HomeMy WebLinkAbout2023.03.27 Council Workshop Packet
AGENDA
City Council Workshop Meeting
7:00 PM - Monday, March 27, 2023
Pasco City Hall, 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 (415) 655-0060 and use access code
307-404-066.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. VERBAL REPORTS FROM COUNCILMEMBERS
5. ITEMS FOR DISCUSSION
3 - 43 (a) Visit Tri-Cities 2021 Annual Report, 2022 Workplan, and Tourism
Promotion Area Reserve Fund Request
Presentation by Kevin Lewis, President and CEO, Visit Tri-Cities
44 - 63 (b) Downtown Pasco Development Authority (DPDA) Monthly Report
February 2023
Jerry Martinez, Downtown Pasco Develop Authority Executive
Director, will provide a presentation of the DPDA monthly activities and
business items.
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
(a) 20 Minutes to discuss the following items:
Page 1 of 65
• Qualifications of an applicant for public employment per RCW
42.30.110(1)(g)
• Discussion with legal counsel about current or potential litigation
per RCW 42.30.110(1)(i)
8. ADJOURNMENT
9. ADDITIONAL NOTES
64 - 65 (a) Adopted 2020-2021 Council Goals (Reference Only)
(b) REMINDERS
• Monday, March 27th, 4:00 PM: Hanford Area Economic
Investment Fund Advisory Committee Meeting – Ben
Franklin Transit Main Conference Room
(COUNCILMEMBER PETE SERRANO, Rep.)
• Tuesday, March 28th, 5:00 PM: HAPO Center (TRAC)
Advisory Board Meeting – HAPO Center
(COUNCILMEMBER JOSEPH CAMPOS and MAYOR PRO
TEM CRAIG MALONEY)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the
Clerk for assistance.
Servicio de intérprete puede estar disponible con aviso. Por favor
avisa la Secretaria Municipal dos días antes para garantizar la
disponibilidad. (Spanish language interpreter service may be
provided upon request. Please provide two business day's notice
to the City Clerk to ensure availability.)
Page 2 of 65
AGENDA REPORT
FOR: City Council January 12, 2023
TO: Adam Lincoln, Interim City Manager City Council Workshop
Meeting: 3/27/23
FROM: Angela Pashon, Assistant City Manager
Executive
SUBJECT: Visit Tri-Cities 2021 Annual Report, 2022 Workplan, and Tourism
Promotion Area Reserve Fund Request
I. REFERENCE(S):
2022 Annual Report
Letter from Visit Tri-Cities dated March 6, 2023
2023 Work Plan
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation by Kevin Lewis, President and CEO, Visit Tri-Cities
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
Mr. Lewis, President and CEO of Visit Tri-Cities will present an annual report for
the prior year, an outline of the current year work plan, as well as a request for
approval to spend from the Tourism Promotion Area (TPA) Reserve Account.
The TPA was formed in late 2004 to generate and administer the proceeds of a
"per room night assessment" on hotels/motels in the Tri-Cities, imposed by the
hotels themselves.
The interlocal agreement (between Pasco, Kennewick and Richland) creating
the TPA requires the annual budget, and any expenditures from the TPA reserve
account, to first be approved by the City Councils.
V. DISCUSSION:
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The TPA "assessment" is remitted by the hotels to the State which, in turn,
distributes it to the City in which it was collected. The City is obligated to pass
the funds to the TPA for use, in accordance with the approved budget.
The TPA Commission has voted unanimously to request the transfer of an
additional $441,500 for special project expenditures for 2023 from the reserve
account for the following:
• Creative Production - $50,000
• Media Asset Curation and Management - $15,000
• Marketing FAMs - $23,000
• Wine Convention Booth Upgrade Contracting - $25,000
• Taste Washington Digital Campaign - $20,000
• Marketing Platforms - $7,500
• Staff Retention Incentives - $45,000
• Publish e-Proposal - $6,000
• State of Washington Tourism 2024 Conference - $25,000
• IRONMAN Event Support - $125,000
• S.P.O.R.T.S. Relationship Conference - $100,000
Total: $441,500
Council may approve the additional allocations of the reserve account or indicate
changes necessary to gain approval.
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ANNUAL REPORT2022
VisitTri-Cities.com
Page 5 of 65
Dear Tourism Partners,
What a year it has been! Thanks to strong community
leadership, dedicated partners, and an enthusiastic team
focused on our stakeholder-designed strategic pillars, the
visitor economy in Tri-Cities is growing. In a time when
travel behavior has been unpredictable, and consistent
progress has been challenging, our key metrics continue
to show healthy improvement. In 2022, hotel occupancy
levels rose 12%, average hotel rates increased more
than $18 per night, and hotel tax revenues rose almost
$430 thousand dollars. We were also among the leading
destinations in the state for job growth in the leisure and
hospitality sectors. This is all great news! As we look ahead,
consumer confidence is trending up, booking behavior is
improving and our tourism businesses are gearing up for
even greater success.
Our Annual Report demonstrates the alluring influence
that tourism has on the area. Tourism is the top end of the
economic funnel that delivers money to local businesses,
supports new jobs, bolsters tax revenues and attracts new
business. People who come here for a meeting or sports
convention often return with their families for vacation.
Some of them move here and become part of the
workforce; some set up their own businesses. Visitors
spend more than $489 million in our local economy each
year. That spending helps create jobs for more than 4,700
residents and contributes more than $55.2 million in
sales tax revenue. These visitor-generated revenues
reduce the taxes locals pay by more than $500 per
household each year.
As important as that is, the positive impact doesn’t stop
there. Tourism marketing efforts brand the area – not only
as an exciting place to visit, but as a great place to live
and work. By showcasing the active lifestyle, adventure
activities, culture and heritage in Tri-Cities, we help our
economic partners recruit the quality workforce they need,
and when they come, we introduce vibrant new residents
into our communities. It’s just one more way our efforts
fuel the engine that keeps our local economy running and
energize our communities.
Thank you for the leadership and support you provide to
us, and the work you do to bring a higher quality of life to
our community.
Here’s to 2023!
OUR VISION
Inspire wanderlust for a bold yet
casual, geeky but cool, magical
experience in wide-open spaces.
OUR MISSION
We make the Tri-Cities bigger,
bolder, brighter, better and
more cool through tourism.
Kevin Lewis
President & CEO
Visit Tri-Cities
Corey Pearson
Chair of the Board
Visit Tri-Cities
A Message from the President & CEO
and the Chair of the Board
Page 6 of 65
STRATEGIC
SALES &
MARKETING
COLLABORATIVE
DESTINATION
DEVELOPMENT
PROACTIVE
COMMUNITY
ENGAGEMENT
INNOVATIVE
ORGANIZATION
Pillars of Success
Strategic Sales & Marketing
This year, our team rolled out multiple digital
marketing campaigns and created new video ads
for our key target markets, focusing especially on
encouraging travel to visit friends and relatives. As
our area opened up, we began hosting meetings,
conventions, and sports again.
Hosting the Travel Bloggers Exchange (TBEX)
provided unrivaled exposure for Tri-Cities. TBEX is
one of the largest travel writer events in the world.
Bringing it here was the culmination of many years
of work and planning, and it paid off: 270 travel writers
and influencers attended, resulting in an abundance
of content created, plus forging of some key strategic
relationships which continue to pay dividends.
In May 2022, the 92nd Washington Future Farmers
of America State Conference and Expo was held at
the Three Rivers Convention Center, bringing 1,800
delegates. This was the first time in their 92-year
history the event was held in a location outside of
Pullman, WA. Our sports development efforts continue
to build credibility, inspire new events and pave the
way for growth. We hosted the USA BMX Lumberjack
Nationals and the US Tennis Association PNW
Sectional Championships in June. The largest softball
tournament that we host returned in June, bringing
over 100 teams, as did 80 teams who competed in late
season play in October. Other returning events were
the WIAA State Cross Country Meet, the Tri-City Water
Follies, and many others.
Collaborative Destination Development
One of the most noteworthy accomplishments in 2022
was the Tri-Cities being designated as an official WWII
American Heritage City — the only one in Washington
— due to its historical significance with the Manhattan
Project. We continue to work through the Tri-Cities
Rivershore Enhancement Council (TREC), the National
Park Committee, and other community organizations
to enhance the destination.
Proactive Community Engagement
This year we launched our Tri-IDEAs initiative to
embrace Inclusivity, Diversity, Equity, and Accessibility
in everything that we do. We also helped facilitate an
initiative with WSU Tri-Cities to provide scholarship and
training opportunities for workforce development.
Innovative Organization
The Visit Tri-Cities team set out to upgrade
the visual perception of the area and to increase
understanding of the organization. The results:
a new library of inspiring video assets, a series of
presentations to local civic organizations about the
benefits of tourism, two presentations at national
conventions about the community work we are doing,
and a resident sentiment survey to better understand
community perceptions.
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SPENDING BREAKDOWN
Visitor Spending represented in this report reflect the economic impact of tourism in the Tri-Cities for the year of 2021. The economic impacts of tourism in our community for 2022 are not yet available. Percentage increase stated is based off of 2020 numbers.
37% increase from previous year$117.1 million FOOD & BEVERAGE
46% increase from previous year$80.6 million TRANSPORTATION
42% increase from previous year$73.7 million RECREATION
31% increase from previous year$118.2 million RETAIL
$99.8 million 61% increase from previous year HOTELS
Tourism Created4,739 Jobs Sale Tax Revenue$55.3 Million Household Relief$501 / Year
$489.3 millionVisitor Spending
Strategic Sales & Marketing
Collaborative Development
Proactive Engagement
Innovation
Tourism Economics
Page 8 of 65
MEMBERSHIP/
CORPORATE
TOURISM PROMOTION AREA
$2,198,530 (71.4%)
Revenue Summary Expense Summary
$2,542,821
Total Expenses
$3,080,443
Total Revenues
CITY CONTRACTS
$689,161 (22.3%)
$192,752 (6.3%)
MARKETING
$1,101,735 (43.3%)
CONVENTION/SPORTS SALES
$690,253 (27.1%)
VISITOR CENTER
$130,968 (5.2%)
MEMBERSHIP
$123,961 (4.9%)ADMINISTRATION
$495,904 (19.5%)
Kennewick Pasco Richland Totals
2019 $592,210 $324,642 $633,862 $1,550,714
2020 $277,886 $151,941 $270,733 $700,560
2021 $502,862 $332,854 $581,566 $1,417,282
2022 $672,025 $440,350 $733,662 $1,846,037
HOTEL MOTEL TAX REVENUEHOTELS
3,670 Hotel guest rooms available
Hotel tax revenue is up $428,755 from the previous year, and
ADR is up 21% from 2019 and up 8.4% from 2021. Lastly, the
hotel occupancy levels rose 12% in 2022.
TRI-CITY REGIONAL HOTEL-MOTEL COMMISSION
KENNEWICK
Nickolas Woody, SureStay Plus Hotel by Best
Western Kennewick Tri-Cities
Mark Blotz, Clover Island Inn
Marie Mosley, Ex Officio, City of Kennewick
PASCO
Monica Hammerberg, Hampton Inn & Suites
Pasco / Tri-Cities
Jerry Beach, A-1 Hospitality
Adam Lincoln, Ex Officio, City of Pasco
RICHLAND
Lacey Stephens, Home2 Suites by Hilton
Linda Hendricks, Hampton Inn Richland
Jon Amundson, Ex Officio, City of Richland
Hotel Revenue
up $428,755
Occupancy
up 12%
ADR up 21% from 2019
ADR up 8.4% from 2021
Financial Picture
Page 9 of 65
2022 Visitor Center Inquiries
Visit Tri-Cities develops and deploys a robust marketing plan annually, using a variety of effective tactics to raise
brand awareness of the Tri-Cities.
In an effort to reach as many visitors as possible, Visit Tri-Cities maximizes destination exposure through
digital, social advertising, broadcast media (TV and radio) and print. This approach reaches a broad and
diverse audience.
TOURISM CAMPAIGNS DEPLOYED IN 2022 EARNED:
22,771,745 IMPRESSIONS AND 63,919 CLICK THROUGHS
TELEPHONE CALLS 1,353
760IN-PERSON VISITORS
1,961 in 2021
450 in 2021
CORPORATE SPONSOR:
Hanford Mission
Integration
Solutions (HMIS)
MEDIA OUTREACH
29,955 FACEBOOK FOLLOWERS
13% increase from previous year
12,024 INSTAGRAM FOLLOWERS
12% increase from previous year
6,457 TWITTER FOLLOWERS
4% increase from previous year
2,382 LINKEDIN FOLLOWERS
50% increase from previous year
327 TRAVEL CONTENT CREATORS HOSTED | 322 COVERAGE STORIES | 5.88 MILLION VIEWS
WEBSITE HIGHLIGHTS
539,701 Pageviews
4% increase from previous year
276,374 Unique Visitors
19% increase from previous year
5,022 Kiosk Sessions
84% increase from previous year
VisitTri-Cities.com is the hub for visitor information, events, activities and attractions.
The site is a critical component in our marketing efforts.
TBEX Tri-Cities, 2022
Advertising and Marketing
Page 10 of 65
CORPORATE SPONSOR:
Three Rivers Convention Center and The Toyota Center
The sales department’s primary focus is to market to convention,
sports and group meeting planners through direct sales contacts,
advertising in targeted periodicals and attending industry events.
These activities mean “heads in beds” that generate significant tax
revenues for our community.
Convention and Sports
UNIQUE VISITORS:
1.4 million
TRIPS MADE:
3.1 million
DAYS SPENT:
7.6 millionn
All told, 1.4 million unique visitors came to Tri-Cities in 2022.
They made 3.1 million trips and spent 7.6 million days in the area.
159 Conventions, sports & group activities
Up 106% from previous year
110,863 Visitors attracted
Up 63% from previous year
$25,189,629 Convention and sports
spending to region
Up 100% from previous year
2022 PROGRAM HIGHLIGHTS
158 Future conventions, meetings and sports
events booked
114 ,75 0 Future visitors
$32,195,423 Future visitor spending
2023 & BEYOND
Page 11 of 65
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 the
enhancement of activities.
One of the ways we maximize the revenues
generated by visitors is through Destination
Development. Our goal is to create a superior
experience for visitors and residents. Through
the Tri-Cities Rivershore Enhancement
Council (TREC), the National Park Committee
and other organizations, we work with local
jurisdictions and hospitality partners to
enhance the attractions we have and develop
additional experiences and recreation
venues. This work serves the needs of visitors,
improves the quality of life for residents,
aids in workforce recruitment and generates
economic growth.
CORPORATE SPONSOR:
Washington River Protection Solutions
CORPORATE SPONSOR:
Bechtel THRIVING LIFE IN THE TRI
The Tri-Cities is an amazing place to live, work and
play. CPCCo’s investment as the “Thriving Life in the
Tri Sponsor” aids Visit Tri-Cities in sharing the countless
events and tourism amenities through our weekly
video series, “Your Weekend Starts Here.” These events
attract visitors and provide higher quality of life
to locals, all of which benefits our community and
its residents.
CORPORATE SPONSOR:
Central Plateau Cleanup Company (CPCCo)
ECO-TOURISM
CORPORATE SPONSOR:
Battelle
Through collaborative efforts with the National
Park Committee, Tri-Cities received the prestigious
World War II Heritage City designation this year.
The American World War II Heritage Cities Program
honors the contributions of local towns, cities and
counties. It commemorates the stories of the men,
women, and children whose bravery and sacrifices
shaped the U.S. home front during World War II,
and still impact our country today. Only one WWII
Heritage City can be designated in each state or
territory. Tri-Cities is recognized as one of the few
sites for its crucial role through the Manhattan
Project, Pasco Naval Air Station, and Big Pasco’s
wartime logistics and shipping center.
WWII HERITAGE DESIGNATION
Tourism Development
VISIT TRI-CITIES COUNCILS
Tri-Cities Rivershore Enhancement Council
Tri-Cities Sports Council
Tri-Cities Wine Tourism Council
Tri-Cities National Park Committee
SPONSORED PROGRAMS
Eco-Tourism is a vehicle for encouraging
visitation and enjoyment of our outdoor
recreational opportunities. This Partnership
with Battelle aids Visit Tri-Cities’ work to
ensure the responsible development and
protection of our natural environment
to ensure these assets are available for
generations to come.
TRI-CITIES RIVERSHORE ENHANCEMENT COUNCIL (TREC)
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• Launched Women in Tourism Advertising Campaign
• Launched The Heart of Washington Wine Country Advertising Campaign
• April 3 - 5: Destination International (DI) CEO Summit, Palm Springs, CA
• April 14: Presentations to the Northwest West Athletic Conference Executive Board to secure
future sports tournaments
• April 14: Association of Washington Business (AWB) Reception and Dinner
• April 18 - 21: The Tri-Cities hosted TBEX 2022 North America Spring Conference
• April 19: Hosted the Washington State Destinations Marketing Organization Board of Directors
• April 24 - 26: Destinations international (DI) Marketing and Communications Summit
APRIL
MARCH
• Presentations of the 2021 Annual Report, 2022 Work Plan and TPA Reserve Requests to
Kennewick, Richland and Pasco City Councils
• March 1 and 4: Visit Tri-Cities Orientation Meetings with new elected officials
• March 11: City of Pasco Peanuts Park Groundbreaking Ribbon Cutting Ceremony
• March 23 - 24: IAEE Women’s Leadership Summit, National Harbor, MD
• March 23 - 25: Destinations International (DI) Convention Sales and Services Summit
• March 30 - 31: Olympia Sales Blitz, conducted 20 appointments
• March 30 - April 1: Sports ETA Women’s Summit, Minneapolis, MN
• March 30 - April 1: DMA West Tech Summit, Tucson, AZ
• March 31: Tri-Cities Customer Appreciation Luncheon, 28 key customers in
attendance, Olympia, WA
• Launched Excellence in Service Award Program
• Launched the Visiting Friends and Family advertising campaign
• Launched The Heart of Washington Wine Country Savings Pass with Bandwango
• May 2 - 7: National Travel & Tourism Week showing the importance of tourism
• May 2 - 5: Sports ETA Symposium, Fort Worth, TX
• May 4: Panelist on Washington Hospitality Association CEO Podcast: Setting up for Summer
• May 4: Presentation of the 2021 Annual Report and 2022 Work Plan to the West Richland
• May 6: Washington Tourism Marketing Authority (WTMA) Meeting and Hosted Dinner
• May 6: Coffee with Karl: Celebrating the Future of Tourism
• May 7: Friends of Badger Mountain Annual Meeting
• May 12: USS Triton Sail Ceremony
• May 19: Manhattan Project National Historical Park Local Governments and Tourism Updates
MAY
JUNE
• June 1 : Congressional Western Caucus Reception
• June 2 : LIGO Exploration Center (LExC) Grand Opening
• June 8 - 10: Tri-Cities Social Influencer Super FAM
• June 8 - 10: Washington Society of Association Executives Annual Convention
• June 14 - 15: State of Washington Tourism (SWT) Board of Directors Retreat, Vancouver, WA
• June 16: Port of Kennewick Vista Field Ribbon Cutting Event
• June 21 - 23: Esports Travel Summit – Daytona Beach, FL
• June 23: Tri-Cities Hispanic Chamber of Commerce, Secretary of State Visit
• June 28: Presentation to Washington State Council of Fire Fighters, Walla Walla, WA
JULY
• Launched Tri-City Water Follies Advertising Campaign
• July 19 - 22: Destinations International (DI) Annual Convention, Toronto, ON
• July 21: Presentation about tourism to Kiwanis Club of Pasco
• July 27: The Military Reunion Network “Virtual” FAM Tour
AUGUST
• August 10: Sports Council Meeting and Customer Appreciation Event at Gesa Stadium
• August 16: Congressional Staff Tour and Reception
• August 16: Tri- Cities Tourism presentation to the Richland Rotary Club
• August 19: Tri-Cities Tourism presentation to the Kiwanis of Tri-Cities Industry
• August 24: Tri-Cities Tourism presentation to Richland Kiwanis Club
• August 31: Tri-Cities Tourism Presentation to Richland Kiwanis Club
SEPTEMBER
• September 1: Sports Council Meeting at new Columbia Basin College Student Recreation Center
• September 6: Tri-Cities Presentation to Kiwanis Club of Tri-Cities
• September 15: Columbia Gardens Phase 2 Ribbon Cutting
• September 19 - 22: Attended S.P.O.R.T.S. Relationship Conference – Savannah, GA
• September 22: Columbia Basin College Student Recreation Center Ribbon Cutting
• September 23: Colima/Pasco Cooperation and Friendship Agreement Gala Event
• September 23 - 25: Hosted Adventure & Wellness FAM travel media and social influencers
• September 28: Center Parkway North Extension Groundbreaking Event
2022 A Year in Review
OCTOBER
• Presentation of the 2023 TPA Budget and Marketing Plan to the Kennewick, Pasco and
Richland City Councils
• Launched interview series with KONA Radio
• October 1: Ride with a Ranger Bike Ride
• October 5: West Richland Area Chamber of Commerce Luncheon Presentation
• October 5: Downtown Pasco Master Plan Virtual Open House
• October 7: Tri-Cities Hispanic Chamber of Commerce Annual Event, Una Noche de Exitos
• October 8: VTC Vendor Booth at RiverFest 2022 Event
• October 11 - 12: State of Washington Tourism Conference, Seattle
• October 13: Kennewick Lodging Tax Advisory Committee (LTAC) Meeting
• October 24 - 27: TEAMS ’22 Conference & Expo – Oklahoma City, OK
• October 27: City of Richland Lodging Tax Advisory Committee (LTAC) Meeting
NOVEMBER
• Launched Hometown Holidays Campaign
• November 1: Visit Tri-Cities Annual Meeting, “Tri-Cities Tourism: The Future is Bright”
• November 2 - 4: Olympia Fall Sales Mission, conducted 17 pre-scheduled appointments,
• November 7: City of Pasco Lodging Tax Advisory Committee (LTAC) Meeting
• November: Welcomed Visit Tri-Cities New President & CEO Kevin Lewis
• November 18: Tri-Cities Presentation to the Sunrise Rotary Club
DECEMBER
• The Tri-Cities designation as an American World War II Heritage City
• December 5 - 8: U.S. Sports Congress Annual Conference, Richmond, VA
• December 14: Benton-Franklin River Heritage Foundation (BFRHF) Meeting
• December 19: Tri-Cities Rivershore Enhancement Council (TREC) Strategic Committee Meeting
JANUARY
• Launched Tri-IDEAs, a celebration of Inclusivity, Diversity, Equity and Accessibility through
tourism opportunities
• Featured in Jean Chen Smith’s “Looking For Travel in 2022?” published online by Commercial
Appeal (USA Today Network), Yahoo!, NewsBreak and Yahoo! Money
• January 6: City of Richland Hanford Legacy Sports Park Stakeholder Meeting
• January 7: VTC Team Strategic Planning Retreat
• January 10: VTC Executive Leadership Team (ELT) Strategic Planning Meeting
• January 12: WTA Communications Roundtable
• January 14: TRIDEC’s Coffee with Karl: Tri-Cities Legislative Council Priorities
• January 18: Washington State Arts Commission Strategic Plan Feedback – Eastern Region
• January 24: Tri-Cities Rivershore Enhancement Council (TREC) Strategic Planning Session
• Published the 2022 Official Tri-Cities Visitor Guide
• February 16: State of Washington Tourism Board of Directors Meeting, SeaTac
• February 23: State of Washington Tourism Communications Meeting
• February 17: Sports Customer Appreciation Event at TopGolf, key customers in
attendance, Portland, OR
• February 25: Colima/Pasco Cooperation and Friendship Agreement Meeting
• February 28: Northwest RiverPartners Dams Meeting
• February 28: Arts Center Task Force Open House
• February 28: Pro-Lower Snake River Dams Campaign Meeting
FEBRUARY
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2022 EXECUTIVE COMMITTEE
• CHAIR:
• PAST CHAIR:
• FIRST VICE CHAIR:
• VICE CHAIR:
• VICE CHAIR:
• VICE CHAIR:
• TREASURER:
• LEGAL COUNSEL:
• CPA:
Corey Pearson, Three Rivers Campus
Rob Roxburgh, Central Plateau Cleanup Company
Buck Taft, Tri-Cities Airport/Port of Pasco
Vijay Patel, A-1 Hospitality
Staci West, Bechtel National, Inc.
Brian Lubanski
Ron Hue
John Raschko, Miller Mertens & Comfort, P.L.L.C.
Monte Nail, CPA
VISIT TRI-CITIES STAFF
• Kevin Lewis, President & CEO
• Hector Cruz, Vice President
• Gretchen Guerrero, Director of Operations
• Lara Watkins, Director of Convention Sales
• Rosemary Fotheringham, Director of Marketing
• Corbin Harder, Director of Creative Services
• Natalie Clifton, Sports Sales Manager
• Linda Tedone, Sales Administrative Assistant
• Chase Wharton, Business Development Manager
• Austin Wingle, Graphic Design Manager
• Alane Wilkerson, Public Relations Manager
• Deborah Barnard, Barnard Griffin Winery
• Jerry Beach, A-1 Hospitality
• Troy Berglund, West Richland Chamber of Commerce
• Mark Blotz, Clover Island Inn
• Washington State Representative Matt Boehnke
• Mayor Pro Tem Gretl Crawford, City of Kennewick
• Jennifer Cunnington, Movement Mortgage
• Karl Dye, TRIDEC
• Councilmember David Fetto, City of West Richland
• Robert Franklin, B Reactor Museum Association
• Colleen French, Department of Energy
• Mike Hall, Ice Harbor Brewing
• Monica Hammerberg, Hampton Inn + Suites Pasco
• Colin Hastings, Pasco Chamber of Commerce
• Sandra Haynes, WSU Tri-Cities
• Trish Herron, Battelle
• Commissioner Ken Hohenberg, Port of Kennewick
• Diahann Howard, Port of Benton
• Jose Iniguez, Encanto Arts
• Amy Johnson, Purple Star Wines
• Lori Mattson, Tri-City Regional Chamber of Commerce
• David McClain, TC Black
• Commissioner Will McKay, Benton County
• Brent Miles, Tri-City Dust Devils
• Commissioner Rocky Mullen, Franklin County
• Brisa Guajardo, Tri-Cities Hispanic Chamber of Commerce
• Dara Quinn, Emerald of Siam
• Cliff Reynolds, Courtyard by Marriott Columbia Point, SpringHill
Suites by Marriott & Hilton Garden Inn
• Councilmember Zahra Roach, City of Pasco
• Rosanna Sharpe, The REACH Museum
• Lacey Stephens, Home2 Suites by Hilton
• Vivian Terrell, Honey Baked Hams
• Councilmember Shayne VanDyke, City of Richland
• Rebekah Woods, Columbia Basin College
2022 BOARD OF DIRECTORS
OVERVIEW
• FOUNDED:
• STAFF:
• STRUCTURE:
• MEMBERS:
• WEBSITE:
1969 as a non-profit organization
11 full-time employees
Governed by a 42-member
Board of Directors
381
www.VisitTriCities.com
Visit Tri-Cities Governance
Page 14 of 65
Visit Tri-Cities’ ability to attract visitors to our region is made possible by the investment and support of our member
organizations. Visit Tri-Cities members and partners provide unique and inclusive opportunities that are of interest to travelers
and help build a better quality of life for residents. Their dedicated, unwavering support is the foundation of our work. In
turn, it is our duty, obligation, and pleasure to continue the promotion and celebration of our members and our dynamic
community through tourism marketing, high quality publications, destination advertising, educational forums, creative
digital content, and destination development. In 2022, Visit Tri-Cities’ membership total reached 381 tourism businesses.
Our Membership
PLATINUM
Ben Franklin Transit
Benton County
Benton PUD
City of West Richland
Energy Northwest
Franklin County
Franklin PUD
Port of Benton
Port of Kennewick
Port of Pasco
The HAPO Center
GOLD
Best Western Premier Pasco Inn & Suites
Clover Island Inn
Comfort Suites Kennewick at Southridge
Courtyard by Marriott Richland Columbia Point
Hilton Garden Inn Kennewick
Holiday Inn Express & Suites Pasco Tri-Cities
Holiday Inn Richland on the River
Red Lion Hotel & Conference Center Pasco
Red Lion Hotel Kennewick Columbia Center
Richland Riverfront Collection by Ascend
SpringHill Suites by Marriott Kennewick
SILVER
Baymont Inn & Suites
Best Western Plus Kennewick Inn
Comfort Inn
Courtyard by Marriott Pasco Tri-Cities Airport
Fairfield Inn
Hampton Inn & Suites Pasco/Tri-Cities
Hampton Inn Kennewick at Southridge
Hampton Inn Richland
Holiday Inn Express Hotel & Suites Richland
Home2 Suites by Hilton
Homewood Suites by Hilton - Richland
Kennewick Inn & Suites
La Quinta Inn & Suites
My Place Hotel
Red Lion Inn & Suites Kennewick Tri-Cities
Sleep Inn Pasco Tri-Cities
Super 8 Kennewick
SureStay Plus Hotel by Best Western Kennewick
Tri-Cities
The Lodge at Columbia Point
TownePlace Suites by Marriott
Woodspring Suites
STANDARD MEMBERSHIP
14 Hands Winery
3 Eyed Fish Kitchen + Wine Bar
3 Rivers Folklife Society
A & A Motorcoach
Above The Curve Vineyard
Academy of Children’s Theatre
Ace Jewelry & Loan
Adventures Underground
Airfield Estates
AJ’s Edible Arts, Inc.
Alaska Airlines
Alexandria Nicole Cellars
Alexandria Nicole Cellars Destiny Ridge
Tasting Room
Allied Arts Association - Gallery at the Park
Anelare Winery
Anthology Event Venue by Castle Event Catering
Anthony’s at Columbia Point
Arlene’s Flowers & Gifts
Art on the Columbia
Art Work Northwest
Arts Center Task Force
Aspen Limo Tours
At Michele’s
Atomic Ale Brewpub & Eatery
Atomic Bowl & Jokers Lounge & Casino
Atomic Escape Rooms
Avennia Red Mountain Tasting Room
AXE KPR Axe Throwing
Azteca
B Reactor Museum Association (BRMA)
Badger Mountain Vineyard/Powers Winery
Barnard Griffin Winery
Bartholomew Winery
Baum’s
Bella Italia Restaurant
Bennett Rentals
Benton County Fairgrounds
Bergan’s Timeless Treasures
Bergstrom Aircraft, Inc.
Bill’s Berry Farm
Bingo Boulevard
Black Heron Spirits, LLC
Blankslate
Bob’s Burgers and Brew - Kennewick
Bob’s Burgers and Brew - Richland
Boiada Brazilian Grill
Bombing Range Brewing Company
Bon Cafe Co
Brady’s Brats
Brick House Pizza
Budd’s Broiler by Anthony’s Restaurants
Buds and Blossoms too
Burger Ranch
Burger Ranch - Pasco
Canyon Lakes Golf Course
Catering to You
CBC Arts Center
Cedars at Pier 1
CG Public House & Catering
Chandler Reach Vineyards
Chapala Express
Chaplaincy Repeat Boutique
Cherry Chalet Bed & Breakfast
Chic & Unique Furniture Kennewick
Chic & Unique Furniture Richland
Chuck E. Cheese
Chukar Cherries
Cigar Savvy Shop, LLC
Clover Island Marina
Col Solare Winery
Columbia Basin BMX
Columbia Basin College
Columbia Basin Racquet Club
Columbia Center
Columbia Crest Winery
Columbia Park Golf Tri-Plex
ECONOMIC DEVELOPMENT
PARTNERS
City of Kennewick
City of Pasco
City of Richland
Tri-City Regional Hotel Motel Commission
DIAMOND
Battelle
Bechtel National, Inc.
Central Plateau Cleanup Company
Hanford Mission Integration Solutions
Toyota Center
Three Rivers Convention Center
Washington River Protection Solutions
Page 15 of 65
Hooked Seafood Boil & Bar
Hops n Drops
Hops n Drops - Kennewick
Horn Rapids Golf Course
Horn Rapids RV Resort & Mini Mart
Hot Tamales, LLC
How Sweet It Is
Ice Harbor Brewing Co.
Ice Harbor Brewing Company at the Marina
Iconic Brewing
IHOP Restaurants
Indaba Coffee
InterMountain Alpine Club
iplay Experience
It’s All in the Details
J&S Dreamland Express
J. Bookwalter
Just Juice LLC
Kickstand Tours
Kindred Spirits
Kiona Vineyards and Winery
Kitzke Cellars
La Bella Vita Kitchen and Bar
Lakeside Gem and Mineral Club
Layered Cake Artistry
Lemon Grass
LIGO Hanford Observatory
Longship Cellars
Lower Columbia Basin Audubon Society
LU LU Craft Bar + Kitchen
Lucky Flowers
Magills Restaurant & Catering
Market Vineyards
Martinez & Martinez Winery
Masala Indian Cuisine
Master Gardener Foundation of
Benton-Franklin County
McDonald’s Restaurants
Mercer Wine Estates
Mid-Columbia Ballet
Mid-Columbia Libraries
Mid-Columbia Mastersingers
Milbrandt Vineyards/Ryan Patrick Wines
MillerTime Fishing
Miss Tamale
Mocha Express on Canal
Mocha Express Tri-Cities
Monarcha Winery
Moniker Bar
Monterosso’s Italian Restaurant
Moonshot Brewing
Muret-Gaston Winery
My Garden Over Floweth
National Charter Bus Richland
Northwest Paddleboarding
Nothing Bundt Cake
Nouveau Day Spa
Octopus’ Garden
OH SUSHI
Opportunity Kitchen - Federal Building
Opportunity Kitchen - Public Market at CRW
Pacific Shorz Powersports
Pasco Aviation Museum
Pasco Golfland
Pasco Specialty Kitchen
Peacock Coffee Roasting Co
Pedego Electric Bikes Tri-Cities
Philocaly Lingerie Boutique
Picante Mexican Taqueria
Polka Dot Pottery
Porter’s Real BBQ Kennewick
Porter’s Real BBQ Pasco
Porter’s Real BBQ Richland
Poutine, Eh?
Power Up Arcade Bar
Preszler’s Guide Service, LLC
Proof Gastropub
Public Market at Columbia River Warehouse (CRW)
Purple Star Wines
Ranch & Home
Rattlesnake Mountain Harley - Davidson
REACH Museum
Reborn Bike Shop
Red Dot Paintball
Red Lobster
Red Mountain AVA Alliance
Red Mountain Event Center
Red Mountain Trails
Red Mountain Trails Winery
Restaurante El Chapala
Rewster’s Craft Bar & Grill - Horn Rapids Golf Course
Richland Players
RideNow Powersports Tri-Cities
Roads2 Travel Company
Rocco’s Pizza Kennewick
Rocco’s Pizza Pasco
Rock Shop
Rollarena Skating Center
Rolling Hills Chorus
Roscoe’s Coffee
Round Table Pizza - Kennewick
Round Table Pizza - Leslie
Round Table Pizza - Pasco
Round Table Pizza - Richland
Roxy Theatre Antiques & Gifts
RRoyal Rides
Runners of the Sage
Sacajawea State Park
Sage Brewing Company
Sage Brewing Hansen Park
Sageland Center
Sandollar Farms & Alpacas
Sandy’s Fabrics & Machines
Seoul Fusion Korean Restaurant
Shade Cafe
Sheep’s Clothing
Shelby’s Floral & Gifts
Simplified Celebrations
Skippers Seafood and Chowder
Sleeping Dog Wines
Soi 705
Solar Spirits Distillery
Spare Time Lanes
Spencer Carlson Furniture & Design
Sporthaus
Summer’s Hub of Kennewick
Our Membership
Columbia Point Golf Course
Columbia Sun RV Resort
Community Concerts of the Tri-Cities
Copper Top Tap House
Cora’s E-bike Shop
Cougar Cave Expresso
Country Mercantile - Richland
Country Mercantile - Pasco
Coyote Bob’s Roadhouse Casino
Coyote Canyon Mammoth Site
Coyote Canyon Winery
Crazy Moose Casino
Cupcakes Bakery & Deli
D’s Wicked Cider
D-Bat Columbia Basin
Del Sol Lavender Farm
DermaCare
Desert Food Mart (Conoco)
Desert Wind Winery
Divots Golf
Don Rubio’s
Dovetail Joint Restaurant
DownUnderSportFishing
DrewBoy Creative
East Benton County Historical Society & Museum
Eastern Washington Transportation
Elk Haven Winery
Emerald of Siam Thai Restaurant & Lounge
Encanto Arts
Europa Italian & Spanish Cuisine
Events at Sunset
Experience 46 Degrees
Farmhand Winery
Fast and Curryous
Fat Olives Restaurant & Catering
Fidelitas Wines
Five Guys Burgers & Fries
Foodies Kennewick
Foodies on the Go
Foodies Richland
Franklin County Historical Society & Museum
Franklin County RV Park
Fresh Leaf Co
FreshPicks WA Smoothies
Frichette Winery
Friends of Sacajawea State Park
Frost Me Sweet Bakery & Bistro
Fujiyama Japanese Steak House & Bar
Garden Hot Pot
Gesa Carousel of Dreams
Glass Studio at Barnard Griffin Winery
Goose Ridge Estate Vineyard & Winery
Gordon Estate Winery
GRAZE - ‘a place to eat’
Great Harvest Bread Company Kennewick
Greenies
Griggs Ace Hardware
Ground Support Coffee
Hamilton Cellars
Havana Café
Hedges Family Estate
Hightower Cellars
HoneyBaked Ham Café Page 16 of 65
Sun Willows Golf Course
Sundance Aviation
Sunken Treasures Games
SunWest Sportswear
SuperMex El Pueblo Market
Swadee Thai Cuisine
Swampy’s BBQ Sauce & Catering
Swigg Coffee Bar
Tagaris Winery
Take a break Tri-Cities
Tapteal Greenway
TC Black
TC Cider House
Terra Blanca Winery & Estate Vineyard
The Bradley
The Crazy Crab Place
The Edge Steakhouse & Sports Lounge
The Educated Cigar, LLC
The Endive Eatery
The Garden TriCities
The Grain Bin Flower Farm & Inn
The Human Bean
The Moore Mansion
The Olive Garden
The Pub
The Rude Mechanicals
The Tinte Red Mountain Retreat
Thurston Wolfe Winery
Tip Pit BBQ
Transient Coffee Company
Trejos Mexican Restaurant
Trejo’s Taco Factory
Tri-Cities Newcomers Club
Tri-Cities Wine Society
Tri-City Americans Hockey
Tri-City Dust Devils
Tri-City Tappers
Tucannon Cellars
Tumbleweeds Mexican Flair
Twigs Bistro & Martini Bar
Twist Clothing Co.
Uncle Sam’s Saloon
Upchurch Vineyard
Uptown Antique Market
US Army Corp of Engineers
Washington State University Tri-Cities
Water2Wine Cruises
Wautoma Springs
West Richland Golf Course
Wet Palette Uncork + Create Studio
Wheelhouse Community Bike Shop
White Bluffs Brewing
White Bluffs Quilt Museum
Wine Social
Wingstop Pasco
Wright’s Desert Gold Motel & RV Park
Xenophile Books
Z Place Salon & Spa
Zintel Creek Golf Club
Zullee Mediterranean Grill Richland
381
MEMBERS
Our Membership
Page 17 of 65
2022 Chairman’s Circle Members
We acknowledge with pride and appreciation the support of our
Chairman’s Circle members. It is their extra commitment to Visit Tri-Cities
that helps us distribute our message about the Tri-Cities and welcome
guests to our area.
ECONOMIC DEVELOPMENT PARTNERS
City of Kennewick
City of Pasco
City of Richland
Tri-City Regional Hotel Motel Commission
DIAMOND
Battelle
Bechtel National, Inc.
Central Plateau Cleanup Company
Hanford Mission Integration Solutions
Toyota Center
Three Rivers Convention Center
Washington River Protection Solutions
PLATINUM
Ben Franklin Transit
Benton County
Benton PUD
City of West Richland
Energy Northwest
Franklin County
Franklin PUD
Port of Benton
Port of Kennewick
Port of Pasco
The HAPO Center
GOLD
Best Western Premier Pasco Inn & Suites
Clover Island Inn
Comfort Suites Kennewick at Southridge
Courtyard by Marriott Richland Columbia Point
Hilton Garden Inn Kennewick
Holiday Inn Express & Suites Pasco Tri-Cities
Holiday Inn Richland on the River
Red Lion Hotel & Conference Center Pasco
Red Lion Hotel Kennewick Columbia Center
Richland Riverfront Collection by Ascend
SpringHill Suites by Marriott Kennewick
7130 W. Grandridge Blvd., Ste. B
Kennewick, WA 99336
(509) 735-8486 I (800) 254-5824
www.VisitTri-Cities.com Page 18 of 65
7130 W. Grandridge Blvd., Suite B Kennewick, WA 99336 509-735-8486 1-800-254-5824 www.VisitTRI-CITIES.com info@VisitTRI-CITIES.com
March 6, 2023
Mr. Adam Lincoln
City of Pasco
P.O. Box 293
Pasco, WA 99301
Dear Mr. Lincoln:
Thank you for the opportunity to present the Visit Tri-Cities 2022 Annual Report, 2023 Work Plan and to make a
request to utilize Tourism Promotion Area reserve funds to the Pasco City Council on Monday, March 27, 2023.
On behalf of the Tri-City Regional Hotel-Motel Commission, Visit Tri-Cities would like to request the transfer of
$441,500 from Tourism Promotion Area Reserve Account to be reinvested in additional tourism marketing
projects.
As a result of careful resource management and conservative budgeting, our TPA reserve account currently has
$914,892 in funds available for reinvestment. These funds are in addition to the minimum reserve requirement of
$500,000. The minimum balance was determined by the City Managers who participate at Commission meetings as
Ex-Officios. It is the Commission’s position that once the reserve account reaches $500,000, any additional funds
should actively be used to promote the Tri Cities as a destination, creating increased visitor spending in the
community. In addition, capital investments and funding for destination development are often included in reserve
requests. The projects under consideration this year accomplish these goals.
Earlier this year, the Commissioners of the Tri-City Regional Hotel-Motel Commission voted in favor of re-
investing $441,500 of the surplus revenues, for projects that include: high-end photo and video production, tourism
education, promotions to increase leisure travel stays, funds to secure new conventions and sports tournaments,
online platforms, digital marketing campaigns, workforce retention strategies, and media asset curation and
management to enhance destination marketing, education, and storytelling. A summary of the projects and the
associated expenditures is attached for your review.
Again, thank you for your consideration and support of the tourism industry. I am available for any questions or
comments you may have.
Sincerely,
Kevin Lewis
President and CEO
Enclosure
Page 19 of 65
2023 Proposed TPA Reserve Investments
Creative Production $50,000
The Visit Tri-Cities Creative Department is producing, directing, and editing multiple campaigns that
require ongoing acquisition and capturing of photo, video and digital assets. The funds for this budget
are for contracting with professional photographers and videographers, as well as licensing for
multimedia assets included in the production of digital assets. The produced assets will be used in
various marketing channels, including but not limited to Visit Tri-Cities social media, digital marketing
campaigns, print advertising campaigns, website content, online video content, partner content, and
more.
Media Asset Curation and Management $15,000
The Visit Tri-Cities Creative Department is establishing a creative asset management workflow, as well
as expanding its digital library of creative assets in the form of archival photography, videography,
audio, print media, and editorial for the purpose of destination marketing, education, and storytelling.
The funds for this project will be applied towards a part time, temporary internship tasked with
assessing, documenting, and managing the several terabytes of existing creative assets within the
Creative Department’s digital library, as well as curating new assets from community partners. Funds
will also be applied towards adding required storage for internal archival of new assets and building an
online platform for public access to produced content.
Marketing FAMs $23,000
The Visit Tri-Cities Marketing Department is hosting multiple members of traditional media (bloggers,
journalists, reporters, and travel writers), as well as social influencers, for in -person Familiarization
(FAM) visits from spring to fall. The guests on the FAM tour are selected by Visit Tri-Cities or vetted
through our public relations company or other third parties like the State of Washington Tourism. They
are chosen to cover a wide range of attractions and areas of interest based on Visit Tri -Cities’ marketing
strategy. They will enjoy an immersive experience of our rivers, restaurants, wine and other attractions
to develop storytelling content. Both traditional media and social influencers have already established
trust with a dedicated audience. Contracting with qualified, social influencers with a travel focus with
the capacity to tell an authentic story about their Tri-Cities visit will reinforce the VTC branded marketing
messages. The requested amount will cover costs for the visits.
• Group FAM Tour ($8,000): We are targeting up to 5 media writers for various publications (STEM,
cultural, outdoor rec, wine).
• STEM FAM Tours ($5,000): We target science and learning-oriented social influencers to produce
content on the STEM offerings in the area.
• DEI FAM Tours ($5,000): These FAMs are selected as a continuation of our Tri-IDEAs initiative,
and focus on DEI in travel for our key market segments.
• Continued tours/promotion with people we met at TBEX ($5 ,000): These are additional FAMs or
media relationship receptions with the goal of fostering relationships forged during TBEX. We
host past writers/influencers or other applicable parties either in the Tri -Cities to give destination
updates and maintain relations.
Page 20 of 65
Wine Convention Booth Upgrade Contracting $25,000
Visit Tri-Cities is working with a contractor to craft a new wine trade show booth, materials, and strategy
that will allow Visit Tri-Cities to have a stronger presence at the largest wine-related event in
Washington State, Taste Washington, in 2024. This event directly reaches one of our most important key
markets, which is wine-related tourism in Seattle, and a key goal is to bolster our overall strategy around
wine tourism here in the Heart of Washington Wine Country. Funding of the booth upgrade will give the
Tri-Cities more visibility and allow our booth to be comparable to our biggest competitors, especially
Walla Walla. A competitive presence at Taste Washington will also give us a better ability to connect
with wine writers to open possibilities of future FAMs. The expense of $25,000 covers but is not limited
to the contractor fee, cost to create the physical booth itself, and materials.
Taste Washington Digital Campaign $20,000
This digital campaign is an additional initiative that will go with our all -out wine booth upgrade in 2024
which will allow us to bolster our wine story before, during, and after Taste Washington, and make sure
that our efforts deliver a measurable return on investment. This digital campaign will focus on the
Seattle market that attends Taste Washington.
Marketing Platforms $7,500
The Visit Tri-Cities Marketing Department is implementing social and marketing solutions that integrate
social channels and digital content into a single platform to increase workload efficiency, comprehensive
analytics, enhance creative abilities, and create greater brand cohesion across our growing digital
presence. It will also allow for implementation of digital tools to benefit partners and visitors, creating
greater value to our community and intuitive experiences for those who explore our region.
Staff Retention Incentives $45,000
A current trend in the United States and elsewhere post-pandemic is a significant amount of movement
within the workforce. The job market is extremely competitive in the Tri-Cities and Visit Tri-Cities is not
insulated from the lure of new opportunity. Our organization has been impacted by this greater trend,
leading to significant staffing changes in recent months. We want to take proactive measures to ensure
that our experienced administrative and manager-level staff choose to remain at Visit Tri-Cities and feel
confident in their decision to do so. These are positions that are critical to our success in growing hotel
lodging revenue and achieving the Visit Tri-Cities mission. These proactive measures would also reduce
the impact caused by turnover, including loss of institutional knowledge and industry expertise, hiring
and onboarding costs, and the reduced ability of remaining staff to execute on existing projects and
advance the work we are doing to promote the Tri-Cities as a premier destination. Retention incentives
may include performance-based bonuses, a structured retention program and rewards to support and
retain talented employees with specialized skills, knowledge and experience.
Publish e-Proposal $6,000
Publish is an application that is fully integrated within the iDSS Cyclone CRM platform, currently utilized
by VTC for account management and lead distribution. Publish will provide the sales team the power to
create beautiful, brand-on, print-ready electronic proposals utilizing key iDSS data, free-form content
creation, and custom artwork. The application uses powerful page building tools and templates, helping
to streamline the proposal creation process from start to finish.
Page 21 of 65
State of Washington Tourism 2024 Conference $25,000
State of Washington Tourism (SWT), the official state tourism office, hosts an annual conference each
year where Washington’s tourism industry professionals can convene for professional development,
topical panel discussions, industry breakout session s and networking. SWT is seeking an enthusiastic
host destination for their 2023 and 2024 Conferences. Visit Tri-Cities will be submitting a bid to host the
2024 Conference. Destination host responsibilities include serving on the planning committee,
arranging area Familiarization (FAM) tours including transportation, arranging transportation for
speakers and attendees, and coordinating for local art, culture and attractions to be showcased during
the event. Hosting the conference in Tri-Cities gives us the opportunity to showcase our destination
while educating key tourism partners on the unique attractions and assets we offer, as well as building
on future opportunities for collaboration.
IRONMAN Event Support $125,000
Visit Tri-Cities is pursuing a bid to host a world-renowned IRONMAN event. As with most large
national/international sporting events there is a requirement for financial support from the organizers.
This financial support would only be incurred if the event is awarded to the destination. IRONMAN is one
of the world’s strongest brands, famous for being the premier triathlon series. An IRONMAN race
consists of a unique 2.4-mile swim, 112-mile bike, and 26.2-mile run. An IRONMAN 70.3 race consists of
a unique 1.2-mile swim, 56-mile bike, and 26.2-mile run. IRONMAN events typically attract more than
2,000 participants and over 5,000 spectators for each event and generate between $4 -7 million in
economic impact for host destinations.
S.P.O.R.T.S Relationship Conference $100,000
Visit Tri-Cities is preparing a bid to host the 2024 S.P.O.R.T.S Relationship Conference presented by
SportsEvents Media Group. S.P.O.R.T.S. is a national hosted -buyer, multi-day event that attracts sports
event planners and sports event suppliers to a single location to share educational and networking
opportunities. The event attracts an estimated 70-80 sports event planners who are directly responsible
for more than $24 million in sports-tourism-related spending. In fact, just one event booked by an
attendee at S.P.O.R.T.S. is estimated to generate an average of $261,000.00 in direct spending for the
destination. In addition to pre-set appointments between destinations and sports planners, the
conference provides general sessions, roundtables, workshops, and opportunities for destination
marketing organizations to collaborate.
$441,500
Page 22 of 65
THE FOLLOWING IS A SUMMARY OF VISIT TRI-CITIES ACTIVITIES TO SUPPORT TOURISM.
Work Plan 2023
STRATEGIC SALES & MARKETING
Convention & Group Sales
• Generate and submit 230 sales leads (Requests for Proposals) to
industry partners.
• Secure conventions, meetings and sporting events that will
attract 45,000 future overnight stays.
• Host familiarization tours for meeting planners and tournament
directors, escorting each on a scheduled set of appointments
specific to their event needs.
• Attend five industry events and trade shows such as Meeting
Planners International, Washington Society of Association
Executives, Society of Government Meeting Professionals,
National Tour Association, etc. to meet with decision makers and
promote the Tri-Cities as a destination of choice for conventions.
• Coordinate Spring Customer Appreciation Luncheon for up to 50
Washington State meeting Planners.
• Coordinate Fall Sales Blitz, featuring customer appreciation
events and appointments with meeting planners.
• Conduct Director of Sales meetings to support and coordinate
efforts with local tourism-related businesses.
Sports Sales & Development
• Research and attract new sporting events that fit the profile of
the existing venues.
• Work with athletic directors, sports venue directors and
community leaders to create attractive proposals for high
school athletic district and state-wide championships.
• Attend national trade shows including TEAMS, Sports ETA,
S.P.O.R.T.S Relationship Conference, and Esports Travel Summit.
Meet with sports event planners to promote the Tri-Cities as a
premier Northwest destination and secure signature events.
• Coordinate venue costs and accommodation pricing for
tournament and event directors.
• Secure hotel room blocks and complimentary rooms as needed
to secure events.
• Conduct Customer Appreciation Event for sports
event organizers.
Marketing
• Optimize and promote VisitTri-Cities.com, creating and updating
top landing pages, itineraries, and other visitor-focused content
to inspire travel and increase hotel nights.
• Strategically use user generated photos and video to inspire
consideration and act as calls to action throughout the website.
• Grow the email subscribers list to 12K through a lead magnet and
distribute monthly consumer newsletters to enhance top of mind
awareness and encourage wine, outdoor recreation, and
STEM visitation.
• Strategically direct $588,810 in targeted digital and print
advertising, promoting the Tri-Cities as a destination of choice.
• Generate 20 million impressions through targeted digital
campaigns in the in the Puget Sound and Spokane regions
and other key markets.
• Inspire consideration and grow social media following through
strategic social communications on Facebook (>30K followers),
Twitter (>8K followers) and Instagram (>15K followers).
• Optimize and grow YouTube channel to 1K subscribers,
promoting attractions of national & international interest.
• Create and distribute the official Visitor Guide and
complementary materials featuring local amenities.
• Develop multiple itineraries to assist with planning and to
promote tourism-related businesses in the Tri-Cities.
Media Outreach
• Direct the efforts of public relations firm to secure media
opportunities creating interest and a positive image for
the Tri-Cities.
• Conduct face-to-face meetings with writers representing key
publications/programs to promote story ideas about the
Tri-Cities region.
• Collaborate with and host qualified travel, lifestyle, wine, and
food writers secure positive stories about the destination.
• Host familiarization tours with journalists, influencers and media
reps, escorting each on a scheduled set of appointments specific
to their story needs.
• Work with tourism officials in primary destination/gateway cities
(Seattle/Portland) to create cooperative opportunities targeting
national and international travelers.
• Attend media conferences to promote the Tri-Cities region to
travel writers.
• Coordinate with State of Washington Tourism to amplify efforts in
promoting the state to domestic and international travelers.
Visitor Services
• Manage and operate the Tri-Cities Visitor Center, providing a
place for visitors and residents to gather information on local
attractions, services, and tourism-related businesses.
• Promote the Visitor Guide and other publications highlighting
the community, attractions, and activities to promote the
Tri-Cities as a preferred travel destination.
• Support and interact with estimated 5,000 written and telephone
requests for information on the Tri-Cities.
• Produce the Tri-Cities Calendar of Events.
• Offer a “Hot Dates” program to assist visitors in finding
accommodations during high-demand dates.
• Stock the Satellite Visitor Centers with visitor information
and brochures.
• Provide visitor services and maintain the interactive Tri-Cities
kiosk at the Tri-Cities Airport and Three Rivers Convention Center.
• Increase distribution and usage of a “wine map” highlighting
Mid-Columbia wineries.
• Coordinate the development of wine tourism itineraries with
suggested opportunities for overnight packages with hotels,
restaurants, transportation, cultural events, etc.
• Promote and market wine-related events to increase visitation.
Page 23 of 65
THE FOLLOWING IS A SUMMARY OF VISIT TRI-CITIES ACTIVITIES TO SUPPORT TOURISM.
Work Plan 2023
COLLABORATIVE DESTINATION DEVELOPMENT
• Coordinate and manage efforts of the Tri-Cities River Shore
Enhancement Council.
• Provide direction and guidance for recommendations outlined in
the Rivershore Master Plan II.
• Coordinate efforts of the Tri-Cities National Park Committee.
• Provide direction and guidance for recommendations outlined in
the Sports Facilities Market Analysis and Feasibility Study.
• Manage the cooperative efforts of the Wine Tourism Council
serving wineries, wine-related venues, hotels, restaurants and
transportation providers in Benton and Franklin counties.
• Support initiatives to expand or enhance critical convention
facilities and event venues.
• Engage in tourism related initiatives in the MyTri 2030 program to
help shape the future of our region.
• Work with TRIDEC and the Tri-City Regional Chamber of
Commerce to support business and economic
development initiatives.
• Participate and provide leadership in tourism industry
organizations such as Washington State Destination Marketing
Organization (WSDMO), State of Washington Tourism, Destination
Marketing Association (DMA West) and Destinations
International (DI).
• Collaborate with Federal and State Legislators on tourism
related priorities.
PROACTIVE COMMUNITY ENGAGEMENT
• Establish and maintain an engaging and meaningful membership
program to recognize, support and promote tourism related
businesses and the partner organizations that support the
mission and strategic pillars of our organization.
• Promote local tourism businesses and attractions through
VisitTri-Cities.com
• Develop and produce an Advertising Sales Guide to outline
opportunities and member benefits.
• Host the 2023 Annual Meeting to provide inspiration, education,
tourism reports and outlook to our stakeholders and partners.
• Provide key data to keep members up to date on industry
trends, opportunities and events through regular newsletter
communications.
• Promote local businesses to convention and sports participants
though the “Show Your Badge” program.
• Create member benefit programs to support tourism
employment, recruiting, and workforce development.
• Provide materials to local companies to enhance their
recruitment and employee relocation efforts.
• Conduct two hospitality, sales and customer service training/
educational events to assist our hospitality partners in staff
development.
• Manage the cooperative efforts of the Tri-Cities Sports Council
serving high school athletic directors, municipal recreation
departments, local sports clubs and sports officials.
• Secure volunteers for events taking place in the Tri-Cities.
INNOVATIVE ORGANIZATION
• Create and distribute marketing assets that convey the
uncommon pulse of positive energy that originates in the
people of our communities.
• Inspire visitation to support our hospitality partners, visitor
attractions and overall economic development goals.
• Collaborate with community leaders and help foster
development to enhance the destination and quality of life.
• Interact with civic organizations and share our organization’s
mission and purpose to create a shared community vision.
• Bring people together to generate optimism in our communities
and create a destination thriving with vitality and purpose.
• Communicate in a way that inspires others to celebrate what is
right with the area.
• Support workforce development through community grant
programs offering scholarships for training courses through
WSU Tri-Cities to ensure the success of the tourism and
hospitality industries.
• Manage the proceeds of tourism promotion assessments as
directed by the Commissioners of the Tri-City Hotel-Motel
Commission and city councils.
• Promote and manage the Tri-Cities “Excellence in Service”
program to inspire customer service region-wide.
• Foster Inclusivity, Diversity, Equity and Accessibility in the
organization and destination by understanding, living and
promoting the principles of our Tri-IDEAS initiative.
• Produce sustained and consistent tourism growth by preserving
our position as an employer of choice through energizing
work, professional growth and thoughtful adoption of effective
employee retention initiatives.
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Annual Report
•State of the Organization
•State of the Industry Page 26 of 65
Tourism Economics
Growth Funnel
IMMEDIATE BENEFITS
Direct spending
Jobs created
Labor tax
Income tax
Sales tax
Local business outputPage 27 of 65
Tourism Economics
Economic Funnel
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Financial Picture
Revenues &Expenses
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Hotels
Financial Picture
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Sales & Marketing
Advertising
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Conventions &Sports
Sales & Marketing
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Publications
Sales & Marketing
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Destination Development
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Thriving Life
Community Engagement
Accessibility &Inclusivity
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Innovative Organization
Visual Storytelling
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Virtual Immersion
Innovative Organization
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Sentiment Survey
Innovative Organization
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2023 Work Plan
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TPA Funds Available
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TPA Project Requests
•Creative Production -$50,000
•Media Asset Curation and Management -$15,000
•Marketing FAMs -$23,000
•Wine Convention Booth Upgrade Contracting -$25,000
•Taste Washington Digital Campaign -$20,000
•Marketing Platforms -$7,500
•Staff Retention Incentives -$45,000
•Publish e-Proposal -$6,000
•State of Washington Tourism 2024 Conference -$25,000
•IRONMAN Event Support -$125,000
•S.P.O.R.T.S Relationship Conference -$100,000 $441,500
TOTAL:Page 42 of 65
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AGENDA REPORT
FOR: City Council March 21, 2023
TO: Adam Lincoln, City Manager
City Council Workshop
Meeting: 3/27/23
FROM: Rick White, Director
Community & Economic Development
SUBJECT: Downtown Pasco Development Authority (DPDA) Monthly Report
February 2023
I. REFERENCE(S):
DPDA 2023 Funding Agreement
Organizational Assessment BDS 3.3.23
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Jerry Martinez, Downtown Pasco Develop Authority Executive Director, will
provide a presentation of the DPDA monthly activities and business items.
III. FISCAL IMPACT:
IV. HISTORY AND FACTS BRIEF:
The 2023 Funding Agreement requires monthly reports to City Council on DPDA
activities as these activities have been expanded from previous DPDA Funding
Agreements. The current Funding Agreement was approved by City Council in
January of 2023.
V. DISCUSSION:
Mr. Martinez will also discuss outreach efforts for the DPDA with Downtown area
businesses; status of preparations for Cinco de Mayo and progress of the
organizational analysis for the DPDA through our consultant BDS.
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1932 1st Avenue, Suite 814 phone / fax: 206.971.6030
Seattle, Washington 98101 bdsplanning.com
March 3, 2023
Pasco Organization Assessment: Meeting Block #2 Summary
Meeting Notes
During the second visit to Pasco for the Organizational Assessment of the Downtown Pasco
Development Authority (DPDA), the BDS Planning Team conducted:
• 3 one-on-one interviews with business owners.
• a Pasco Business Authority Council Meeting.
• Leadership Group – Meeting #2: Principles of Agreement.
• City Staff Meeting
Over the course of downtown business outreach activities, the facilitation team furthered its
understanding of business owners’ support of the DPDA and the value it adds to achieving a thriving
Downtown Pasco for business owners. While the DPDA could support businesses in additional
ways, the current structure does not allow for the extent of support wanted.
The Leadership Group and City Staff members met to discuss initial recommendations for forming
two district organizations: a reoriented and restructured Downtown Pasco Development Authority
and a newly formed, separate from the City, Downtown Pasco Association that is the Main Street
501c3 organization. The meetings included reviewing mission statements, power and duties, and
organizational structure.
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
2
ONE-ON-ONE INTERVIEWS WITH BUSINESS OWNERS, 3/1/23
The purpose of these one-on-one interviews with business owners was to continue to establish
rapport with the business owners and learn about their values, thoughts, and insights around the
DPDA and Downtown Pasco.
The business owners shared their perceived value of the DPDA and the associated events like the
Farmer’s Market and the Pasco Specialty Kitchen. There was a sense that the organization needs
more funding and staffing to meet the City’s requirements and provide additional services to
downtown businesses. Disproportionate focus should be placed on building community among
businesses, and navigating processes, providing funding, and provide technical assistance.
Stakeholders also stressed transparency with use of existing funds.
PASCO DEVELOPMENT AUTHORITY COUNCIL (PBAC), 3/1/23
The purpose of this meeting was to engage business owners and learn about what Downtown Pasco
characteristics would make their businesses thrive and how could the current organizations (DPDA
and the City) support this vision.
Discussion Summary:
The business owners discussed the future of Downtown Pasco where all businesses thrive and agree
that the unique Latino culture is essential to a thriving Downtown Pasco and should be central
building block for marketing and recruitment.
Business owners then moved into conversations about ways the DPDA, and City can support the
PBACs identified vision. PBAC stakeholders spoke highly of the new DPDA leadership and indicated
that the organization is generally moving in the right direction. PBAC members suggested that DPDA
should focus on the more effective use of business and financing tools to focus on development,
providing technical assistance and capacity. Stakeholders acknowledged the DPDAs capacity
challenges and inability to sustain current work and present capacity levels. Instead, DPDA should
focus on acquiring property, acting as landlords, advocacy, networking, and information sharing.
Stakeholders also discussed the role of the City of Pasco and needed improvements around code,
permitting, fire safety processes, and funding opportunities.
Response Transcription
An image and transcription of the group’s responses is found below:
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
3
Good for Business
• More parking
• (Perception of) business variety
• Tourism? OR Local?
• Start with core
• Concrete identity
• Build from strength
• Feeding the world
• Expanding vision without loss of
culture
DPDA
• Trustful leadership
• Use tools for development
• Coordinating businesses
• Build bridges to support capacity
• PDA more effective separate from
Main Street
Suggested DPDA Core Functions
• Acquiring property
• Landlord ownership
• Advocacy and networking
• Information sharing
City
• Codes
• Standstill
• Fire safety
• Long processes (for DPDA as well)
• More funding opportunities
Miscellaneous
• Look at other cities (examples)
• Murals
• Business attraction
• Tax credits
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
4
LEADERSHIP MEETING #2, 3/2/23
The purpose of this meeting was to review the findings from the business engagement efforts and
share Main Street and Public Development Authority examples. The Leadership Group also
reviewed and affirmed suggested language for new or reoriented mission statements, powers and
duties, and organizational structure. The recommendation of dividing DPDA into two distinct
organizations: a reoriented Downtown Pasco Development Authority and a newly formed and
separate Downtown Pasco Association that is the Main Street 501c3 organization was once again
affirmed.
Recommendation:
Mission Statements:
• Current DPDA:
o The mission of the DPDA is to strengthen and develop Downtown Pasco as a center
for culture, business, and community spirit.
• Proposed Downtown Pasco Association (501c3):
o The mission of the Downtown Pasco Association (501c3) is to strengthen and
develop Downtown Pasco as a center for culture, business, and community spirit.
• Proposed Downtown Pasco Downtown Authority:
o The mission of the Downtown Pasco Development Authority to facilitate the
development, construction, preservation and restoration of projects that benefit the
public, spur economic activity and job growth in downtown Pasco.
Powers and Duties
• Current DPDA:
o Review of City Plans and Policies
o Financing Strategy
o Marketing (Farmers’ Market and PSK)
o Façade Improvements
o Business Meetings (at least 2 per year)
o Promotional Events
• Proposed Downtown Pasco Association (501c3):
o Feedback to City on Plans and policies related to downtown
o Financing Strategy – Main Street Tax Credit
o Marketing (Farmers’ Market and PSK) and Events. Delegate to partners
o Business Technical Assistance (Small dollar grants, i.e., façade improvements)
o Business Recruitment
o Beautification services
• Proposed Downtown Public Development Authority:
o Advisory review of plans and policies related to downtown
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
5
o Financial Assistance for larger scale improvements
o Market Research; Retail and Services Analysis
o Property Development, Restoration, Preservation and Management, Transfer of
property
o Other public purpose projects in Downtown
Organizational Structure
• Current DPDA:
o Composed of 7 members (4-year terms by Group)
o Appointed by Mayor and confirmed by Council
§ 3 represent for-profit businesses or property owners
§ 2 represent banking and/or real estate professionals
§ 2 represent business or corporate management
§ Liaisons with other local and regional organizations
• Proposed Downtown Pasco Association (501c3):
o Creation of new board for Downtown Pasco Association (501c3)
§ Made up of comprehensive list of stakeholders that use downtown
§ Businesses (Service Sector, Retailers)
§ Residents, Community Leaders, other local civic organizations
§ Property Owners and other institution leaders
§ City Ex-officio
§ Start-up mentality
§ Between 7 to 11 members
§ Small enough to establish quorum but big enough to encompass community
representation
§ Collaborative relationship with City
• Proposed Downtown Pasco Development Authority:
o Add/refining legal, real estate and/or construction expertise
o Add/refine regional foundational representation
• Organizational Staff Considerations:
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
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** Priority Hired
Questions for consideration and discussion:
• Do these restructured mission statements meet the needs of a successful Downtown Pasco?
• Do these roles and powers meet the needs of a successful Downtown Pasco? What is
missing?
• Do these structures meet the needs of a successful Downtown Pasco? What is missing?
Discussion Summary:
The group discussed the proposed restructuring of the DPDA and once again affirmed the desire to
create two distinct organizations. It was noted that the current DPDA’s work typically aligns more
with a 501c3 not a Public Development Authority.
Leadership decided to retain the existing DPDA mission statement for the proposed Pasco Downtown
Association (501c3).
Regarding the revised roles and powers, the Leadership Group agreed more discussion on city
funding was essential and that alignment with the recently Downtown Pasco Master Plan allowed
for stronger collaboration with the City of Pasco. It was also agreed that more conversation was
needed to clarify clarifying board member expectations and the need to ramp up staffing levels in
line with funding and organizational capacity.
Response Transcription
An image and transcription of the group’s responses is found below:
Current OrganizationDowntown Pasco PDADowntown Pasco
Association
XX **X **Executive Director
X **RE Development Manager
XXX **Program Managers
XXFinance Director /
Operations
XXMarketing Lead
X **Business Recruiter
XX **X **Accountant/Compliance
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
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Mission
• Foundation: Fond of retaining existing DPDA language in New 501c3
• Development Authority: Adding historic preservation
Roles and Powers
• Foundation: Need new funding to maintain activities
• Foundation: Opportunity to remove politics
• Both: Finding balance of city $$
• Both: Alignment with Master Plan goals
Organizational Structure
• Both: Clarity of board member limitations
• Both: Need staffing prioritization
Miscellaneous
• Messaging important to gain credibility
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
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CITY STAFF MEETING, 3/2/23
The purpose of this meeting was to review the findings from the business engagement efforts, share
Main Street and Public Development Authority examples, share affirmed recommendations from the
Leadership Group which restructure the existing DPDA into two distinct organizations.
Discussion Summary:
The City Staff reiterated what the Leadership Group discussed and added the need to have
regular documentation and presentation for City Council. Staff also discussed the possibility of
using existing roles to support staffing efforts.
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Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023
9
NEXT STEPS:
• Leadership Meeting #3 – Draft Bylaws & Identification of Stakeholders
• Continued Business Engagement Efforts
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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.
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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.
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