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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: Page 3 of 65 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. Page 4 of 65 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. Page 7 of 65 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) Page 12 of 65 • 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 Page 13 of 65 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. Page 24 of 65 Page 25 of 65 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 Page 28 of 65 Financial Picture Revenues &Expenses Page 29 of 65 Hotels Financial Picture Page 30 of 65 Sales & Marketing Advertising Page 31 of 65 Conventions &Sports Sales & Marketing Page 32 of 65 Publications Sales & Marketing Page 33 of 65 Destination Development Page 34 of 65 Thriving Life Community Engagement Accessibility &Inclusivity Page 35 of 65 Innovative Organization Visual Storytelling Page 36 of 65 Page 37 of 65 Virtual Immersion Innovative Organization Page 38 of 65 Sentiment Survey Innovative Organization Page 39 of 65 2023 Work Plan Page 40 of 65 TPA Funds Available Page 41 of 65 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 Page 43 of 65 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. Page 44 of 65 Page 45 of 65 Page 46 of 65 Page 47 of 65 Page 48 of 65 Page 49 of 65 Page 50 of 65 Page 51 of 65 Page 52 of 65 Page 53 of 65 Page 54 of 65 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. Page 55 of 65 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: Page 56 of 65 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 Page 57 of 65 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 Page 58 of 65 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: Page 59 of 65 Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023 6 ** 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 Page 60 of 65 Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023 7 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 Page 61 of 65 Pasco Organization Assessment: Meeting Block #2 Summary 03/03/2023 8 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. Page 62 of 65 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 Page 63 of 65 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 64 of 65 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 65 of 65