HomeMy WebLinkAbout2022.10.24 Council Workshop PacketAGENDA
City Council Workshop Meeting
7:15 PM - Monday, October 24, 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
4. VERBAL REPORTS FROM COUNCILMEMBERS
5. ITEMS FOR DISCUSSION
3 - 47 (a) Visit Tri-Cities 2022 Mid-Year Report & Tri-City Regional
Hotel/Motel Commission 2023 Marketing Plan & Budget
Presentation by Kim Shugart, Senior Vice President, Visit Tri-Cities
48 - 67 (b) Presentation of 2023 Legislative Priorities
Presentation by Briahna Murray, Vice President, Gordon Thomas
Honeywell Governmental Affairs
68 (c) Presentation of 2023-2024 Biennial Budget
Presentation of the City of Pasco 2023-2024 Biennial Budget
69 - 81 (d) Resolution - Argent Road Phase 1 Project Acceptance
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
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8. ADJOURNMENT
9. ADDITIONAL NOTES
82 - 83 (a) Adopted 2020-2021 Council Goals (Reference Only)
b) REMINDERS
Monday, October 24, 4:00 PM: Hanford Area Economic
Investment Fund Advisory Committee Meeting – Ben
Franklin Transit Main Conference Room
COUNCILMEMBER PETE SERRANO, Rep.)
Tuesday, October 25, 3:30 PM: Pasco Public Facilities
District Board Special Meeting & Workshop – Pasco City
Hall, Conference Room 5 (MAYOR PRO TEM CRAIG
MALONEY, Rep.; COUNCILMEMBER DAVID MILNE, Alt.)
Wednesday, October 26, 7:30 AM: Visit Tri-Cities Board
Meeting – 7130 W. Grandridge Blvd., Kennewick
COUNCILMEMBER ZAHRA ROACH, Rep.;
COUNCILMEMBER DAVID MILNE, Alt.)
Thursday, October 27, 5:30 PM: Benton Franklin
Community Action Connections Board Meeting – 720 Court
Street, Pasco (COUNCILMEMBER ZAHRA ROACH, 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 October 18, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 10/24/22
FROM: Adam Lincoln, Deputy City Manager
Executive
SUBJECT: Visit Tri-Cities 2022 Mid-Year Report & Tri-City Regional Hotel/Motel
Commission 2023 Marketing Plan & Budget
I. REFERENCE(S):
Visit Tri-Cities 2022 Mid-Year Report
2023 Marketing Plan & Budget
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation by Kim Shugart, Senior Vice President, Visit Tri-Cities
III. FISCAL IMPACT:
Total TCRHMC 2023 budget of $2,050,000 with City of Pasco share of
430,500.
IV. HISTORY AND FACTS BRIEF:
Visit Tri-Cities provides services to the City of Pasco for promotion, attraction
and encouraging tourist expansion, and has done so for as far back as 1972.
Visit Tri-Cities administers the operation of what is known as the Tri-City
Regional Tourism Promotion Area (TPA), which was formed by an interlocal
agreement (ILA) among the Cities of Pasco, Kennewick, and Richland in June
2004. The TPA administers the proceeds of a "per room night assessment" on
hotels/motels in the Tri-Cities, imposed by the hotels themselves and Visit Tri-
Cities oversees its marketing plan and operating budget.
The TPA "assessment" is remitted by the hotels to the State. Washington State,
in turn, distributes those funds to the city in which it was collected. Pasco City
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Council's approval of the funds to the TPA are in accordance with an approved
budget, which is a requirement.
V. DISCUSSION:
Kim Shugart, Senior Vice President of Visit Tri-Cities will first present the Visit
Tri-Cities 2023 Mid-Year Report and then provide a brief overview of the
proposed 2023 TPA Marketing Plan and Operating Budget as recommended by
the Tri-City Regional Hotel/Motel Commission (TCRHMC).
The 2023 TPA Marketing Plan and Operating Budget is scheduled for the
November 7, 2022, Council meeting for action by the Council.
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Tri-Cities Regional Hotel-Motel Commission
2023 BUDGET AND MARKETING PLAN
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VISION
Inspire wanderlust for a bold yet casual, geeky but cool, magical
experience in wide-open spaces.
MISSION
We make the Tri-Cities bigger, bolder, brighter, better and more
cool through tourism.
2
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Please Note: The attached document reflects only those programs and costs associated with Tourism Promotion Area
TPA) funding. Visit Tri-Cities manages many other aspects of tourism development, which are funded by hotel and
lodging taxes and membership investment. Such programs include, Rivershore Enhancement, Media Outreach, Visitor
Services and Member Development.
Tourism Promotion Area Marketing Plan
prepared by Visit Tri-Cities for:
CITY OF KENNEWICK
CITY OF PASCO
CITY OF RICHLAND
3
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INTRODUCTION
The Tri-City Hotel Motel Commission,
established in 2004, was created through an
interlocal agreement between the Cities of
Kennewick, Pasco, and Richland. The agreement
allows for the collection of a tourism promotion
assessment, currently $3, for each night a guest
stays in a hotel.
The proceeds of the fees collected within
the tourism promotion area are used to
bolster efforts to increase tourism spending
in the region. The assessment complements
the two other sources of financial support for
Visit Tri-Cities, hotel-motel lodging tax and
membership dues. The interlocal agreement
specifically outlines that the proceeds from
the assessment are intended to supplement
these funding sources, not replace, or become
a substitute for them. The assessment was
enacted by a vote of those businesses (hotels)
that have the fees levied on their products
and the model works well because the
tourism marketing efforts are supported by
a collaboration between the industry, the
cities and individual member investors.
In 2023 the proceeds from the tourism
promotion assessment are projected to meet
or exceed $2,050,000. The funds are used
for advertising across multiple mediums:
traditional print, television, digital, social
and backyard marketing tactics. Staffing for
marketing, convention and sports sales, media
outreach and production are also covered
by this source of revenue. Perhaps the most
popular” use of the proceeds is the Tourism
Promotion Opportunity Fund, whereby groups
are incented to book their events in the
Tri-Cities and receive financial support based
on the number of hotel rooms they require.
Perhaps the only drawback of a tourism
promotion assessment is that funding is
directly tied to each and every (with a few
exceptions) hotel room sold in the region, and
the fluctuations in travel, even seasonality can
make predicting, and therefore budgeting,
tenuous. Take 2020 for example, when travel
came to a startling halt in March and remained
almost non-existent through the end of the
year. The interruption to revenues generated
by the assessment was swift and severe.
Thankfully, Visit Tri-Cities went into this period
with a healthy TPA Reserve Account, which
underlines the importance of the need for a
well-funded reserve balance and the ability to
remain nimble to change directions quickly
if required.
The following pages outline the detailed plan
for 2023. We are excited about the year ahead
and the continued importance of the tourism
economy to the Tri-Cities community.
4
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ACKNOWLEDGMENTS
We greatly appreciate the time and dedication of our city partners and hoteliers who meet monthly
to provide Visit Tri-Cities with support and direction on how to invest the proceeds from the tourism
promotion assessments collected in Kennewick, Pasco, and Richland.
TRI-CITY REGIONAL HOTEL-MOTEL COMMISSION
KENNEWICK
Mark Blotz, Clover Island Inn
Nickolas Woody, Inn at Columbia Center
Marie Mosley, Ex Officio, City of Kennewick
PASCO
Monica Hammerberg, Hampton Inn & Suites Pasco / Tri-Cities
Jerry Beach, A1-Hospitality
Dave Zabell, Ex Officio, City of Pasco
RICHLAND
Linda Hendricks, Hampton Inn Richland
Lacey Stephens, Home2 Suites
Jon Amundson, Ex Officio, City of Richland
The Tourism Promotion Area is Managed by Visit Tri-Cities
5
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6
TABLE OF CONTENTS
Introduction 4
Acknowledgments 5
Tourism Outlook 7-8
Competitive Situation Analysis 9-10
2023 Group Sales Initiatives 11
Meetings and Conventions 12-13
Sports and Tournaments 14-15
Tourism Development 16-17
DMO Funding Comparative 18-20
Visit Tri-Cities TPA Budget 21
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RevPAR
Compared
to 2019 -
17%+6%+13% +18%
NATIONAL OUTLOOK
Occupancy
ADR
RevPAR
57.6%
125
72
63.4%
145
92
65.1%
150
98
66.4%
155
103
PROJECTED U.S. HOTEL KEY PERFORMANCE METRICS*
2021 Actual 2022 Forecast 2023 Forecast 2024 Forecast
66.1%
131
87
2019 Actual
TOURISM 2023
7
The forecast for nationwide growth in the
hospitality industry closely mirrors what the Tri-Cities
has experienced in the last twelve months. Recently
STR, widely recognized as the authority on tourism
economics, upgraded the recovery timeline for U.S.
hotel revenue per available room (RevPAR). The
metric is now expected to surpass 2019 levels in 2022,
according to the latest forecast presented in June at
the 44th Annual NYU International Hospitality Industry
Investment Conference.
Both demand and occupancy have performed as
expected in the previous forecast provided by STR,
but “pricing continues to exceed expectations due
to the influence of inflation as well as the economic
fundamentals supporting increased guest spending,”
said Amanda Hite, STR’s president. “This latest forecast
acknowledges the risk of a light recession with no
anticipation of mass layoffs and household finances
in a strong position to mitigate recession impacts.
The traveling public is less affected by recession, and
right now, we are forecasting demand to reach historic
levels in 2023 as business travel recovery has ramped
up and joined the incredible demand from the leisure
sector.” Of course, we must recognize that profitability
has only started hitting 2019 levels recently due
to concerns that persist around the cost of labor
and services.
The other important factor to consider is the popularity
of home sharing and the use of products like Airbnb,
HomeAway, Homestay and CouchSurfing. In 2014
revenues for this subset of the hospitality industry were
15 billion, in 2025 they are projected to reach $335
billion; and while these hospitality choices still allow for
increased visitor spending in communities, the trends do
indicate that there are changes to the visitor economy
underway. In fact, 74% of millennials have used vacation
rental housing for business travel, while only 20% of
baby boomers have joined this trend.
STR May 2022 Forecast
Page 11 of 83
8
LOCAL OUTLOOK
The local hospitality market is not without challenges.
Labor shortages and increased costs on goods and
services have created havoc, just as tourism related
businesses are striving to recover from pandemic
induced travel bans and restrictions of public gatherings.
This is not uncommon across the country, but in the
Tri-Cities where Darigold is scheduled to open a new
plant in the fall of 2023 requiring 1,000 workers, just on
the heels of Amazon’s previously delayed project, now
set to open in the spring of 2023, providing an additional
1,500 new jobs; finding staff to cover housekeeping,
front desk and food service is a concern.
However, the reduction of hotel room supply coupled
with a strong demand created by business, leisure
and sports travelers have created an enviable position
for hoteliers. Through the first six months of 2022 the
Tri-Cities, particularly Richland, is leading the state
in occupancy rates, and ranks third in the state in
percentage of RevPar growth to prior year.
The Sports market is expected to remain a strong
contributor to group business in 2023. The recent
investments in facilities being made by each of the cities
will allow for expansion of new markets. In Richland the
30-acre West Village Community Park includes eight
pickleball courts, three multi-use fields, a softball field
and a basketball court. Groundbreaking is anticipated
for late Fall 2022. In Pasco, The A Street Sports Complex,
will include 10 multi-use fields mostly for soccer, lacrosse,
rugby, or ultimate Frisbee use. The first phase should
be complete in the spring of 2023 with full build-out in
2025. And in Kennewick, the city is investing $1.3 million
to add 15 new pickleball courts to Lawrence Scott Park.
Convention group business is and will be a little slower to
return to pre-pandemic levels. Although people’s desire
to meet face to face continues to be a basic human need,
the logistics of conventions and corporate meetings
have been forever changed. Technology allows for
productive exchange of information and is cheaper and
more efficient than traveling to a multi-day conference.
Conferences and events will continue to take place, but
the size will be reduced, and delegates may take fewer
trips as hybrid solutions are offered. The competition
to host conventions is fierce and many communities
have invested in new or increased the offerings at public
meeting facilities.
2022 PERFORMANCE JANUARY - JUNE*
OCC ADR RevPar RevPar vs Prior Year
SEATTLE
SPOKANE
TACOMA
TRI-CITIES
VANCOUVER
YAKIMA
60.6%
60.3%
58.5%
65.7%
66.8%
54.5%
176
133
122
110
121
104
72.09
80.41
71.14
72.09
81.22
56.71
145%
56.5%
40%
52%
30.4%
31%
STR June 2022 Destination Report
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COMPETITIVE SITUATION ANALYSIS
In order to promote the Tri-Cities as a preferred destination for group, business and leisure travelers, it is important to
recognize both the strengths and challenges within our community and to set sales strategies accordingly.
CONVENTION AND SPORTS
Destination Strengths
Variety of hotels and brands
Positive relationship between Visit
Tri-Cities, hotels and meeting venues
Three Rivers Convention Center and
HAPO Center
Unique offsite event venues
i.e., wineries, museums, etc.)
Ample complimentary parking available
Sports facility infrastructure
Strong Sports Council
Opportunity funds available
Amenities and attractions that appeal
to convention groups (i.e., wine
experiences, outdoor recreation, etc.)
Centrally located in the Pacific Northwest
and favorable weather conditions
Destination Challenges
Lack of hotels capable of 150+
room block
Lack of resort-style hotels with ample
meeting space
Meeting venues with larger meeting
space in competing locations
Limited number of meeting rooms and
exhibit space available under one roof
Number of hotel rooms within
walking distance of Convention
Center/large facilities
The number of hotel rooms available
to groups due to hotels converting to
apartments
Competing locations have expanded
or have plans to expand their
Convention Centers
Lack of sports officials
Lack of family friendly attractions
pending the opening of the Pasco
Aquatics Center
Competing locations have
newly developed indoor/outdoor
multi-use sports facilities with
state-of-the-art amenities
Distance from I-5 corridor
vs. competition
LEISURE TRAVEL
Destination Strengths
Heart of Washington Wine Country
Water2Wine Cruise
Agritourism assets: farmers’ markets
and festivals
Development of wine assets such as
Columbia Gardens
Addition of new public market, Public
Market at Columbia River Warehouse
Popularity of outdoor recreation/wide
open spaces
Trail systems
Weather
Water recreation
STEM tourism assets
Travel writer outreach
Easy three hour drive from I-5
corridor destinations
Consumer sentiments about driving vs
flying for travel
Destination Challenges
Weak reputation as a wine destination vs
Walla Walla or Woodinville
Seasonal demand
Mountain & snow winter driving from key
drive markets
Perceived lack of family activities
Heavy weekend traffic on I-90
Price of airfare/inconvenience of
air travel
No centralized downtown area
Lingering travel safety concerns due
to COVID
9
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COMPETITIVESITUATIONANALYSIS
BUSINESS TRAVEL
Destination Strengths
Less price sensitive for airfare and hotels
Mid-week demand complements
weekend and convention groups
Recently expanded Tri-Cities Airport • Direct flights from Denver, Salt Lake City,
Seattle, Mesa/Phoenix, San Francisco,
Minneapolis and Burbank
Destination Challenges
Destination choice not influenced by
sales and marketing efforts
Mostly mid-week travel
Popularity of Zoom meetings, reducing in
person meetings and travel
Business travel reductions due
to Covid-19
Very dependent on Hanford
business trends
CONVENTION BOOKINGS
CONVENTIONS CANCELLED DUE TO COVID
SPORTS BOOKINGS
GUESTROOM PRODUCTIVITY
SPORTS CANCELLATIONS
TOTAL
18,953
25,978
10,057
2020
ACTUAL
23,765
20,733
8,997
7,251
15,483
2021
ACTUAL
475
16,754
18,000
805
20,000
2022
FORECAST
0
37,195*
20,000
0
25,000
2023
BUDGET
0
45,000*
RFP PRODUCTIVITY
QTR 1
QTR 2
QTR 3
QTR 4
TOTAL
23
22
36
2021
39
120
40
44
40*
2022
56*
180*
45*
52*
62*
2023
71*
230*
LEADS ISSUED
Estimated Production
20,955
25,085
2019
ACTUAL
46,040
60
18
18
2020
15
111
40
64
74
2019
87
265
10
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QUARTER4QUARTER3QUARTER2
2023 GROUP SALES INITIATIVES
JANUARY - MARCH
Host Sports Planner
Customer Event
in Portland
Launch ad campaign
on PlayEasy
Customer Event
in Olympia
Olympia Sales Blitz
Establish quarterly
meeting planner
e-newsletter, similar
to Your Weekend
Starts Here
MPI Cascadia
Conference
Launch digital
ads targeting
MPI attendees
Launch meeting
planner incentive
package
APRIL - JUNE
Customer Event
at ETA Event
Symposium
E-Sports Conference
Washington Society
of Association
Executives
Convention
Society of
Government Meeting
Planners event
Ad campaign
targeting WSAE
Members
Launch first time
sports event
incentive
JULY - SEPTEMBER
Sports Relationship
Conference
Publish Sports
Facilities Map
Host Customer
Event for Tri-Cities
Sports Council
Convention and
corporate sales
mission to
Seattle/Greater
Puget Sound Region
Host Super FAM
event for meeting
planners
OCTOBER - DECEMBER
TEAMS Conference
US Sports
Conference
Launch digital ads
targeted at TEAMS
and US Sports
Congress attendees
Direct mail
Remember
Tri-Cities” gift
Olympia Sales Blitz
QUARTER 1
11
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MEETINGS & CONVENTIONS
2023 ACTIONS
SALES BLITZES
Develop two separate multi-day sales blitzes in Spring (Olympia)
and Fall (location to be determined).
CUSTOMER EVENTS
Organize meeting planner customer luncheon in the spring
to promote the Tri-Cities as a destination. Event to be held in
conjunction with Spring Sales Blitz.
MEETING PLANNER FAM TOURS
Host qualified meeting planners for individual and group,
customized FAM tours.
RELATIONSHIPS
Continue staff attendance at Washington Society of Association
Executives (WSAE) and Meeting Professionals International
MPI) Washington Chapterand Professional Convention
Management Association (PCMA) monthly/quarterly meetings
to strengthen relationships with key meeting planners. Staff will
continue to serve on the WSAE Convention Planning committee.
Staff will continue to serve on industry boards and committees
such asWSAE, WTA and SGMP. Renew Diamond Level enhanced
listing with Cvent.
ADVERTISING
Digital campaigns of industry tradeshows and site campaigns of
meeting professionals by geographic location.
MEETING INCENTIVES
Utilize the opportunity fund specifically to offset costs for new
group business and groups that block more than 300 rooms per
night city-wide. Create meeting planner incentives and develop
a “deals” page outlining any hotel sponsored incentives.
REGIONAL/STATE/NATIONAL CONFERENCES
AND TRADESHOWS
Attend Washington Society of Association Executives (WSAE)
and Meeting Professionals International (MPI) Cascadia
Annual Conferences. Participate in additional sponsorship
opportunities at each of these events for increased exposure.
SKYNAV AND KUULA
Convention sales department will leverage the SkyNAV and
Kuula platforms to promote Tri-Cities and meeting venues to
convention professionals. The interactive tour highlights points
of interest with image galleries, videos and information to assist
meeting planners in selecting the Tri-Cities for their events. The
tour link will be included with all electronic proposal packets,
digital Meeting Planner Guide as well as communications to
meeting groups.
20,000
GUEST ROOMS BOOKED
5,250,000
ESTIMATED ECONOMIC IMPACT
2,600,000
ESTIMATED DIRECT
HOTEL SPENDING
12
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CONVENTION SALES
PROGRAM TOTAL:
73,569
ADVERTISING
MPI site retargeting campaign: $8,450 (Jan)
Cvent Diamond Listing: $9,700 (Sept)
Digital targeting campaigns of industry tradeshows:
6,000 ($500 per month)
Cvent retargeting campaigns: $12,000 (April)
Total: $36,150
TRAVEL
Mileage for site inspections when VTC mobile is not
available: $480 ($40 per month)
Washington Society of Association Executives, attend
one association meeting: $500 (Oct)
Meeting Planners International Annual Convention:
600 (March) (hotels and meals)
Olympia Spring Sales Blitz: $2,500 (March)
500 per staff x 5)
Fall Sales Blitz: $2,000 (Oct)
500 per staff x 4)
WSAE Convention: $800 (June)
hotels, meals, travel at $400 per staff x 2)
Continuing education courses: $8,000
March and July) (hotels, meals, flight at $2,000 per
session per staff member x 4)
Society of Government Meeting Professionals Winter
Workshop: $300 (Feb) (hotel, meals, travel)
Total: $15,180
TRADE SHOWS
Meeting Planners International (MPI) registration for
hosted buyer program: $1,100 (Jan)
MPI Conference Sponsorship: $1,000 (Feb)
Washington Society of Association Executives
Conference Registration: $450 (May)
WSAE Conference Sponsorship: $1,775 (May)
National trade show targeted at meeting planners,
travel media and travel advisors: $1,000 (March)
Total: $5,325
STAFF DEVELOPMENT
CE training courses: $4,000
Feb, March, July) ($1,000 registration per staff x 4)
Total: $4,000
PROMO ITEMS
Amenities: $800 (Feb, Aug)
Logo’d items: $700 (Feb, Aug)
Total: $1,500
DUES AND SUBSCRIPTIONS
WSAE Sapphire Level Sponsorship: $2,550 (Jan)
WSAE dues: $690 (June) ($345 per staff x 2)
Meeting Planners International: $495 (Dec)
Society of Government Meeting Professionals:
400 (April)
Professional Conference Management Association:
485 (Nov)
National Tour Association: $700 (Feb)
Religious Conference Management Association Dues :
195 (July)
Military Reunion Network: $699 (May)
DI MINT subscription: $5,200 (Jan)
Total: $11,414
ADVERTISING
49%
TRAVEL
21%
TRADE SHOWS
7%
STAFF DEVELOPMENT
5%
PROMO ITEMS
2%
DUES AND SUBSCRIPTIONS
16%
13
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3
SPORTS AND TOURNAMENTS
25,000
GUEST ROOMS BOOKED
7,187,500
ESTIMATED ECONOMIC IMPACT
3,125,000
ESTIMATED DIRECT
HOTEL SPENDING
2023 ACTIONS
SPORTS COUNCIL
Organize and administer activities for theTri-Cities
Sports Council.
ADVERTISING
Place print and digital advertising as appropriate in publications
such as: Sports Events, Sports Destination Management and
Sports Planning Guide.
SALES BLITZ
Conduct sales calls in the Portland or Seattle metropolitan areas
in February.
PROMOTE RESOURCES
Update the sports facilities guide, provide e-version and QR
code links for consumer access.
VIRTUAL TOURS
SkyNav and Kuula tour links will be promoted in our
communications to sports groups. SkyNav and Kuula allows
tournament directors to experience the Tri-Cities virtually and
the ability to see first-hand the venues, amenities, attractions
and accommodations thatwould be available to their teams.
The interactive tours highlight points of interest with image
galleries, videos and information to aid tournament directors in
understanding the advantages of selecting the Tri-Cities.
OPPORTUNITY FUND
Utilize the opportunity fund specifically to offset tournament
costs for groups that block more than 300 rooms per
night city-wide.
TRADESHOWS
Promote the Tri-Cities as apremier sports destination at
National Tradeshow Events such as TEAMS, S.P.O.R.T.S.
Relationship, US Sports Congress and SportsETA.
CUSTOMER EVENTS
Sponsor event at annual national sports tradeshows, such as
TEAMS and Sports ETA Symposium. In addition, host customer
event luncheon in conjunction with the Sales Blitz in February.
BIDDING FEES
Bid on new regional/national level tournaments that demand
bidding fees to host events.
NEW BUSINESS
With the addition of new pickleball courts in the Tri-Cities, staff
will continue to research and focus on pursuing major pickleball
tournaments.
14
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SPORTS PROGRAM
TOTAL:
96,670
ADVERTISING
Miscellaneous ads to support tournaments: $925
Jan: $100, March: $150, May: $325, Nov: $200,
Dec: $150)
Sports Events Magazine featured listing: $1,000 (Dec)
Sports Planning Guide site inspection
feature: $2,000 (July)
Playeasy platform destination spotlight: $3,250
Printed Sports Facilities Map: $600 (Jun)
Total: $7,775
BIDDING FEES
USTA Tennis Championships: $5,000 (Aug)
National Association of Intercollegiate Athletics, Softball
Opening Rounds: $5,000 (May)
B.A.S.S. Nation: $15,000 (July)
Total: $25,000
TRAVEL
Sports ETA Symposium: $2,840 (May)
1,420 per staff x 2; hotel: $180 x 4 = $720, airfare:
575, meals: $125)
TEAMS Conference: $3,490 (Oct)
1,745 per staff x 2; hotel: $180 x 4 = $720, airfare:
875, meals: $150)
S.P.O.R.T.S - Relationship Conference: $1,745 (Sept)
hotel: $180 x 4 = $720, airfare: $875, meals: $150)
US Sports Congress: $1,800 (Dec)
hotel: $950, airfare: $700, meals: $150)
EsportsTravel Summit: $1,490 (June)
hotel: $180 x 3 = $540, airfare: $800, meals: $150)
Sports Sales Blitz/Customer Event: $1,120
560 per staff x 2; hotel $180 x 2 = $360, meals: $125,
fuel: $75)
Staff development, continuing education travel: $4,000
May, July) ($2,000 per staff x 2)
Mileage for site inspections when VTC mobile is not
available: $300
Total: $16,785
TRADE SHOWS
TEAMS Conference: $12,750 (Feb)
two staff members: $2,750, TEAMS Conference
sponsorship: $10,000)
EsportsTravel Summit registration: $3,000 (Feb)
S.P.O.R.T.S Relationship Conference: $6,025 (March)
registration: $1,500, sponsorship: $4,525)
Sports ETA Symposium: $12,790 (Dec) (registration for
two staff members: $2,790, sponsorship: $10,000)
US Sports Congress registration: $3,150 (April)
Total: $37,715
STAFF DEVELOPMENT
Continuing Education Training Courses: $2,000
May and July) ($1,000 registration per staff x 2)
Total: $2,000
PROMO ITEMS
Sports Amenities: $1,200 (April: $600 and Sept: $600)
Total: $1,200
DUES AND SUBSCRIPTIONS
Sports ETA Membership: $1,195 (Dec.)
Total: $1,195
PLATFORM FEES
Playeasy Digital Platform: $5,000 (March)
Total: $5,000
BIDDING FEES
26%
TRAVEL
17%
TRADE SHOWS
39%
STAFF DEVELOPMENT
2%
PROMO ITEMS
1%
DUES AND SUBSCRIPTIONS
7%
ADVERTISING
8%
PLATFORM FEES
5%
15
Page 19 of 83
TOURISM DEVELOPMENT
2023 ACTIONS
WEBSITE
The Visit Tri-Cities website, VisitTri-Cities.com, is the
foundation of the organization’s marketing efforts as all
campaigns “call to action” direct users to the website. The
website has been redesigned and augmented with new
technology, such as an itinerary builder and Crowdriff
user generated content platform) and SkyNav (virtual 360
tour) to enhance the visitor experience. Website content
is continually optimized to ensure a first-rate visitor
experience when trip planning.
PROMOTE THE DESTINATION
Promote increased leisure travel through development of
a cohesive year-long campaign targeting wine aficionados,
foodies, golfers, outdoor adventurers, multi-generational
families and STEM enthusiasts. The campaigns will be
geographically focused on metropolitan areas that are
within a 300-mile radius of the Tri-Cities, primarily the
Puget Sound and Greater Spokane.
TRAVELTRADE SHOWS
Target wine enthusiasts atconsumer-focused wine
andfood events such asTaste Washington to increase
destination awareness as a world-class wine region.
MATERIALS
Develop compelling marketing materials including, but not
limited to, Official Tri-Cities Visitor Guide and wine map.
Publications will beavailable online as many visitors access
information digitally, andconsumers are increasingly
aware of environmental impacts and concerns of public
health. Additionally, digital publications may be updated
at-will, which benefits the visitor as well as tourism-based
businesses and attractions.
ADVERTISE
Digital and social media advertising are theprimary
marketing tactics, with complementing print and broadcast
advertising campaigns. The advertising budget calls for a
flexibility in target not only seasonal needs but to reach a
targeted audience that is most likely tovisit theTri-Cities.
SOCIAL MEDIA
Social media are ever evolving marketing tools that can
be used to connect and engage potential visitors. Visit
Tri-Cities will promote the destination through Tri-Cities,
WA (30,968 followers) on Facebook, as well as through
Instagram and Twitter. In 2023 we will increase social
content with compelling photos and video, and engage
with popular platforms (e.g. TikTok) to boost engagement. 16
TECHNOLOGY
We will continue to lead the industry in technology and
improve visitor experience by investing in programs
and platforms:
TrueOmni Digital Kiosks (touchscreen information
centers with itinerary builders)
Bandwango (visitor passes and packages)
SkyNav (virtual 360 tours of community attractions)
Kuula (virtual site inspections for meeting and
sports facilities)
TRI-CITIES WINE TOURISM COUNCIL
Visit Tri-Cities staff provides management and leadership
for the Tri-CitiesWine Tourism Council, which works on
marketing projects designed to increase wine tourism.
PACKAGES
Work with member hotels to showcase their existing
packages to travel media and on theVisit Tri-Cities website.
SEGMENTED CONSUMER NEWSLETTERS
User generated content on the website and social
media channels will be supplemented seasonal consumer
newsletters targeted to interest groups (outdoor recreation,
wine, science) tocompel readers to planleisure travel to
the region.
TRI-IDEAS
Visit Tri-Cities will continue to highlight, share and
celebrate the diversity of the Tri-Cities that can be
experienced through travel and tourism activities.
Page 20 of 83
TOURISM DEVELOPMENT
TOTAL:
501,810
ADVERTISING
WTA State Official Visitor Guide: $7,500 (Nov)
Cohesive multi-channel campaign to include a
mix of broadcast television, digital and social ads
targeting leisure travelers in the geographic markets
of the Puget Sound Region and Greater Spokane
throughout 2023: $400,000
47,000 Jan/Feb/March, $165,000 Apr/May/June,
145,000 July/Aug/Sept, $43,000 Oct/Nov/Dec)
Total: $407,500
TRAVEL
Tri-Cities Wine Tourism Council: $1,200 (Mar, Sept)
600 each show for 1 staff member)
Continuing education courses: $10,000 (Mar, May,
and Sept) (hotel, meals and travel at $2,000 per
session per staff member x 5)
Spokane Golf & Travel Show: $1,400 (Feb) ($700 per
staff member for hotel, meals and travel x 2)
Total: $12,600
TRADE SHOWS
Spokane Golf & Travel Show exhibit fees: $1,300 (Oct)
Taste Washington is expected to return in 2023
Total: $1,300
WEBSITE/INTERNET MARKETING
Invest in Search Engine Optimization for new
website: SEO Package: $36,000 (Jan, April, July, Oct)
9,000 a quarter)
Total: $36,000
COMPUTER LICENSING FEE:
Website Hosting Fee: $25,000 (March, June, Sept,
Dec)($6,250 a quarter)
iDSS: $9,000 (March, June, Sept, Dec)
2,250 per quarter)
Blue Buzzard: $1,560 ($130 monthly)
Total: $35,560
STAFF DEVELOPMENT
Continuing Education Training Courses: $5,000
March, May, July, Sept) ($1,000 registration per staff
member x 5)
Total: $5,000
PROMO ITEMS
Registration Bags: $1,450 (Feb)
Logo’d Swag: $2,400 (April, Aug)
Total: $3,850
17
ADVERTISING
81%
TRAVEL
3%
TRADE SHOWS
0.3%
7%
COMPUTER LICENSING
7%
STAFF DEVELOPMENT
1%
PROMO ITEMS
0.8%
WEBSITE/INTERNET MARKETING
Page 21 of 83
OVERALL BUDGET
YAKIMA
VALLEY
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
The following chart provides historical look at a total budget comparative (including Hotel Motel Tax, Membership
Investments and Tourism Promotion Assessment) in key competitive markets.
18,000,000
12,000,000
6,000,000
0
HOTEL-MOTEL TAX INVESTMENTS
The following chart provides historical look at hotel-motel tax investments in key competitive markets.
3,000,000
2,250,000
1,500,000
750,000
0
17,515,652
6,538,482
3,591,000
1,800,000 $1,200,000
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES
3,470,000
YAKIMA
VALLEY
VANCOUVER WALLA
WALLA
0
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES TACOMA VANCOUVER WALLA
WALLA
2,326,474
0
1,800,000
724,000 $700,000
800,000
18
3,600,000
TACOMA
3,041,133
685,233
Page 22 of 83
YAKIMA
VALLEY
DESTINATIONMARKETING
ORGANIZATION (DMO)
FUNDINGCOMPARATIVE
TPA BUDGET
The following chart provides historical look at a tourism promotion assessments in key competitive markets.
10,000,000
7,500,000
5,000,000
2,500,000
0
8,753,619
2,194,438
3,578,4000
2,050,000 $
1,500,000 $1,650,000
1,100,000
400,000
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES TACOMA VANCOUVER WALLA
WALLA
19
Page 23 of 83
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
APPENDIX
Visit Seattle $17,515,652 14,565 $1,203
Visit Spokane & Sports Commission $6,538,482 7,169 $912
Seattle Southside Tourism Authority $3,591,000 9,394 $382
Visit Tri-Cities $3,041,133 3,670 $829
Travel Tacoma $3,600,000 7,000 $514
Yakima Valley Tourism $3,470,000 3,063 $1,133
Visit Vancouver USA $1,800,000 3,332 $540
Walla Walla Tourism $1,200,000 987 $1,216
COMPETING CITY DMO BUDGET
NUMBER OF
HOTEL ROOMS
SPENT
PER ROOM
The following chart provides historical look at a total budget comparative (including Hotel-Motel Tax,
Membership Investments and Tourism Promotion Assessment) in key competitive markets.
The following chart provides historical look at hotel-motel tax investments in key competitive markets.
Visit Seattle $0 14,565 $0
Visit Spokane & Sports Commission $2,326,474 7,169 $325
Seattle Southside Travel Authority $0 9,394 $0
Visit Tri-Cities $685,233 3,670 $187
Travel Tacoma $1,800,000 7,000 $257
Yakima Valley Tourism $724,000 3,063 $236
Visit Vancouver USA $700,000 3,332 $210
Walla Walla Tourism $800,000 752 $1,064
COMPETING CITY
HOTEL-MOTEL
TAX
NUMBER OF
HOTEL ROOMS
SPENT
PER ROOM
The following chart provides historical look at a tourism promotion assessments in key competitive markets.
Visit Seattle $8,753,619 14,545 $601
Visit Spokane & Sports Commission $2,194,438 7,169 $306
Seattle Southside Tourism Authority $3,578,400 9,394 $381
Visit Tri-Cities $2,050,000 3,670 $559
Travel Tacoma $1,500,000 7,000 $214
Yakima Valley Tourism $1,650,000 1,858 $888
Visit Vancouver USA $1,100,000 3,332 $330
Walla Walla Tourism $400,000 752 $532
COMPETING CITY TPA
NUMBER OF
HOTEL ROOMS
SPENT
PER ROOM
VISIT TRI-CITIES
2022 TPA BUDGET
20
Page 24 of 83
5010 Salaries $696,526.00 $682,444 $774,811 78,285 $92,367
5012 401k $33,527.00 $24,826 $38,741 5,214 $13,915
5015 Health Insurance $101,558.00 $102,481 $137,688 36,130 $35,207
5030 Payroll Taxes $58,508.00 $62,441 $75,157 16,649 $12,716
5035 Accounting Services $24,747.00 $24,744 $24,747 0 $3
5050 Telephone & Toll free $7,500.00 $6,844 $7,000 -500 $156
5060 Office Expense $9,000.00 $9,141 $9,000 0 $(141)
5070 Office Insurance $6,000.00 $5,198 $6,000 0 $802
5080 Postage $4,000.00 $2,861 $3,000 -1,000 $139
5090 Equipment Upkeep $22,000.00 $19,399 $20,000 -2,000 $601
5092 Visit Mobile $3,660.00 $3,048 $3,600 -60 $552
5095 Capital Expenditures $15,000.00 $15,628 $15,000 0 $(628)
5100 Office Rent $63,000.00 $41,390 $45,500 -17,500 $4,110
5105 Legal/Professional $2,500.00 $1,500 $2,500 0 $1,000
5110 Dues & Subscriptions $7,200.00 $7,090 $7,200 0 $110
5112 Platform Fees $58,500.00 $58,028 $61,000 2,500 $2,972
5115 Computer Licensing Fee $36,000.00 $35,187 $37,000 1,000 $1,813
5225 Website Maintenance $38,000.00 $37,672 $38,000 0 $328
5230 Training $10,000.00 $9,234 $11,000 1,000 $1,766
5290 Advertising/Marketing $440,988.00 $440,031 $512,056 71,068 $72,025
5300 Promo Items * $5,000.00 $4,542 $6,000 1,000 $1,458
5310 Bid Fees $25,000.00 $25,000 $25,000 0 $-
5315 Travel $37,200.00 $24,290 $25,000 -12,200 $710
5317 Trade Shows $46,500.00 $37,610 $45,000 -1,500 $7,390
5500 Opportunity Fund $120,000.00 $111,775 $120,000 0 $8,225
Total
Expenses
1,871,914 $1,792,404 $2,050,000
DESTINATIONMARKETING
ORGANIZATION (DMO)
FUNDINGCOMPARATIVE
VISIT TRI-CITIES
2022 TPA BUDGET
City of Kennewick $804,923 $906,045 $881,500 76,577 $(24,545)
City of Richland $692,608 $723,471 $738,000 45,392 $14,529
City of Pasco $374,383 $421,599 $430,500 56,117 $8,901
1000 Total Revenues: $1,871,914 $2,051,115 $2,050,000 178,086 $(1,115)
REVENUE 2022 BUDGET 2022 FORECAST
2023 PROJECTED
BUDGET
VARIANCE TO
2022 BUDGET
VARIANCE TO
2022 F/C
EXPENSES 2021 BUDGET 2021 FORECAST
2022 PROJECTED
BUDGET
VARIANCE TO
2022 BUDGET
VARIANCE TO
2022 F/C
APPENDIX21Page25of83
7130 W. Grandridge Blvd., Ste. B
Kennewick, WA 99336
509) 735-8486 | (800) 254-5824
VisitTri-Cities.com
Page 26 of 83
Visit TRI-CITIES7130W. Grandridge Blvd., Suite BKennewick, WA 99336509-735-84861-800-254-5824Fax509-783-9005www.VisitTRI-CITIES.cominfo@VisitTRI-CITIES.com
August 12, 2022
Mr. Dave Zabell
City of Pasco
525 N. 3rd Avenue
Pasco, WA 99301
Dear Dave:
On behalf the staff and Board of Directors, I am pleased to present the Visit Tri-Cities Mid-Year
Report outlining the organization’s deliverables completed for the first half of the 2022.
The services and programs managed by Visit Tri-Cities are more important than ever as the tourism
industry endeavors to recover from the long-term effects of previous travel bans and limits on the size
of gatherings. The strategies that we previously put in place have been successfully executed and we
are gaining momentum as we head into the second half of 2022.
That is great news for visitor spending in the region and the Tri-Cities area tourism related businesses
that are supported by the visitor economy. The details are outlined in the enclosed report, I think you
will find that our accomplishments are something to celebrate.
Thank you for your support of Visit Tri-Cities and the tourism industry. We would not be successful
without our partners and the community alliances we enjoy.
Best Regards,
Kim Shugart
Senior Vice President
Enclosure
Page 27 of 83
VISIT TRI-CITIES
Visit Tri-Cities is supported by the cities of
Kennewick, Pasco, Richland, and West Richland;
the Tri-City Regional Hotel-Motel Commission;
Corporate Partners; as well as individual and
business members. The Mid-YearReport
summarizes destination marketing and
management activities undertaken during
the first six months of 2022.
We make theTri-Cities bigger, bolder,
brighter, better and more cool
through tourism.
OUR MISSION
OUR VISION
Inspire wanderlust for a bold yet casual,
geeky but cool, magical experience in
wide-open spaces.
VISITOR SPENDING
The Tri-Cities region is enjoying a successful year for out-of-town visitors
and visitor spending. The June STR Report reflects an increase of 5.7% in
the number of hotel rooms sold compared to 2021, down only 1.5%
to pre-pandemic record levels of 2019. And the news gets better.
Due to area hotels’ ability to leverage the
changes in hotel inventory, revenues are
exceeding pre-pandemic levels by 15.6%.
This is fantastic news for tourism-related
businesses and attractions as demand for
services in the Tri-Cities remains strong.
PASCO
95,757
RICHLAND
172,898
KENNEWICK
159,733
Room nights sold January - June 2021
Total: 428,388
RICHLAND
171,563
PASCO
104,353
KENNEWICK
176,886
Room nights sold January - June 2022
Total: 452,802
CONVENTION &
SPORTS MARKETING
Convention and Sports Groups are key to the success of increasing visitor spending in the Tri-Cities.
Groups compliment business and leisure travel and fill weekends and shoulder seasons.
CONVENTION & SPORTS SALES
Number of conventions, sports and groupevents85
Number of delegatesattracted59,940
Visitor spending$14,212,985
SALES ACTIVITIES
Representing total roomnights22,540 Leadsissued84
Salescalls954Convention & Sports servicerequests43
OLYMPIA SALES BLITZ
Number ofattendees: 28 Meeting Planners representing
25 organizations and 58 potential events
FUTURE BUSINESS BOOKED
JANUARY - JUNE 2022
Number offuture conventions,
meetings and sports events booked:
76
Future visitor spending:
8,554,411
TBEX NORTH
The Tri-Cities welcomed 270 travel bloggers and social media influencers for the TBEX 2022 North America Spring Conference held April 18-22.
The travel content creators experienced everything the Tri-Cities has to offer including scenic flight of Tri-Cities with a visit to the Pasco Aviation
Museum, Water2Wine lunch cruise, Coyote Canyon Mammoth Site with Ice Age Floods tour, LIGO Tour, hiking, biking, kayaking, wine tours and
tasting, and more!
As of June, the conference has resulted in 16 stories about the Tri-Cities (32 Washington State) and more than 300 social media posts on Facebook,
Instagram and Twitter.
COMMITTEES MANAGED BY VISIT TRI-CITIES
Hotel Directors of Sales Committee | Tri-City Regional Hotel-Motel Commission
Tri-Cities Wine Tourism Council | Tri-Cities National Park Committee | Tri-Cities Sports Council
Tri-Cities Rivershore Enhancement Council | Benton Franklin River Heritage Foundation
2022
Mid-Year
Report
VISIT TRI-CITIES
7130 W. Grandridge Blvd., Suite B | Kennewick, WA 99336 | (509) 735-8486
CONVENTION &
SPORTS MARKETING
TBEX NORTH
AMERICA 2022
Corporate Sponsor:
Three Rivers Convention Center and Toyota Center
Page 28 of 83
Corporate Sponsor:
Washington River Protection Solutions
TRI-CITIES RIVERSHORE
ENHANCEMENT COUNCIL
The Tri-Cities Rivershore Enhancement Council (TREC) is a
multi-jurisdictional program coordinated by Visit Tri-Cities which is
helping the community rediscover its river shores and is working to
emphasize restoration, development and enhancement activities.
Members of TREC held a Strategic Planning Retreat in January
to identify priorities and issues for TREC. The top key issues and
priorities identified include re-conveyance, environmental
issues (including algae), persons experiencing homelessness
along the shorelines, Snake River Dams, continued
implementation of wayfinding, in addition to connectivity
and enhancement projects.
TREC will be coordinating efforts to upgrade the Cable Bridge
Lighting from high pressure to LED lights. A subcommittee
has been formed and includes representation from the cities,
port districts and counties with support from Benton and
Franklin PUDs; Washington State Department of Transportation;
community members and Visit Tri-Cities.
Visitors and residents alike may have noticed the installation of
wayfinding signs around the community. To date, each of the
cities has added signage and the project is now in the second to
third phase of completion depending on location. The phases
include Phase 1: regional gateways, city gateways, Phase 2:
vehicular directional signage, Phase 3: trails and parks and
recreation signage, Phase 4: Visitor Center.
24
In an effort to reach as many visitors as possible, Visit Tri-Cities maximizes
destination exposure through digital, social advertising, broadcast media
and print. This approach reaches a broad and diverse audience.
MARKETING &
COMMUNICATIONS
Print advertisements Total digitalimpressions6,996,987
WEBSITE STATS
Uniqueusers106,790
Pageviews240,955
SOCIAL MEDIA
6,448 followers
29,662 followers
11,298 followers
1,902 followers
TOURISM
DEVELOPMENT
Visit Tri-Cities manages tourism-related programs within the community in
order to position the Tri-Cities as a desirable and compelling visitor destination.
Visit Tri-Cities partnered with Bandwango to develop and launch the Heart
of Washington Wine Country Pass, a paid tasting pass. The pass features
nine local wineries that offer tastings, flights and discounts. One-day,
three-day and 90-day passes are available.
Visit Tri-Cities installed a new digital information kiosk with touch screen
technology in the Visitor Center. The branded tower offers the ability for
visitors to build a custom travel itinerary featuring local tourism-related
businesses, events, hotels, restaurants, transportation and more. The
itinerary can be delivered to the visitor via email. The kiosk also has a
photo booth style camera for visitors to commemorate their Tri-Cities visit
and post to social media. Additional kiosks have been placed in the Three
Rivers Convention Center in Kennewick and the Tri-Cities Airport in Pasco
to provide visitors with the latest in tourism information.
Visit Tri-Cities launched a member extranet portal
to better serve members. The portal allows member
businesses to update website listings and photos,
contact information, add happenings to the calendar
of events and more.
MEMBERSHIP
New Tourism Members January – June202230
Total Tourism Members as of June 30, 2022347
Visit Tri-Cities collaborates with local businesses, the
public sector and other partners to provide a great
visitor experience, celebrate the community and
improve quality of life for residents.
VISITOR CENTER
Visitor inquiries January – June20221,381
TRI-IDEAS
Visit Tri-Cities launched Tri-IDEAs, a program exploring and celebrating
Inclusivity, Diversity, Equity and Accessibility. Visit Tri-Cities connects with
business owners, community leaders, event organizers, residents and
more to highlight, share and celebrate the diversity of the Tri-Cities that
can be experienced through travel and tourism activities.
Community features January – June202221
Corporate Sponsor:
Bechtel
Broadcast advertisements in-market233
Corporate Sponsor:
Central Plateau Cleanup Company (CPCCo)
MEDIA OUTREACH
Visit Tri-Cities takes a proactive approach
to hosting travel writers and other media
professionals, positioning the Tri-Cities as
apremier destination for travelers.
Positivestories51
Impressions3,796,985,060
Coverageviews3,158,285
Writers and Content Creatorshosted314
Corporate Sponsor:
Hanford Mission Integration Solutions (HMIS)
The Eco-Tourism & Heritage program focuses on restoring
and preserving the natural environment to enhance outdoor
recreation opportunities while educating the community and
visitors on cultural and historical offerings in the Tri-Cities.
TRI-CITIES RIVERSHORE
ENHANCEMENT COUNCIL
ECO-TOURISM &
HERITAGE
Corporate Sponsor:
Battelle
Partnerreferrals6,682
VISITING FRIENDS &
RELATIVES
Page 29 of 83
ITEMS FOR DISCUSSION
Visit Tri-Cities Mid-Year Report
Tourism Promotion Area Programs
TPA Budget
TOURISM PROMOTION ASSESSMENTS
SUPPORT:Convention, Sports and Group Marketing
Digital Advertising
Social Media Advertising
Broadcast Advertising
Wine Country, STEM, and Outdoor Recreation
Website
Regional and National Trade Shows
Opportunity Fund Grants
Regional Collaborative Projects
TRI-CITY REGIONAL
HOTEL-MOTEL
COMMISSIONCITYOFKENNEWICK
Mark Blotz, Clover Island Inn
Nickolas Woody, Inn at Columbia Center
Marie Mosley, Ex Officio, City of Kennewick
CITY OF PASCO
Monica Hammerberg, Hampton Inn & Suites Pasco / Tri-Cities
Jerry Beach, A-1 Hospitality
Dave Zabell, Ex Officio, City of Pasco
CITY OF RICHLAND
Lacey Stephens, Home2 Suites by Hilton
Linda Hendricks, Hampton Inn Richland
Jon Amundson, Ex Officio, City ofRichlandPage
AGENDA REPORT
FOR: City Council October 18, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 10/24/22
FROM: Adam Lincoln, Deputy City Manager
Executive
SUBJECT: Presentation of 2023 Legislative Priorities
I. REFERENCE(S):
Draft Resolution
Draft 2023 Legislative Priorities
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation by Briahna Murray, Vice President, Gordon Thomas Honeywell
Governmental Affairs
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
The 2023 Washington State Legislative session will convene on Monday,
January 9th. The 2023 session is the first year of the two -year legislative
biennium, commonly referred to as the "long" session, the odd year session is
scheduled for 105 days. The long session focuses on the adoption of the biennial
operating, capital, and transportation budgets.
Gordon Thomas Honeywell Governmental Affairs (GTHGA) has been contracted
to assist in promoting the Council's legislative priorities to the legislature. In doing
so GTHGA assists in the development a comprehensive legislative agenda and
in furthering that agenda in Olympia by providing on -the-ground (or virtual)
presence in Olympia during session, monitoring the legislature throughout the
year, and advancing the City's legislative agenda.
Page 48 of 83
The City has benefited by maintaining a proactive posture with the legislature
regarding the interests of Pasco. One means by which Council has made its
concerns and interests known to the legislature, and specifically its legislative
delegation, is through the adoption of its City Legislative Priorities Statement.
V. DISCUSSION:
Attached is the draft 2023 Legislative Priorities list, which reflects modifications
to the previous agenda as recommended by staff and the legislative consultant,
Briahna Murray, Vice President, GTHGA. The proposed amendments to the
legislative priorities considered changed circumstances over the past year;
additionally, the draft priorities reflect current circumstances, overall Council
policy direction and the likelihood of success.
The GTHGA team will present Council with an overview of the upcoming session
and review the draft priorities and strategies for advocacy.
Staff requests Council discussion and direction with regard to the draft priorities
in order finalize them for adoption by resolution at a later date.
Page 49 of 83
Resolution – 2023 Legislative Priorities - 1
RESOLUTION NO. _____
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
DECLARING THE CITY’S LEGISLATIVE PRIORITIES FOR THE 2023
SESSION OF THE WASHINGTON STATE LEGISLATURE.
WHEREAS, the 2023 Legislative Session of the Washington State Legislature
commences on January 9, 2023; and
WHEREAS, the City of Pasco, as a municipal corporation and political subdivision of the
State of Washington can be substantially affected by the actions of the Washington State
Legislature; and
WHEREAS, the City Council has evaluated conditions impacting the City of Pasco and
opportunities to improve the services the City provides to its citizenry; and
WHEREAS, the City Council desires to identify the legislative priorities for the 2023
Legislative Session so they can be provided to state legislators prior to the commencement of the
next legislative session.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
Section 1. That the legislative objectives stated herein constitute the priorities of the City
of Pasco for the 2023 Legislative Session.
DOWNTOWN PASCO NORTH PLAZA: The City requests $750,000 to
renovate the nearly 50-year-old outdated Downtown Pasco North Plaza. When
combined with other downtown investments, the North Plaza will serve as a catalyst
for Pasco’s vibrant downtown and attract visitors to support small businesses and
economic growth.
PROCESS WATER REUSE FACILITY (PWRF): The City requests $5 million
as part of a public-private partnership to upgrade its Process Water Reuse Facility
to make it more efficient and environmentally friendly. The facility treats and
disposes of food production wastewater through irrigation of nearby farmland. The
total investment to upgrade the facility is $80 million.
GESA STADIUM IMPROVEMENTS: The City joins communities throughout
the state to request $24 million to improve publicly owned baseball stadiums. The
City of Pasco owns Gesa Stadium, a public gathering place, and is the home of the
Dust Devils. The Dust Devils attract 108,836 visitors to the Tri-Cities annually and
are a fixture in the community. Of the $24 million, $3 million would be allocated
to improve Gesa Stadium.
Page 50 of 83
Resolution – 2023 Legislative Priorities - 2
HOUSING: The City amended its zoning code to allow middle housing types in 80% of
the city. The City now requests that the state remove other barriers to the construction of
housing, such as relaxing condominium liability regulations, reducing construction costs,
and providing tax incentives. The City supports state funding, such as the Housing Trust
Fund, to ensure housing is constructed to serve all income levels.
PUBLIC SAFETY & BEHAVIORAL HEALTH SERVICES: The Pasco
community has experienced a significant increase in crime. In response, the City
requests the following:
o Allocate $925,000 annually to fund two Basic Law Enforcement Academy
classes in the Tri-Cities to expedite the training of police officers once hired.
o Increase funding for alternative response teams, treatment facilities for
adults and juveniles, and funding for social workers, treatment providers,
and system navigators to help direct people to treatment.
o Allow officers to take a custodial action for the possession of controlled
substances, and fund adequate treatment options.
o Clarify that officers can engage in vehicular pursuits when appropriate.
TRANSPORTATION FUNDING: The City requests that the state invest in
transportation projects throughout Pasco:
o Funding to preserve and maintain the local transportation system
o $3 million for the Road 76 Overcrossing Project
o $8 million for the Broadmoor Bike/Ped Crossing over I-182
o $1.5 million for State Route 12 Safety Improvements
o $2 million for a feasibility study to allow eastbound access on to I-182
o Fully fund grant programs, such as the WSDOT Bike/Ped Program, that will
allow the City to receive grant funds.
Section 2. The City Manager is hereby directed to inform state legislators and other
appropriate parties of the City’s 2023 Legislative Priorities.
PASSED by the City Council of the City of Pasco, Washington on this ___ day of
2022.
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorney
Page 51 of 83
City of Pasco
2023 State Legislative Priorities
DOWNTOWN PASCO NORTH PLAZA: The City requests $750,000 to renovate the
nearly 50-year-old outdated Downtown Pasco North Plaza. When combined with other
downtown investments, the North Plaza will serve as a catalyst for Pasco’s vibrant
downtown and attract visitors to support small businesses and economic growth.
PROCESS WATER REUSE FACILITY (PWRF): The City requests $5 million as part of
a public-private partnership to upgrade its Process Water Reuse Facility to make it more
efficient and environmentally friendly. The facility treats and disposes of food production
wastewater through irrigation of nearby farmland. The total investment to upgrade the
facility is $80 million.
GESA STADIUM: The City joins communities throughout the state to request $24 million
to improve publicly owned baseball stadiums. The City of Pasco owns Gesa Stadium , a
public gathering place, and is the home of the Dust Devils. The Dust Devils attract
108,836 visitors to the Tri-Cities annually and are a fixture in the community. Of the $24
million, $3 million would be allocated to improve Gesa Stadium.
HOUSING: The City amended its zoning code to allow middle housing types in 80% of
the city. The City now requests that the state remove other barriers to the construction of
housing, such as relaxing condominium liability regulations, reducing construction costs,
and providing tax incentives. The City supports state funding, such as the Housing Trust
Fund, to ensure housing is constructed to serve all income levels.
PUBLIC SAFETY & BEHAVIORAL HEALTH: The Pasco community has experienced a
significant increase in crime. In response, the City requests the following:
Allocate $925,000 annually to fund two Basic Law Enforcement Academy classes
in the Tri-Cities to expedite the training of police officers once hired.
Increase funding for alternative response teams, treatment facilities for adults and
juveniles, and funding for social workers, treatment providers, and system
navigators to help direct people to treatment.
Allow officers to take a custodial action for the possession of controlled
substances, and fund adequate treatment options.
Clarify that officers can engage in vehicular pursuits when appropriate.
TRANSPORTATION: The City requests that the state invest in transportation projects
throughout Pasco:
Funding to preserve and maintain the local transportation system
3 million for the Road 76 Overcrossing Project
8 million for the Broadmoor Bike/Ped Crossing over I-182
1.5 million for State Route 12 Safety Improvements
2 million for a feasibility study to allow eastbound access on to I-182
Fully fund grant programs, such as the WSDOT Bike/Ped Program, that will allow
the City to receive grant funds.
Contact:
City Manager
509) 545-3404
citymanager@
pasco-wa.gov
www.pasco-
wa.gov
Page 52 of 83
FINANCE/GENERAL GOVERNMENT
State-Shared Revenues Pasco supports preserving and enhancing state-shared revenue streams.
Local Control Pasco opposes any proposals that restrict, mandate, or otherwise interfere
with the city’s ability to make local decisions.
Election of Judges Pasco opposes legislation mandating that part-time municipal court judges
be elected rather than appointed.
Labor Reform Pasco opposes legislation that increases labor costs.
Pet Adoption PRA Exemption Pasco supports legislation that would create an exemption from the Public
Records Act the disclosure of pet adoption information.
INFRASTRUCTURE & ECONOMIC DEVELOPMENT
Complete Streets Funding Pasco supports increased funding for complete streets grants.
Tri-Cities Mobility Pasco supports efforts to explore a third crossing over the Columbia River to
improve regional mobility throughout the Tri-Cities.
Lower Snake River Dams Pasco opposes the removal of dams along both the Columbia and Snake
Rivers.
Economic Development Tools Pasco supports economic development tools to spur development downtown
and in key commercial corridors.
Public Work Assistance Account Pasco supports increased funding to the Public Works Assistance Account to
fund basic infrastructure like drinking and wastewater.
LAND USE
Growth Management Act Paco opposes any proposals that create new planning obligations within the
Growth Management Act that are not coupled with adequate funding.
Pasco DNR Property
Pasco will continue working collaboratively with DNR to develop the
commercially-zoned properties west of Road 68. Pasco is opposed to DNR
buying land within the City’s UGA and asks that DNR divest itself of the
undeveloped land it currently owns within the UGA.
Annexation
Pasco supports incentives that encourage annexation, including utilizing
utility extensions, and mechanisms that facilitate the annexation of
unincorporated islands.
Water Rights Pasco supports legislation that increases the ability for cities to secure
municipal water rights.
The City of Pasco Supports/Opposes
Page 53 of 83
City of Pasco
Preparing for the
2023 LegislativeSessionPage
Overview
2023 Session
Expectations
Draft 2023
Agenda NextStepsPage
2023 Session Expectations
First year of the two-year biennium, 105-day session
Tasks before the 2023 Legislature:
Develop 2023-25 operating, capital, and transportation
budgets
Consider and adopt policy bills
Political context
November elections formative, 25+ new legislators
Committee assignments in Nov/Dec2022Page
Legislative Agenda Structure
Top Priorities Support/OpposePage
2023 Draft
Legislative
Agenda
Top Priorities
Downtown Pasco North Plaza
Process Water Reuse Facility
Gesa Stadium
Housing
Public Safety & Behavioral
HealthTransportationPage
Downtown Pasco North Plaza
Capital budget request: $750,000
Builds on previous investments
Focus messaging on economicdevelopmentPage
Process Water Reuse Facility
5 million capital funding request
Public-Private-Partnership
Focus on environmentally sustainable components of
project
Gesa Stadium
Eleven communities across the state are asking for a
total of $24 million to upgrade publicly owned minor
league baseball stadiums to support economic
development.
If awarded, Gesa Stadium would be allocated $3 million
of the $24millionPage
Housing
Pasco has amended its zoning code to increase density
Barriers remain to the construction of housing:
Revise liability for developers of condominiums
Evaluate increasing construction costs
Consider incentives to reducebarriersPage
Public Safety & Behavioral Health
Operating funds for Tri -Cities regional Basic Law
Enforcement Academy
Increased treatment and crisis response
Possession of controlled substances and substance use
treatment
Revision to policing policies, such as vehicularpursuitsPage
Transportation
Funding to preserve and maintain the local transportation
system
3 million for the Road 76 Overcrossing Project
8 million for the Broadmoor Bike/Ped Crossing over I-182
1.5 million for State Route 12 Safety Improvements
2 million for a feasibility study to allow eastbound access on
to I-182
Fully fund grant programs, such as the WSDOT Bike/Ped
Program, that will allow the City to receive grantfundsPage
Support/Oppose
State-Shared Revenues
Lower Snake River Dams
Public Works Assistance Account
Growth Management Act
WaterRIghtsPage
Legislative Agenda Structure
Approve
agenda
November
meeting with
legislators
Session
begins
January9thPage
Questions?
Briahna Murray
State Lobbyist, Partner
bmurray@gth-gov.com
253) 310-5477Page
AGENDA REPORT
FOR: City Council October 21, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 10/24/22
FROM: Dave Zabell, City Manager
Executive
SUBJECT: Presentation of 2023-2024 Biennial Budget
I. REFERENCE(S):
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation of the City of Pasco 2023-2024 Biennial Budget
III. FISCAL IMPACT:
2023-2024 Biennial Budgets - Operating and Capital Projects for the City of
Pasco
IV. HISTORY AND FACTS BRIEF:
Prior to 2019, the City of Pasco operated on annual Operating and Capital
Projects Budgets and effective in 2018 with the development of the 2019-2020
budget cycle the City transitioned to a biennial budgeting process.
V. DISCUSSION:
Tonight, staff will introduce the 2023-2024 Biennial Budget, as well as provide a
General Fund Briefing, Department Presentations, Capital Projects overview
and policy considerations for Council to consider as they review the budget
document over the next few weeks. A formal preliminary budget document will
be distributed later in the week.
Page 68 of 83
AGENDA REPORT
FOR: City Council October 6, 2022
TO: Dave Zabell, City Manager City Council Workshop
Meeting: 10/24/22
FROM: Steve Worley, Director
Public Works
SUBJECT: Resolution - Argent Road Phase 1 Project Acceptance
I. REFERENCE(S):
Resolution
Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
See below.
IV. HISTORY AND FACTS BRIEF:
Argent Road from North 20th Avenue to Saraceno Way
The City of Pasco along with partners Columbia Basin Community College
CBC) and the Port of Pasco (Port) worked together to envision necessary
improvements to the Argent Road corridor from Road 36 to 20th Avenue. This
project is the first phase of three phases. Phase 1 extends along Argent Road
corridor between 20th avenue and Saraceno Way/Varney Lane. Phase 2
involves traffic signal installation and other improvements at the intersection of
Road 36, which is currently in construction, Phase 3, roadway widening and
ped/bike improvements extending between Varney Ln and Road 36 is
anticipated to be advertised for bids in the winter of 22/23, once right -of-way
acquisition processes are completed.
This contract involves traffic signal upgrades and modifications, ADA curb ramp
upgrades, installation of countdown pedestrian signal heads, installation of
access management median curbing, installation of two pedestrian hybrid
beacons, widening of a section of a roadway, and other work.
Page 69 of 83
The project bid was awarded on June 28, 2021, by Council to Culbert
Construction, Inc. of Pasco, WA, in the amount of $1,995,935.77. The project is
now complete and was constructed per project specifications. Final construction
costs were $2,049,407.16.
Formal acceptance of public works projects are required by State law and start
the 45-day period within which an outside vendor, supplier or laborer would have
an opportunity to file a claim against this project pursuant to RCW 60.28.011 (2).
Upon completion of the 45-day lien filing period, retainage being held by the City
may be released upon receipts of the following:
An affidavit of no liens
A release from the Department of Revenue that all taxes have been paid
A release from any claims from the Department of Labor and Industries,
pursuant to RCW 60.28.051
V. DISCUSSION:
Staff recommends City Council's acceptance of the project as constructed by the
above-listed contractor.
Page 70 of 83
Resolution – Argent Road Widening – Phase 1 Project Closeout - 1
RESOLUTION NO. ________
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
ACCEPTING WORK PERFORMED BY CULBERT CONSTRUCTION, INC.
UNDER CONTRACT FOR THE ARGENT ROAD WIDENING – PHASE 1 (20TH
AVE TO SARACENO WAY) PROJECT.
WHEREAS, the work performed by Culbert Construction, Inc., under contract for the
Argent Road Widening – Phase 1 (20th Ave to Saraceno Way) project, has been examined by City
of Pasco staff and has been found to be in apparent compliance with the applicable project
specifications and drawings; and
WHEREAS, it is the City Staff’s recommendation that the City of Pasco formally accepts
the contractor's work and the project as complete.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
That the City Council concurs with the Staff’s recommendation and thereby accepts the
work performed by Culbert Construction, Inc., under contract for the Argent Road Widening –
Phase 1 (20th Ave to Saraceno Way) project, as being completed in apparent compliance with the
project specifications and drawings; and
Be It Further Resolved, that the City Clerk is hereby directed to notify the Washington
State Department of Revenue of this acceptance; and
Be It Further Resolved, that the final payment of retainage being withheld pursuant to
applicable laws, regulations and administrative determination shall be released upon satisfaction
of same and verification thereof by the Public Works Director and Finance Director.
PASSED by the City Council of the City of Pasco, Washington, this ___ day of November,
2022.
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Page 71 of 83
Pasco City Council Workshop
Meeting
October 24, 2022Page
Argent Road Widening, Phase 1
Project #12-001
Construction Contract Awarded to:
Culbert Construction, Inc.
1,995,935.77
Final Construction Cost:
2,049,407.16
Change Order(s):
1 –Utility Conflicts, Pavement Marking Removal and
Associated Additional Work $24,008.33Page
Argent Road Widening, Phase 1
Before
Argent Road Widening, Phase 1
In Progress
Argent Rd Widening, Phase 1
In Progress
Argent Rd Widening, Phase 1
In Progress
Argent Rd Widening, Phase 1
In Progress
Argent Road Widening, Phase 1
Complete
Argent Road Widening, Phase 1
Completed
Questions?
QUALITY OF LIFE
Promote a high-quality of life through quality programs, services and appropriate investment and re-
investment in community infrastructure including, but not limited to:
Completion of Transportation System Master Plan and design standard updates to promote greater
neighborhood cohesion in new and re-developed neighborhoods through design elements, e.g.;
connectivity, walkability, aesthetics, sustainability, and community gathering spaces.
Completion of the Parks, Recreation and Open Space Plan and development of an implementation
strategy to enhance such services equitably across the community. •
Completion of the Housing Action and Implementation Plan with a focus on a variety of housing to address
the needs of the growing population.
FINANCIAL SUSTAINABILITY
Enhance the long-term viability, value, and service levels of services and programs, including, but not
limited to:
Adopting policies and strategic investment standards to assure consistency of long-range planning to include
update of impact fees, area fees to specific infrastructure, and SEPA mitigation measures related to new
development, e.g.; schools, traffic, parks, and fire.
COMMUNITY TRANSPORTATION NETWORK
Promote a highly functional multi-modal transportation system including, but not limited to:
Application of the adopted Transportation System Master Plan including development of policies, regulations,
programs, and projects that provide for greater connectivity, strategic investment, mobility, multi -modal
systems, accessibility, efficiency, and safety.
COMMUNITY SAFETY
Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment
including, but not limited to:
Adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the
current Washington State Rating Bureau Class 3 community rating.
Collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging
existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator
programs, and other efforts. •
Development of an implementation strategy for the Comprehensive Police Master Plan to support future service
levels of the department to assure sustainability, public safety, officer safety, crime control, and compliance
with legislative mandates.
ECONOMIC VITALITY
Promote and encourage economic vitality including, but not limited to:
Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes,
phased sign code update, and development regulations and standards.
Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use
Plan such as Downtown and Broadmoor Master Plans.
Development of an Economic Development Plan, including revitalization efforts.
COMMUNITY IDENTITY
Identify opportunities to enhance community identity, cohesion, and image including, but not limited to:
Development of a Community Engagement Plan to evaluate strategies, technologies, and other opportunities
to further inclusivity, community engagement, and inter-agency and constituent coordination efforts.
Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art
and culture programs, recognition of significant events or occurrences, and participation/sponsorship of events
within the community.
Page 82 of 83
CALIDAD DE VIDA
Promover una calidad de vida alta a través de programas de calidad, servicios, inversiones y reinversiones
apropiadas en la infraestructura de la comunidad incluyendo, pero no limitado a:
Terminar el Plan de Transportación para promover más cohesión entre nuestras vecindades actuales y re-desarrolladas
a través de elementos de diseño, p.ej. conectividad, transitabilidad, sostenibilidad estética, y espacios para reuniones
comunitarias.
Terminar el Plan de los Parques, la Recreación, y los Espacios Vacíos y el desarrollo de una estrategia de
implementación para mejorar tales servicios justamente a lo largo de la comunidad.
Terminar el Plan de Acción e Implementación de Viviendas con un enfoque en una variedad de viviendas para tratar las
necesidades del aumento en la población.
SOSTENIBIILIDAD FINANCIERA
Mejorar la viabilidad a largo plazo, el valor, y los niveles de los servicios y los programas, incluyendo, pero no
limitado a:
Adoptar las políticas y los estándares de inversión estratégica para asegurar consistencia en la planificación a largo
plazo para incluir la actualización de las tarifas de impacto, las tarifas en áreas de infraestructura específica, y las
medidas de mitigación SEPA relacionadas con el nuevo desarrollo, p.ej. escuelas, tráfico, parques, e incendios.
RED DE TRANSPORTACION COMUNITARIA
Promover un sistema de transportación multimodal en alta operación incluyendo, pero no limitado a:
Aplicar el Plan de Transportación que fue adoptado, incluyendo el desarrollo de las políticas, las reglas, los programas,
y los proyectos que proporcionan más conectividad, inversión estratégica, movilidad, sistemas multimodales,
accesibilidad, eficiencia, y seguridad.
SEGURIDAD COMUNITARIA
Promover métodos proactivos para la inversión estratégica en la infraestructura, el personal, y el equipo
incluyendo, pero no limitado a:
Adoptar y desarrollar estrategias de implementación para el Plan Comprehensivo para Incendios. Con el propósito de
mantener la clasificación comunitaria actual en la tercera Clase del Departamento de Clasificación del Estado de
Washington.
Colaborar con socios regionales para influenciar estrategias que reduzcan los incidentes de personas sin hogar al
hacer uso de los recursos actuales como el impuesto de ventas de 0.1% implementado recientemente para la salud
mental, el uso de programas para navegar los recursos, y otros esfuerzos.
Desarrollar una estrategia de implementación para el Plan Comprehensivo de la Policía para apoyar los niveles futuros
de servicio del departamento para asegurar la sostenibilidad, la seguridad pública, la seguridad de los policías, el
control de crímenes, y el cumplimiento con los mandatos legislativos.
VITALIDAD ECONOMICA
Promover y fomentar vitalidad económica incluyendo, pero no limitado a:
Implementar el Plan Comprehensivo del Uso de Terreno a través de acciones relacionadas, incluyendo cambios de los
códigos de zonificación, actualización en las etapas de los códigos de las señales, y el desarrollo de las reglas y los
estándares.
Terminar los Planes de las Áreas y un análisis ambiental el cual complementa al plan integral de uso de la tierra como a
los Planes del Centro y de Broadmoor.
Desarrollar un Plan de Desarrollo Económico, el cual incluya esfuerzos de revitalización.
IDENTIDAD COMUNITARIA
Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen incluyendo, pero no
limitado a:
Desarrollar un Plan de Participación de la Comunidad para evaluar las estrategias, las tecnologías, y otras
oportunidades para promover la inclusividad, la participación de la comunidad, y los esfuerzos interdepartamentales y de
coordinación de los constituyentes.
Apoyar a la Comisión de las Artes y Cultura al promover la unidad y la celebración de la diversidad a través de
programas de arte y cultura, reconocer eventos o acontecimientos significantes, y participar/patrocinar eventos dentro
de la comunidad.
Page 83 of 83
2023-2024 Proposed Budget
October 24, 2022
July/August
Aug/Sep/Oct
Nov/Dec
Budget Kickoff
Department Request
Budget Hearing
Analysis & Meetings
Budget Adoption
Biennial Budget
NovemberSeptember
Capital Improvement Plan
Assessed Valuation from
Franklin County
Ad Valorem Levy Hearing
General Fund
Revenues
October
Council sets goals
May
WHY
WOULD
THEY WANT
US BACK?
Public Safety
Quality of Life
Economic Vitality
Direct and safeguard public investment through:
1) Capital Improvements 2) Strategic Planning 3) Economic Development
Community –Value and equity of services
Community Meetings
Council Goals
Listening Sessions
WHAT GUIDES THIS PROPOSED
BUDGET?
Citizen Survey
Social Media
Comp Plan
Master Plans
KEY THEMES
01
02
03
04
05
Projected increase of 51,000 over
next two decades
POPULATION GROWTH
Public Safety, Broadmoor, Mobility, Parks &
Facility, Economic Development
LONG RANGE PLANNING
Lewis Street Overpass, Wastewater,
Butterfield, West Pasco and PWRF Treatment
Plant, Pedestrian/Bicycle/Driver Safety
MAJOR CAPITAL PROJECTS
Community Asset Enhancement, Local Business
Expansion & Support, New Business Recruitment
Establishment, Downtown Master Plan
ECONOMIC DEVELOPMENT
Mobility, Parks, Local Cultural Events,
Public Art, Arts & Culture, IDEC
QUALITY OF LIFE
New Initiatives
Public Facilities District, Animal Shelter
Operations, Basic Law Enforcement Academy 06
New
Policies
and Budget
Impacts
Management of Animal Shelter
Management Pasco Public Facilities District
Tax Incremental Financing
Implementation of Downtown
Master Plan
Basic Law Enforcement
Academy
New Management Responsibilities
Animal Shelter
Hire 20 staff members
Manage all bookkeeping
operations
Process billings to partner
cities for their portion
Contract management
requirements
Approximate net increase
in General Fund expenses
of $133,000, annually.
Public Facilities District
Interim financing
Issue bond to finance project
Project management
Procurement and
implementation of receipting
software (replace RecPro)
Manage all bookkeeping
operations
Annual financial reporting
Annual audit
Basic Law Enforcement
Academy
Transition to Regional
training academy
model
2.5 FTE fully
reimbursed by State
program
Remodel of PD
Training facility
underway
Key implementations
Total estimated increase in operational costs is
165,000, annually. This includes:
Hiring additional staff
Increase operational costs such as
utilities, maintenance and receipting
software
Increase demand on parks and facilities
staff
Total estimated increase in revenue is
100,000, annually. This estimate is based on
potential contracts with private swim teams
and local high school team. As well as ability to
offer open swim and other aquatic programs
year-round.
Hire analyst to lead or coordinate the
implementation of the Downtown Master
Plan
Capital improvement projects such as
Wayfinding and Peanuts Park North
Downtown Outdoor Dining Furniture
funded by ARPA
New Staff –General Fund
1 -Partial FTE are reflected in other funds. 2 -Expense includes full cost of new employee in the 1st year such as computer, training, furniture, etc., as applicable. Amount also
includes a 5% increase in wages during the 2nd year for 4% COLA and 1% deferred compensation.
Department
1 No. of
Staff 2 Expense Funding Funding Source Net Impact
Information
Systems 3.4 805,984$ -$ 805,984$
Executive 3 716,151$ -$ 716,151$
Finance 2 384,021$ 103,696$
PFD Management
Reimbursement
280,325$
ACS 10 2,655,429$ 237,816$ Blvd Maint. 2,417,613$
CED 4 772,963$ 382,690$ Permit Fees 390,273$
Municipal
Court 2 250,002$ 116,645$ Grant 133,357$
Police 14 4,102,090$ 1,263,279$
Grant & Criminal
Justice Tax
2,838,811$
Fire 9 2,043,638$ 1,397,999$ Grant 645,639$
Human
Resources
0.5 113,518$ -$ 113,518$
Engineering 3 992,199$ -$ 992,199$
Total 50.9 12,835,995$ 3,502,125$ 9,333,870$
General Fund
New Staff –Other Funds
1 -Partial FTE are reflected in other funds. 2 -Expense includes full cost of new employee in the 1st year such as computer, training, furniture, etc., as applicable. Amount also
includes a 5% increase in wages during the 2nd year for 4% COLA and 1% deferred compensation.
Fund
1 No. of
Staff 2 Expense Funding Funding Source Net Impact
Ambulance 12.6 2,869,445$ 2,096,996$ Grant 772,449$
Fleet 3 707,441$ 707,441$ Rates
Animal Shelter 20 2,786,167$ 1,857,445$
2/3 funded from cities 928,722$
Equipment
Replacement 0.5 103,696$ 103,696$ Interfund charges -$
Water 8 1,780,969$ 1,780,969$ Rates -$
Sewer 4 871,301$ 871,301$ Rates -$
PWRF 2.5 300,095$ 300,095$ Rates -$
Medical
Insurance 0.5 113,517$ 113,517$ Rates
Total 51.1 9,532,631$ 7,831,460$ 1,701,171$
COMPLETED PROJECTS
Argent Road Widening (Phase 1) 20th Ave to Sacaceno Dr
Industrial Way Stormwater Retrofit and Overlay
Sandifur Pwky Widening (Rd 52 to Rd 60)
Burns Road Pathways (Phases 1, 3 and 3) and Road 93/Powerline Pathway
Argent Phase 2
Columbia East Force Main
NW Sewer LID #151
Road 36 Lift Station
Maple Drive Waterline extension
Palomino Park
Peanuts Park
Neighborhood Road Preservation
CARRY-OVER
2020 budget introduced the accounting practice of
carryovers to the City budgeting process
A recommended practice for capital projects
All funds expended during EACH biennium needs
authorization
All carryover funding will need to be approved by
Council
A separate process so there is clarity, rather than
comingling with new budget year
What to expect
Council will have to approve carryover capital budget
during the 1st quarter of 2023
Project still in progress but have full funding from
prior year will not be included in proposed budget
DEPARTMENT REPORTS
GENERAL FUND if not specified
GENERAL FUND
Public Works Engineering
2021 –2022 Departmental Accomplishments
Public Works Engineering Department
Began construction of Lewis Street Overpass.
Completed Local Area District (LID) 151, Northwest Sewer.
Completed Sewer Comprehensive Plan, initiated resulting projects.
Robust effort to apply for low interest funding opportunities, resulting in
award of $66.4M in grants and low interest loans for infrastructure
improvements.
Continued effort to improve capacity including critical projects at the
West Pasco Water Treatment Plant and the Zone 3 Transmission Main
and Reservoir Tank projects.
2021 –2022 Departmental Accomplishments
Public Works Operations –Utilities & Streets
Overlay projects completed throughout Pasco.
Development of policy and procedure for equipment maintenance and
replacement. City vehicle maintenance support increased 10%.
Rebuilt the air system compressor at Butterfield Treatment Plant.
Performed extensive in-house repair and rehab at Waste Water Treatment
Plant.
Rehabilitation of Desert Sunset Irrigation Well. Installation of variable
frequency drive on Village Well to optimize performance.
Rehabilitation work at farm sites, including wells #3 and #4, pivot replacement
and rebuild to Foster Wells Lift Station pumps.
Addition of new processor at Process Water Reuse Facility.
Receive and responded to 2,226 customer service requests.
2023 –2024 Departmental Goals
Public Works Engineering
Launch improvements at Butterfield Water Treatment
Plant
Complete key transportation projects and improvements
Complete Process Water Reuse Facility expansion
improvements
Establish a high efficiency grant/loan reimbursement
system for capital projects
Complete east urban growth area Sewer LID 152
2023 –2024 Departmental Goals
Public Works Operations
Create Comprehensive Asset Management Operating
Manual
Start design and construction of new Operation’s Facility
Update vehicle and equipment purchasing policies and
administrative orders
Continue investigating City’s water infrastructure to verify
materials used to meet EPA’s drinking water safety
standards
UTILITY FUND
STREET FUND
Human Resources
2021 –2022 Departmental Accomplishments
Human Resources Department
Implemented recruiting module in new software, NeoGov.
Implemented department liaison focused style of service delivery
Facilitated collective bargaining with International Association of
Fire Fighters.
Analyzed methodology for document storage to support
appropriate records management
2023 –2024 Departmental Goals
Human Resources Department
Review and Update City PMC and Administrative Orders
Identify a new 3rd party administrator for health insurance plan
Evaluate the Safety and Training programs for improvements
Implement additional modules for NEOGOV software
Enhance employee engagement and conduct an employee survey
Finance
2021 –2022 Departmental Accomplishments
Finance and Utility Billing
Supported American Rescue Plan Act utility and business grant programs.
Supported revenue requirement studies for ambulance, water and sewer
utilities.
Addition of payment kiosks that allow for non-business hour payments
through out Pasco in partnership with Franklin PUD and Basin Disposal.
Introduced use of new technology to support data visualization for
communication of financial activity and Capital Improvement Plan (CIP)
data.
Effort to transition billing software for utilities’ services to a new product
that integrates with financial software is underway.
2023 –2024 Departmental Goals
Finance and Utility Billing
Create a comprehensive Finance Operation Manual
Issue debt to support 2023 Capital Projects
Study and support funding source creation for various impact fees
Study and support General Fund long term financial plan modeling
Participate in implementation of new Planning & Permitting software
Community Economic
Development
2021 –2022 Departmental Accomplishments
Community & Economic Development
Completed Comprehensive Land Use Plan.
Supported various plans including the Broadmoor Master and Tax
Incremental Financing (TIF) Area Plans.
Completed integration of the One-Stop Permit Center to support ease of
customer interaction.
Supported facilitation of updated State Building and Energy Code .
2023 –2024 Departmental Goals
Community & Economic Development
Implement Downtown Master Plan
Complete Housing Capacity Plan
Complete and adopt the Broadmoor Master Plan
Complete mandated updates to the Shoreline Master Plan
Complete the Economic Development Strategy Plan
Administrative Community
Services
2021 –2022 Departmental Accomplishments
Administrative & Community Services
Implemented technology advancements with Citywide benefit, including
Ring Central Phone System.
Facilitated completion of a Parks Master Plan.
Completed Information Systems Strategic Master Plan
Added new parks and parks programs. Notable additions are Peanuts
Park, Palomino Park and the SEEK grant program. Through the SEEK grant
children were able to participate in sports camps and adventure trips.
Emergency Operation of Animal Control Shelter following removal of
contractor, including continued transition to long term shelter success
2023 –2024 Departmental Goals
Administrative & Community Services
Construction of new Tri-Cities Animal Shelter
Continue to add new Parks and Facilities (Schlagel, A Street, MLK, Pool
Bubble)
Review Park Impact Fees and New Parks Design Standards
Implement new Permitting and Code Enforcement software
Commence with new technology improvements to improve efficiency
and safety
Police
2021 –2022 Departmental Accomplishments
Police Department
Developed Comprehensive Police Strategic Plan.
Used Homeless Liaison Officers to partner with social services to reduce
persons experiencing homelessness.
Continued participating in community engagement opportunities. Some
examples include, National Night Out gatherings Citywide, Juneteenth
celebration, Coffee with a Cop events, and a first Family Field Day.
Implemented Spidr-Tech platform to evaluate customer service levels
and support community engagement.
Completed Unmanned Aircraft System (UAS) training and
implementation.
2023 –2024 Departmental Goals
Police Department
Develop implementation strategies for the Comprehensive Police Master
Plan
Collaborate with Resource Navigator Programs to reduce incidences of
homelessness
Increase community engagement events with focus on professional
imagery, branding and marketing
Deployment of District Policing model
Commence Criminal Justice Training Commission Basic Law Enforcement
Academy Pasco Campus
City Manager
2021 –2022 Departmental Accomplishments
City Manager
Successful adoption of Pasco’s first ever Tax Incremental
Financing (TIF) Area –Broadmoor
Successful completion of Pasco’s first-ever Downtown Master
Plan
Coordinated City Council ARPA program investments
Successful transition of Tri-City Animal Shelter to City staff
Successful expansion of City Economic Development Program
2023 –2024 Departmental Goals
City Manager
Onboarding of new City Manager
Implementation of Downtown Master Plan items
Development of Community Engagement Plan
Provide support of Arts & Culture Commission
City Council
Municipal Court
2021 –2022 Departmental Accomplishments
Municipal Court
Restarted work crew program as an alternative to incarceration.
Resume collection process after pandemic created pause, including evaluation
of requests to amend legal financial obligations.
Graffiti Abatement Program (GAP) is busy. Using AskPasco tool to abate
instances quickly.
Upgrade to Webex technology to allow for remote hearings. Allows for
facilitation of hearings with defendants and council outside our area.
Recipient of grant for $116,000 from Administrative Office of the Courts (AOC).
Grant supports new program in probation efforts by way of a Community
Resource Coordinator who assists indigent and low-income persons locate and
connect with local, state and federal programs.
2023 –2024 Departmental Goals
Municipal Court
Re -evaluate collection referral and implement a plan based on findings
Expand the Work Crew program
Explore more cost-efficient payment methods reviewing internal/external
options
Review and establish a new case management system
Continue to pursue grant funding for the CRC Program assist low income and
indigent persons
Fire
Ambulance
2021 –2022 Departmental Accomplishments
Fire and Ambulance
Began operation of the relocated Fire Station 83, Fire Station 84 and Fire
Department Headquarters to better serve the community
Fire Ground Command Training Lab implemented with Homeland Security
Grant funds
Completed update to Fire Department Master Plan
Equipped/trained a marine spill response program through Department of
Ecology in partnership with local tank farms, barging companies and railroad.
Placed 57 new self-contained breathing apparatus into service and replaced
portable and mobile radios with newer technology
2023 –2024 Departmental Goals
Fire and Ambulance
Maintain the Protection Class 3 rating with Washington Survey and Rating Bureau
Develop/implement inspection of High Hazard Occupancies
Update and approve the Community Risk Assessment (CRA) based on the growth of the
city and implement station-based Community Risk Reduction programs
Continue to improve the Pasco Resource Navigator program and actively participate in
the Benton Franklin Behavioral Health Advisory Committee.
Implement a system supporting better communications for fire and police personnel in
large facilities
Participate in determining options for sustainable delivery of both fire and EMS service
with Richland and Kennewick and update performance standards for Pasco Fire
GOLF COURSE FUND
COMMUNITY DEVELOPMENT GRANT (CDBG) FUND
ARPA FUND
ANIMAL SHELTER OPERATIONS FUND
1 –Fund needs to be established through Ordinance 2 –Interim management activity is reflected in General Fund in 2022, 2023 will be first year for this fund/activity.
Planning Efforts Update -Completed
Title of Plan Next Steps Council Goal Biennial Budget
Downtown Master Plan Adoption Economic Vitality Proposed FTE to support
implementation
Parks Master Plan Implement design standards Quality of Life Review Impact Fees
Comprehensive Land Use Implementation measures Quality of Life
Waterfront Zoning District Implementation measures Economic Vitality
Transportation System Master
Plan Implementation measures Community Transportation
Network
Police Strategic Implement design standards Quality of Life
Fire Master Plan Implementation measures Community Safety
Butterfield Water Treatment
Facility Initiate Improvements Community Safety Projects Included
Stormwater comprehensive Plan Adoption Quality of Life Projects included
Items for
Future
Considerations
and Budget
Impacts
Growing in step with community growth.
New staff to meet City service needs.
Capital project timeline and funding
Support of debt service for capital
improvements
Aligning revenue sources with related
expense
Equity of Impact –Growth pays for Growth
Type of Fee Eligible Projects Existing
Traffic Impact Fee Roadway Improvements Only in limited areas near I-182
Corridor. Fee analysis underway.
Fire Impact Fee Fire Station Construction
Does not exist. Fee analysis
planned.
Capital Expansion Fee Capital Utility Construction
Fee analysis underway to update
existing for water and sewer
utilities.
Capital Investment for Community –TIF Area
Project Name Needed Debt
Funding
Annual Debt
Service Plan Initiated Council Goal
Tax Incremental
Financing Projects $39,000,000 $2,600,000 Tax Incremental
Financing Analysis Economic
Includes transportation infrastructure and utilities
to provide foundational improvements that
otherwise may not occur. It is certain that use of
Tax Incremental Financing (TIF) will promote a
unified approach to planning in the Broadmoor
Area.
Tax Incremental
Financing provides
a mechanism to
fund improvements
without new
taxation.
Planning Effort in 2023 -2024 Biennium
Title of Plan Status Estimated Completion Notes/Next Steps Council Goal
Economic Development Initiated By year end, 2023 Budgeted in biennium Economic Vitality
Housing Capacity Initiated By year end, 2023 State to reimburse portion of cost Quality of Life
Broadmoor Master Plan Nearing completion By mid year, 2023 EIS Concurrent Economic Vitality
General Fund Forecasting Model Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability
Irrigation Rate Study Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability
Stormwater Rate Study Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability
Water System Comprehensive
Plan
Needed in 2023 By year end, 2023 Engage Consultant Financial Sustainability
Action Items for 2023 –2024 Biennial Budget
Completed
Approval of Ad Valorem (property taxes)
Acceptance of SAFER grant
Approval to manage Animal Shelter
Needed
Approval of Ambulance Rate Study and implement
rate increase
Adopt 2023 –2024 Biennial Budget
Approve creation of Animal Shelter Fund
UPCOMING
Tax Incremental Financing Hearing and proposed
approval –10/31
Budget Document provided to Council –11/2
First Reading of the Budget/Public Hearing –
11/7
Second Reading of the Budget/Public Hearing
and Budget adoption –11/21
Questions
BUDGET MESSAGE
Honorable Mayor and City Council, Pasco residents, business owners/operators, and
interested parties:
I am pleased to present the City of Pasco’s proposed budget for the 2023-2024 biennium.
As required by State law, revenues and expenses that compose the budget are balanced in
all funds. Guiding staff in this budget planning effort were a myriad of inputs including
completed comprehensive and master plans, the capital and operational plans embedded
in rate studies, an approved Capital Improvement Plan for the years 2023-2028, City
Council goals for the years of 2022-2023 and staff knowledge gained through operational
and administrative experience. The 2023-2024 budget serves as a financial roadmap. This
map assigns City resources toward a variety of services, programs, activities and projects.
Ultimately, the result is a body of services, programs, activities and projects that form the
collective effort of City staff. The aim of which is to meet Council Goals and the needs of
our citizenry, including safety in the community, an enhanced quality of resident life and
business community operations, and financial stewardship of resources. All these outcomes
not only benefit our current community but also future generations of the City of Pasco.
The intention of this message is to provide an overview of the elements included in the
proposed 2023 – 2024 biennial budget.
2021-2022 OVERVIEW
Pasco is a city coming into its own and positioned for future commercial, industrial and
residential growth on a large scale. A once small Central Washington town along the
Columbia River, Pasco has experienced rapid growth over a prolonged period of time that
has transformed the City into a dynamic and vibrant community of over 80,000 people.
Today Pasco is a regional hub of commerce with a diverse population, quickly rising
education levels and household incomes. As part of this transformation, Pasco has
experienced a changing demographic, infrastructure challenges, increased demands for
services in all sectors: social, education, emergency response, utilities, transportation, etc.
The elected leadership of the City have been responsive and strategic throughout these
enormous changes, which has led to an impressive level of stability. Today those long-term
strategies, as reflected in the City’s strategic investments in critical infrastructure,
technology, people, quality of life and the community in general, are bearing fruit.
The first half of the biennium remained heavily impacted by the various challenges from
the COVID pandemic whereas 2022 began to return to pre-pandemic activity. There were
notable highlights and successes of the biennium, despite challenges encountered during
2021.
City Manager (509) 545-3404 Fax (509) 545-3403
P.O. Box 293 525 N. Third Ave. Pasco, WA 99301
City-wide accomplishments:
o Implementation of the ARPA program through the receipt of Coronavirus
State and Local Fiscal Recovery Funds U.S. Department of the Treasury. Most
of these efforts took place during 2021. The following actions were
implemented to assist the community impacted by COVID.
Utility payment assistance for residents for utilities such as electricity,
water/sewer and waste collection. This assistance to residents was
made possible through partnerships with area utility service providers.
Business assistance grants for businesses within the city financially
impacted by the COVID pandemic.
Beginning phases of multiple facility upgrades for the City-owned
building occupied by the Boys & Girls Club.
Expansion of regional mental health services through the
implementation of the Pasco Resource Navigator program.
o The Pasco Public Facilities District successfully passed a ballot proposal in
2022 authorizing a new sales and use tax an additional 2/10th of one percent
of as of January 2023. Tax proceeds will support debt service on a $40
million project for an aquatic center. This will allow Pasco to attract new
visitors further cementing its growing reputation as an attractive recreational
destination. It also set the stage for a new role on the part of the Pasco Facilities District
Board.
o Significant progress on the conversion of the City’s Utility Billing system. This
conversion will offer the needed capacity for the anticipated growth while
adding process efficiencies.
o The position of Economic Development Manager was filled mid-2021. This
position is instrumental in promoting Pasco as a place for tourism,
commercial and industrial development. The position also serves to work
collaboratively with community partners towards a comprehensive
economic development plan.
o Implementation of the “AskPasco” application to facilitate community
engagement by allowing residents to complete a variety of actions such as
submit requests or concerns, pay utility bills and obtain Parks and Recreation
information.
o Completion of the Comprehensive Police Strategic Master Plan
o Completion of the Transportation System Master Plan
o Completion of the Parks and Recreation Master Plan
o Completion of the Fire Department Master Plan
o Completion of the Butterfield Water Treatment Plant Facility Plan
Capital Projects Completed or Significant Progress Made:
o Completion of the Northwest Area Sewer Local Improvement District (LID
151) which completed sewer infrastructure improvements to position the
area for large-scale mixed use residential and commercial development.
The development of this area is expected to positively impact revenue
sources such as property taxes and sales tax in the future. This area is
expected to further establish the city as an attractive destination.
o Peanuts Park and Farmer’s Market project was completed which made
significant improvements to the downtown area.
o There has been significant private investment in the industrial area of the
City by multiple companies such as Love’s Truck Stop, Reser’s Fine Foods,
Darigold and Amazon.
o Completion of the Road 68 Widening (south of I-182)
o Completion of Wrigley Drive Extension
o Completion of A Street Soccer Complex – Phase 1
During 2021, the City conducted its Community Survey, and later multiple Community
Forums. Along with other ongoing Citizen input, the above mentioned opportunities
guided the City Council in establishing the following overarching 2023-2024 goals which
set the priorities and guide this biennial budget:
Quality of Life Financial
Sustainability
Community
Safety
Community
Transportation
Network
Economic
Vitality
Community
Identity
Promote a high-
quality of life
through quality
programs,
services and
appropriate
investment and
reinvestment in
community
infrastructure.
Enhance the
long-term
financial
viability, value,
and service
levels of
services and
programs.
Promote
proactive
approaches
for the
strategic
investment of
infrastructure,
staffing and
equipment.
Promote a
highly-functional
multi-modal
transportation
network.
Promote
and
encourage
economic
vitality.
Identify
opportunities
to enhance
community
identity,
cohesion, and
image.
2023-2024 BIG PICTURE
Over the past many years, population within the City of Pasco has steadily grown. At the
time of the 2010 census, City population was 59,781. In July of 2021, the population
estimate per the US Census was 78,871. Planning and preparation has been the intentional
choice of staff to help steer decision making toward meeting Council Goals with the
addition of new community members while enhancing the quality of life for longtime
residents. The 2023 – 2024 biennial budget proposal focuses on the implementation of
several long-range plans and projects. The completion of many of the City’s long-term
planning efforts such as the Comprehensive Land Use Plan Update, Broadmoor Area
Master Plan, Information Service Strategic Plan, Transportation System Master Plan,
Downtown Master Plan, Police and Fire Strategic Plans and a Parks and Facilities
Comprehensive Plan have informed budget planning. Other planning efforts will continue
to advance during the biennium: Waterfront-Zoning District, Phased Sign Code Updates,
Housing Action Plan, Economic Development Plan.
With the goal of addressing necessary and beneficial actions to build a cohesive and
connected community as well as provide consistent, reliable service, unique planning
efforts have occurred. Each of the plans noted above serve to bring quality service and
opportunity to community members while addressing the needs and impacts of growth.
To be successful over the long-term, identification and implementation of alternative
funding sources for major capital projects or service initiatives is imperative. Included in
the consideration of funding for capital and quality service provision is the need to match
cost creation with appropriate revenue sources. While capital infrastructure accompanies
the addition of newly created areas of the City, concurrently necessary is the replacement
of aging infrastructure. Accompanying the addition of new population is the ever-present
desire to maintain service levels for existing community members. However, the additions
of new opportunities in the form of private and public investment that accompany growth,
allow long term residents new opportunities in the form of job creation, new recreation
elements and a more diverse and dynamic community. Also, important is an expanding
City tax base allowing for increased revenue. Careful analysis of cost cause and effect, while
assessing resulting benefit will be necessary as the City moves into the next many years.
Operationally, to position the organization toward sustainability, a continued focus on
enhancing efficiencies through process design and technology application will be required.
What follows is a high-level overview of each City Council goal and what is proposed in
the preliminary budget to advance them.
Quality of Life
A consistent goal of Council has been the aim of influencing Citizen quality of life by the
provision of quality programs, services and investment in infrastructure that makes Pasco
a good place to live and visit, measured by ease of transportation, neighborhood cohesion,
quality public spaces that are available to be enjoyed by all and variety in housing that
appeals to many needs. This high-priority goal places significant resources toward the
advancement of projects, initiatives, inter-agency collaboration, and strategic planning
processes including:
Completion of the Animal Control Shelter through partnership with the City of
Kennewick and City of Richland.
Transition to a city-led animal control services, with Pasco taking the lead and
costs shared by ACA member cities.
Initiate a robust public engagement process to identify and advance Community
Center needs.
Based on Parks and Facilities Comprehensive Plan, identify areas for revitalization
and opportunities for community gathering spaces, and provision of recreational
services, including improvements that provide benefits for all to play.
Provide administrative and organizational support for the implementation of the
Pasco Public Facilities District’s approved ballot measure for a regional aquatics
center.
Identify and implement additional organizational cultural competency training of
City staff and officials.
Completion of the Equity Plan.
Support of the newly formed Arts and Culture Commission and their
involvement in public art and arts and culture related initiatives.
Development of a Housing Action Plan.
Complete Northwest Community Park land purchase.
Complete Martin Luther King Center Refurbishment and Construction Project.
Financial Sustainability
A thorough understanding of City-owned assets, programs, and services is central to the
City’s financial sustainability. Considerable effort has been expended over the past few
years to analyze these items and make that information available to the City Council and
public in a transparent, understandable format. Through diligent planning, City staff will
work to provide policy options for Council designed to enhance the long-term financial
viability, value and service levels that currently exist over this biennium. Additionally,
City staff will continue to instill and promote an organizational culture of customer
service through all business lines.
Support of funding for long term assets including maintenance of Local
Improvement Districts and Debt Issuance, as well as actively seeking low-cost
funding in the form of low interest loans and grants.
Support and integrate permitting software replacement.
Complete Utility Billing System replacement.
Complete long-term financial plan for General Fund.
Consideration of new, and updated, impact fees to assure the impacts of growth
are appropriately mitigated.
Community Safety
To ensure police and fire services continue to meet the needs of the growing community,
the following have been included in the 2023-2024 proposed budget:
Implementation of Comprehensive Police Strategic Master Plan, including the
District Policing Model.
Expansion of homelessness and behavioral health services through; enhanced
contract for Resource Navigator program, identify sustainable funding
opportunities to continue Mobile Outreach Professionals program, and first-
responder training.
Participation on the recently approved 1 percent sales tax steering committee and
programming for behavioral health services.
Long-term planning and efforts to maintain Class 3 Community Fire rating,
including the completion of Fire Station 85 and addition of associated staff.
Continued improvement in utility and roadway infrastructure to provide quality
service and eliminate infrastructure needs and inequities.
Community Transportation Network
This biennium the City will see the completion of several long-standing transportation
projects and supporting the City Council’s desire to improve connectivity, mobility,
multi-modal systems, accessibility, and safety through the following:
Completion of the Lewis Street Overpass.
Creation of a new transportation system in the Broadmoor Area of Pasco.
Completion of Court and Road 68 intersection improvements.
Completion of Sylvester Street Safety Improvements.
Economic Vitality
The proposed biennial budget provides for significant investment to increase Pasco’s
economic and community development in key areas of the City, in particular, revitalizing
Downtown and the development of the Broadmoor Area.
With the completion of the Downtown Master Plan, begin initiation of plan
initiatives.
Completion of Broadmoor Master Plan and accompanying code revisions.
Complete Housing Capacity Plan.
Complete code revisions associated with Residential Design Standards
Complete the Economic Development Strategy Plan
Community Identity
Additionally, City staff will continue to capitalize on inter-agency partnerships and:
Develop Public Art Policy in coordination with newly established Arts and Culture
Commission.
Enhanced support of community events highlighting the diversity of Pasco.
Develop a Community Engagement Plan that encourages and provides
opportunities for citizens to gather.
Staffing
Creation of the proposed 2023 -2024 biennial budget presented opportunity and exposed
need in the area of staffing. An increasing workload and growing community for many
years have communicated the need for the addition of staff. Supporting this day-to-day
recognition of many demands on staff time and talent has been the results of various studies
including the Information Systems Plan, the Fire and Police strategic plans. Awareness of
new demands on City staff, including the addition of needed accounting support for the
Pasco Public Facilities Aquatic Center, assuming an operational role in the Animal Control
Shelter, and the City-wide impact of anticipated growth in the Broadmoor and Industrial
areas has resulted in a notable increase in staff requests. Further, the successful
implementation of an aggressive capital improvement plan will require areas additional
staffing. To meet the needs of the future, investment in human capital is necessary in the
near term. Accordingly, the proposed budget recommends the following additional FTEs:
Department
1 No. of
Staff 2 Expense Funding Funding Source Net Impact
Information
Systems 3.4 805,984$ -$ 805,984$
Executive 3 716,151$ -$ 716,151$
Finance 2 384,021$ 103,696$ PFD Management
Reimbursement 280,325$
ACS 10 2,655,429$ 237,816$ Blvd Maint. 2,417,613$
CED 4 772,963$ 382,690$ Permit Fees 390,273$
Municipal
Court 2 250,002$ 116,645$ Grant 133,357$
Police 14 4,102,090$ 1,263,279$ Grant & Criminal
Justice Tax 2,838,811$
Fire 9 2,043,638$ 1,397,999$ Grant 645,639$
Human
Resources 0.5 113,518$ -$ 113,518$
Engineering 3 992,199$ -$ 992,199$
Total 50.9 12,835,995$ 3,502,125$ 9,333,870$
General Fund
Overview of Carry-Overs
The 2023-2024 proposed biennium budget is prepared with the accounting practice of
carry overs in place. This practice was implemented in the 2021-2022 budget. The technical
accounting definition of a carryover is an amount that moved from an earlier accounting
period to a later one. Project schedules shift for multiple reasons, permitting, funding,
property acquisition, etc., and the implementation of a carry-over system will provide a
continuation of funding to a project as schedules vary. In terms of Council oversight, all
funds expended during the current biennium would still require Council authorization. The
carry-over process simply provides a process by which Council can authorize carry-over
funding of a project(s) into the new biennium. This practice adds a layer of sophistication
to the budget process and provides clarity with respect to the true capital budget for the
given biennium, and avoids the confusion created by including projects that have been
approved in prior budgets (like a Lewis Street Overpass project) into the new biennium,
which overstates the City’s capital budget.
Balancing General Fund
The past few years have been dynamic at the City of Pasco. With the uncertainty of
pandemic effects, budgeting was cautious during the previous biennium. However, in spite
of the nationwide uncertainties, Pasco recognized healthy revenues and ended 2020 and
2021 with available, termed unassigned, ending fund balances of $25.8M and $21.7M,
respectively. The anticipate ending fund balance as of the end of 2022 is $28.5M.
Fund
1 No. of
Staff 2 Expense Funding Funding Source Net Impact
Ambulance 12.6 2,869,445$ 2,096,996$ Grant 772,449$
Fleet 3 707,441$ 707,441$ Rates
Animal
Shelter 20 2,786,167$ 1,857,445$ 2/3 funded from
cities 928,722$
Equipment
Replacement 0.5 103,696$ 103,696$ Interfund charges -$
Water 8 1,780,969$ 1,780,969$ Rates -$
Sewer 4 871,301$ 871,301$ Rates -$
PWRF 2.5 300,095$ 300,095$ Rates -$
Medical
Insurance 0.5 113,517$ 113,517$ Rates
Total 51.1 9,532,631$ 7,831,460$ 1,701,171$
Other Funds
Planning for coming 2023 -2024 biennium revenue remains challenging. While there is
recognition of our past years’ robust sales tax revenues, a large percentage of the sales tax
revenue, 51%, is tied to construction activity in the years of 2019 – 2022. Based on the
potential for growth in the City’s economic base in the Broadmoor Area, the long-term
prognosis is a more diverse and strengthened tax base. However, the timing of construction
and resulting community is largely dependent on private investment. The City of Pasco has
completed an analysis and anticipates the adoption of a Tax Incremental Financing (TIF)
Broadmoor Area. Adoption, and subsequent related debt issuance, will allow for
substantial infrastructure improvements in the Broadmoor Area that are to be made to
augment private development. Based on the “101 limitation” for property tax revenue
growth new construction, and the accompanying growth in sales and utility tax base, is an
important facet of the City’s financial wherewithal to fund improvement in City services
and community amenities.
The City has grown substantially in population over the past decade both in population
and complexity. This trend is anticipated to continue. For example, the proposed budget
includes new staff to support animal shelter operations, an additional fire station,
innovative police staffing in the form of district policing, administrative support for the
construction of the Pasco Public Facilities District’s aquatic center, and a plethora of sizable
capital improvement projects that demand much in both staff time and financial equity.
Considering the impact of coming biennial demands, the General Fund is expected to
reduce in fund balance by approximately $10M by the end of the 2023 - 2024 biennium.
Accounting for a significant portion of this reduction are the addition of annual debt service
in the amount of $5.2M for the TIF area. As development occurs and property tax
assessments grow, and utility and sales tax accrue, the resulting revenue will supplant this
payment. The remaining difference between annual revenues and expenses are the result
of one-time spending on capital projects in the amount of $3M, most of which are small
in dollar value. Most notable in the list are one-time improvements to City Hall to provide
space for staffing needs, regional wayfinding project improvements, and improvements to
the antiquated police training facility. Other one-time expenses included in the proposed
2023 – 2024 biennial budget are information technology ($2.6) and equipment or service
purchases ($600K), totaling $3.2M.
Infrastructure Funding
As the City’s infrastructure ages and the City grows, systems are faced with two different
kinds of financial pressures. While in concept new growth is expected to mitigate its
impacts, this process does not happen prior to or even during development. The City a
imposes a variety of impact, mitigation, latecomer’s fees and other development-related
charges and costs. However, the current fee schedules do not always meet the growing
cost. Therefore, the coming biennial budget includes plans to review and reevaluate fire
impact fees, traffic impact fees, the rates charged when new customers join the utilities and
park development fees. These exactions are, as a function of State law, often recouped
over many years following the time a commercial or residential development starts its
operation. Additionally, the City has the obligation to develop capital facilities necessary
to support basic services. Council approved the 2022 - 2028 Capital Improvement Plan
CIP) totaling $833M in October of this year. Of that value, projects valued at $470M are
planned to be completed by the end of the 2023-2024 biennium.
City staff remains committed and in active pursuit of low-interest loans and grants to help
fund capital projects.
GENERAL FUND
Revenue
The chart below portrays budgeted General Fund revenues, by source, projected for the
2023-2024 biennium. Total general revenues, excluding sources that are one-time in
nature, of $143.7 M are projected for the biennium. This is an increase of 9.3% from the
2019-2020 adopted budget due primarily to several factors:
Strong sales tax receipts fueled by new, and large project, construction.
Growth related increase in assessed valuation and associated property tax revenues.
Accounting change in receipting of utility taxes – receipted into General Fund then
transferred out.
Increased utility tax receipts due to large part to additional customers and less so to
rate changes.
A continued focus on efficiency has resulted in greater revenues through:
o Business Licensing Program
o Engineering overhead recovery, development and a more robust list of
budgeted capital projects.
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
Property TaxesSales TaxesUtility TaxesOther TaxesLicense & PermitsIntergovernmentalFees &
ChargesFines &
ForfeitsOther
Sources2023-
The three major revenue sources to the General Fund are the City’s share of sales tax,
utility tax, and property tax. A brief synopsis of each major revenue source is as follows:
Sales Tax – Sales tax is the General Fund’s largest revenue stream and includes regular Retail
Sales Tax, as well as Criminal Justice and Public Safety Sales Tax. The latter two taxes are
mandated to provide public safety services to the citizens of Pasco, while the regular retail
tax funds all general services. Since 2014, sales tax revenues have trended upward,
averaging more than 5% growth annually. This growth has been fueled by new
construction and supported by a modestly expanding commercial inventory, auto, and
large equipment sales. Even during the COVID pandemic, the City has received strong sales
revenue due to increased activity in construction and vehicles sales.
Utility Tax – An 8.5% tax on gross revenues of all public utilities is paid to the City on a
monthly basis by system users. The City’s Water, Sewer, Irrigation, Stormwater, and Reuse
utilities are subject to utility tax, as well as companies who provide natural gas, electricity,
phone, cable, and garbage services in the City limits. The General Fund receives 88.23%
of utility tax revenue, while the Street Fund receives 2.35% and the Overlay Fund receives
9.42%. While new home construction creates more accounts and revenue, extreme cold
and hot weather are big factors in overall revenue from this source. This impact is especially
true where electric utility tax is concerned. The City has seen a steady decline in telephone
utility tax since 2014. This is likely due to the competition of many service providers and
the diminishing use of landlines. Although utility tax revenue reflects very measured
growth, it is a stable source of recurrent revenue to the City.
Property Tax – A major challenge faced by the City is to manage the real world increases
in the costs of providing essential services and increasing demands with the limitations of
Initiative 747 (I-747). I-747 limits yearly property tax increases to the lessor of 1%
excluding new construction) or the Implicit Price Deflator (IPD). This means that even
though the City’s assessed valuation has been increasing significantly, the increase in
property tax revenue across the City cannot follow the same trajectory. Property tax
revenue for the City has been increasing higher than 1% due to new construction; however,
a recession can significantly affect such revenue source. For 2023, Council has decided to
forego collection of the statutorily allowed 1% annual increase and banked the capacity
for possible future use.
Other Tax – About 2% of the total tax revenue is comprised of Gambling, Leasehold and
Admission Tax. Taxes make up 74% of the 2023-2024 General Fund revenue, excluding
debt proceeds.
Grants – The City often receives grants for one-time purchases or temporary funding of
positions. During the 2023 -2024 biennium, the addition of 15 new staff members in the
Fire (6) and Ambulance Funds (9) by a Staffing for Adequate Fire and Emergency Response
SAFER) grant that was awarded to the City in the last quarter of 2022. The grant period
extends for a period of three years. The grant does not cover related equipment, supplies
or overtime. Ultimately, a contingent of staff similarly sized will operate at the currently
under construction Fire Station 85. During the coming biennium, staff will assess potential
revenue sources to absorb the cost of the SAFER funded employees.
Expense
Before addition of new requests, composed of items like capital, staffing and one time
information technology purchases, the General Fund expenses for the 2023 -2024
biennium are proposed to be $132M, an increase of 9%. As compared to the expense
change between the 2019 – 2020 and 2021-2022 budget totals this increase is following
the trend. When reporting the 2021 – 2022 proposed biennial budget the increase was
also 9%. With the addition of proposed new on-going type requests, the expense budget
increases another 10%. Additional staff needs are a combination of actual and planned
growth. For example, Fire Station 85 construction and service area need. The new staffing
also reflects community needs outlined in plans and studies. A few relative positions include
an policy analyst to help foster implementation of the Downtown Master Plan and added
Police Department staffing to implement District Policing. Also driving staff additions are
new community amenities and improvements like the Aquatic Center and improvements
by way of Local Improvement Districts and at the PWRF. In order to well service the
administrative needs the come with new areas of accounting and record keeping, existing
staff is unable to keep pace and new staff is needed. Also impactful is the City’s experience
based on state legislation regarding Paid Family Medical Leave which was available for use
beginning in 2020. Since 2020, the City has experienced an increase in overtime and
unpredictable extended leave trends at the city-wide level. To avoid underserving citizens
or staff burnout, the City staff levels cannot remain as lean as past practices have allowed.
Supplies from last biennium to proposed 2023 – 2024 have increased approximately 7%.
As always with the growth in population both our supplies and services budgets increase.
However, not unexpectedly, with recent inflation impacts, the 2023 – 2024 budget also
reflect inflationary implications greater than typical. During our mid-biennium review, it
will be necessary to see if the budgeted items may have benefitted from a cooling in
inflation.
UTILITY SERVICES
The greatest challenge for the Utility Fund is to ensure financial self-sufficiency; that the
infrastructure is kept in good service and that new capital needs or large maintenance or
improvement requirements are anticipated, planned and communicated in a timely
manner to Council. Council has approved the City’s 2023-2028 CIP which accounts for
the majority of the key issues this fund is facing. Needed upgrades or replacement of
aging infrastructure that has reached or is nearing the end of its useful life, as well as the
Growth Management Act (GMA), which requires the City to have capital facilities in
place and readily available when new development occurs or a service area population
grows, drives the capital project aspects of this fund. The City expects to expend close to
148.5M in capital projects in this biennium cycle. Staff will pursue grants, low interest
loans, and finally, revenue bonds, as funding options for these projects. This significant
investment to the backbone of the City will require modest rate increases in Water and
Sewer services in the future. As utilities require significant infrastructure investment,
anticipating necessary improvements in a proactive fashion is critical to provide safe,
reliable, and efficient vital services to our residents. To reflect the significant capital
project load, (3) additional FTEs, a traffic engineer, CIP inspector and a grant/loan &
bond administrator, are proposed. As the result of system growth, the City has added the
following (12) FTE’s in utilities, (3) FTE maintenance workers (7) plant operators and (1)
pump mechanic in 2023 & (1) additional in 2024.
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
TransfersWagesBenefitsSuppliesServicesNew Ongoing Requests2023-2024 Budgeted General Fund
Operating
Expenses
2023
Budget
AMBULANCE SERVICES
Access to sustainable, reliable, and efficient ambulance service for its residents, businesses
and visitors has been a top priority for the Council and the community. To that end, the
Council has put considerable effort and investment into fiscally stabilizing the fund.
Council has supported the concept of growth by approving the construction of two
replacement stations (Fire Stations 83 and 84) along with the relocation of Station 83
north of Interstate 182 to address increased call volumes in the area. The next phase of
the increased capability is the addition of Station 85 which will be possible due to a
Federal Emergency Management Agency (FEMA) Staffing For Adequate Fire and
Emergency Response (SAFER) grant. The SAFER grant will cover the personnel costs to
fully staff Station 85 for three years. The additional station will increase the capability
and decrease the response times in the Broadmoor/Road 100 area of the city as well as
addressing initial growth in the next few years. The additional capability will reduce
response times not only for the western portion of the city but will also allow other units
to remain in service within their designated station boundaries. Capabilities, coverage,
quality and timeliness continue to be areas of improvement as part of the planning the
department has done to address anticipated increase in demand for services.
The City has completed a rate study for the household ambulance rate which has been
presented to Council and with their approval will introduce a phased approach in rate
increase implementation. This phased in approach will result in a rate that will provide
monthly ambulance rates equal to 83% of cost in year 2026 with the cessation of the
SAFER grant and full construction and operation through Stations 81 through 85.
However, not anticipated to be included in the rate increase are the effect of any
additional stations outlined in the City’s Capital Improvement Plan. Based on timing and
location of additions to residential and commercial population, careful consideration will
be necessary. While the rate study projected the rate needed to support the ambulance
portion of the added station costs, the General Fund burden is not rate financed, but
instead dependent upon tax revenues. General Fund revenues support many
departments. Financial planning and careful consideration of City-wide needs are a
necessary consideration in these decisions.
Additionally, the implementation of the Pasco Resource Navigator (PRN) program to
provide assistance to high utilizers of the ambulance system have addressed the proper
and appropriate use of the ambulance services. The use of contracted Navigators assisting
those in need of resources to the appropriate agencies has allowed ambulances to remain
in service for immediate emergencies, as designed.
The investment made to the Ambulance Service, coupled with enhancements to the Fire
Department, have made a significant and positive impact to the safety of the community.
The needs of this fund are unique; as in, this is a highly regulated area with high
equipment standards, daily demands that regularly tax the capacity of the system,
constantly increasing and sometimes widely fluctuating costs for medical supplies, and a
specialized workforce requiring significant ongoing training and advanced certifications.
On the financial side, the fund experiences a high population of Medicare, Medicaid and
uninsured patients as compared to ambulance utilities in other local jurisdictions. In the
case of Medicare and particularly Medicaid, this demographic composition results in
lower reimbursement revenue from the federal government as compared to private
insurance reimbursement. These lower reimbursements, coupled with the high number of
uninsured patients, had an adverse impact on revenues to the fund, which in turn has
necessitated increases in monthly rates. The Council has faced this economic challenge for
the past several years. Washington State and ambulance service providers have made
considerable progress in implementing the Ground Emergency Medical Transport
GEMT) program, which in part provides reimbursement to local ambulance providers
for service to Medicaid patients, including transports. When GEMT billing program began
the City budgeted cautiously based on the uncertainty surrounding and new program. As
experience has been gained, the revenue stream is known. Therefore, reliability of
expectation has allowed for the related budgeted revenues to increase.
ARPA Fund
With the approval of the Coronavirus State and Local Fiscal Recovery Funds from the U.S.
Department of the Treasury in 2021, the City received approximately $17.5 million. These
funds are intended to address impacts of the COVID-19 pandemic and can be used for one
of the following purposes: responding to the public health emergency caused by COVID
or its economic hard, premium pay for eligible essential workers, revenue replacement or
investment in water, sewer or broadband infrastructure. Further, these funds must be
expended by December 31, 2026. In order to effectively track the use of these funds to
ensure compliance with federal guidelines, the City established a separate fund named the
ARPA fund. During the 21-22 biennium, the City expended approximately $3.5 million on
services such as utility payment assistance, business assistance and staffing the Community
Resources Specialist position. In the coming biennium, the City plans to utilize this funding
to make significant facility upgrades to a city-owned building occupied by the Boys & Girls
Club, partially fund the Martin Luther King Community Center, implement the Downtown
Outdoor Dining Program, expand regional mental health services through the
implementation of the Pasco Resource Navigator program and two water infrastructure
projects. These aforementioned planned activities for 2023-2024 total $13.5 million.
SUMMARY
The proposed 2023 -2024 budget seeks to satisfy or make significant progress toward the
City Council’s adopted goals for 2022-2023 by providing for the implementation of
important policy decisions made by the City Council through the process of prioritization,
recognition and implementation of efficiencies. Developing a balanced budget is always a
challenge. A helpful decision-making filter used in budget considerations and the very
purpose of this organization is as follows:
If the City and its services went away tomorrow,
why would the people want us back?
As with the prior biennium, this proposed budget attempts to maximize value through the
efficient provision of services while minimizing the level of taxes, rates and fees paid by
the citizens of Pasco. This biennial budget also serves to move the City in new directions
that maximize potential and grow in the direction of prior long-range planning efforts,
recently adopted plan updates and studies, all to the benefit of future generations.
Looking toward the future many exciting developments are anticipated. During the next
few years, it will be vitality important to consider the impact of growth within the City
and how best to fund and implement changes in the City’s financial planning. An important
element of future planning and stability are fund balance and reserve balance decisions.
Historically, the City has considered fund balance. However, best financial practices include
reserves planning as well. Fund balance policies preserve the ability to cover short term
operational funding, whereas reserves policies and practices plan for unforeseen financial
events and are more long term in nature.
I want to acknowledge the public for their willingness in presenting their concerns and
priorities throughout the year in different venues: community meetings, listening sessions,
National Community Survey, correspondence, social media, and City Council meetings.
And, also, the members of the City Council for their efforts to distill all that comes before
them into clear policy direction; particularly in the development of the 2022-2023 City
Council Goals, which have served as a roadmap to preparing the 2023-2024 preliminary
budget. Finally, I want to acknowledge the dedication and service of the City’s
employees. The proposed budget is the product of an intensive effort by all departments
to ensure that this is not just a document, but a plan, to best serve those who live and
invest in the community.
Finally, as this is the last budget I will submit for Council’s consideration, I want to thank
the Pasco City Council, past and present, for their support and guidance over the past
eight years. My service to Pasco has been of the most challenging, satisfying, and
productive of my 42-year career in local government, in large part because the City
Council has had the vision and courage to move the City forward, and an incredible
team of professionals, city staff, have put their backs, hearts, and minds into the
betterment of our community.
Sincerely,
Dave Zabell
City Manager