HomeMy WebLinkAbout2022.02.28 Council Workshop Packet
AGENDA
City Council Workshop Meeting
7:00 PM - Monday, February 28, 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
3 - 28 (a) American Rescue Plan Act (ARPA) Funds Business Support
Program with Pasco Chamber of Commerce Update
29 - 31 (b) Single Room Occupancy (SRO) Housing
32 - 35 (c) Discussion - Fire Services Financial Strategy
36 - 48 (d) Parks Off-Season Work & Activities
Dan Dotta, Facilities Manager, to Present PowerPoint on Winter
Projects for Facilities Division.
49 - 53 (e) Resolution - Bid Award for the Water Main Replacement - Maple
Drive AC Main (Road 100 to Road 103)
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54 - 61 (f) Resolution - Termination of Mid-Columbia Regional Cable
Commission & Interlocal Agreement
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
8. ADJOURNMENT
9. ADDITIONAL NOTES
62 - 67 (a) Adopted 2020-2021 Council Goals (Reference Only)
(b) REMINDERS
• Monday, February 28th, 4:00 PM: Hanford Area Economic
Investment Fund Advisory Committee Meeting – Ben
Franklin Transit Main Conference Room
(COUNCILMEMBER PETE SERRANO, Rep.)
• Thursday, March 3rd, 5:30 PM: Parks & Recreation
Advisory Board – P&R Classroom, Pasco City Hall
(COUNCILMEMBER DAVID MILNE, Rep.;
COUNCILMEMBER PETE SERRANO, 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.
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.)
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AGENDA REPORT
FOR: City Council September 9, 2021
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: American Rescue Plan Act (ARPA) Funds Business Support Program
with Pasco Chamber of Commerce Update
I. REFERENCE(S):
Powerpoint
Contract
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion.
III. FISCAL IMPACT:
None.
IV. HISTORY AND FACTS BRIEF:
On March 11, 2021, President Biden signed into law the American Rescue Plan
Act of 2021 (ARPA, HR 1319) to provide federal funding relief for American
workers, families, industries, and state and local governments. The Act provides
over $350 billion to states, counties, tribal governments, territories, and cities,
with a total of $17,464,312 allocated to the City of Pasco in two equal
installments during the calendar years 2021 and 2022.
In 2021, Council authorized up to $2.97M to create a Business Support Program
to assist small businesses and nonprofit organizations within the City of Pasco
that have suffered negative economic impacts as a result of the COVID -19 public
health emergency. As Council may recall, the initial $1M allocation of ARPA
funds was intended to provide not only grant assistance to businesses in need,
but create an education program to assist businesses in critical areas such as
accounting, regulatory compliance, business development, market analysis, and
inventory control/organization. Furthermore, the agreement allowed the
Chamber to create a business portal to provide local businesses with resources,
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programs, and other benefits. However, after significant interest from the
community early on, Council added additional funds to meet the demand and
decided to remove the educational and website elements from the contract with
the Pasco Chamber of Commerce and consider at a later date.
Through the course of the program, the Chamber allocated $1,655,000 of the
ARPA funds on behalf of the City to the businesses in form of grants. The
business assistance program has now closed and all pending items have been
resolved at the time of this presentation.
V. DISCUSSION:
This presentation is to update the Council on the results and lessons lea rned
from the program. Business assistance programs via CARES and ARPA grants
have provided the City an unprecedented view of the needs of the small business
community. The experience has demonstrated that the community could benefit
from assistance to counteract the negative impact of the pandemic, as well as,
assistance that reaches far beyond this. The business community, particularly
small and micro businesses, need opportunities to educate themselves on areas
that are not part of their expertise but are nevertheless a critical part of their daily
operations. An education program with a partnership between public and private
entities at a future date could be beneficial. Pasco Chamber of Commerce is
looking at various options and the right timing to emba rk upon this effort.
$1M in remaining funds is recommended to be de-obligated from this effort and
be reallocated to other Council priorities.
Chamber Executive Director Colin Hastings will provide an overview of the
Chamber's efforts.
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Image of the front page of the
brochure created to
encourage participation
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Image of the front page of the brochure created to encourage
participation
Image of the second page
of the brochure created to
encourage participation
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Image of the front page of
the brochure created to
encourage participation
in Spanish
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Image of the second page of
the brochure created to
encourage participation
in Spanish
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Application Parameters
•Business operating within the City of Pasco Limits with current Pasco business license
•Active Unified Business Identifier (UBI) Number
•Pre-COVID Annual Sales (2019)
•Total Gross Revenue April 1st 2019 to March 31st 2020
•Total Gross Revenue April 1st 2020 to March 31st 2021
•2019 & 2020 Federal Tax Returns
•Receipts & Documentation of eligible expenditures
•Signed W-9
•Applications were reviewed by a committee of 3 made up from small business owners and a banking executive
Application Process
•Application process opened August 16th 2021, initially closed September 14th 2021
•Of the 177 applications, 10 were 100% complete when submitted
•Approximately 20 applicants were late 2020 federal tax return filers, deadline extended to October 22 nd 2021Page 13 of 67
Data for all applicants –177 (27 never completed or withdrew the application)
•135 Applicants have already received form of COVID Relief
•39 companies claimed they were losing money from the pandemic
•Woman Owned –91
•Minority Owned –115
•HUD Section 3 -1
•Non-Profits –7
•Black or African American –3
•Asian –6
•Hispanic, Latino or Spanish Origin –150
•White –12
•Other –2Page 14 of 67
Data for all awardees 86
•Woman Owned –44
•Minority Owned –50
•Non-Profits –2
•Black or African American –1
•Asian –5
•Hispanic, Latino or Spanish Origin –70
•White –6
•Other –1
•267.5 employees
•Over $29 million in annual revenue prior to the pandemic
•$16.9 million in annual revenue during the prescribed period of the pandemic
•Requests of $2,198,651.00 amounted requested
•$1,654,936.50 in grants dispersedPage 15 of 67
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Lessons Learned
•Demand was greater than the anticipated $500,000 during the enrollment period. Council acted and
approved up to $2,700,000 in additional grant dollars to meet total requests.
•18 applicants were able to provide profit and loss statements for the prescribed period (Total Gross
Revenue April 1st 2019 to March 31st 2020 & April 1st 2020 to March 31st 2021)
•Approximately 20 applicants opened in 2019 (pre-pandemic) but didn’t have a full year of financials.
Their financials (based on information they provided and tax returns) were put into a grant calculation
that modelled what their revenue would have been had they operated all of 2019.
•1/3 of applicants file business tax returns with their personal social security number.
•Almost all daycare applicants received WA State Department of Children, Youth and Families Funding;
many didn’t report the revenue.
•A large percentage of applicants don’t have a grasp of proper financial management procedures. Many
have complete faith in their tax preparers abilities even in some cases where federal taxes were
improperly filed.
o This detriment in lack of financial aptitude or proper reporting puts businesses at risk and would
preclude them from opportunities to get loans from financial institutions.Page 17 of 67
Examples of Financials submissions from some applicants
Page 18 of 67
Collectively over 2000-man hours of time for this project
$1,654,936.50 total grants
Questions?Page 19 of 67
AMERICAN RESCUE PLAN ACT AGREEMENT Between City of Pasco
and
Greater Pasco Area Chamber of Commerce
THIS AGREEMENT is made and entered into by and between CITY of Pasco, a municipality within the State of Washington, with its principal offices at 525 N 3 rd Ave, Pasco,Washington 9930 l (hereinafter "CITY"), and the Greater Pasco Area Chamber of Commerce, a Washington non-profit corporation with its principal address at l I l 0 Osprey Pointe Boulevard, Suite 101, Pasco WA 99301 (hereinafter "CONTRACTOR,.) WHEREAS, on March 11, 2021, the American Rescue Plan Act (H.R. 1319), § 4001, ("ARPA") was signed into law providing federal funding relief for American workers, families, industries, and state and local governments; and WHEREAS, on May 10, 2021, the United State Department of Treasury released an interim final guide on allowed uses of funds and all ocated $350 billion for state, local, territorial, and Tribal governments from the American Rescue Plan Act Fund; and WHEREAS, the City received $8,732,156 of its $17,400,000 in allocation on June 8, 2021; and WHEREAS, the City desires to allocate a substantial portion of its share of the ARPA Fund allocation to the -� ARPA Business Support Program" to assist small businesses and nonprofit organizations within the City of Pasco that have suffered negative economic impacts as a result of the COVID-19 public health emergency; and WHEREAS, under section 602(c)(3.) of ARPA, the City may transfer funds to a private non-profit entity for the purpose of meeting ARPA's goals: and WHEREAS, the City has determined that engaging with Contractor would yield efficiencies in time and process in the development and implementation of the Business Suppo11 Program that are not available to the City alone. NOW THEREFORE, in consideration of the mutual benefits and covenants contained herein, the parlies agree as foJlows: l.Contract Documents. This Agreement consists of this Agreement and the followingattached Exhibit A, which is incorporated herein by this reference.2.Duration of Contract. The tenn of this Agreement shall begin when executed by bothparties and shall expir� on September 30, 2024.ARPA Agreement -Greater Pasco Area Chamber of Commerce - I
Page 20 of 67
3. S ervices Provided. Contractor shall perform ARP A grant implementation, education,
and portal creation functions and services for the City for the duration of the Agreement,
as detailed in the Scope of Work and made part of this Agreement. All City funds
provided under this Agreement shall be used for the purposes of fonding the ARPA Act
Business Support Program totaling $1,000,000.
4. Contract Rep resentatives. The parties' representatives are as follows:
For Contractor
For City:
Colin Hastings. Executive Dtrector
Pasco Chamber of Commerce
1110 Osprey Pointe Blvd., Suite 10 I 0
Pasco, WA 9930 l
David K. Zabe11, City Manager
City of Pasco
525 N. 3'd Ave.
Pasco, WA 9930 I
A party may change its representative by providing prompt written notice to the other
party.
5. Com pensation and Invoicin g. The parties acknowledge that Federal funding, passed
through the City, is made available to support Contactor personnel in their work on
ARPA Business Support Program development and implementation of services described
in this Agreement. To compensate Contractor for the work to be performed under this
agreement, the City agrees to pay the Contractor the amount that is 15% to 20% of the
contract amount. The Contractor shall submit an invoice to the City on a quarterly basis.
Contractor shall provide the City with the necessary information to meet the City's
reporting requirements to the US Depa1tment of Treasury. These include maintaining
adequate records to demonstrate funds are utilized in accordance with the purposes of
ARP A, along with the recipient, amount, and date of transfer. The City may request
additional information, as needed, to meet Treasury guidelines. No invoices may be
submitted after October 31, 2024. The City shall make payments within twenty-eight (28)
days of receipt of the invoice from the Contractor.
6. Amendment and Changes in Work. No amendment, modification, or renewal of this
Agreement shall be effective, unless set forth in a written amendment signed by both
paiiies.
7. Hold Harmless and Indemnification.
7.1 The Contractor shall hold harmless, indemnify, and defend the City and its
officers, officials, employees and agents from and against any and all claims,
actions, suits, liabilities, losses, expenses, damages, and judgements of any nature
whatsoever, including reasonable costs and attorney's fees in defense thereof, for
injury, sickness, disability, or death to persons or damage to property or business,
ARP A Agreement -Greater Pasco Area Chamber of Commerce -2
-I
Page 21 of 67
arising in connection with the work performed under this Contract, or caused or
occasioned in whole or in part by reason of the presence of the Contractor, or its
subcontractors or their property upon or in proximity of the property of the City.
Provided, that the Contractor's obligation hereunder shall not extend to the injury,
sickness, death, or damage caused by or arising out of the sole negligence of the
City or its officers, officials, employees, or agents.
7.2 In any and all claims against the City and its officers, officials, employees, and
agents by any employee of the Contractor, any subcontractor, anyone directly or
indirectly employed by any of them, or anyone for whose acts any of them may be
liable~ the indemnification obligation under this section shall not be limited in any
way by any limitation on the amount or type of damages, compensation, or
benefits payable by or for the Contractor or subcontractor under Workers
Compensatjon acts, disability benefits acts, or other employee benefit acts, it
being clearly agreed and understood by the parties hereto that the Contractor
expressly waives any immunity the Contractor might have under such laws,
including but not limited to Title 51 of the Revised Code of Washington. By
executing this Contract, the Contractor acknowledges that the foregoing waiver
has been mutually negotiated by the parties and hat the provisions of this section
shall be incorporated, as relevant, into any contract ~he Contractor makes with any
subcontractor or agent perfo1ming work hereunder. Contractor obligations under
this Section 7 shal1 survive termination and expiration of this Contract.
7.3 The Contractor's obligations hereunder shall include, but are not limited to,
investigating, adjusting, and defending all claims alleging loss from action, enor,
or omission, or breach of any common law, statutory, or other delegated duty by
the Contractor, or the Contractor's employees, agents, or subcontractors.
8. Insurance.
8.1 Workers Compensation: Contractor shall comply with all Washington State
Workers Compensation laws. Except as prohibited by law, Contractor waives all
right of subrogation against the City for recovery of damages to the extent they
are covered by workers compensation, employer's liability, commercial liability
or commercial umbrella liability insurance.
8.2 Commercial General Liability [nsurance: Contractor shall maintain commercial
general liability coverage for bodily injury, personal injury and property damage,
subject to limits of not less than two million dollars ($2,000,000) per occurrence.
The general aggregate limit shall apply separately to this Contract and be no less
than two million dollars ($2,000,000). Contractor shall provide certificate of such
insurance to City's representative prior to start of work, with City as Certificate
Holder.
8.3 Verification of Coverage and Acceptability of Insurers: All insurance required
under this Contract shall be issued by companies admitted to do business within
ARP A Agreement -Greater Pasco Area Chamber of Commerce -3
Page 22 of 67
the State of Washington and have a rating of A-, Class VII or better in the most
recently published edition of Best's Reports.
9. Termination. The City may terminate this Contract in whole or in part whenever the
City detennines, in its sole discretion that such tern1ination is in the best interests of the
City. The City may tenninate this Contract upon giving ( 10) days written noticed by
certified mail to the Contractor. In that event, the City shall pay the Contractor for
invoices previously submitted in accordance with this Agreement and a pro-rata payment
for the portion of the month for which services were rendered prior to the date any such
tennination is effective.
10. Comp liance with Laws. The Contractor, shall comply wlth all applicable federal, state,
and local laws, rules and regulations in performing this Agreement, including, but not
limited to, prevailing wage laws.
1 t. .Nond iscrimination. The Contractor, its assignees, delegates, or subcontractors shall not
discriminate against any person in the performance of any of its obligations hereunder on
the basis of race, color, creed, religion, national origin. age sex, marital status, veteran
status, or the presence of any disability.
12. Dis putes. Differences over the Contractor's perfom1ance will be promptly addressed in
writing by the aggravated party in order that such matters may be settled, or other
appropriate action promptly taken. Any dispute relating to the quality or acceptability of
performance and/or compensation due the Contractor shall be decided by the City's
Contract Representative or designee. All rulings, orders, instructions, and decisions of the
·city's Contract Representative shall be final and conclusive, subject to Contractor's right
to seek judicial relief. Prior to seeking judicial relief, the parties agree to meet in good
13.
14.
15.
faith to discuss and attempt to resolve any issues. In the event the parties are unable to
reach an agreement on the dispute, the parties agree to submit their dispute to binding
arbitration pursuant to the Uniform Arbitration Act RCW 7.04A, et seq. Venue shall be
Franklin County Superior Court, and the parties agree that the laws of the State of
Washington shall govem any dispute, to the extent pennitted by law.
Entire A g reement. The parties agree that this Agreement is the complete expression of
the agreement. Any oral or written represenlatives or understandings not incorporated in
this Contract are specifically excluded.
Notices. Any notices shall be effective if personally served upon the other party if mailed
be registered or certified mail, return receipt requested, to the addresses set out in Article
4 above. Notice may also be given by facsimile with the original to follow by regular
mail. Notice shall be deemed to be effective three (3) days following the date o,f mailing
or immediately of personally served.
Inde pendent Contractor. Nothing herein shall be constmed as creating an agency
relationship. The City shall not control the manner in which Contractor perfonns its
duties under this agreement, and the parties agree the Contractor shall perform these
ARP A Agreement -G realer Pasco Area Chamber of Commerce -4
Page 23 of 67
duties as an independent contractor. The Contractor shall maintain independent discretion
over the manner in which it perfom1s the services under this agreement, and the City's
authority to terminate the agreement shall not be constmed as an ability to manage how
Contractor performs its duties under this agreement.
16. Severability. If any portion of this agreement is found to be unenforceable, the remaining
provisions shall be enforceable and shall not render the contract void.
IN WITNESS WHEREOF, the parties have caused this Agreement to the signed by
their duly constituted legal representatives and is effective on the last date · ned.
Dave abell~ C ty Manager
c~ of Pasco .,kh ~ ft "' ..... ...,. ....__,_ ' , 1)&r,Ji ~~ ~
Dated: ~ f.o/ 1.0 &{
ATTEST:
~&L
Debra Barham, CMC
City Clerk
Colin Hastings, Execu v · Director
Greater Pasco Chambe f Commerce
Dated: __ i ...a.........} /_Co--+-/ _2ozJ __ _
ARPA Agreement-Greater Pasco Area Chamber of Commerce -5
Page 24 of 67
Exhibit A
City of Pasco American Rescue Plan Act (ARPA) for Businesses Support Program
City of Pasco, WA is initiating a request for proposal from the Pasco Chamber of Commerce for
utilization of American Rescue Plan Act dollars to support local businesses that have been
severely affected by the COVID-19 pandemic and the executive orders by the Governor of
Washington regulating business activities.
City of Pasco has approximately $1,000,000 to assist affected businesses in fonn of grant
distribution, business education, and business portal creation.
Background of organizations:
Greater Pasco Area Chamber of Commerce
The Pasco Chamber of Commerce is a nonprofit federally recognized 50l(c)(6) focused on
business and economic develo pment in Pasco, Washington. The Pasco Chamber of Commerce
mission is to foster a vibrant local business environment and to enhance the quality of life in our
reg10n.
The Pasco Chamber of Commerce was established in 1912 and has served as the "front door" for
tens of thousands of individuals and businesses for l 00 years. From business to agriculture to
education, the Chamber is a major supporter of the Greater Pasco Area.
Pasco Chamber of Commerce Leadership
Jason Hogue, American Family Insurance, President of the Board
Joe Roach, Atkins Engineering, Immediate Past President
Tara Wiswall, Edward Jones, Past President
Randy Hayden, Port of Pasco, Vice President
Kim Fall, Conover [nsurance, Vice President
Dave Zabell, CITY of Pasco, Board member
Delt Clark, Christensen Inc., Board member
Vicki Haines, Atomic Dermatology, Board member
Shane Edinger, Pasco School District, Board member
Derrel Ebert, Tri-CITY Dust Devils, Board member
Nick Punch, Baker Boyer Bank, Board member
Rob Di Piazza, Hometown Values Magazine, Board member
Janet Mick, Minuteman Press, Board member
Rolando Rodriguez, Sol Case Management, Board member
Brief background of staff who will be involved in providing services under the proposed
cont,·act.
Colin Hastings, Executive Director of the Pasco Chamber of Commerce
ARP A Agreement -Greater Pasco Area Chamber of Commerce -6
I
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Prior to accepting the Executive Director position for the Pasco Chamber in 20 l l, Mr.
Hastings and his wife owned a couple of small service-retail businesses and operated a
small cherry orchard outside of Pasco.
Mr. Hastings sits on the Hanford Area Economic Investment Fund (hanfordfund.com).
Meier Architecture & Engineering Board of Directors, and serves as Chairman of the
Board of Directors for the Annual Water Follies event featuring Unlimited Hydroplane
Races held each year in the Tri-Cities. He is also on the Board of Directors for the Pasco
Kiwanis Club, Pacific Technology Alliance promoting rural broadband access and the
Washington Policy Center Eastern WA Advisory Board. Mr. Hastings graduated from
Seattle University with a degree in Business Administration.
Contact information.
Colin Hastings, Executive Director, Pasco Chamber of Commerce
1110 Osprey Pointe Boulevard Suite t 0 I
Pasco, WA 9930 l
www.pascochambe r.org
509-547•9755
City of Pasco Business Support Program to address negative economic impacts of COVID-/9
pandemic
1. Create accessible and bilingual business assistance grants available for businesses. Grants
can be distributed in increments ofup to $30,000 based on need and proof ofrevenue loss
during the period of March 27, 2020 to December 31, 2021. Businesses located in City
of Pasco and demonstrating adverse effects financially will be eligible to apply.
2. Create business education programs to assist them in following areas:
a. Accounting
b. Regulatory Compliance
c. Business development
d . Market analysis
1. External analysis
2. Internal analysis
3. Business Plan implementation
4. Hiring Pracli<.:es
e. Inventory control/organization
l. Operational needs
2. Minimize overhead
3. Creation of business portal
ARP A Agreement -Greater Pasco Area Chamber of Commerce -7
Page 26 of 67
The Business Support Program will approach this engagement with a tiered approach:
l. Create a bilingual culturally competent media outreach campaign to targeted businesses
using print, radio, social media (Facebool<-El Face), WhatsApp, television and through
collaboration with the non-profit organizations to educate small/minority business owners
of the eligibility for grant dollars. Emphasis wi11 be placed on meeting the business
where they are at, which can include face to face interactions.
2. Targeted businesses will be encouraged to apply online with easy-to-use fillable fonn. A
committee will be formed to review the applications to ensure businesses are eligible and
meet the criteria for the grant.
3. The Pasco Chamber Board of Directors representatives will fonn a committee to make
the detennination dispersing grants to eligible applicants.
To accommodate the intensive effort involved in deploying diverse communication effort to
reach out to local businesses and education efforts, City of Pasco will provide 15%-20% in
administrative cost of the program. Greater Pasco Chamber of Commerce will provide City of
Pasco with bi-annual reports with:
I. Breakdown of administrative costs by program areas :
a. Labor
b. Marketing
c. Software Purchase
d. Professional Services
ARP A Agreement -Greater Pasco Area Chamber of Commerce -8
-I
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Exhibit A
AMENDMENT NUMBER 001 to
PROFESSIONAL SERVICES AGREEMENT
Business Support Program
WHEREAS, the City and Pasco Chamber of Commerce entered into a Professional
Services Agreement on July 6 2021 to administer City’s Business Support Program.
WHEREAS, the demand for business assistance grant is higher than anticipated. Council
instructed staff to pause certain sub-programs to focus resources on business assistance grant, as
well as, add additional funds to the business assistance sub-programs.
NOW, THEREFORE, this agreement is amended to allow to provide changes to
services agreed as described below.
1. Scope of Work:
Pause following subprograms until reprioritization of American Rescue Plan Act
(ARPA) funds are completed and the subprograms are selected for funding.
· Create business education programs to assist them in following areas:
i. Accounting
ii. Regulatory Compliance
iii. Business development
iv. Market analysis
1. External analysis
2. Internal analysis
3. Business Plan implementation
4. Hiring Practices
v. Inventory control/organization
1. Operational needs
2. Minimize overhead
· Creation of business portal
2. Authorized Amount:
The direct allocation for business assistance grant is not to exceed the amount of
$2,700,000 in total, and administrative cost is not to exceed the amount of $270,000.
DATED THIS _____ DAY OF ___________ , 2021.
CITY OF PASCO: PASCO CHAMBER OF COMMERCE:
Dave Zabell, City Manager Colin Hastings, Executive Director
ATTEST: APPROVED AS TO FORM:
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 28 of 67
AGENDA REPORT
FOR: City Council February 23, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
FROM: Rick White, Director
Community & Economic Development
SUBJECT: 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 is a follow-up to a memorandum provided to the City Council at the February
14 Workshop on the recent development of single-room occupancy (SRO)
projects in Pasco and the greater Tri-Cities. SRO housing is 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 typically provide common-area kitchens and bathrooms in
lieu of separate facilities for each unit; however, a few units may have individual
kitchens and bathrooms.
The Pasco City Council adopted local regulations allowing SRO housing in
February 2019, via Ordinance No 4425. 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
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The City has received three (3) land use applications (Conditional Use Permits),
as of February 2022, for an estimated 299 SRO dwellings. Each application has
proposed the conversion of hotels to permanent housing.
Benefits and Challenges
While commonly viewed as an affordable housing solution for individuals
experiencing homelessness, single-room occupancy units provide an option for
a variety of residential needs and situations. 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 livin g
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 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 may pose challenges for the city. The 299 SROs
approved in Pasco represent approximate ly 7% of hotel rooms in the Tri-Cities,
based on reported hotel rooms from Visit Tri-Cities. It's 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-American the for Estimates Community Year
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. 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.
The conversion increasing housing affordability crisis has made the of
underutilized real estate assets an option for potential homes. In 2020, the hotel
occupancy rate plunged to 37% (according to Smith Travel Research) as the
COVID-19 pandemic severely cut leisure and business travel and events. A May
2021 report from the National Association of Realtors indicated that due to the
lack of supply, rental housing has become increasingly unaffordable, especially
for low-income households. In almost every state, low-income households
(earning less than 80% of the median household income) typically spent more
than 30% of their income on rent in 2019. The findings of that report stated that
Page 30 of 67
the conversion of vacant hotels/motels is (one of many) solutions to address both
the underutilization of hotels and motels and help alleviate the housing shortage.
V. DISCUSSION:
There are a variety of factors that may benefit from evaluation for the
development of SRO housing. These include, but are not limited to:
• Assessment of current development standards
• Study of anti-displacement strategies and protective measures
• Coordination with Visit Tri-Cities, Lodging Tax Advisory Committee, and
housing stakeholders
• Consideration within the Pasco Housing Action and Implementation Plan
and the Tri-Cities Consolidated Plan
issued have conversions hotel been three Pasco in Although separate
conditional use permits, none of those three have been issued a building permit
for the actual physical conversion, but all are vested under current regulations.
A number of options are present for Council and include:
• Take no further action and let the market dictate the rate and timing of
conversions - recognizing that the City is going through a Housing
Capacity offer will which summer) Plan completion (estimated in
additional insights for consideration:
• Establish a moratorium on the conversion process and reassess after
completion of the Housing Capacity Plan - recognizing that establishing a
moratorium requires a set standard of process and is limited in duration;
and
• Repeal the applicable ordinance establishing the SRO process in the
Pasco Municipal Code.
Council discussion on this issue is welcome.
Page 31 of 67
AGENDA REPORT
FOR: City Council February 19, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
FROM: Richa Sigdel, Finance Director
Finance
SUBJECT: Discussion - Fire Services Financial Strategy
I. REFERENCE(S):
None
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
None at this time.
IV. HISTORY AND FACTS BRIEF:
The City of Pasco continues to experience rapid growth, adding an estimated
50,000 people to its population between 2018 and 2038. Growth that has
already occurred, coupled with anticipated growth will result in impacts across
all areas of the City. Specifically; the eastern portion of the City is already
experiencing significant expansion in the industrial sector with new industries
and the expansion of existing partners, to the west, a significant level of growth
in the form of large commercial properties, single and multi-family residential
development, as well as the City's largest long-term care facility (450+ beds) are
anticipated to materialize over the next two to five years, while the remainder of
the City will continue to in-fill. All of these additions will increase demand for both
fire and ambulance services.
As the City has been on the forefront in preparing for the accommodation of
known and anticipated growth patterns, the need for new additional Fire Stations
within the next five years is well known. To that end, Council, with the support of
the community, has already relocated Fire Station 83 to the heart of its service
area significantly reducing response times, developed a permanent Fire Station
84, and made significant investments into Fire Stations 81 and 82 to modernize
Page 32 of 67
these two facilities. These investments along with others into Fire response have
allowed the City to attain a Protection Class 3 rating by the Washington Survey
and Rating Bureau (WSRB), saving all properties within the City the cost of
higher fire insurance premiums.
Each Fire Station with its complement of fire and ambulance service units is
assigned to a specific area of the City. However, the stations work in tandem
with each other, responding to other areas of the City when the primarily
assigned fire station is busy with other calls. As such, high call volumes impact
the whole system rather than just the assigned fire station. For the past three
years call volumes have steadily risen.
While the aforementioned investments have largely brought the City into balance
for today's conditions, additional investment will be necessary to maintain the
current Council standard of a maximum of six minute response time 90% of the
time for emergency fire and ambulance services, and maintaining the
aforementioned Protection Class 3 rating.
To serve the diverse contingent of residents and businesses, a fiscally sound,
sustainable, and equitable plan to bring these facilities into service is critical.
The fire service for the City is funded by General Fund revenue. Sales, utility,
and property taxes are major revenue sources for the General Fund. Ambulance
services are separate from City's General Fund activities and are mainly funded
by a monthly availability fee to City households and businesses, as well as
transport fees for patients utilizing the City's ambulance services. Council also
authorizes an annual $420,000 subsidy from the General Fund to the Ambulance
Fund to support operations.
V. DISCUSSION:
As recently discussed with Council, due in part to increased call volumes over
the past few years, anticipated in-fill, and the growth in the Eastern and Western
portions of the City, staff, through master and strategic planning efforts, have
identified the need for an additional three Fire Stations in the next five years to
fully meet the needs of our growing community. Council has already made
provisions for the development of the three new stations in the adopted budget
and 2022-2027 Capital Improvement Plan.
The approximate capital cost for each fire station is expected to be $9,500,000
($8 million in construction and $1,500,000 in apparatus) in current value, roughly
five percent higher than represented in the CIP, this is due to rapidly increasing
costs of construction, which may subside in the future prior to construction.
To maintain their stated goals and transform these three planned facilities into
reality, the City will need to identify potential funding sources to support
Page 33 of 67
construction. Similarly, the annual cost to operate the new stations will be
significant. The estimated annual operating cost from the City's General and
Ambulance Funds for a fully staffed fire station (fire and ambulance units) in
current value is approximately $3,900,000.
Based on the aforementioned master and strategic planning efforts, staff is
proposing the construction of the future fire stations as follows:
• 2022-2023 Station 85 - Serving the west and northwest commercial areas
of the city.
• 2026-2027 Station 86 - Serving future northwest residential expansion.
• 2024-2025 Station 87 - Serving the industrial areas along Highway 395.
The City has at its disposal several funding options for capital and operational
costs of the needed fire stations. Council has made prudent financial choices
over the years resulting in current General Fund reserves being at healthy levels.
However, there are significant, and competing, demands on reserve balances
with major capital investments possible in facilities, land, and similarly needed
changes to appropriately size the City's other departments based on the above-
discussed growth in population and demand, etc.
To provide an adequate and reliable funding source for the stations and their
ongoing operation, will require a new funding so urce outside of fund reserves.
The following options, individually or in coordination with one another, hold the
potential to generate sufficient revenues in a sustainable manner.
1. Levy Lid Lift - The City's current levy rate is $1.465 per $1,000 of
assessed valuation, a declining rate over the last two decades. This
decrease is a function of a higher rate of increase in assessed valuation
of City located properties compared to the property tax levy being
assessed on such properties, attributable to significant growth and
recently, coupled with increased valuation properties in general. As per
the laws of Washington State, the City can collect up to $3.60/$1,000,
however, this amount does not sup ersede the restriction of the increase
to property taxes by 1% each year. This merely means that while the levy
capacity of the City is $3.60 per thousand assessed value, the City can
only collect the $1.465 per thousand assessed value unless the City goes
to voters to approve a levy lid lift. There are two types of levy lid lifts;
single-year lifts (sometimes known as “one-year,” “one-bump,” “basic,” or
"original" lifts) and multi-year lifts. However, these names can be
confusing, since “single-year” levy lid lifts typically last for multiple years
too. With a single-year lid lift, you can exceed the 1% annual limit for one
year only, and then future increases are limited to 1% (or inflation) for the
remainder of the levy. With a multi-year lid lift, you can exceed the 1%
annual limit for up to 6 consecutive years. All levy lid lifts require a simple
majority (51%) with no validation requirements
Page 34 of 67
2. Emergency Medical Services (EMS) Levy - Local governments in
Washington State may, with voter approval, impose a property tax of up
to $0.50 per $1,000 assessed value for emergency medical services
(EMS) under RCW 84.52.069. This levy would require a levy lid lift as in
the option mentioned above. However, the usage of the funds would be
restricted in use. Operational costs for Fire services need to be borne by
General Fund. The initial imposition of a 6-year or 10-year EMS levy
requires at least a 60% supermajority vote, subject to validation (minimum
voter turnout) requirements.
3. Fire Impact Fee - Fire Impact Fees are one-time charges assessed by
local governments against a new development project to help pay for new
or expanded public facilities that will directly address the increased
demand towns and cities, Counties, development. that by created
planning under the Growth Management Act may impose impact fees for
public streets and roads, publicly owned parks, open space, recreation
facilities, and fire protection facilities.
Impact fees are only allowed to be spent for capital expenditure. A fire
impact fee would be unlikely to generate sufficient revenues to fund a new
fire station, let alone in a timely manner. The City would need to explore
other funding sources for the operational costs of the fire stations. Options
for operational expenses include:
a. Increase the availability and transport fee for City's Ambulance
services.
b. Utilize General Fund reserves for Fire services until additional
property and sales taxes are recouped attributable to the growth.
As Council knows, the balance and decision between having growth pay for
growth or applying the expenses at the broader, City-wide, the level is always
difficult. There are many factors and advantages to growth that could offset the
expenses incurred to accommodate such growth in the form of greater sales tax,
increased employment opportunities, and improvements in quality of life.
However, there is a desire to ensure equity in charging for services. Thus, staff
recommends that the Council explore further, a layered approach including, 1)
the potential creation and implementation of Fire Impact fees to partially fund the
capital expenditures for the new Fire Stations 2) an update of Ambulance service
fees to account for expanded service area availability and demand, and 3) the
possible utilization of new (incremental) taxes to fund additional Fire capital and
services.
Page 35 of 67
AGENDA REPORT
FOR: City Council February 9, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
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 36 of 67
City Council –February 14, 2022Page 37 of 67
Facilities Projects 2021-2022
Page 38 of 67
Memorial Bathroom
Fresh Paint & Epoxy Coated floor
Vandal Proof Soap Dispensers
Flush Mount Exit Buttons.Page 39 of 67
Boulevard Trees Page 40 of 67
Chiawana Tree Removal
Page 41 of 67
Roadway Landscape Improvements Page 42 of 67
Multi-Use EquipmentPage 43 of 67
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 44 of 67
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 45 of 67
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 46 of 67
Lighting Upgrades
•LED lighting conversion grants with PUD
•Power consumption reduced
•Less long-term maintenance
•Modernizing the fixtures at the same time
Page 47 of 67
Questions? Page 48 of 67
AGENDA REPORT
FOR: City Council February 15, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
FROM: Steve Worley, Director
Public Works
SUBJECT: *Resolution - Bid Award for the Water Main Replacement - Maple Drive
AC Main (Road 100 to Road 103)
I. REFERENCE(S):
Resolution
Bid Tabs
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
Proposed Contact Award: $325,950.95
2021-2022 Adopted Budget: $412,973.23 from Water Fund (Fund 411)
IV. HISTORY AND FACTS BRIEF:
The Water Main Replacement - Maple Drive AC Main (Road 100 to Road 103)
is included in the 6-year Capital Improvement Program (CIP).
This project will replace approximately 1,200 linear feet of existing 6" asbestos
concrete water line with an 8" ductile iron pipe along Maple Drive connecting the
water mains along Road 100 and Road 103. The project will also install a ne w
fire hydrant.
This connection will loop the water system and improve flow characteristics of
the system. Looping the system with properly sized water mains provides
increased flows and pressures that help ensure adequate fire protection. This
project will also improve water quality for customers in this area by reducing the
need to flush the system due to the existing dead end lines.
Page 49 of 67
This line was prioritized in the capital plan due to frequent repairs required, which
caused unplanned service interruption to users and increased O&M costs.
V. DISCUSSION:
The project was advertised for bids on January 21, 2022. On February 10, 2022
bids were publicly opened. A total of seven (7) bids were received.
The lowest responsible, responsive bidder is P&H Construction, LLC. of Loon
Lake, WA in the amount of $325,950.95. The Engineer's Estimate was
$340,732.50.
Based on the bids received, the project is anticipated to be completed within
budget and no budget adjustments are necessary at this time.
The Engineer of Record and City staff completed the review of the bid submittal
and found no exemptions or irregularities.
Staff recommends award of the contract to P&H Construction, LLC. of Loon
Lake, WA.
Page 50 of 67
Resolution – Bid Award for the Water Main Replacement –
Maple Drive AC Main (Road 100 to Road 103) project - 1
RESOLUTION NO. ______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON, AWARDING BID NO. 20030 FOR THE WATER MAIN
REPLACEMENT - MAPLE DRIVE AC MAIN (ROAD 100 TO ROAD 103)
PROJECT TO P&H CONSTRUCTION, LLC. OF LOON LAKE, WASHINGTON
AND FURTHER AUTHORIZE THE CITY MANAGER TO EXECUTE THE
CONTRACT DOCUMENTS AND ALLOWING ALL NECESSARY BUDGET
ADJUSTMENTS.
WHEREAS, the City of Pasco has an identified capital improvement public works project
described as the Water Main Replacement - Maple Drive AC Main (Road 100 to Road 103)
project; and
WHEREAS, this project includes installation of a new water main, as replacement of the
existing water main, located along Maple drive between Road 100 and Road 103; and
WHEREAS, the City solicited sealed public bids for this project, identified as the Water
Main Replacement - Maple Drive AC Main (Road 100 to Road 103) project; and
WHEREAS, on February 10, 2022, at 2:00 p.m., Seven (7) bids were received and opened
by the City; and
WHEREAS, the lowest responsive bidder was P&H Construction, LLC. with a Bid of
$325,950.95, the Engineer’s Estimate was $340,732.50; and
WHEREAS, the bid documentation was reviewed and the bidder was determined to be
responsible and responsive.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
That the City hereby awards the Water Main Replacement - Maple Drive AC Main (Road
100 to Road 103) project to P&H Construction, LLC. of Loon Lake, Washington in the amount of
$325,950.95, including Washington State Sales Tax; and
Be It Further Resolved, that this Resolution shall take effect and be in full force
immediately upon passage by the City Council.
Page 51 of 67
Resolution – Bid Award for the Water Main Replacement –
Maple Drive AC Main (Road 100 to Road 103) project - 2
PASSED by the City Council of the City of Pasco, Washington this ___ day of March,
2022.
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 52 of 67
Bid Tabulations - Water Main Replacement - Maple Dr, AC Main (Rd 100 to Rd 103)Project #20030Bid Date: February 10, 2022Contractor: Contractor: Contractor: Contractor:Base BidEngineer's EstimateItem No.Description Quant Unit Unit Price Total AmountUnit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount1Mobilization & Demobilization (6%)1LS$20,000.00 $ 20,000.00 $ 16,989.00 16,989.00$ 11,000.00$ 11,000.00$ 15,000.00$ 15,000.00$ 20,986.01$ 20,986.01$ 2Minor Changes1FA$15,000.00 $ 15,000.00 $ 15,000.00 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 3Proj. Temporary Traffic Control, Min. Bid $1,0001LS$5,000.00 $ 5,000.00 $ 7,500.00 7,500.00$ 12,788.00$ 12,788.00$ 15,000.00$ 15,000.00$ 6,153.76$ 6,153.76$ 4SPCC Plan, Min. Bid $1,0001LS$1,000.00 $ 1,000.00 $ 1,500.00 1,500.00$ 1,351.00$ 1,351.00$ 1,000.00$ 1,000.00$ 1,114.87$ 1,114.87$ 5Erosion/Water Pollution Control, Min. Bid $1,0001LS$1,000.00 $ 1,000.00 $ 1,000.00 1,000.00$ 2,604.00$ 2,604.00$ 1,000.00$ 1,000.00$ 111.62$ 1,111.62$ 6Record Drawings, Min. Bid $1,0001LS$1,000.00 $ 1,000.00 $ 1,500.00 1,500.00$ 1,335.00$ 1,335.00$ 1,000.00$ 1,000.00$ 1,892.95$ 1,892.95$ 7Dust Control, Min. Bid $1,0001LS$1,000.00 $ 1,000.00 $ 3,500.00 3,500.00$ 3,133.00$ 3,133.00$ 1,000.00$ 1,000.00$ 1,061.91$ 1,061.91$ 8Shoring or Extra Excavation1200LF$4.00 $ 4,800.00 $ 4.00 4,800.00$ 2.14$ 2,568.00$ 5.00$ 6,000.00$ 4.35$ 5,220.00$ 9Removal of Structures and Obstructions1LS$7,000.00 $ 7,000.00 $ 2,500.00 2,500.00$ 14,226.00$ 14,226.00$ 19,500.00$ 19,500.00$ 12,106.85$ 12,106.85$ 10Dig and Verify1EA$1,000.00 $ 1,000.00 $ 1,800.00 1,800.00$ 1,572.00$ 1,572.00$ 3,500.00$ 3,500.00$ 913.73$ 913.73$ 1110" CSBC 1150SY$16.00 $ 18,400.00 $ 15.00 17,250.00$ 10.17$ 11,695.50$ 15.00$ 17,250.00$ 19.66$ 22,609.00$ 123" HMA, CL 3/8", PG 64S-28 for Pavement Repair1150SY$35.00 $ 40,250.00 $ 44.00 50,600.00$ 49.17$ 56,545.50$ 35.00$ 40,250.00$ 27.12$ 31,188.00$ 13Landscape Restoration1LS$10,000.00 $ 10,000.00 $ 3,200.00 3,200.00$ 8,506.00$ 8,506.00$ 24,000.00$ 24,000.00$ 10,346.54$ 10,346.54$ 14Utility Crossing13EA$300.00 $ 3,900.00 $ 500.00 6,500.00$ 1,654.00$ 21,502.00$ 300.00$ 3,900.00$ 515.86$ 6,706.18$ 15Water Main Installation and Comissioning - 8" DI1200LF$100.00 $ 120,000.00 $ 81.00 97,200.00$ 72.15$ 86,580.00$ 63.00$ 75,600.00$ 84.93$ 101,916.00$ 16Connect to Existing Water Mains2EA$7,000.00 $ 14,000.00 $ 2,500.00 5,000.00$ 2,165.00$ 4,330.00$ 3,000.00$ 6,000.00$ 1,309.27$ 2,618.54$ 17DI Gate Valve, 8"2EA$1,600.00 $ 3,200.00 $ 2,200.00 4,400.00$ 3,086.00$ 6,172.00$ 2,000.00$ 4,000.00$ 2,687.36$ 5,374.72$ 18Svc Conn, Copper Pipe, 1" Diam. (w/K-type Water Meter Boxes)15EA$2,300.00 $ 34,500.00 $ 2,700.00 40,500.00$ 1,906.00$ 28,590.00$ 3,500.00$ 52,500.00$ 4,134.55$ 62,018.25$ 19Svc Conn, Copper Pipe, 1" Diam. (w-o/K-type Water Meter Boxes3EA$1,900.00 $ 5,700.00 $ 2,300.00 6,900.00$ 1,770.00$ 5,310.00$ 2,500.00$ 7,500.00$ 3,979.85$ 11,939.55$ 20Hydrant Assembly w/Valve & Storz Adapter & Bollards1EA$7,000.00 $ 7,000.00 $ 12,500.00 12,500.00$ 10,061.00$ 10,061.00$ 3,500.00$ 3,500.00$ 13,828.26$ 13,828.26$ Subtotal: 313,750.00$ 300,139.00$ 304,869.00$ 312,500.00$ 334,106.74$ Subtotal: 313,750.00$ 300,139.00$ 304,869.00$ 312,500.00$ 334,106.74$ WA St Sales Tax (8.6%): 26,982.50$ 25,811.95$ 26,218.73$ 26,875.00$ 28,733.18$ TOTAL: 340,732.50$ 325,950.95$ 331,087.73$ 339,375.00$ 362,839.92$ Contractor: Contractor: Contractor:Base BidEngineer's EstimateItem No.Description Quant Unit Unit Price Total AmountUnit Price Total Amount Unit Price Total Amount Unit Price Total Amount1Mobilization & Demobilization (6%)1LS $ - $ 19,500.00 19,500.00$ 18,000.00$ 18,000.00$ 28,200.00$ 28,200.00$ 2Minor Changes1FA$15,000.00 $ 15,000.00 $ 15,000.00 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 15,000.00$ 3Proj. Temporary Traffic Control, Min. Bid $1,0001LS $ - $ 18,000.00 18,000.00$ 8,000.00$ 8,000.00$ 17,600.00$ 17,600.00$ 4SPCC Plan, Min. Bid $1,0001LS $ - $ 1,000.00 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 5Erosion/Water Pollution Control, Min. Bid $1,0001LS $ - $ 3,700.00 3,700.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 6Record Drawings, Min. Bid $1,0001LS $ - $ 1,500.00 1,500.00$ 5,500.00$ 5,500.00$ 1,000.00$ 1,000.00$ 7Dust Control, Min. Bid $1,0001LS $ - $ 1,000.00 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 8Shoring or Extra Excavation1200LF $ - $ 8.00 9,600.00$ 1.30$ 1,560.00$ 1.02$ 1,224.00$ 9Removal of Structures and Obstructions1LS $ - $ 8,500.00 8,500.00$ 800.00$ 800.00$ 15,200.00$ 15,200.00$ 10Dig and Verify1EA $ - $ 7,500.00 7,500.00$ 2,660.00$ 2,660.00$ 920.00$ 920.00$ 1110" CSBC 1150SY $ - $ 12.00 13,800.00$ 17.00$ 19,550.00$ 23.60$ 27,140.00$ 123" HMA, CL 3/8", PG 64S-28 for Pavement Repair1150SY $ - $ 38.00 43,700.00$ 55.00$ 63,250.00$ 32.58$ 37,467.00$ 13Landscape Restoration1LS $ - $ 7,500.00 7,500.00$ 10,400.00$ 10,400.00$ 25,450.00$ 25,450.00$ 14Utility Crossing13EA $ - $ 1,450.00 18,850.00$ 1,200.00$ 15,600.00$ 480.00$ 6,240.00$ 15Water Main Installation and Comissioning - 8" DI1200LF $ - $ 88.00 105,600.00$ 84.00$ 100,800.00$ 104.60$ 125,520.00$ 16Connect to Existing Water Mains2EA $ - $ 3,650.00 7,300.00$ 5,650.00$ 11,300.00$ 9,400.00$ 18,800.00$ 17DI Gate Valve, 8"2EA $ - $ 3,200.00 6,400.00$ 2,200.00$ 4,400.00$ 2,260.00$ 4,520.00$ 18Svc Conn, Copper Pipe, 1" Diam. (w/K-type Water Meter Boxes)15EA $ - $ 2,185.00 32,775.00$ 2,100.00$ 31,500.00$ 7,130.00$ 106,950.00$ 19Svc Conn, Copper Pipe, 1" Diam. (w-o/K-type Water Meter Boxes3EA $ - $ 2,185.00 6,555.00$ 6,400.00$ 19,200.00$ 7,040.00$ 21,120.00$ 20Hydrant Assembly w/Valve & Storz Adapter & Bollards1EA $ - $ 8,350.00 8,350.00$ 8,500.00$ 8,500.00$ 16,200.00$ 16,200.00$ Subtotal: 15,000.00$ 336,130.00$ 339,020.00$ 471,551.00$ Competitive bids were opened on February 10, 2022. All bids haveSubtotal: 15,000.00$ 336,130.00$ 339,020.00$ 471,551.00$ been reviewed by this office, and all unbalanced bids checked.WA St Sales Tax (8.6%): 1,290.00$ 28,907.18$ 29,155.72$ 40,553.39$ Apperant low bidder is:TOTAL: 16,290.00$ 365,037.18$ 368,175.72$ 512,104.39$ P&H Construction, LLC2/14/2022 _____________________________________Date Project ManagerAlba's Excavating Goodman & Mehlenbacher Double J ExcavatingP&H Construction, LLC C&E Trenching, LLC POW Contracting, Inc. Total Site Services Consssssssssssssssssssstructionnnnn, LL, , L, L, L, C_____________________________ProjePct MattttttctcttctctctcctcccnageragaaaagaaaaaaaagaagPage 53 of 67
AGENDA REPORT
FOR: City Council February 23, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 2/28/22
FROM: Dave Zabell, City Manager
Executive
SUBJECT: Resolution - Termination of Mid-Columbia Regional Cable Commission &
Interlocal Agreement
I. REFERENCE(S):
Draft Resolution
1994 ILA Establishing the Mid-Columbia Regional Cable Commission
FCC Regulation of Cable TV Rates
Link to: ArsTechina Article, July 17, 2017
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
In 1994, after the passage of the Federal Cable Television Consumer Protection
Act, the Cities of Pasco, Richland, and Kennewick formed the Mid -Columbia
Regional Cable Commission (Commission) to set basic cable TV rates for the
region as provided under the Act. The setting of basic Cable TV (cable television
service consisting of local broadcast channels and public, educational, and
government (PEG) channels) was allowed as long as the FCC had not made a
determination of “effective competition” by a competing service, such as satellite
TV.
However, the Commission was never formally selected and subsequently never
met for reasons unknown to current staff. In any event, local rate setting of basic
Cable TV service was rendered essentially moot by an FCC order in 2015, which
granted “effective competition” to all cable systems in the nation because of the
Page 54 of 67
widespread availability of satellite TV service. The U.S. Court of Appeals, District
of Columbia Circuit, upheld the FCC order in 2017.
V. DISCUSSION:
The City of Richland has taken the lead in coordinating the effort to terminate
the subject ILA.
Pasco staff concurs with the termination as the ILA could no longer be
implemented and has never been used as intended.
Page 55 of 67
Resolution – Termination of Cable Commission ILA – 1
RESOLUTION NO. ____
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
AUTHORIZING THE TERMINATION OF THE MID-COLUMBIA REGIONAL
CABLE COMMISSION AND THE INTERLOCAL AGREEMENT
ESTABLISHING THE COMMISSION BETWEEN THE CITIES OF
KENNEWICK, RICHLAND, AND PASCO.
WHEREAS, RCW 39.34, INTERLOCAL COOPERATION ACT, authorizes political
subdivisions to jointly exercise their powers, privileges, or authorities with other political
subdivisions of this state through the execution of an interlocal cooperative or interagency
agreement; and,
WHEREAS, the Mid-Columbia Regional Cable Commission was established in 1994 by
interlocal agreement between the cities of Pasco, Kennewick and Richland to regulate basic tier
cable rates in jurisdictions where effective competition was not present; and
WHEREAS, at the time the Commission was established, the Federal Communication
Commission’s (FCC) rules provided for a presumption that markets were not competitive, and
cable operators had to challenge the local franchising authority’s determination that it was
appropriate to regulate basic tier cable rates by providing proof to the FCC that effective
competition did in fact exist; and
WHEREAS, despite being in existence for nearly 30 years, there is no evidence in the
record that the Mid-Columbia Regional Cable Commission ever took any action under its
authority; and
WHEREAS, in 2015, the FCC determined that, given the pervasiveness of other types of
providers such as Dish and DirectTV, effective competition should now be assumed, subject to
evidence to the contrary (i.e., a rebuttable presumption). Through a Report and Order (attached),
the FCC held that, based on the rebuttable presumption of effective competition, each franchising
authority will be prohibited from regulating basic cable rates unless it successfully demonstrates
that the cable system is not subject to Competing Provider Effective Competition; and
WHEREAS, the FCC Order undercuts any authority the Mid-Columbia Regional Cable
Commission has or had, making termination of the Commission appropriate; and
WHEREAS, Section V. of the Original Agreement provides that termination of the
Original Agreement establishing the Mid-Columbia Regional Cable Commission may occur by
agreement of all three cities or by any two of the three cities; and
WHEREAS, the City of Richland is requesting the termination of the Mid-Columbia
Regional Cable Commission, as well as the interlocal agreement establishing the Commission,
attached hereto as Exhibit A.
Page 56 of 67
Resolution – Termination of Cable Commission ILA – 2
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
Section 1. That the City Council of the City of Pasco, Washington, has after due
consideration, determined that it is the best interest of the City of Pasco to terminate the Mid-
Columbia Regional Cable Commission and Interlocal Agreement establishing the Commission.
Section 2. That the City Clerk is instructed to provide a copy of this Resolution to the Cities
of Kennewick and Richland confirming the City Council’s decision to terminate the Commission
and Interlocal Agreement.
Be It Further Resolved that this Resolution shall take effect immediately.
PASSED by the City Council of the City of Pasco, Washington this ___ day of _____,
2022.
_____________________________
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 57 of 67
INTERLOCAL AGREEMENT CREATING THE
MID -COLUMBIA REGIONAL CABLE COMMISSION
This contract is made between the cities of Pasco, Kennewick, and Richland, municipal
corporations of the State of Washington, for the purpose of creating a Commission to regulate
cable television in accord with federal law.
I DURATION
The duration of this agreement is perpetual.
II ORGANIZATION
There is hereby created a Mid -Columbia Cable Commission composed of three members, one
selected by each City hereto. The Commission shall have no authority to expend any funds
other than such as may be essential for the performance of its duties. The Commission is
authorized to obtain clerical, legal, and other support assistance as may be required for the
performance of its duties. This support shall be supplied by the Cities collectively as the City
Managers may determine and direct.
III PURPOSE
The purpose of the Commission is to establish basic tier cable rates and to perform any other
reasonably necessary or appropriate function delegated to the three Cities by the Cable
Television Consumer Protection Act, Public Law No. 102-382. The Commission may adopt and
enforce in the name of any City which participates in this agreement or any one of them
individually, such matters as may come within its jurisdiction. This includes passing resolutions
or undertaking any other formal act, giving notices, bringing or defending any action in a court
of law or equity, or doing any other act necessary, proper or relevant to its duties. In addition
to such other powers, the Commission may make recommendations from time to time to the
Cities for the enactment of such regulations, ordinances, or the taking of such other action as
it may deem appropriate and in the best interests of its citizens.
IV NO LIMITATIONS
Nothing in this interlocal cooperation agreement should be construed as a limitation on the power
of the respective Cities to take any act or action they may deem necessary or advisable, either
singly or collectively, nor to limit their authority as provided in the foregoing federal statute.
This agreement may be terminated by agreement of the Cities or any two of them.
DATED this,S' day of —, 1994.
Interlocal Agreement - Page 1
Page 58 of 67
k
Attest:
J
A. Price, ity Clerk
Approved as to Form:
Will' L. Cameron, Kennewick City Attorney
Attest:
Catherine D. Seaman, Deputy City Clerk
as to
Attest:
Pasco City Attorney
I
IrwnlmJI
Approved as to Form:
kn
Thomas O. Lampson, Richland City Attorney
Interlocal Agreement - Page 2
CITY OF KENNEWICK
L B—Shewalter, Mayor Pro Tem
James R. Beaver
CITY OF PASCO
cRe JC2z
JVelice, MayorI
CITY OF RICHLAND
J . Hansen, Mayor
Page 59 of 67
1
Federal Communications Commission · Consumer and Governmental Affairs Bureau · 45 L Street NE, Washington, DC 20554
1-888-CALL-FCC (1-888-225-5322) · TTY: 1-888-TELL-FCC (1-888-835-5322) · www.fcc.gov/consumer-governmental-affairs-bureau
Regulation of Cable TV Rates
Most rates charged by cable television companies are not regulated by the FCC. Your state-approved
local franchising authority (LFA) – usually a city, county, or other governmental organization – may
regulate the rate your provider can charge for "basic" cable service, but only when your provider is not
faced with effective competition from another cable service provider. However, there is no FCC
requirement for such regulation and very few LFAs continue to regulate cable rates.
Basic tier services and rates
Cable systems are generally required to offer a "basic tier" of programming to all subscribers before
they purchase any additional programming. The basic service tier must include most local broadcast
stations as well as public, educational and government channels required by the franchise agreement
between the LFA and your cable company.
Under limited circumstances, LFAs may review increases in basic service tier rates to verify that they
accurately reflect increases in the cable company's programming or other costs that regulated cable
operators are allowed to pass through to customers.
Rates for premium services
Rates are never regulated by LFAs for any tier of service beyond basic tier services. Your cable
company determines the rates charged for these services, including pay -per-channel programming,
such as premium movie channels, and pay-per-program services, such as pay-per-view sports events.
Your cable company cannot require you to purchase any additional service tier other than the basic
service tier in order to have access to pay-per-view events or premium channels offered on an "a la
carte" or individual basis. Cable companies are not required to – nor prohibited from – offering channels
or programs on an "a la carte" basis.
Additional rules and guidelines for providers
Your LFA can enforce FCC rules and guidelines in the following areas:
•Customer service, including complaints about bills, as well as a cable operator’s response to
inquiries about signal quality or service requests
•Franchise fees paid to the LFA by a cable company for access to public rights of way to offer cable
service
Who to contact with complaints and questions
Contact your cable provider or your LFA regarding customer service, basic service tier rates or
franchise fees. The name of your LFA is printed on your cable bill and in your local telephone book.
Page 60 of 67
2
Federal Communications Commission · Consumer and Governmental Affairs Bureau · 45 L Street NE, Washington, DC 20554
1-888-CALL-FCC (1-888-225-5322) · TTY: 1-888-TELL-FCC (1-888-835-5322) · www.fcc.gov/consumer-governmental-affairs-bureau
Contact your cable company about rates for tiers of service other than the basic service tier and for any
pay-per-channel programming and pay-per-program services. These rates are not subject to
regulation.
In addition, your local and state consumer protection organizations may provide information about your
rights as a cable subscriber.
Filing a complaint
You have multiple options for filing a complaint with the FCC:
•File a complaint online at https://consumercomplaints.fcc.gov
•By phone: 1-888-CALL-FCC (1-888-225-5322); TTY: 1-888-TELL-FCC (1-888-835-5322) ; ASL:
1-844-432-2275
•By mail (please include your name, address, contact information and as much detail about your
complaint as possible):
Federal Communications Commission
Consumer and Governmental Affairs Bureau
Consumer Inquiries and Complaints Division
45 L Street NE
Washington, DC 20554
Alternate formats
To request this article in an alternate format - braille, large print, Word or text document or audio - write
or call us at the address or phone number above, or send an email to fcc504@fcc.gov.
Last Reviewed: 12/09/19
Page 61 of 67
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 62 of 67
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 63 of 67
• 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 64 of 67
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 65 of 67
• La continuación del costo por el servicio y de las metas de recuperación al evaluar los servicios de la
Ciudad.
• La evaluación continua de los costos, los procesos y el desempeño relacionado con la entrega de los
servicios de la Ciudad incluyendo la retroalimentación y la satisfacción del cliente, el personal, las
instalaciones, y las oportunidades colaborativas.
• Inculcar y promover una cultura organizacional de servicio al cliente a lo largo de todas las líneas de
negocio.
• Actualizar las políticas relacionadas con la urbanización de las islas no incorporadas para asegurar
consistencia con la planificación a largo plazo, la seguridad comunitaria, y la sustentabilidad fiscal.
SEGURIDAD COMUNITARIA
Preservar las mejorías anteriores y promover las ganancias futuras al:
• Desarrollar un Comprehensive Police Strategic Master Plan (Plan Maestro Estratégico
Comprehensivo Policial) a través de un proceso transparente para evaluar los niveles futuros de
servicio del departamento para asegurar sustentabilidad, seguridad pública, y control de crímenes
durante los siguientes 5-10 años.
• Trabajar con colaboradores regionales y comunitarios para evaluar e implementar estrategias para
reducir los casos de personas sin techo.
• Hacer uso y ampliar las colaboraciones para mantener y mejorar los servicios de salud conductual a
los miembros de la comunidad que se encuentran en medio de una crisis, ayudados por la policía y
por los bomberos.
• Continuar los esfuerzos para mejorar la relación con la policía y con la comunidad.
• Trabajar para lograr y mantener el tiempo de reacción de los bomberos a través de mejorías
operacionales y la planificación estratégica de instalaciones y personal a largo plazo.
• Enfocarse en la meta a largo plazo de mantener una clasificación de la comunidad Clase 3 del
Washington State Rating Bureau (Departamento de Clasificación del Estado de Washington).
• Utilizar la base de datos de la infraestructura de las banquetas, los faroles, y las condiciones del
pavimento, como también evaluar las políticas y los métodos para tratar las necesidades y las
injusticias.
RED DE TRANSPORTE COMUNITARIO
Promover una red de transporte extremadamente funcional y multimodal a través de:
• El comienzo y el término de la construcción del proyecto Lewis Street Overpass.
• El énfasis continuo en las mejorías de la ruta Road 68/I-182/Burden Blvd. para mejorar la operación y
la seguridad.
• Los esfuerzos proactivos basados en datos para calmar el tráfico en las vecindades.
• La colaboración continua con Ben Franklin Transit para mejorar la movilidad y el acceso.
• El término del Transportation System Master Plan (Plan Maestro del Sistema de Transporte) y la
utilización de sus recomendaciones para desarrollar políticas, reglas, programas, y proyectos que
proporcionan más conectividad, inversiones estratégicas, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
Page 66 of 67
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 67 of 67