagement efforts and organizational cultural competency.
• Updating design standards for the development of new neighborhoods and re-development to
promote greater neighborhood cohesion through design elements, e.g.: walkability, aesthetics,
sustainability, and community gathering spaces.
• Updating Parks and Facilities Comprehensive Plan to include: public facilities inventory, needs
assessment, level of service, and centers evaluation.
• Teaming with local and regional partners to develop a Housing Action Plan with a focus on strategies
that emphasize affordable housing.
FINANCIAL SUSTAINABILITY
Enhance the long-term financial viability, value, and service levels of services and programs, including:
• Regular evaluation of services and programs to confirm importance to community, adequacy, and
cost-benefit.
• Continuation of cost of service and recovery targets in evaluating City services.
• Ongoing evaluation of costs, processes and performance associated with delivery of City services
including customer feedback and satisfaction, staffing, facilities, and partnership opportunities.
• Instilling and promoting an organizational culture of customer service across all business lines.
• Updating policies relating to urbanization of the unincorporated islands to assure consistency with
long-range planning, community safety, and fiscal sustainability.
City Council Goals 2020-2021
Page 104 of 109
COMMUNITY SAFETY
Preserve past improvements and promote future gains by:
• Developing a Comprehensive Police Strategic Master Plan through a transparent process to evaluate
future service levels of the department to assure sustainability, public safety, and crime control over
the next 5-10 years.
• Collaborating with regional and community partners to evaluate and implement strategies to
reduce the incidence of homelessness.
• Leveraging and expanding partnerships to maintain and enhance behavioral health services to
community members in crisis being assisted by police and fire.
• Continuing efforts to improve police and community relations.
• Working to achieve and maintain target fire response times through operational improvements and
long-range strategic planning of facilities and staffing.
• Focusing on the long-term goal of sustaining a Washington State Rating Bureau Class 3 community
rating.
• Leveraging infrastructure database of sidewalks, streetlights and pavement conditions along with
evaluating policies and methods to address needs and inequities.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly-functional multi-modal transportation network through:
• Commencement and completion of construction of the Lewis Street Overpass project.
• Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor to improve operation
and safety.
• Data-driven pro-active neighborhood traffic calming efforts.
• Continued collaboration with Ben Franklin Transit to enhance mobility and access.
• Completion of a Transportation System Master Plan and utilization of its recommendations to
develop policies, regulations, programs, and projects that provide for greater connectivity, strategic
investment, mobility, multi-modal systems, accessibility, efficiency and safety.
ECONOMIC VITALITY
Promote and encourage economic vitality by supporting:
• Downtown revitalization efforts of Downtown Pasco Development Authority (DPDA), post-COVID
restart, and City initiatives such as Downtown Master Plan process and sign code modifications.
• The construction of Peanuts Park and Farmers Market and continued efforts to pursue streetscape
and gateway upgrades.
• The completion of the Comprehensive Land Use Plan Update and Broadmoor Master Plan efforts,
adoption of Urban Growth Area expansion alternative, implementation of adopted long-range
planning efforts with appropriate analysis and adoption of planning actions including: zoning code
changes, phased sign code update, and development regulations and standards.
• Increased efforts to promote the community as a desirable place for commercial and industrial
development by promoting small business outreach and assistance, predictability in project review,
and excellent customer service.
• Partnerships and encouragement of Department of Natural Resources (DNR) to facilitate
development of the remaining state-owned properties at Road 68/I-182.
Page 105 of 109
• Continued coordination with the Port of Pasco to complete and implement a waterfront-zoning
plan and provide for public infrastructure.
• Active partnerships in the planning and development of strategies to promote tourism and
deployment of assets to spur economic activity.
• In concert with community partners, development of a comprehensive economic development
plan.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion and image through:
• Continued efforts of community surveying through traditional methods and the application of new
technologies.
• Providing opportunities for community engagement through boards, commissions, volunteer
opportunities, social media, forums, and other outlets.
• Enhanced inter-agency and constituent coordination developed during the pandemic.
• Continued efforts of the community identity/image enhancement campaign to include promotion
of community and organizational successes.
• Enhanced participation and support of cultural events occurring within the community.
• Support of the Arts and Culture Commission in promoting unity and the celebration of diversity
through art and culture programs.
For more information, visit www.pasco-wa.gov/councilgoals
Page 106 of 109
CALIDAD DE VIDA
Promover una vida de buena calidad a través de programas de calidad, servicios e inversiones y
reinversiones adecuadas en la infraestructura de la comunidad al:
• Utilizar una Community Development Block Grant (CDBG) (Concesión de Ayuda Federal para el
Desarrollo Comunitario) y otro capital público y privado para renovar las vecindades antiguas y las
rutas seguras a los servicios esenciales.
• Continuar los esfuerzos hacia el diseño, las obras de construcción, las necesidades programáticas, y
la elección de dichas obras de construcción, para un centro comunitario y comprar el terreno para
un futuro parque comunitario.
• Desarrollar la 1era Fase del Sporting Complex (Complejo Deportivo) de la Calle A y continuar los
esfuerzos de proporcionar más campos de fútbol y de otros deportes.
• Coordinar con el Pasco Public Facilities District (Distrito de las Instalaciones Públicas de Pasco) para
desarrollar una campaña de educación pública, un análisis financiero, y preparar una propuesta
sobre el desarrollo de una instalación acuática regional para que sea considerada por el público.
• Terminar la construcción de una nueva instalación para el control de animales.
• Continuar los esfuerzos para mejorar la eficiencia y la eficacia de los recursos públicos en la entrega
de servicios municipales, programas, y el mantenimiento y la viabilidad a largo plazo de
instalaciones públicas.
• Colaborar con la Inclusion, Diversity and Equity Commission (Comisión de Inclusión, Diversidad, y
Equidad) y con los líderes comunitarios para mejorar los esfuerzos de participación y la capacidad
cultural organizacional.
• Actualizar los estándares de diseño para el desarrollo de nuevas vecindades y el redesarrollo para
promover más cohesión de las vecindades a través de elementos de diseño, p. ej.: viabilidad peatonal,
evaluación de las necesidades, sustentabilidad, y lugares donde se puedan reunir los miembros de
la comunidad.
• Actualizar el Parks and Facilities Comprehensive Plan (Plan Comprehensivo de los Parques y las
Instalaciones) para que incluya: un inventario de instalaciones públicas, una evaluación de las
necesidades, el nivel de servicio, y la evaluación del centro.
• Trabajar en equipo con colaboradores regionales para desarrollar un Housing Action Plan (Plan de
Acción para Viviendas) con un enfoque en las estrategias que enfatizan viviendas económicas.
SUSTENTABILIDAD FINANCIERA
Mejorar la sustentabilidad financiera a largo plazo, el valor, y los niveles de servicios y programas,
incluyendo:
• La evaluación regular de los servicios y de los programas para confirmar la importancia de la
comunidad, la capitalización adecuada, y el costo-beneficio.
Metas del Concilio de la
Ciudad del 2020-2021
Page 107 of 109
• La continuación del costo por el servicio y de las metas de recuperación al evaluar los servicios de la
Ciudad.
• La evaluación continua de los costos, los procesos y el desempeño relacionado con la entrega de los
servicios de la Ciudad incluyendo la retroalimentación y la satisfacción del cliente, el personal, las
instalaciones, y las oportunidades colaborativas.
• Inculcar y promover una cultura organizacional de servicio al cliente a lo largo de todas las líneas de
negocio.
• Actualizar las políticas relacionadas con la urbanización de las islas no incorporadas para asegurar
consistencia con la planificación a largo plazo, la seguridad comunitaria, y la sustentabilidad fiscal.
SEGURIDAD COMUNITARIA
Preservar las mejorías anteriores y promover las ganancias futuras al:
• Desarrollar un Comprehensive Police Strategic Master Plan (Plan Maestro Estratégico
Comprehensivo Policial) a través de un proceso transparente para evaluar los niveles futuros de
servicio del departamento para asegurar sustentabilidad, seguridad pública, y control de crímenes
durante los siguientes 5-10 años.
• Trabajar con colaboradores regionales y comunitarios para evaluar e implementar estrategias para
reducir los casos de personas sin techo.
• Hacer uso y ampliar las colaboraciones para mantener y mejorar los servicios de salud conductual a
los miembros de la comunidad que se encuentran en medio de una crisis, ayudados por la policía y
por los bomberos.
• Continuar los esfuerzos para mejorar la relación con la policía y con la comunidad.
• Trabajar para lograr y mantener el tiempo de reacción de los bomberos a través de mejorías
operacionales y la planificación estratégica de instalaciones y personal a largo plazo.
• Enfocarse en la meta a largo plazo de mantener una clasificación de la comunidad Clase 3 del
Washington State Rating Bureau (Departamento de Clasificación del Estado de Washington).
• Utilizar la base de datos de la infraestructura de las banquetas, los faroles, y las condiciones del
pavimento, como también evaluar las políticas y los métodos para tratar las necesidades y las
injusticias.
RED DE TRANSPORTE COMUNITARIO
Promover una red de transporte extremadamente funcional y multimodal a través de:
• El comienzo y el término de la construcción del proyecto Lewis Street Overpass.
• El énfasis continuo en las mejorías de la ruta Road 68/I-182/Burden Blvd. para mejorar la operación y
la seguridad.
• Los esfuerzos proactivos basados en datos para calmar el tráfico en las vecindades.
• La colaboración continua con Ben Franklin Transit para mejorar la movilidad y el acceso.
• El término del Transportation System Master Plan (Plan Maestro del Sistema de Transporte) y la
utilización de sus recomendaciones para desarrollar políticas, reglas, programas, y proyectos que
proporcionan más conectividad, inversiones estratégicas, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
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VITALIDAD ECONOMICA
Promover y motivar la vitalidad económica al apoyar:
• Los esfuerzos de renovación de la Downtown Pasco Development Authority (DPDA) (Autoridad de
Desarrollo del Centro de Pasco), el reinicio después de COVID, y las iniciativas de la Ciudad como el
proceso del Downtown Master Plan (Plan Maestro del Centro) y las modificaciones de los códigos de
anuncios.
• La construcción del Peanuts Park and Farmers Market (Parque Peanuts y el Mercado) y los esfuerzos
continuos para discutir paisajes urbanos y actualizaciones de entradas.
• El término de los esfuerzos de la Comprehensive Land Use Plan Update (Actualización
Comprehensiva del Uso de Terrenos) y los esfuerzos del Broadmoor Master Plan (Plan Maestro de
Broadmoor), la adopción de la alternativa de la expansión de Urban Growth Area (Área del
Crecimiento Urbano), la implementación de los esfuerzos de planificación a largo plazo con los
análisis adecuados y la adopción de acciones de planificación incluyendo: los cambios a los códigos
de zonas, la actualización de los códigos de los anuncios de las fases, y el desarrollo de las reglas y los
estándares.
• Más esfuerzos para promover a la comunidad como un lugar atractivo para el desarrollo comercial
e industrial al fomentar el alcance y la ayuda a los negocios pequeños, la predictibilidad en la
revisión de proyectos, y un excelente servicio al cliente.
• Las colaboraciones y la motivación del Department of Natural Resources (DNR) (Departamento de
Recursos Naturales) para facilitar el desarrollo de las propiedades restantes del estado en Road 68/I-
182.
• La coordinación continua con el Port of Pasco (Puerto de Pasco) para terminar e implementar un
plan de zonas costeras y proporcionar una infraestructura pública.
• Las colaboraciones activas en la planificación y el desarrollo de estrategias para promover el turismo
y la utilización de recursos para estimular actividad económica.
• Junto con los colaboradores de la comunidad, crear un plan comprehensivo de desarrollo
económico.
IDENTIDAD COMUNITARIA
Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen a través de:
• Los esfuerzos continuos para evaluar a la comunidad a través de los métodos tradicionales y la
aplicación de nuevas tecnologías.
• Proporcionar oportunidades para la involucración comunitaria a través de mesas directivas,
comisiones, oportunidades para voluntarios, medios sociales, foros, y otros medios.
• Una mejor coordinación entre las agencias y los constituyentes desarrollada durante la pandémica.
• Los esfuerzos continuos de campañas para la mejoría de la identidad/imagen comunitaria que
promuevan a la comunidad y a los éxitos organizacionales.
• Una mejor participación y apoyo de los eventos culturales llevados a cabo dentro de la comunidad.
• El apoyo de la Arts and Culture Commission (Comisión de Artes y Cultura) al promover la unidad y
celebrar la diversidad a través de programas de arte y cultura.
Para más información, visite www.pasco-wa.gov/councilgoals
Page 109 of 109