HomeMy WebLinkAbout2023.10.23 Council Workshop PacketAGENDA
City Council Workshop Meeting
7:00 PM - Monday, October 23, 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 - 53 (a)Visit Tri-Cities 2023 Mid-Year Report & Tri-City Regional
Hotel/Motel Commission 2024 Marketing Plan & Budget
Presentation by Kevin Lewis President & CEO, Visit Tri-Cities
54 - 149 (b)Presentation of Proposed Housing Action and Implementation
Plan
Presentation from Oneza & Associates, EcoNorthwest
150 - 159 (c)Ordinance - Franklin County Irrigation District Franchise
Agreement
6.MISCELLANEOUS COUNCIL DISCUSSION
7.EXECUTIVE SESSION
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(a)Discussion with Legal Counsel About Current or Potential
Litigation per RCW 42.30.110(1)(i) (15 minutes)
8.ADJOURNMENT
9.ADDITIONAL NOTES
160 - 161 (a)Adopted 2020-2021 Council Goals (Reference Only)
(b)REMINDERS
Monday, October 23, 4:00 PM: Hanford Area Economic
Investment Ben – Meeting Committee Advisory Fund
Franklin Transit Main Conference Room
(COUNCILMEMBER PETE SERRANO, Rep.)
Wednesday, October 25, 12:00 PM: State of the Cities
Luncheon - Tri-City Regional Chamber of Commerce -
Three Rivers Convention Center
Thursday, October 26, 5:30 PM: Benton Franklin
Community Action Connections Board Meeting – 720
Court Street, Pasco (COUNCILMEMBER ZAHRA ROACH,
Rep.; COUNCILMEMBER PETE SERRANO, Alt.)
This on Channel PSC-TV on 191 broadcast is meeting live
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 días para antes dos avisa Secretaria la Municipal
language garantizar la disponibilidad. (Spanish interpreter
service may be provided upon request. Please provide two
business day's notice to the City Clerk to ensure availability.)
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AGENDA REPORT
FOR:City Council October 12, 2023
TO:Dave Zabell, City Manager City Council Workshop
Meeting: 10/23/23
FROM:Adam Lincoln, Deputy City Manager
City Manager
SUBJECT:Visit Tri-Cities 2023 Mid-Year Report & Tri-City Regional Hotel/Motel
Commission 2024 Marketing Plan & Budget
I.REFERENCE(S):
Visit Tri-Cities 2023 Mid-Year Report
Visit Tri-Cities Cover Letter for Funding Requests
Fall 2023 Proposed TPA Reserves Investments Transfer
2024 Marketing Plan & Budget
PowerPoint Presentation
II.ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation by Kevin Lewis President & CEO, Visit Tri-Cities
III.FISCAL IMPACT:
Total Tri-City Regional Hotel-Motel Commission (TCRHMC) 2024 Budget of
$2,200,000, with City of Pasco's share of $572,000.
IV.HISTORY AND FACTS BRIEF:
Visit Tri-Cities provides services to the City of Pasco for promotion, attraction
and encouraging tourist expansion, and has done so for as far back as 1972.
Visit Tri-Cities administers the operation of what is known as the Tri-City
Regional Tourism Promotion Area (TPA), which was formed by an interlocal
agreement (ILA) among the Cities of Pasco, Kennewick, and Richland in June
2004. The TPA administers the proceeds of a "per room night assessment" on
hotels/motels in the Tri-Cities, imposed by the hotels themselves and Visit Tri-
Cities oversees its marketing plan and operating budget.
The TPA "assessment" is remitted by the hotels to the State. Washington
State, in turn, distributes those funds to the city in which it was collected. Pasco
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City Council's approval of the funds to the TPA are in accordance with an
approved budget, which is a requirement.
V.DISCUSSION:
Visit Tri-Cities President & CEO Lewis will first present the Visit Tri-Cities 2023
Mid-Year Report, including a 2023 TPA Reserves investments transfer request
totaling $225,000.00. Then he will provide a brief overview of the proposed
2024 TPA Marketing Plan and Operating Budget as recommended by the Tri-
City Regional Hotel/Motel Commission (TCRHMC).
The fall 2023 TPA Reserves transfer and 2024 TPA Marketing Plan and
Operating Budget is scheduled for the November 6, 2023, Council meeting for
action by the Council.
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VISIT TRI-CITIES
2023 MID-YEAR REPORT
The positive effect that pent-up travel demand had on the Tri-Cities
lodging market in 2022 has softened. In addition, significant inflationary
pressures are slowing travel demand in 2023. The STR report shows
through the first six months of 2023 room nights sold in the Tri-Cities
region decreased 2.4%. Pasco actually saw a positive growth of 1.6%
while Richland dropped by 0.5% and Kennewick dropped by 6.6%.
The good news is, over the first six months of 2023, the Tri-Cities
lodging sector leads the state in occupancy percentage and the
year-over-year increase in hotel revenue per available room (RevPar)
is now the second highest in the state. As we look ahead, economic
indicators suggest a level and consistent trend as we move into 2024.
VISITOR SPENDING
Visit Tri-Cities is supported by the cities of Kennewick, Pasco,
Richland, and West Richland; the Tri-City Regional Hotel-Motel
Commission; Corporate Partners; as well as individual and
business members. The Mid-Year Report summarizes destination
marketing and management activities undertaken during the
first six months of 2023.
ABOUT VISIT TRI-CITIES Inspire wanderlust for a bold yet
casual, geeky but cool, magical
experience in wide-open spaces.
VISION
We make the Tri-Cities bigger,
bolder, brighter, better and more
cool through tourism.
MISSION
Corporate Sponsor: Three Rivers Convention Center and Toyota Center
CONVENTION & SPORTS MARKETING
Convention and Sports groups are key to the success of increasing
visitor spending in the Tri-Cities. Groups compliment business and
leisure travel and fill weekends and shoulder seasons.
Corporate Sponsor: Three Rivers Convention Center and Toyota Center
COMMITTEES MANAGED BY VISIT TRI-CITIES
• Hotel Directors of Sales Committee
• Tri-City Regional Hotel-Motel Commission
• Tri-Cities Wine Tourism Council
• Tri-Cities National Park Committee
• Tri-Cities Sports Council
• Tri-Cities Rivershore Enhancement Council
• Benton Franklin River Heritage Foundation
CONVENTION & SPORTS SALES
Number of conventions, sports and group events86
Number of
delegates attracted54,028
Visitor spending$13,607,063
January - June 2023
Visit Tri-Cities has introduced and expanded programs to elevate the visitor
experience while highlighting local business members. Show Your Badge,
Your Weekend Starts Here, sponsorship opportunities, and interactive online
platforms all bolster the value of our membership program.
MEMBERSHIP
New Tourism Members January – June 202314
Total tourism members as of June 2023399
Room nights sold January - June 2022
Total: 449,873
KENNEWICK
176,171
RICHLAND
170,027
PASCO
103,675
Room nights sold January - June 2023
Total: 439,019
RICHLAND
169,093
KENNEWICK
164,547
PASCO
105,379
FUTURE CONVENTION &
SPORTS SALES
Number of future conventions,
sports and group events40
Future visitor spending$4,958,476
SALES ACTIVITIES
Representing total room nights18,701
Leads issued60 Sales calls393
Meeting Planners39 Organizations24
OLYMPIA SALES BLITZ
January - June 2023
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Visit Tri-Cities collaborates with local
businesses, the public sector, and other
partners to provide a great visitor
experience, celebrate the community,
and improve quality of life for residents.
VISITOR CENTER
Visitor inquiries January – June 20231,489
TOURISM DEVELOPMENT
Corporate Sponsor: Washington River Protection Solutions
The Tri-Cities Rivershore Enhancement Council (TREC) is a
multi-jurisdictional program coordinated by Visit Tri-Cities
which is helping the community rediscover its river shores
and is working to emphasize restoration, development and
enhancement activities.
•TREC is leading efforts to upgrade the Cable Bridge Lighting
from high pressure to LED lights. The subcommittee includes
representation from the cities, port districts, and counties
with support from Benton and Franklin PUDs, Washington
State Department of Transportation, community members,
and Visit Tri-Cities.
•TREC continues to meet quarterly to maintain dialogue with
the Walla Walla District U.S. Corps of Engineers regarding
various projects within the cities of Kennewick, Pasco,
Richland, and West Richland; counties of Benton and Franklin;
Ports of Benton, Kennewick, and Pasco.
•Installation of wayfinding signs around the community
continues to take place. Each of the cities has added signage
and the project is in the second to third phase of completion
depending on location. The phases include Phase 1: regional
gateways, city gateways, Phase 2: vehicular directional
signage, Phase 3: trails and parks and recreation signage,
Phase 4: Visitor Center.
TRI-CITIES RIVERSHORE ENHANCEMENT COUNCIL
Corporate Sponsor: Bechtel
MARKETING & COMMUNICATIONS
In an effort to reach as many visitors as possible, Visit Tri-Cities maximizes destination exposure through digital, social advertising,
broadcast media, and print. This approach reaches a broad and diverse audience.
Print advertisements13 Total digital impressions9,915,733
SOCIAL MEDIA
followers30,195
followers6,418
followers12,744
followers2,694
WEBSITE STATS
Unique users130,819
Page views342,732
Partner referrals3,598
MEDIA OUTREACH
Corporate Sponsor: Hanford Mission Integration Solutions (HMIS)
Visit Tri-Cities takes a
proactive approach
to hosting travel writers and other
media professionals,
positioning the Tri-Cities as a premier destination
for travelers.
Positive stories23
Impressions11,370,900
Coverage views50,653
FAM Visits for
Writers and Content Creators7
Visit Tri-Cities manages tourism-related programs within the community in order to
position the Tri-Cities as a desirable and compelling visitor destination.
•Hosted booth at Taste Washington in Seattle, the largest wine event in Washington
state. The event drew around 7,000 guests, vendors, vignerons, media, volunteers
and other wine industry adjacent personnel, and 224 wineries.
•Led this year by Visit Tri-Cities, the Tri-Cities Legislative Council hosted Tri-Cities
Day at the Capitol, January 26-27, 2023. This event provided our community
the opportunity to share its priorities with key legislators and leaders in state
government and network with business leaders. The Council’s legislative priorities
include funding local transportation projects, preserving the four Snake River
Dams as part of a clean energy future, addressing mental health needs and
education funding.
•Back by popular demand, “Show Your Badge” was re-established with event
planners and local businesses to drive visitors deeper into our community and
support local businesses during conventions and sports tournaments.
Visit Tri-Cities continues Tri-IDEAs, a program exploring and celebrating
Inclusivity, Diversity, Equity and Accessibility. Visit Tri-Cities connects with
business owners, community leaders, event organizers, residents and
more to highlight, share and celebrate the diversity of the Tri-Cities that
can be experienced through travel and tourism activities.
TRI-IDEAS
7130 W. Grandridge Blvd., Suite B | Kennewick, WA 99336 | (509) 735-8486 | VisitTri-Cities.com
ECO-TOURISM & HERITAGE
The Eco-Tourism & Heritage program focuses on restoring
and preserving the natural environment to enhance outdoor
recreation opportunities while educating the community and
visitors on cultural and historical offerings in the Tri-Cities.
Corporate Sponsor: Battelle
Thriving Life in the Tri Sponsor: Central Plateau Cleanup Company (CPCCo)
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7130 W. Grandridge Blvd. Suite B Kennewick, WA 99336 509-735-8486 1-800-254-5824 www.VisitTRI-CITIES.com info@VisitTRI-CITIES.com
September 28, 2023
Mr. Adam Lincoln
City of Pasco
P.O. Box 293
Pasco, WA 99301
Dear Mr. Lincoln,
On behalf of the Tri-City Regional Hotel-Motel Commission, we are pleased to present the 2024 Tri-
City Regional Hotel-Motel Commission Budget and Marketing Plan and Tourism Promotion Area
reserve funds request for approval by the Pasco City Council.
Each year Visit Tri-Cities prepares a budget and marketing plan for the Tri-City Regional Hotel-
Motel Commission, detailing projected revenues and expenses for the programs supported by the
funds collected from the Tourism Promotion Assessment (TPA). As outlined in the Interlocal
Cooperation Agreement for Establishment of the Tri-City Regional Tourism Promotion Area, the
Commission’s suggested Tri-City Regional Hotel-Motel Commission Budget and Marketing Plan is
due to the each of the cities by no later than October 1st of each year. Following that, it needs to be
presented to the City Council for approval.
In addition, Visit Tri-Cities with the approval of the Tri-City Regional Hotel-Motel Commission
would like to request the transfer of $225,000 from Tourism Promotion Area Reserve Account to be
reinvested in tourism marketing projects.
As a result of careful resource management and conservative budgeting, our TPA reserve account
currently has $767,052 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 and include the
restructuring of digital marketing programs and support to secure signature sports events.
The 2024 Budget and Marketing Plan and the reinvestment of $225,000 of the surplus revenues
received the unanimous support of the Commissioners present at the September 21, 2023 commission
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2
meeting. The 2024 Budget and Marketing Plan and a summary of the projects and associated
expenditures are attached for your review.
I am very much looking forward to presenting the particulars of the Plan and reserve request projects
with the City Council on Monday, October 23, 2023. Thank you for your ongoing support of the Tri-
City Regional Tourism Promotion Area. It has been an extremely successful regional collaboration
that has greatly enhanced Visit Tri-Cities’ destination marketing efforts for the Tri-Cities.
Sincerely,
Kevin Lewis
President & CEO
Enclosures
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Fall 2023 Proposed TPA Reserve Investments
Restructure of Digital Marketing Programs $125,000
Visit Tri-Cities Marketing and Creative Services Team is reworking all of the destination’s strategic
messaging to streamline the visitor decision making funnel and ensure the visitor’s journey results in
increased visitation and spending to the Tri-Cities. With the laser focused digital marketing tactics
available today, a revamp of the VTC website, visitor guide and marketing collateral are essential to
inspire and guide the visitor decision making process. All digital assets will be impacted with the
restructuring of marketing communication programs that celebrate our key destination drivers and
motivate action.
Support for Signature Sports Events $100,000
Visit Tri-Cities has secured the National Horseshow Pitchers Association World Tournament for two
years and is continuing to work with signature groups such as IRONMAN. As we host events on a
national and international level, additional financial, operational and logistical resources are needed to
support event requirements and take advantage of new opportunities for publicity and exposure.
These types of events increase our visibility and credibility on a national scale and will open
opportunities for the Tri-Cities to be considered for new, large-scale events. This funding will
contribute to the overall success of the events and help increase visitation, participant satisfaction,
economic impact and community awareness. As we extend our reach to capitalize on these new
opportunities, we’ll utilize this funding to exceed expectations and ensure ongoing success.
$225,000
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Tri-City Regional Hotel-Motel Commission
2024 BUDGET AND MARKETING PLAN
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VISION
Inspire wanderlust for a bold yet casual, geeky but cool, magical
experience in wide-open spaces.
MISSION
We make the Tri-Cities bigger, bolder, brighter, better and more
cool through tourism.
2
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Please Note: The attached document reflects only those programs and costs associated with Tourism Promotion Area
(TPA) funding. Visit Tri-Cities manages many other aspects of tourism development, which are funded by hotel and
lodging taxes and membership investment. Such programs include, Rivershore Enhancement, Media Outreach, Visitor
Services and Member Development.
Tourism Promotion Area Marketing Plan
prepared by Visit Tri-Cities for:
CITY OF KENNEWICK
CITY OF PASCO
CITY OF RICHLAND
3
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INTRODUCTION
Visit Tri-Cities is a 501c6 non-profit organization whose contracted
purpose is to foster tourism, support local businesses, and promote
economic growth within the Tri-Cities region. Visit Tri-Cities, (VTC) is
supported by the Tri-City Regional Hotel-Motel Commission which
was created in 2004. Through an interlocal agreement between
the Cities of Kennewick, Pasco, and Richland, and the lodging
properties within those cities, VTC was designated as the unified
authority to strategically coordinate promotion and development of
the destination. Funding is provided through a Tourism Promotion
Assessment (TPA), which currently collects $3 for each night a guest
stays in a hotel. As detailed in the agreement, TPA funds are designed
to supplement, not replace, other VTC funding sources such as
lodging tax and membership dues.
As a crucial player in economic development, VTC utilizes TPA
revenues to promote the destination and ensure that visitors
experience the best our cities have to offer while also bolstering the
overall prosperity of the community. By bringing together resources
from the three cities, VTC creates a strong collaborative platform,
allowing us to brand and market the region effectively and attract a
diverse range of visitors.
In 2024, TPA revenues are projected to reach just over $2 million.
These funds are put to judicious use supporting the four strategic
pillars of our organization: Strategic Sales and Marketing,
Collaborative Destination Development, Proactive Community
Engagement, and Innovation in the Organization. These pillars
encompass a wide array of endeavors including destination
marketing campaigns, group sales initiatives, infrastructure
development, hospitality training programs, and collaborative efforts
to facilitate meetings and events that draw tourists throughout the
year. Within the annual TPA budget, a Tourism Opportunity Fund
has been established to ensure funds are available to support and
incentivize key events to book their business here. Before being
granted, recommended incentives are reviewed and approved
by the Hotel-Motel Commissioners based on the number of hotel
rooms each event books in the area. Incentive funds are paid out
after successful completion of each event. Additional TPA revenues
are allocated to conduct research and collect valuable data to
better understand visitor trends and preferences, enabling VTC to
make informed decisions for the continuous improvement in our
promotional efforts and tourism offerings.
The Tri-City Regional Hotel-Motel Commission stands as a vital force
in enhancing the economic viability of our communities. Driving
our region’s tourism sector forward yields numerous benefits for
residents, businesses, and visitors alike. The following pages outline
the TPA budget and marketing plan to demonstrate how these funds
will be utilized in 2024.
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ACKNOWLEDGMENTS
We greatly appreciate the time and dedication of our city partners and hoteliers who meet monthly to provide Visit
Tri-Cities with support and direction on how to invest the proceeds from the tourism promotion assessments collected
in Kennewick, Pasco, and Richland.
TRI-CITY REGIONAL HOTEL-MOTEL COMMISSION
KENNEWICK
Mark Blotz, Clover Island Inn
Nickolas Woody, SureStay Plus Hotel by Best Western Kennewick
Marie Mosley, Ex Officio, City of Kennewick
PASCO
Monica Hammerberg, Hampton Inn & Suites Pasco/Tri-Cities
Jerry Beach, A1-Hospitality
Adam Lincoln, Ex Officio, City of Pasco
RICHLAND
Yesenia Galvez, Holiday Inn Richland on the River
Lacey Stephens, Home2 Suites by Hilton
Jon Amundson, Ex Officio, City of Richland
The Tourism Promotion Area is Managed by Visit Tri-Cities
5
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6
TABLE OF CONTENTS
Introduction 4
Acknowledgments 5
Tourism Outlook 7-8
Competitive Situation Analysis 9-10
2024 Group Sales Initiatives 11
Meetings and Conventions 12-13
Sports and Tournaments 14-15
Tourism Development 16-17
DMO Funding Comparative 18-20
Visit Tri-Cities TPA Budget 21
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NATIONAL OUTLOOK
TOURISM 2024
7
LOCAL OUTLOOK
Demand for domestic travel has been gradually increasing in 2023,
but the pace is slower than it was in 2022 and projections show it will
level off in the second half of the year.
The June 2023 STR & Tourism Economics report projected slower
growth over the next year. The report calls for a 1.4% growth in
occupancy and a 3.5% growth in daily rates. The combined effect is a
5% year-over-year growth in revenue per available room.
“Economic uncertainty underlines our forecast for the remainder of
this year and into 2024,” said Amanda Hite, STR president. “In the third
and fourth quarter, we will have positive growth much slower than
what we’ve seen in the first half of the year, but still positive for the
industry.”
For all the strength in travel, the broad environment is still tenuous.
Many economists believe that the outlook for the global economy
is weaker than last year and expect higher inflation in most regions
across the world. Research also indicates that due to higher prices,
travelers are limiting the number of activities and dining experiences
they participate in while traveling.
“Recent stress in the banking system and tighter lending standards
will add to inflation pressures and produce a relatively mild recession
in the second half of 2023,” said Aran Ryan, director of industry studies
at Tourism Economics. “A halting economy will limit gains in lodging
demand.” As a result, Tourism Economics anticipates modest growth in
room nights sold.
Traveler sentiment in the leisure market remains generally positive.
Consumers are eager to travel and explore new destinations despite
concerns over increased costs. The business travel segment has shown
an increase in the number of smaller meetings, and the frequency of
business trips. In addition, remote work opportunities are providing
the flexibility to blend leisure and business travel and remote workers
seem to enjoy the combination. Global spending by “bleisure”
travelers is expected to double by 2027.
In summary, the U.S. travel industry is expected to witness further
growth in demand and hotel occupancy levels in 2024. Rates are
expected to continue to rise as well, as hotels seek to strike a balance
between attracting guests and adjusting to inflationary pressures and
increasing operational costs. However, analysts say in many cases,
growth is expected to come from higher rates rather than the number
of trips. Despite these short-term influences, the long-term case for
travel remains strong.
RevPAR
Compared
to 2019 -7.3%-2.7%+1.8%+6.6%
Occupancy
ADR
RevPAR
62.6%
$149.06
$93.29
63.5%
$154.28
$97.95
64.4%
$159.03
$102.49
65.3%
$164.27
$107.31
PROJECTED U.S. HOTEL KEY PERFORMANCE METRICS*
2022 Actual 2023 Forecast 2024 Forecast 2025 Forecast
-17%
57.6%
$125
$72
2021 Actual
*STR May 2023 Forecast
The positive effect that pent-up travel demand had on the
Tri-Cities lodging market in 2022 has softened. In addition, significant
inflationary pressures are slowing the growth rate in 2023. Despite
these factors, year-over-year occupancy levels here have remained
consistent to the pre-pandemic levels set in 2022. Over the first
six months of 2023, the Tri-Cities lodging sector leads the state in
occupancy percentage. At the same time, the increase in revenue per
available room (RevPar) over the prior year has risen to the second
highest in the state. As we look ahead, economic indicators suggest
the leveling trend will continue as we move into 2024.
Meeting and convention travel remains slower across the country
and our projections in this segment are consistent with the national
trends. A Deloitte analysis released this April revealed the sector’s full
recovery might not happen until late 2024 or 2025. It’s probably still
too early to definitively say when — or if — business travel might fully
recover to pre-pandemic levels, a definitive growth trend in smaller
meetings could bode well for us. This year, we’ve seen heightened
activity among groups that put a hold on their conventions in recent
years. We’ve also seen growth in some of our larger conventions to the
point that there is a very real possibility of losing those groups in the
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2023 PERFORMANCE JANUARY - JUNE*
OCC ADR RevPar RevPar vs Prior Year
SEATTLE
SPOKANE
TACOMA
TRI-CITIES
VANCOUVER
YAKIMA
64.2%
60.7%
59.1%
66.7%
65.1%
49.7%
$192.54
$139.47
$128.08
$121.13
$131.16
$110.36
$123.57
$84.69
$75.73
$80.77
$85.38
$54.82
+16.2%
+6.4%
+6.3%
+12.4%
+5.2%
+1.7%
*STR June 2022 Destination Report
future to destinations with larger facilities. Thus far, our teams have
been resourceful enough to maintain most of the existing business.
Although we do not anticipate growth in this segment, we expect
to maintain current levels in the pipeline with new associations
and events.
Competition in the sports market has grown significantly over the past
few years. Destinations around the country have seen the value in this
demographic and are investing heavily in fields and sports complexes.
Recent venue enhancements in the region are creating a competitive
advantage in other communities that threatens our success in
this category. In Spokane, demand is outpacing projections at The
Podium, a 130,000-square-foot indoor sports facility that opened in
December of 2021. The new facility provides a variety of new event
space that gives the county more flexibility in the type of events it
can attract. Sports commissions around the region are aggressively
pursuing event organizers with incentives which further stresses
growth in this market. Progress on sports related venues in our
communities is essential to staying competitive and we will quickly
need to address our shortage of large, multi-use sports and event
facilities if we are to maintain our position in this category. Due to long
established relationships, we continue to attract a significant number
of tournaments that will help us keep pace. We’ve also secured a few
exciting signature events including the World Horseshoe Pitching
Championships – a two-week event that will bring 1,000 pitchers to
the Toyota Arena in 2024 and 2027 as they compete for the World Title.
Sports is a key contributor to the success of our hospitality businesses,
and we expect it to be a key contributor to our group business
in 2024.
Labor shortages continue to stress the travel industry as airlines,
hotels, and restaurants continue to search for, develop, and
onboard new staff. Despite these challenges and rising interest
rates, development continues in the Tri-Cities hospitality scene.
Construction on the new 126 room LivAway Suites is planned to begin
in late fall of 2023. This will offset the recent 4.4% reduction in hotel
room supply when some older properties converted to short term
apartments. Progress on recent developments such as West Village
Community Park in Richland, the A Street Sports Complex in Pasco,
and 15 new Pickleball Courts at Lawrence Scott Park in Kennewick are
helping to improve our hospitality product. In other developments,
Quake Family Fun Park is slated to open late summer of 2023. Perch
Cantina at Columbia Point is expected to open in May of 2024. Pasco
Public Facilities District projects a target opening of the new Aquatic
Center in late 2025, and at the airport, the Port of Pasco recently
announced that American Airlines will begin new daily flights to
Phoenix in February, 2024. The Port also received a $750,000 grant
from the U.S. Department of Transportation to help recruit, initiate,
and support potential new air service to Dallas. With a 4.3% growth
rate, the Tri-Cities is outpacing Washington state, thanks to job and
business development.
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COMPETITIVE SITUATION ANALYSIS
In order to promote the Tri-Cities as a preferred destination for group, business and leisure travelers, it is important to
recognize both the strengths and challenges within our community and to set sales strategies accordingly.
CONVENTION AND SPORTS
Destination Strengths
• Washington’s biggest wine region
• 200+ wineries within a one-hour drive
• Contains 99% of all the wine grapes
grown within Washington
• Award winning and prestigious wineries
• Wine Science Center
• The Columbia, Yakima, and Snake rivers
provide for ample watersports including
boating, fishing, swimming and
paddle sports
• Seven riverfront parks
• Relax on and along the river while dining
or cruising
• Annual Water Follies event
• Miles of riverfront paths & trails for
biking, running, and walking
• Official American World War II
Heritage City
• Manhattan Project National Historic Park
• CPCCo Planetarium
• REACH Museum
• Laser Interferometer Gravitational-Wave
Observatory (LIGO)
• Professional baseball & hockey
• Annual Benton-Franklin Fair/Rodeo
• Tri-Cities Speedway & car shows
• Six Farmers’ Markets
• 300 days of sunshine year round
• Ten golf courses
• Over 30 hiking and mountain bike trails
• 21 recreational parks
• 67 miles of paved pedestrian & bike trail
Destination Challenges
• Heavy weekend traffic on I-90
• Drivers experience snowy winter driving
from key drive markets
• Price of airfare/challenges of air travel
• Summer temperatures can be too hot
• Can be very windy
• Cold December & January temperatures
can limit outdoor activities
• Perceived lack of family activity
• Weak reputation as a wine-destination vs
Walla Walla and Woodinville
• Perceived lack of night life
• Spread out communities and
attractions create challenges for active
transportation.
• Some attractions have limited
accessibility.
• Central gathering places are limited
• Many businesses are closed on Sunday
• There is no real “Downtown” or
entertainment district
• Limited shopping options
• Lingering negative perception about
Hanford
• The area has an unsophisticated
reputation
• It is a desert, no greenery or trees
9
Destination Strengths
• Variety of hotels and brands
• Positive relationship between Visit
Tri-Cities, hotels and meeting venues
• Three Rivers Convention Center and
HAPO Center
• Unique offsite event venues (i.e.,
wineries, museums, etc.)
• Ample complimentary parking available
• Sports facility infrastructure
• Strong Sports Council
• Opportunity funds available
• Amenities and attractions that appeal
to convention groups (i.e., wine
experiences, outdoor recreation, etc.)
• Centrally located in the Pacific Northwest
and favorable weather conditions
Destination Challenges
• Lack of hotels capable of 150+
room block
• Lack of resort-style hotels with ample
meeting space
• Meeting venues with larger meeting
space in competing locations
• Limited number of meeting rooms and
exhibit space available under one roof
• Number of hotel rooms within
walking distance of Convention
Center/large facilities
• The number of hotel rooms available
to groups due to hotels converting
to apartments
• Competing locations have expanded
or have plans to expand their
Convention Centers
• Lack of sports officials
• Lack of family friendly attractions
pending the opening of the Pasco
Aquatics Center
• Competing locations have newly
developed indoor/outdoor multi-use
sports facilities with state-of-the-art
amenities
• Distance from I-5 corridor vs. competition
LEISURE TRAVEL
Page 18 of 161
COMPETITIVE SITUATION ANALYSIS
Destination Strengths
Destination Challenges
CONVENTION BOOKINGS
SPORTS BOOKINGS
GUESTROOM PRODUCTIVITY
TOTAL
19,654
21,481
2022
ACTUAL
41,135
18,000
24,000
2023
FORECAST
42,000
20,000
25,000
2024
GOALS
45,000
RFP PRODUCTIVITY
QTR 1
QTR 2
QTR 3
QTR 4
TOTAL
40
44
39
2022
67
190
29
31
35*
2023
70*
165*
45*
50*
60*
2024
75*
230*
LEADS ISSUED
*Estimated Production
10
BUSINESS TRAVEL
• Less price sensitive for airfare and hotels
• Mid-week demand compliments
weekend and convention groups
• Recently expanded Tri-Cities Airport • Direct flights from Denver, Salt Lake City,
Seattle, Phoenix, San Francisco, Las Vegas,
Minneapolis, Los Angeles and Burbank
• Destination choice not influenced by
sales and marketing efforts
• Mostly mid-week travel • Popularity of virtual meetings, reducing
in-person meetings and travel
Page 19 of 161
QUARTER 4QUARTER 3QUARTER 2
2024 GROUP SALES INITIATIVES
JANUARY - MARCH APRIL - JUNE JULY - SEPTEMBER OCTOBER - DECEMBER
QUARTER 1
• Host Sports Planner
Customer Event
in Portland
• Launch ad campaign
on PlayEasy
• Customer Event
in Olympia
• Olympia Sales Blitz
• Establish quarterly
meeting planner
e-newsletter, similar
to Your Weekend
Starts Here
• MPI Cascadia
Conference
• Northwest Event Show
• Launch digital
ads targeting MPI
attendees
• Launch meeting
planner incentive
package
• Sports ETA Event
Symposium
• E-Sports Conference
• Washington Society
for Association
Excellence Convention
• Society of
Government Meeting
Planners event
• Ad campaign
targeting WSAE
Members
• Launch first time
sports event incentive
• Sports Relationship
Conference
• Publish Sports
Facilities Map
• Host Customer Event
for Tri-Cities Sports
Council
• Convention and
corporate sales
mission to Seattle/
Greater Puget
Sound Region
• Host Super FAM event
for meeting planners
• TEAMS Conference
• US Sports Conference
• Launch digital ads
targeted at TEAMS and
US Sports Congress
attendees
• Direct mail
“Remember
Tri-Cities” gift
• Olympia Sales Blitz
Page 20 of 161
MEETINGS & CONVENTIONS
20,000
GUEST ROOMS BOOKED
$5,250,000
ESTIMATED ECONOMIC IMPACT
$2,600,000
ESTIMATED DIRECT
HOTEL SPENDING
12
2024 ACTIONS
SALES BLITZES
Develop two separate multi-day sales blitzes in Spring (Olympia)
and Fall (location to be determined).
CUSTOMER EVENTS
Organize meeting planner customer luncheon in the spring
to promote the Tri-Cities as a destination. Event to be held in
conjunction with Spring Sales Blitz.
MEETING PLANNER FAM TOURS
Host qualified meeting planners for individual and group,
customized FAM tours.
RELATIONSHIPS
Continue staff attendance at Washington Society for Association
Excellence (WSAE) and Meeting Professionals International (MPI)
Washington Chapter and Professional Convention Management
Association (PCMA) monthly/quarterly meetings to strengthen
relationships with key meeting planners. Staff will continue to
serve on the WSAE Convention Planning committee. Staff will
continue to serve on industry boards and committees such as
WSAE, WTA and SGMP. Renew Diamond Level enhanced listing
with Cvent.
ADVERTISING
Digital campaigns of industry tradeshows and site campaigns of
meeting professionals by geographic location.
MEETING INCENTIVES
Utilize the opportunity fund specifically to offset costs for new
group business and groups that block more than 300 rooms per
night city-wide. Create meeting planner incentives and develop
a “deals” page outlining any hotel sponsored incentives.
REGIONAL/STATE/NATIONAL CONFERENCES
AND TRADESHOWS
Host and attend the Washington Society for Association
Excellence (WSAE). In addition, attend Meeting Professionals
International (MPI) Cascadia Annual Conferences and the
Northwest Event Show. Participate in additional sponsorship
opportunities at each of these events for increased exposure.
SKYNAV AND KUULA
Convention sales department will leverage the SkyNAV and
Kuula platforms to promote Tri-Cities and meeting venues to
convention professionals. The interactive tour highlights points
of interest with image galleries, videos and information to assist
meeting planners in selecting the Tri-Cities for their events. The
tour link will be included with all electronic proposal packets,
digital Meeting Planner Guide as well as communications to
meeting groups.Page 21 of 161
CONVENTION SALES
PROGRAM TOTAL:
$80,069
ADVERTISING
• MPI site retargeting campaign: $9,350 (Jan)
• Cvent Diamond Listing: $10,400 (Sept)
• Digital targeting campaigns of industry tradeshows:
$6,000 ($500 per month)
• Cvent retargeting campaigns: $12,000 (April)
Total: $37,750
TRAVEL
• Mileage for site inspections when VTC mobile is not
available: $480 ($40 per month)
• Washington Society of Association Executives, attend
one association meeting: $500 (Oct)
• Meeting Planners International Annual Convention:
$600 (March)
• Olympia Spring Sales Blitz: $2,500 (March) ($500 per
staff x 5)
• Fall Sales Blitz: $2,000 (Oct) ($500 per staff x 4)
• Continuing education courses: $8,000 (March and
July) ($2,000 per session per staff member x 4)
• Society of Government Meeting Professionals Winter
Workshop: $300 (Feb)
• Northwest Event Show: $2,000 (Jan) ($1,000 per
staff x 2)
Total: $16,080
TRADE SHOWS
• Meeting Planners International (MPI) registration for
hosted buyer program: $1,100 (Jan)
• MPI Conference Sponsorship: $1,000 (Feb)
• Washington Society for Association Excellence
Conference Registration: $450 (May)
• WSAE Conference Sponsorship: $1,775 (May)
• National trade show targeted at meeting planners,
travel media and travel advisors: $1,000 (March)
• Northwest Event Show booth registration:
$4,000 (Sept)
Total: $9,325
STAFF DEVELOPMENT
• Continuing Education Training Courses: $4,000 (Feb,
March, July) ($1,000 registration per staff x 4)
Total: $4,000
PROMO ITEMS
• Amenities: $800 (Feb: $400 and Aug: $400)
• Logo’d items: $700 (Feb: $350 and Aug: $350)
Total: $1,500
DUES AND SUBSCRIPTIONS
• WSAE Sapphire Level Sponsorship: $2,550 (Jan)
• WSAE dues: $690 (June) ($345 per staff x 2)
• Meeting Planners International: $495 (Dec)
• Society of Government Meeting Professionals:
$400 (April)
• Professional Conference Management Association:
$485 (Nov)
• National Tour Association: $700 (Feb)
• Religious Conference Management Association Dues:
$195 (July)
• Military Reunion Network: $699 (May)
• DI MINT subscription: $5,200 (Jan)
Total: $11,414
TRAVEL
20%
TRADE SHOWS
12%
STAFF DEVELOPMENT
5%PROMO ITEMS
2%DUES AND SUBSCRIPTIONS
14%
ADVERTISING
47%
13
Page 22 of 161
3
SPORTS AND TOURNAMENTS
25,000
GUEST ROOMS BOOKED
$7,187,500
ESTIMATED ECONOMIC IMPACT
$3,125,000
ESTIMATED DIRECT
HOTEL SPENDING
2024 ACTIONS
SPORTS COUNCIL
Organize and administer activities for the Tri-Cities
Sports Council.
ADVERTISING
Place print and digital advertising as appropriate in publications
such as: Sports Events, Sports Destination Management and
Sports Planning Guide.
SALES BLITZ
Conduct sales calls in the Portland or Seattle metropolitan areas
in February.
PROMOTE RESOURCES
Update the sports facilities guide, provide e-version and QR
code links for consumer access.
VIRTUAL TOURS
SkyNav and Kuula tour links will be promoted in our
communications to sports groups. SkyNav and Kuula allows
tournament directors to experience the Tri-Cities virtually and
the ability to see first-hand the venues, amenities, attractions
and accommodations that would be available to their teams.
The interactive tours highlight points of interest with image
galleries, videos and information to aid tournament directors in
understanding the advantages of selecting the Tri-Cities.
OPPORTUNITY FUND
Utilize the opportunity fund specifically to offset tournament
costs for groups that block more than 300 rooms per night
city-wide.
TRADESHOWS
Promote the Tri-Cities as a premier sports destination at
National Tradeshow Events such as TEAMS, S.P.O.R.T.S.
Relationship, US Sports Congress and Sports ETA.
CUSTOMER EVENTS
Sponsor event at annual national sports tradeshows, such as
TEAMS and Sports ETA Symposium. In addition, host customer
event luncheon in conjunction with the Sales Blitz in February.
BIDDING FEES
Bid on new regional/national level tournaments that demand
bidding fees to host events.
NEW BUSINESS
With the completion and enhancement of facilities in the
Tri-Cities, staff will focus on pursuing major tournaments and
signature events.
14
Page 23 of 161
SPORTS PROGRAM
TOTAL:
$142,385
ADVERTISING
• Miscellaneous ads to support tournaments: $925
(Jan: $100, March: $150, May: $325, Nov: $200,
Dec: $150)
• Sports Events Magazine featured listing: $2,000 (Dec)
• Sports Planning Guide site inspection
feature: $2,000 (July)
• Playeasy platform destination spotlight: $3,250
• Printed Sports Facilities Map: $600 (Jun)
Total: $8,775
BID FEES AND EVENT SUPPORT
• USTA Tennis Championships: $5,000 (Aug)
• National Horseshoe Pitchers Association: $28,000 (July)
• B.A.S.S. Nation: $15,000 (Aug)
• Tri-City Water Follies: $10,000 (Aug)
Total: $58,000
TRAVEL
• Sports ETA Symposium: $4,875 (May) ($1,625 per
staff x 3)
• TEAMS Conference: $3,490 (Oct) ($1,745 per staff x 2)
• S.P.O.R.T.S - Relationship Conference: $1,745 (Sept)
• US Sports Congress: $1,800 (Dec)
• EsportsTravel Summit: $1,490 (June)
• Sports Sales Blitz/Customer Event: $1,680 ($560 per
staff x 3)
• Staff development, continuing education travel: $6,000
(May and July) ($2,000 per staff x 3)
• Mileage for site inspections when VTC mobile is not
available: $300 ($25 per month)
Total: $21,380
TRADE SHOWS
• TEAMS Conference: $13,500 (Feb) (two staff members:
$3,500, TEAMS Conference sponsorship: $10,000)
• EsportsTravel Summit registration: $3,000 (Feb)
• S.P.O.R.T.S Relationship Conference: $8,000 (March)
(registration: $1,500, sponsorship: $6,500)
• Sports ETA Symposium: $14,185 (Dec) (registration for
three staff members: $4,185, sponsorship: $10,000)
• US Sports Congress registration: $3,150 (April)
Total: $41,835
STAFF DEVELOPMENT
• Continuing Education Training Courses: $2,000 (May
and July) ($1,000 registration per staff x 3)
Total: $3,000
PROMO ITEMS
• Sports Amenities: $1,200 (April: $600 and Sept: $600)
Total: $1,200
DUES AND SUBSCRIPTIONS
• Sports ETA Membership: $1,195 (Dec)
Total: $1,195
PLATFORM FEES
• Playeasy Digital Platform: $5,000 (March)
Total: $5,000
TRADE SHOWS
29%
STAFF DEVELOPMENT
2%
PROMO ITEMS
1%
DUES AND SUBSCRIPTIONS
1%
PLATFORM FEES
4%
TRAVEL
15%
ADVERTISING
6%
BID FEES AND
EVENT SUPPORT
42%
15
Page 24 of 161
TOURISM DEVELOPMENT
16
2024 ACTIONS
WEBSITE
Website navigation, layout, and user experience is being
revamped through updated design and thoughtful
content management to keep the vast amount of curated
information and resources on the site relevant and
accessible to users.
PROMOTE THE DESTINATION
Promote increased leisure travel through development of
a cohesive year-long campaign targeting wine aficionados,
foodies, golfers, outdoor adventurers, multi-generational
families and STEM enthusiasts. The campaigns will be
geographically focused on metropolitan areas that are
within a 300-mile radius of the Tri-Cities, primarily the
Puget Sound and Greater Spokane.
TRAVEL TRADE SHOWS
Target wine enthusiasts at consumer-focused wine
and food events such as Taste Washington to increase
destination awareness as a world-class wine region.
MATERIALS
Develop compelling marketing materials including, but not
limited to, Official Tri-Cities Visitor Guide and wine map.
Publications will be available online as many visitors access
information digitally, and consumers are increasingly
aware of environmental impacts and concerns of public
health. Additionally, digital publications may be updated
at-will, which benefits the visitor as well as tourism-based
businesses and attractions.
ADVERTISE
Digital and social media advertising are the primary
marketing tactics, with complementing print and broadcast
advertising campaigns. The advertising budget calls for a
flexibility in target not only seasonal needs but to reach a
targeted audience that is most likely to visit the Tri-Cities.
SOCIAL MEDIA
Organic content on social media is rapidly changing
with the shifting landscape of various platforms. To stay
relevant and ahead of the curve, strategies and content are
continually being developed using tools and insights to
ensure audiences are both reached and engaged.
TECHNOLOGY
We will continue to lead the industry in technology and
improve visitor experience by investing in programs
and platforms:
• TrueOmni Digital Kiosks; touchscreen information
centers with itinerary builders.
• SkyNav; virtual 360 tours of community attractions
• Kuula; virtual site inspections for meeting and
sports facilities.
• Industry Dashboard; a custom interface designed to
provide board members, stakeholders, partners, and
employees a comprehensive look at the performance
of tourism in our region.
• Sprout Social; comprehensive tool to plan, deploy, and
analyze assets on all social media platforms.
TRI-CITIES WINE TOURISM COUNCIL
Visit Tri-Cities is reconvening the Wine Tourism Council
to provide a catalyst for leadership, visioning, and
collaboration of our tourism and wine partners to elevate
the wine and vineyard experiences in our region.
PACKAGES
Work with member hotels to showcase their existing
packages to travel media and on the Visit Tri-Cities website.
SEGMENTED CONSUMER NEWSLETTERS
User generated content on the website and social
media channels will be supplemented seasonal consumer
newsletters targeted to interest groups (outdoor recreation,
wine, science) to compel readers to plan leisure travel to
the region.
TRI-IDEAS
Visit Tri-Cities will continue to highlight, share and
celebrate the diversity of the Tri-Cities that can be
experienced through travel and tourism activities.
Page 25 of 161
17
TOURISM DEVELOPMENT
TOTAL:
$563,157
ADVERTISING
• WTA State Official Visitor Guide: $7,500 (Jan)
(Remainder Paid by Hotel-Motel Tax)
• Cohesive multi-channel campaign to include a mix of
digital and social ads targeting leisure travelers in the
geographic markets of the Puget Sound region and
Greater Spokane: $400,000 ($47,000 Jan/Feb/March,
$165,000 Apr/May/June, $145,000 July/Aug/Sept,
$43,000 Oct/Nov/Dec)
• Sprout Social Social Media Advertising and
Management: $12,200
• Visit Tri-Cities Visitor Guide Enhancements: $30,000
Total: $449,700
TRAVEL
• Tri-Cities Wine Tourism Council: $1,600 (Mar)
($800 per staff member)
• Spokane Golf Show: $1,600 (Oct) ($800 per staff x2)
• Continuing Education Courses: $8,000 (Feb, Mar, May
and Jun) ($2,000 per staff x4)
Total: $11,200
TRADE SHOWS
• Taste Washington (Design, registration and
marketing campaign paid for by TPA reserve funds)
• Spokane Golf & Travel Show exhibit fees: $1,300 (Oct)
Total: $1,300
WEBSITE/INTERNET MARKETING
• Invest in Search Engine Optimization for website:
SEO Package: $36,000 ($9,000 a quarter - Jan, Apr,
July, Oct)
Total: $36,000
COMPUTER LICENSING FEE:
• Website Hosting Fee: $20,400 annually ($6,250 per
quarter - Mar, June, Sept, Dec)
• iDSS: $13,500 ($3,375 per quarter – Mar, Jun,
Sept, Dec)
• Proposal Path/Blue Buzzard: $1,560 ($130 monthly)
• Brandfolder: $11,550 (May: $5,775 and Nov: $5,775)
• Marketing and Creative Platforms: $5,247 Annually
($438/monthly)
Total: $55,657
STAFF DEVELOPMENT
• Continuing Education Training Courses: $6,000 (Jan,
Feb, May and Jun) ($1,500 registration per staff x4)
Total: $6,000
PROMO ITEMS
• Registration Bags: $1,300 (Feb)
• Logo’d Swag: $2,000 (Apr and Aug)
Total: $3,300
TRAVEL
2%
TRADE SHOWS
0.2%
6%
COMPUTER LICENSING
10%
STAFF DEVELOPMENT
0.9%
WEBSITE/INTERNET MARKETING
PROMO ITEMS
0.6%
ADVERTISING
80%
Page 26 of 161
OVERALL BUDGET
YAKIMA
VALLEY
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
The following chart provides historical look at a total budget comparative (including Hotel Motel Tax, Membership
Investments and Tourism Promotion Assessment) in key competitive markets.
$30,000,000
$20,000,000
$10,000,000
$0
HOTEL-MOTEL TAX INVESTMENTS
The following chart provides historical look at hotel-motel tax investments in key competitive markets.
$3,000,000
$2,250,000
$1,500,000
$750,000
$0
$30,000,000
6,700,000
$3,591,000 $2,750,000 $1,200,000
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES
$3,470,000
YAKIMA
VALLEY
VANCOUVER WALLA
WALLA
$0
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES TACOMA VANCOUVER WALLA
WALLA
$2,326,474
$0
$2,000,000
$557,973 $700,000 $698,000
18
4,000,000
TACOMA
$3,211,000
$779,727
Page 27 of 161
YAKIMA
VALLEY
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
TPA BUDGET
The following chart provides historical look at a tourism promotion assessments in key competitive markets.
$20,000,000
$15,000,000
$10,000,000
$5,500,000
$0
$18,000,000
$4,983,000
$3,578,4000 $2,200,000 $1,800,000 $1,350,000 1,250,000 $385,000
SEATTLE SPOKANE SEATTLE
SOUTHSIDE
TRI-CITIES TACOMA VANCOUVER WALLA
WALLA
19
Page 28 of 161
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
APPENDIX
Visit Seattle $30,000,000 15,662 $1,915
Visit Spokane & Sports Commission $6,700,000 5,499 $1,218
Travel Tacoma $4,000,000 7,000 $571
Seattle Southside Tourism Authority $3,591,000 9,394 $382
Visit Tri-Cities $3,211,000 3,670 $875
Yakima Valley Tourism $3,470,000 3,908 $704
Visit Vancouver USA $2,750,000 3,665 $546
Walla Walla Tourism $1,200,000 991 $1,211
COMPETING CITY DMO BUDGET
NUMBER OF
HOTEL ROOMS
$ SPENT
PER ROOM
The following chart provides historical look at a total budget comparative (including Hotel-Motel Tax,
Membership Investments and Tourism Promotion Assessment) in key competitive markets.
The following chart provides historical look at hotel-motel tax investments in key competitive markets.
Visit Spokane & Sports Commission $2,326,474 5,499 $423
Travel Tacoma $2,000,000 7,000 $286
Visit Tri-Cities $779,727 3,670 $212
Visit Vancouver, USA $700,000 3,665 $191
Walla Walla Tourism $698,000 991 $704
Yakima Valley Tourism $557,973 3,908 $143
Visit Seattle $0 15,662 $0
Seattle Southside Travel Authority $0 9,394 $0
COMPETING CITY
HOTEL-MOTEL
TAX
NUMBER OF
HOTEL ROOMS
$ SPENT
PER ROOM
The following chart provides historical look at a tourism promotion assessments in key competitive markets.
Visit Seattle $18,000,000 15,662 $1,149
Visit Spokane & Sports Commission $4,983,000 5,499 $906
Seattle Southside Tourism Authority $3,578,400 9,394 $381
Visit Tri-Cities $2,200,000 3,670 $599
Travel Tacoma $1,800,000 7,000 $257
Yakima Valley Tourism $1,350,000 3,908 $345
Visit Vancouver USA $1,250,000 3,665 $341
Walla Walla Tourism $385,000 991 $389
COMPETING CITY TPA
NUMBER OF
HOTEL ROOMS
$ SPENT
PER ROOM
VISIT TRI-CITIES
2024 TPA BUDGET
20
Page 29 of 161
5010 Salaries $744,811.00 $716,499 $830,438 $85,627 $113,939
5012 401k $38,741.00 $28,833 $41,650 $2,909 $12,817
5015 Health Insurance $137,688.00 $110,601 $145,452 $7,764 $34,851
5030 Payroll Taxes $75,157.00 $75,157 $86,000 $10,843 $10,843
5035 Accounting Services $24,747.00 $24,744 $25,747 $1,000 $1,003
5050 Telephone & Toll free $7,000.00 $6,506 $7,200 $200 $694
5060 Office Expense $9,000.00 $8,358 $9,000 $0 $642
5070 Office Insurance $6,000.00 $6,850 $7,000 $1,000 $150
5080 Postage $3,000.00 $3,179 $3,500 $500 $321
5090 Equipment Upkeep $20,000.00 $16,750 $20,000 $0 $3,250
5092 Visit Mobile $3,600.00 $4,181 $4,500 $900 $319
5095 Capital Expenditures $15,000.00 $ 10,479 $15,000 $0 $ 4,521
5100 Office Rent $45,500.00 $42,893 $45,000 $-500 $2,107
5105 Legal/Professional $2,500.00 $1,150 $2,500 $0 $1,350
5110 Dues & Subscriptions $7,200.00 $7,000 $12,609 $5,409 $ 5,609
5112 Platform Fees $61,000.00 $41,761 $60,657 $-343 $18,896
5115 Computer Licensing Fee $37,000.00 $38,003 $37,000 $0 $(1,003)
5225 Website Maintenance $38,000.00 $36,838 $38,000 $0 $1,162
5230 Training $11,000.00 $8,991 $13,000 $2,000 $4,009
5290 Advertising/Marketing $512,056.00 $ 493,250 $521,427 $9,371 $ 28,177
5300 Promo Items * $6,000.00 $5,000 $5,800 $-200 $800
5310 Bid Fees & Event Support $25,000.00 $25,000 $58,000 $33,000 $33,000
5315 Travel $25,000.00 $17,981 $48,960 $23,960 $30,979
5317 Trade Shows $45,000.00 $39,719 $51,560 $6,560 $11,841
5500 Opportunity Fund $120,000.00 $88,500 $110,000 $-10,000 $21,500
Total
Expenses $2,050,000 $1,858,223 $2,200,000
DESTINATION MARKETING
ORGANIZATION (DMO)
FUNDING COMPARATIVE
VISIT TRI-CITIES
2024 TPA BUDGET
City of Kennewick $881,500 $923,469 $899,800 18,300 $(23,669)
City of Richland $738,000 $753,653 $728,200 -9,800 $(25453)
City of Pasco $430,500 $587,244 $572,000 141,500 $(15244)
1000 Total Revenues: $2,050,000 $2,264,366 $2,200,000 150,000 $(64,366)
REVENUE 2023 BUDGET 2023 FORECAST
2024 PROJECTED
BUDGET
VARIANCE TO
2023 BUDGET
VARIANCE TO
2023 F/C
EXPENSES 2023 BUDGET 2023 FORECAST
2024 PROJECTED
BUDGET
VARIANCE TO
2023 BUDGET
VARIANCE TO
2023 F/C
APPENDIX21
Page 30 of 161
7130 W. Grandridge Blvd., Ste. B
Kennewick, WA 99336
(509) 735-8486 | (800) 254-5824
VisitTri-Cities.com Page 31 of 161
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TOPICS•Visit Tri-Cities Mid-Year Report•Tourism Promotion Area Program & Budget•TPA Project Requests•IRONMAN Event OverviewPage 34 of 161
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•Travel demand has softened•Inflationary pressures are taking their toll•2.4% decrease in room nights sold•Tri-Cities leads the state in Occupancy Percentage•Increase in RevPar is 2ndhighest in the StatePage 36 of 161
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Groups & Committees Managed by Visit Tri-Cities•Hotel Directors of Sales Committee•Tri-City Regional Hotel-Motel Commission•Tri-Cities Wine Tourism Council•Tri-Cities National Park Committee•Tri-Cities Sports Council•Tri-Cities Rivershore Enhancement Council•Benton Franklin River Heritage Foundation•Tri-Cities Strategic AlliancePage 39 of 161
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TOURISM PROMOTION ASSESSMENTS SUPPORT:•Convention, Sports and Group Marketing•Digital Advertising•Social Media Advertising•Broadcast Advertising•Wine Country, STEM, and Outdoor Recreation•Website•Regional and National Trade Shows•Opportunity Fund Grants•Regional Collaborative ProjectsPage 41 of 161
TRI‐CITY REGIONAL HOTEL‐MOTEL COMMISSIONCITY OF KENNEWICKMark Blotz, Clover Island InnNickolas Woody, SureStay Plus Hotel by Best Western KennewickMarie Mosley, Ex Officio, City of KennewickCITY OF PASCOMonica Hammerberg, Hampton Inn & Suites Pasco/Tri-CitiesJerry Beach, A1-HospitalityAdam Lincoln, Ex Officio, City of PascoCITY OF RICHLANDYesenia Galvez, Holiday Inn Richland on the RiverLacey Stephens, Home2 Suites by HiltonJon Amundson, Ex Officio, City of RichlandPage 42 of 161
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AGENDA REPORT
FOR:City Council October 18, 2023
TO:Adam Lincoln, City Manager City Council Workshop
Meeting: 10/23/23
FROM:Jacob Gonzalez, Director
Community & Economic Development
SUBJECT:Presentation of Proposed Housing Action and Implementation Plan
I.REFERENCE(S):
Draft Resolution - Adopting the Pasco Housing Action and Implementation Plan
Exhibit A - Draft Housing Action and Implementation Plan
Draft Ordinance - Amending PMC Chapter 3.40 Impact Fees
Draft Resolution - Terminating ILA with Housing Authority Related to Pilot Tax
Draft Exhibit A - Termination Agreement
Attachment 1 - Housing Stakeholder Summaries (December 22, May 23, July
23)
Presentation
II.ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion (Presentation from Oneza & Associates, EcoNorthwest)
III.FISCAL IMPACT:
None.
IV.HISTORY AND FACTS BRIEF:
On June 27, 2023, City staff submitted the Draft Housing Action Plan (HAP) to
the Washington State Department of Commerce for review, in accordance with
the requirements of RCW 36.70A.600. The Housing Action and Implementation
Plan is a strategic plan to identify ways the City can meet its present and future
housing needs for all households. The State legislature has implemented
several policies to encourage housing supply including House Bill 1923 to
change zoning and development regulations. The City of Pasco has
undertaken the HAP to better understand the housing challenges city
residents, workers, and employers face and how to best address them.
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The City’s population is estimated to reach 143,657 by the year 2045, an
increase of more than 60,000 residents from today's population. Pasco’s total
housing needs by 2045 will require more than 23,000 new homes by 2045.
V.DISCUSSION:
The Housing Action Plan (HAP) identifies the following strategies and actions
based on key findings from the market analysis, housing needs assessment,
and input from the community.
Strategy #1: Remove regulatory barriers and encourage the development of
various housing types.
Strategy #2: Increase opportunities for homeownership.
Strategy #3: Expand the supply and increase access to affordable housing.
Strategy #4: Build housing for Pasco’s special population groups.
Strategy #5: Mitigate displacement of vulnerable residents.
These strategies, along with the proposed deferral of impact fees and the
removal of the Housing Authority of the City of Pasco and Franklin County's
PILOT fee in lieu of tax, aim to enhance housing affordability in Pasco and
implement key strategies of the effort immediately.
The Draft Housing Action Plan is attached to the report for your review and
recommendation. Staff is coordinating a fourth stakeholder workshop between
the Planning Commission and Council action on the plan, to ensure that the
recommended draft plan adequately addresses all comments received.
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Resolution – Housing Action Plan - 1
Version 09.01.23
RESOLUTION NO. _________
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
ADOPTING THE PASCO HOUSING ACTION AND IMPLEMENTATION
PLAN IN ACCORDANCE RCW 36.70A.600
WHEREAS, the City of Pasco (City) Comprehensive Plan was adopted on June 7, 2021
that complies with the requirements of the Washington State Growth Management Act, and the
requirements of RCW 36.70A; and
WHEREAS, the City of Pasco applied for and received funding support from the
Washington State Department of Commerce to develop a Housing Action Plan pursuant to RCW
36.70A.600; and
WHEREAS, the goal of the Housing Action Plan is to encourage the construction of
additional affordable and market rate housing in a greater variety of housing types and at prices
that are accessible to a greater variety of incomes, including strategies aimed at for-profit single-
family home market; and
WHEREAS, the plan was developed by evaluating the City’s ongoing efforts, reviewing
local housing policies and regulations, analyzing Pasco’s current and future housing needs, and
collaborating with housing stakeholders; and
WHEREAS, the planning effort included a comprehensive public engagement effort, that
included a public survey and four housing stakeholder workshops, and public hearings with the
Planning Commission; and
WHEREAS, the terms of the grant require legislative action to adopt the plan;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON:
That the City of Pasco Housing Action and Implementation Plan, attached hereto as
Exhibit A and incorporated herein by this reference, is hereby adopted.
Be It Further Resolved, that pursuant to the terms of the grant received from the
Washington State Department of Commerce, the Community and Economic Development
Director will submit a copy of this Resolution with the Washington State Department of
Commerce.
Be It Further Resolved, that this Resolution will take effect immediately.
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Resolution – Housing Action Plan - 2
Version 09.01.23
PASSED by the City Council of the City of Pasco, Washington, on this ___ day of _____,
202_.
_____________________________
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
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0
City of Pasco
Draft Housing
Action Plan
2023
Oneza & Associates | EcoNorthwest | NYU Capstone Team
6-21-2023
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City of Pasco Housing Action Plan 1
INTRODUCTION .................................................................................................................................. 4
ORGANIZATION OF THE REPORT ................................................................................................................................... 4
CONTEXT ................................................................................................................................................................. 4
EXISTING HOUSING CONDITIONS .......................................................................................................... 5
WHO LIVE IN PASCO? ................................................................................................................................................. 5
WHAT ARE THE ECONOMIC CONDITIONS FOR HOUSING?.................................................................................................... 9
WHAT ARE THE CURRENT HOUSING CONDITIONS IN PASCO? ............................................................................................ 13
HOMELESSNESS ...................................................................................................................................................... 14
AFFORDABLE HOUSING PROGRAMS ............................................................................................................................ 14
DISPLACEMENT RISKS .............................................................................................................................................. 16
MARKET ASSESSMENT ....................................................................................................................... 21
OVERVIEW AND PURPOSE .......................................................................................................................................... 21
ECONOMIC CONDITIONS ........................................................................................................................................... 21
EMPLOYMENT GROWTH ............................................................................................................................................ 21
DEMOGRAPHIC PROFILE ........................................................................................................................................... 24
POPULATION AND HOUSEHOLDS ................................................................................................................................ 25
HOUSING PROFILE AND MARKET ASSESSMENT ............................................................................................................. 27
DEFINING AFFORDABLE HOUSING .............................................................................................................................. 28
HOUSING SUPPLY .................................................................................................................................................... 28
HOUSING COST ....................................................................................................................................................... 32
ASSETS, OPPORTUNITIES, AND CHALLENGES ...................................................................................... 46
HOUSING NEED PROJECTIONS ........................................................................................................... 47
POPULATION PROJECTIONS ...................................................................................................................................... 47
HOUSING NEED BY INCOME LEVEL .............................................................................................................................. 47
SUMMARY OF HOUSING NEEDS IN PASCO ............................................................................................ 48
WHO LIVES IN PASCO TODAY? ................................................................................................................................... 48
WHAT WILL PASCO’S FUTURE POPULATION LOOK LIKE? ................................................................................................ 48
WHAT ARE THE CURRENT HOUSING AFFORDABILITY CONDITIONS IN PASCO? .................................................................... 49
KEY FUTURE HOUSING TRENDS IN PASCO? .................................................................................................................. 50
HOUSING STRATEGIES AND ACTIONS .................................................................................................. 51
REFERENCES .................................................................................................................................... 54
APPENDICES ..................................................................................................................................... 54
Table of Contents
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City of Pasco Housing Action Plan 2
Table of Exhibits
Exhibit 1. Population Growth, Pasco and Franklin County, 2010-2021 .......................................... 4
Exhibit 2. Median Age, Pasco, Franklin County, and Washington, 2021 ........................................ 5
Exhibit 3. Change in Age Distribution, Pasco, 2010-2021 ............................................................... 6
Exhibit 4. Race and Ethnicity, Pasco, 2010-2020 ............................................................................ 7
Exhibit 5. Income by Race, Franklin County, 2010-2019 ................................................................ 7
Exhibit 6. Households in Pasco, 2010-2019 .................................................................................... 8
Exhibit 7. Households Family and Non-Family, Pasco, 2010-2020 ................................................. 8
Exhibit 8. Home-owners and Renters, Pasco, 2021 ........................................................................ 9
Exhibit 9. Unemployment Rate in Franklin County, Washington, and U.S, 2021 ........................... 9
Exhibit 10. Median Income in Franklin County, 2010 to 2019 ..................................................... 10
Exhibit 11. Median Income in Pasco, 2021 ................................................................................... 10
Exhibit 12. Cost Burdened Households - Renters, 2019 ............................................................... 11
Exhibit 13. Cost Burdened Households - Renters, 2010 and 2021 ............................................... 11
Exhibit 14. Cost Burdened Households - Owners, 2019 ............................................................... 12
Exhibit 15. Cost Burdened Households - Owners, 2019 ............................................................... 12
Exhibit 16. Housing Types, Pasco, 2021 ........................................................................................ 13
Exhibit 17. Age of Housing Units, Pasco 2021 .............................................................................. 13
Exhibit 18. Total Homeless People and Homelessness Persons Per 1,000 Residents .................. 14
Exhibit 19. CDBG Allocation by Year ............................................................................................. 15
Exhibit 20. Percent of Individuals Living in Poverty by Race ........................................................ 17
Exhibit 21. Percent of Individuals Experiencing Poverty .............................................................. 18
Exhibit 22. Predominance Race/ Ethnicity by Census Tracts ........................................................ 18
Exhibit 23. Percent change in Non-Hispanic/Latino and White Population from 2011-2021 ...... 19
Exhibit 24. Percent change in BIPOC Population from 2011-2021 ............................................... 19
Exhibit 25. Change in Share of Non-Hispanic White Population from 2011-2021 ....................... 20
Exhibit 26. Change in Share of BIPOC Population from 2011-2021 ............................................. 20
Exhibit 27. Employment by Industry in Pasco, 2010 and 2019 .................................................... 22
Exhibit 28.Employment in Pasco and where Residents Work, 2019 ............................................ 24
Exhibit 29. Household Size, Pasco, 2019 and 2021 ....................................................................... 25
Exhibit 31. Age Distribution, Pasco, 2019 and 2021 ..................................................................... 26
Exhibit 32. Race and Ethnicity, Pasco, 2019 and 2021 ................................................................. 26
Exhibit 33. Housing Type in Pasco, 2021 ...................................................................................... 29
Exhibit 34. Number of Bedrooms, Pasco, 2021 ............................................................................ 29
Exhibit 35. Building Permits, 2010-2021 ....................................................................................... 30
Exhibit 36. Age of Housing Units, Pasco 2021 .............................................................................. 31
Exhibit 37. Vacancy Rate and Household Count, Pasco, 2021...................................................... 32
Exhibit 38. Median Zillow Home Value (ZHVI), Pasco and comparison cities, 2010-2022 ........... 33
Exhibit 39. Percent Change in Home Value (ZHVI), Pasco and comparison cities, 2010-2022 .... 33
Exhibit 40. Housing Costs and Income Trends, Pasco, 2020-2021 ............................................... 34
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City of Pasco Housing Action Plan 3
Exhibit 41. Housing Costs and Income Trends, Pasco, 2020-2021 ............................................... 35
Exhibit 42. Pasco Multifamily Rental Market Snapshot................................................................ 35
Exhibit 43. Multifamily Rent per Square Foot and Vacancy Rate, Pasco, 2011-2023 Q3 ............. 36
Exhibit 44. Multifamily Deliveries and Net Absorptio n, Pasco, 2011-2023 Q3 ............................ 37
Exhibit 45. Homeownership Rates by Race/Ethnicity, 2021......................................................... 38
Exhibit 46. Renter Households, Pasco, 2010-2021 ....................................................................... 38
Exhibit 47. Renter Cost Burden, Pasco, 2010 and 2021 ............................................................... 39
Exhibit 48. Average Rent and Median Sale Price in Paso and related affordability, 2023 ........... 40
Exhibit 49. Housing Affordability in Pasco by AMI, 2023 .............................................................. 41
Exhibit 50. Housing Affordability in Franklin County by Industry and Wages, 2023 .................... 43
Exhibit 51. Housing Costs by Housing Prototype, 2023 ................................................................ 44
Exhibit 52. Housing Unit Costs by Housing Prototype, 2023 ........................................................ 45
Exhibit 53. Pasco Population Projections, 2020-2045 .................................................................. 47
Exhibit 54. Housing Needed by Income Level in Pasco by 2045 ................................................... 48
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City of Pasco Housing Action Plan 4
Introduction
Pasco Housing Action Plan (HAP) is a strategic plan to identify ways the City can meet its
present and future housing needs for all households. Pasco is one of the fastest growing cities
in the Tri-Cities region. The City’s population is estimated to reach 121,828 in 2038 according
to the Office of Financial Management. This will be a 52% increase from the City’s 2022
population of 80,180. The plan encourages the construction of affordable and market -rate
housing to increase the supply of housing.
The State legislature has implemented several policies to encourage housing supply including
House Bill 1923 to make changes to zoning and development regulations. The City of Pasco is
undertaking the HAP to better understand the housing challenges faced by city residents,
workers, and employers, and how to best address them.
Organization of the Report
This document discusses three major components of a Housing Action Plan, existing housing
conditions, market assessment, and need projections. Based on these analyses, recommended
strategies and actions are identified. Additional analysis on existing housing conditions and
displacement analysis have been performed by NYU Wagner Capstone Team and are available
under appendices B and C. Public participation results are available in Appendix A.
Context
Both the City of Pasco and Franklin County experienced a rapid population growth between
2010 and 2021. Since 2010, Pasco saw its population grow by 32 percent or 18,919 people. This
translates to an annual average growth rate (AAGR) of 2.53 percent for Pasco between 2010
and 2021. Similarly, Franklin County’s population grew by 26 percent or 20,187 people. Franklin
County’s AAGR between 2010 and 2021 was slightly lower than Pasco at 2.11 percent. Overall,
the City of Pasco makes up 80 percent of Franklin County’s total population in 2021.
Exhibit 1. Population Growth, Pasco and Franklin County, 2010-2021
Source: Office of Finance and Management (OFM), ECONorthwest calculations
2010-2021 Change
2010 2020 2021 Number AAGR
Pasco 59,781 77,108 78,700 18,919 2.53%
Franklin County 78,163 96,749 98,350 20,187 2.11%
Data sources
The demographic and socioeconomic data was derived from US Census data for Pasco and the
American Community Survey (ACS) 5-Year Estimates and. The ACS is a demographic survey
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City of Pasco Housing Action Plan 5
distributed to American homes, designed to collect demographic data ranging from race to
ability/disability. Using Franklin County census tracts, data was compiled to create a profile of
the City of Pasco. Data from the Office of Financial Management (OFM) and Comprehensive
Housing Affordability Strategy (CHAS) were also used.
Existing Housing Conditions
This section identifies Pasco’s existing housing conditions and future needs. This gives an
overview of Pasco’s demographic conditions, housing inventory, growth, and employment
trends. A detailed analysis on Pasco’s existing conditions is performed by New York University
Wagner Capstone Team (Appendix A). This section evaluates demographic and economic
conditions of the community.
Who live in Pasco?
Pasco’s population is relatively young
Exhibit 2. Median Age, Pasco, Franklin County, and Washington, 2021
Source: American Community Survey (ACS) 2021 5-year estimates
Pasco Franklin County Washington
Median Age 29.9 30.5 37.9
▪ Pasco’s population generally skews younger with a median age of 29.9. In comparison,
Franklin County has a median age of 30.5 and Washington 37.9. Children (ages 0 to 17
years old) represent 33 percent of the population, while adults ages 18 to 64 make up
about 58 percent.
Senior adults (60 years and older) saw the fastest growth in the past decade
Between 2010 and 2021, Pasco had increased number of residents among seniors 65 years and
older. Senior residents age 60 and older saw almost a 90 percent increase between 2010 and
2021. Although Pasco does not have a large senior population, this population cohort has
rapidly grown over the past decade (Exhibit 3).
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City of Pasco Housing Action Plan 6
Exhibit 3. Change in Age Distribution, Pasco, 2010-2021
Source: American Community Survey (ACS) 2010 and 2021 5-year estimates
The Hispanic community continues to be a growing population group in Pasco
▪ Between 2010 and 2020, all race groups in Pasco have increased except for White non-
Hispanic which decreased one percent. The majority of Pasco’s residents are Hispanic
(55.5%) and White non-Hispanic (36.8%). Exhibit 4 indicates race and ethnicity in Pasco
in 2010 and 2020.
▪ In 2021, over half (56 percent) of Pasco’s population identified as Hispanic. Growth
trends indicate that Pasco will continue to grow rapidly, and Hispanics will continue to
be a majority ethnic group.
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City of Pasco Housing Action Plan 7
Exhibit 4. Race and Ethnicity, Pasco, 2010-2020
Source: US Census Bureau. According to US Census, Hispanics may be of any race, so also are included in applicable race
categories.
Socio-economic gaps exist between Non-Hispanic White residents and Black and
Hispanic residents
▪ Percentage of people living in poverty was highest among Hispanic (30%) in 2010, which
has been reduced (22%) in 2019. The percentage of people living in poverty has been
increased among Black of African American from 20% in 2010 to 27% in 2019. Non -
Hispanic White has the decreasing trend from 9.4 % in 2010 to 7% in 2019.
▪ Pasco’s median household income is $70,486 according to 2021 census. Between 2010
and 2019, distribution of income is higher among White non-Hispanic compared to
Hispanic, and Black or African American (Exhibit 5).
Exhibit 5. Income by Race, Franklin County, 2010-2019
0.00%10.00%20.00%30.00%40.00%50.00%60.00%
White (Non-Hispanic)
Black or African American (Non-Hispanic)
American Indian or Alaska Native (Non-Hispanic)
Asian (Non-Hispanic)
Native Hawaiian/Other Pacific Islander (Non-
Hispanic)
Some Other Race/Two or More Races (Non-
Hispanic)
Hispanic or Latino
2020 2010
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000
Non-Hispanic White
Hispanic or Latino
Black or African American
Citywide
2019 2010
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City of Pasco Housing Action Plan 8
▪ Rates of college completion and attendance rose for Non-Hispanic White residents and
Hispanic residents between 2010 and 2019. College completion is lower among Black or
African American (15.3% and 6.4%). Overall, the lower educational attainment is a factor
impacting long-run economic opportunity and mobility.
Smaller households are increasing in Pasco
▪ Over the last decade or so, small households increased and large households decreased,
suggesting that future home demand may be satisfied by smaller dwelling units. The
number of one, two- or three-persons households have increased while the four-person
household has decreased from 39% to 36% in the last decade as shown in Exhibit 6.
▪ The average household size in Pasco has decreased from 3.32 in 2021 to 3.14 in 2022
(source: OFM)
Exhibit 6. Households in Pasco, 2010-2019
Household make-up remains similar
▪ Various household types in Pasco such as family ((married and other), and non-family
(living along and not living alone) remains the same in the last decade. Family
constituting 76% and non-family constituting 24% of the total household types in 2020
(Exhibit 7).
Exhibit 7. Households Family and Non-Family, Pasco, 2010-2020
0
10
20
30
40
50
1 person 2 people 3 people 4 people
2010 2019
0
10
20
30
40
50
60
70
80
Family
(married
and other)
Married Other family Non-family
(living along
and not
living alone)
Living alone Not living
alone
2010 2020
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City of Pasco Housing Action Plan 9
Home ownership is higher among older population.
▪ Pasco had 74% of owner-occupied homes, and 26% renter occupied homes in 2021.
Among all the homes, 61% is occupied by owners of 35 years or older (Exhibit 8).
Exhibit 8. Home-owners and Renters, Pasco, 2021
What are the economic conditions for housing?
Since 2010, unemployment rate has decline from a high of 10 percent in 2012, down to 6.6
percent in 2019. The COVID-19 pandemic of 2020 had an effect in jobs increasing the
unemployment rate to 8.7 percent before quickly declining to 6.6 percent in 2021. In 2021 the
unemployment rate was slightly higher in Franklin County compared to Washington and the
State (Exhibit 9). Overall, labor market conditions are strong in Pasco with steady job growth
and declining unemployment rate.
Exhibit 9. Unemployment Rate in Franklin County, Washington, and U.S, 2021
Source: Employment Security Department/LMEA; U.S. Bureau of Labor Statistics, Local Area Unemployment Statistics
13%
61%
11%
15%
0%10%20%30%40%50%60%70%
Owner occupied 34 or under
Owner occupied 35 and older
Renter occupied 34 and under
Renter occupied 35 and older
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City of Pasco Housing Action Plan 10
Median income of Hispanic households was 76% of the Non-Hispanic White
households Countywide
▪ Median household income in Pasco was $70,486 in 2021. Among various groups,
median income is highest among Non-Hispanic White ($89,121). Hispanic households
made 76% of the Non-Hispanic White households ($68095) in 2021. Overall income has
increased among all groups in the last decade, but income disparities still remain.
Increase in median income is highest among Hispanic households in the last decade.
Exhibit 10 indicates median Income in Franklin County from 2010 to 2019, and Exhibit
11 indicates median income in Pasco among different races.
Exhibit 10. Median Income in Franklin County, 2010 to 2019
Exhibit 11. Median Income in Pasco, 2021
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
Non-Hispanic
White
Hispanic or Latino Black or African
American
Citywide
2010 2019
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Non-Hispanic
White
Hispanic or
Latino
Black or African
American
Citywide
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City of Pasco Housing Action Plan 11
People earning 50% or less of the area median income (AMI) are mostly cost
burdened.
State and federal standards specify that households spending more than 30% of gross annual
income on housing experience a housing cost burden. Exhibit 12 indicates cost burdened
renters, and Exhibit 21 indicates cost burdened owners in Pasco in 2019.
▪ Approximately 64% of renters and 22% of owners are cost burdened in Pasco (Source:
CHAS data year 2015- 2019).
Exhibit 12. Cost Burdened Households - Renters, 2019
Cost burden among renters in Pasco have remained high since 2010
▪ Although cost burden has remained a little over 50 percent since 2010, the share of
renters that are severely cost burdened has declined over time from 29 percent in
2010 down to 23 percent in 2021. This indicates that fewer renters are spending over
50 percent of their household income in housing costs (Exhibit 13).
Exhibit 13. Cost Burdened Households - Renters, 2010 and 2021
29%23%
23%29%
0%
10%
20%
30%
40%
50%
60%
2010 2021
Renter
Severely Cost Burden Cost Burden
0
500
1,000
1,500
2,000
2,500
3,000
Household
Income <= 30%
HAMFI
Household
Income >30% to
<=50% HAMFI
Household
Income >50% to
<=80% HAMFI
Household
Income >80% to
<=100% HAMFI
Household
Income >100%
HAMFI
Cost burden > 30%Cost burden > 50%
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City of Pasco Housing Action Plan 12
Exhibit 14. Cost Burdened Households - Owners, 2019
Median renter incomes have grown but remain very low.
▪ Median renter incomes have grown in the past decade, however in 2021 median renter
incomes were $38,588 compared to $86,676 for the median owner income (Exhibit 15).
Exhibit 15. Cost Burdened Households - Owners, 2019
0
200
400
600
800
1000
1200
1400
Household
Income <= 30%
HAMFI
Household
Income >30% to
<=50% HAMFI
Household
Income >50% to
<=80% HAMFI
Household
Income >80% to
<=100% HAMFI
Household
Income >100%
HAMFI
Cost burden > 30%Cost burden > 50%
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City of Pasco Housing Action Plan 13
What are the current housing conditions in Pasco?
Single family homes dominate the housing stocks
▪ In the past five years, single-family dwelling units both attached and detached has been
the pre-dominant housing types available in Pasco consisting about 80% of Pasco’s
housing supply (Exhibit 16).
Exhibit 16. Housing Types, Pasco, 2021
Majority of homes were built before 2010
Exhibit 17 shows the age of housing units in Pasco. The majority of Pasco’s housing units were
built in the 1970’s and early 2000’s. Units built since 2010 make up a small share of Pasco’s
total housing supply.
Exhibit 17. Age of Housing Units, Pasco 2021
Source: 2021 ACS 5-year estimates
0
20
40
60
80
100
120
2017 2018 2019 2020 2021
SFDU MF Mobile Home
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City of Pasco Housing Action Plan 14
Homelessness
Visible homelessness has declined in Benton-Franklin Counties since 2006. Based on the point-
in-time count1 in 2020, there were 190 persons without homes, most of whom are sheltered.
Exhibit 18 shows the trend of sheltered and unsheltered homeless population in Benton and
Franklin Counties.
Exhibit 18. Total Homeless People and Homelessness Persons Per 1,000 Residents
Source: bentonfranklintrends.org/graph.cfm?cat_id=7&sub_cat_id=4&ind_id=1
Student homelessness in Benton-Franklin Counties exist although has declined significantly
since 2014. This is not visible as this is evident in the form of shared spaces (EWU, 2022)
Affordable Housing Programs
Down Payment Assistance program. Under the City of Pasco’s Community and Housing
Improvement Program (CHIP), the City provides Down Payment Assistance (DPA) program to
qualifying residents using Community Development Block Grants (CDBG). Under this program,
the City will provide financing up to a $10,000, which enables a low to moderate income
person(s) or family to purchase a vacant or owner-occupied home for sale within the Pasco city
limits.
The DPA program has seen reduction in funding due to HUD’s restrictions and cap on eligible
sale prices of homes. The sales price should not exceed 95% of the current median purchase
price for the area according to HUD’s eligibility requirements. In 2021, sales price for eligibility
1 The Point-in-Time homeless count is an enumeration of sheltered and unsheltered people experiencing
homelessness on a single Wednesday night in January.
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City of Pasco Housing Action Plan 15
is $302,000, and the median home price is $336,093 in Pasco. As a result, the CDBG funding is
being used in other community activities as shown in Exhibit 19 below.
Exhibit 19. CDBG Allocation by Year
Source: Consolidated Annual Performance Evaluation Reports (CAPERs)
Habitat for Humanity. Tri-County Partners Habitat for Humanity (Habitat) serves Franklin,
Benton, and western Walla Walla counties. Habitat for Humanity offers homeownership
opportunities to families who are unable to obtain conventional house financing. Generally, this
includes those whose income is 30 to 60 percent of the area’s median income. As part of the
program, they contribute 500 hours of “sweat equity” on the construction of their home or
someone else’s home (Habitat for Humanity, 2023). Since 1997, Habitat has built 37 homes in
Pasco.
DSHS support. Washington State Department of Social and Health Services offers services at
the County level for persons with disabilities. In addition to various social services, DSHS
programs include Housing and Essential Needs (HEN), Community Behavioral Health Rental
Assistance (CBRA), and Shelter Plus Care program that serves persons in behavioral health
services. The HEN Referral program provides access to essential needs items and potential
housing assistance for low-income adults who are unable to work for at least 90 days due to a
physical or mental incapacity and are ineligible for Aged, Blind, or Disabled (ABD) cash
assistance. The CBRA provides permanent rental subsidy for high-risk individuals with
behavioral health conditions and their households. DSHS currently serves 147 households at the
County level under these programs.
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City of Pasco Housing Action Plan 16
Displacement Risks
Overview
Displacement occurs when households are no longer able to remain in their homes due to rising
housing cost. This may be a result of various factors such as redevelopment, major
renovations, or housing costs increasing faster than what people can afford. Residents may be
forced out due to physical conditions that render homes needing redevelopment by owners. In
Pasco, costs of home ownership and rents have risen over the past years, leaving low -income
residents within the City particularly vulnerable to negative housing outcomes. The housing
market in Pasco as served by the private sector is likely to continue to cater to the higher end of
the economic spectrum. This creates a gap between available and affordable housing choices.
This trend eliminates the existing affordable housing options and reduces the ability for Pasco
to grow in inequitable fashion.
Types of displacement
Three main types of displacements are generally observed.
Physical displacement occurs if existing housing are subject to redeveloped and existing
tenants are displaced. This occurs when the market becomes feasible for development or
redevelopment, meaning a strong demand of housing can encourage property owners to
upgrade existing rental properties. This includes displacement as a result of eviction,
acquisition, rehabilitation, or demolition of property, or the expiration of covenants on rent- or
income-restricted housing.
Economic displacement can occur due to the inability of the households to afford rising rents
or costs of homeownership like property taxes. When new developments of redevelopments in
the vicinity rents or sells at a higher price, that encourages owners of existing units to increase
rents, and these increases exceed what existing tenants can afford. Economic displacement can
occur without redevelopment if the market has high demand and low supply of housing. Lower
income groups are at higher risk of economic displacement.
Cultural displacement occurs when residents move because the people, businesses and
institutions that make up their cultural community have left the area. This affects ethnic
minority households as the presence of their cultural assets play a significant role about where
they would prefer to live, raise children and age. Low income and racially minority
communities are at higher risk of cultural displacement.
While physical displacement can be measured, economic and cultural displacements can be
difficult to measure. Several indicators help identify the displacements such as percentage of
people living in poverty, race and ethnicity of people living in poverty, concentrations of
poverty, and changes of population overtime.
Household income by race and ethnicity shown in Exhibit 5 indicates distribution of income is
higher among White non-Hispanic compared to Hispanic, and Black or African American.
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City of Pasco Housing Action Plan 17
Percentage of people living in poverty was highest among Hispanic (30%) in 2010, which has
been reduced (22%) in 2019. In 2019, poverty increased among Black or African American
population (Exhibit 20).
Exhibit 20. Percent of Individuals Living in Poverty by Race
(Higher percent indicated by darker shade of purple)
Household Size 2010 2019
Non-Hispanic White 9.4 7
Hispanic or Latino 30.1 22.2
Black or African American 20.3 27
Citywide 21.1 16.3
In Exhibit 21, the area shown in darker shades of purple indicates higher concentration of
poverty. Exhibit 22 indicates census tracts with predominant races. The East Pasco area consists
of more Hispanic population that coincides with higher concentration of poverty.
Exhibits 23 and 24 identify the areas in Pasco where population is changing for non-Hispanic
White and Black, Indigenous, People of Color (BIPOC) population. These maps indicate a loss of
population (non-Hispanic White and BIPOC) over a decade in the east side of the city including
the City Center area. These are the areas with higher risks of displacement.
Exhibits 25 and 26 identify areas in Pasco with change in share of non-Hispanic White and Black,
Indigenous, People of Color (BIPOC) population. Exhibit 26 indicates a negative change in share
for the City Center area for BIPOC population. Overall, this change in share has increased for
this population group for the rest of the City except for a few areas where non -Hispanic White
has an increase in share. See Appendix C for additional details.
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City of Pasco Housing Action Plan 18
Exhibit 21. Percent of Individuals Experiencing Poverty
(Higher percent indicated by darker shade of purple)
Exhibit 22. Predominance Race/ Ethnicity by Census Tracts
(Non-Hispanic White in Purple, Hispanic/Latino in orange)
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City of Pasco Housing Action Plan 19
Exhibit 23. Percent change in Non-Hispanic/Latino and White Population from 2011-2021
(Source: Per US Census Bureau American Community Survey 5-Year Estimates (2006-2011 versus 2016-2021).)
Exhibit 24. Percent change in BIPOC Population from 2011-2021
(Source: Per US Census Bureau American Community Survey 5-Year Estimates (2006-2011 versus 2016-2021)
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City of Pasco Housing Action Plan 20
Exhibit 25. Change in Share of Non-Hispanic White Population from 2011-2021
(Source: Per US Census Bureau American Community Survey 5-Year Estimates (2006-2011 versus 2016-2021)
Exhibit 26. Change in Share of BIPOC Population from 2011-2021
(Source: Per US Census Bureau American Community Survey 5-Year Estimates (2006-2011 versus 2016-2021)
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City of Pasco Housing Action Plan 21
Market Assessment
Overview and Purpose
This section provides an analysis of Pasco’s housing and market assessment. The housing
market assessment provides information about Pasco’s existing economic, demographic, and
housing market which all affect the demand for and pricing for housing. The information
provided in this report serves a foundation for policy recommendations to design
implementable housing strategies for Pasco and to build the housing needed to accommodate
future population growth.
Economic Conditions
This section discusses key components of Pasco’s economy, which affect the demand for and
pricing of housing. The section summarizes Pasco’s employment trends, unemployment, and
other labor market indicators.
Key Findings
▪ Labor market conditions are strong in Pasco with steady job growth and declining
unemployment rate. Pasco continues to diversity its economic base.
▪ Pasco experienced employment growth in retail trade, accommodation and food
services, manufacturing and construction, and notable employment losses in health
care and social assistance, educational services, and other services (excluding public
administration).
▪ Unemployment rates indicate that Pasco has recovered to pre-COVID-19 conditions.
Employment Growth
Employment growth accompanied population growth in Pasco between 2010 and 2019,
especially in the sectors of retail trade, accommodation and food services, manufacturing, and
construction. Employment in the good producing category, in general, grew 60% from 2010 to
2019 and represents about a quarter of total employment. Service producing jobs make up the
other nearly three quarters of Pasco jobs. Employment sectors of notable decline between
2010 and 2019 include health care and social assistance, educational services, and other
services (excluding public administration).
Education services is the principal employment concentration in Pasco, accounting for 16
percent of the jobs in the city, partly because of the Pasco School District and Columbia Basin
College (CBC). Retail is the second largest concentration of jobs mostly driven by the rapid
population growth and the Tri-Cities being southeast Washington’s regional economic center
for retail trade. Food processing is the principal manufacturing activity in Pasco, accounting 1 2
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City of Pasco Housing Action Plan 22
percent of the overall jobs coming from the presence of the Lamb Weston company. Exhibit 27
shows employment by industry in Pasco and changes from 2010 to 2019.
Exhibit 27. Employment by Industry in Pasco, 2010 and 2019
Source: U.S. Census Bureau; OnTheMap Application and LEHD Origin-Destination Employment Statistics (2019);
ECONorthwest Calculations
2010 2019 Percent
Change
Industry Number Percent Number Percent 2010-2019
Good Producing 3,669 19% 5,860 26% 60%
Agriculture, Forestry, Fishing
and Hunting
822 4% 1,229 5% 50%
Mining, Quarrying, and Oil
and Gas Extraction
2 0% 9 0% 350%
Construction 1,232 7% 1,912 8% 55%
Manufacturing 1,613 9% 2,710 12% 68%
Service Producing 15,237 81% 16,810 74% 10%
Utilities 169 1% 161 1% -5%
Wholesale Trade 1,300 7% 1,413 6% 9%
Retail Trade 2,019 11% 3,404 15% 69%
Transportation and
Warehousing
766 4% 1,054 5% 38%
Information 143 1% 132 1% -8%
Finance and Insurance 312 2% 329 1% 5%
Real Estate and Rental and
Leasing
277 1% 345 2% 25%
Professional, Scientific, and
Technical Services
586 3% 494 2% -16%
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City of Pasco Housing Action Plan 23
2010 2019 Percent
Change
Industry Number Percent Number Percent 2010-2019
Administration & Support,
Waste Management and
Remediation
665 4% 748 3% 12%
Educational Services 3,783 20% 3,739 16% -1%
Health Care and Social
Assistance
1,822 10% 1,351 6% -26%
Arts, Entertainment, and
Recreation
314 2% 368 2% 17%
Accommodation and Food
Services
1,097 6% 1,967 9% 79%
Other Services (excluding
Public Administration)
1,129 6% 595 3% -47%
Public Administration 855 5% 710 3% -17%
Total Employment 18,906 22,670 20%
As indicated in Exhibit 10 and discussed under Existing Housing Conditions, unemployment rate
has decline from a high of 10 percent in 2012, down to 6.6 percent in 2019. The COVID -19
pandemic of 2020 had an effect in jobs increasing the unemployment rate but it declined in
2021. Overall, labor market conditions are strong in Pasco with steady job growth and declining
unemployment rate.
Employment Trends
Exhibit 28 shows the jobs that Pasco has and where residents work. Gaps exist between where
residents work and the jobs that Pasco offers in the city. The education industries, wholesale
trade, transportation, and utilities (WTU), retail, and manufacturi ng have more jobs in Pasco
than residents working in those fields. In 2019, a large share of Pasco residents worked in the
services, and construction and resources industries.
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City of Pasco Housing Action Plan 24
Exhibit 28.Employment in Pasco and where Residents Work, 2019
Source: U.S. Census Bureau; OnTheMap Application and LEHD Origin-Destination Employment Statistics (2019)
Demographic Profile
Pasco’s demographic profile has been discussed under the Existing Housing Conditions section
which provides a foundation context for the housing market analysis. The discussion below
includes some additional data around population growth and forecast, household
characteristics, and race and ethnicity.
Key Findings
Key highlights in Pasco’s demographic trends include:
▪ Pasco has experienced rapid population growth since 2010. Pasco’s population in
2021 was 78,700, representing a 32 percent increased (18,919 new residents) since
2010.
▪ Since 2010, adults 60 to 64 years and those 65 years and older had the fastest gro wth
among age cohorts, increasing 98 percent and 81 percent respectively in Pasco.
▪ Since 2019, household size has shifted in Pasco. The majority of Pasco households are
3- or more person households. Between 2019 and 2021, 1-person households has
declined, while 2-perosn households has increased. This could indicate general
changes in household formations or possibly an indication of 1-person households
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City of Pasco Housing Action Plan 25
struggling to afford housing in Pasco and need for rooming with a partner or
roommate to lessen housing costs.
Population and Households
Population growth and household formation are the primary drivers of demand for housing.
The rate of population growth and household characteristics heavily influence the demand for
specific housing types.
As discussed under the Existing Conditions section and in Exhibit 1, Pasco and Franklin County
experienced a rapid population growth between 2010 and 2021. Since 2010, Pasco saw its
population grow by 32 percent or 18,919 people. This translates to an annual average growth
rate (AAGR) of 2.53 percent for Pasco between 2010 and 2021.
Household Size
The households in Pasco comprised of 3- or more persons make up 54% of the total
households, more than 1-person and 2-person households combined. Between 2019 and 2021,
there has been a considerable shift in the household size formation in Pasco. Most notably 2 -
person households increased, while 1-person households and 3- or more person households
decreasing slightly (Exhibit 29). This trend could suggest that there are some affordability
challenges in Pasco for 1-person households.
Exhibit 29. Household Size, Pasco, 2019 and 2021
Source: American Community Survey (ACS) 2019 and 2021 5-year estimates
Household Size 2019 2021
1-person household 20% 18%
2-person household 25% 28%
3- or more person household 55% 54%
Median Age
Pasco’s population is very young, with a median age of 29.9 in 2021. In comparison, the median
age for Washington was 37.9—about 8 years older than Pasco’s population.
Age Distribution
The age characteristics of a community indicate current needs and future trends for housing.
Because different age groups have very different housing needs, housing demand correlates to
the age of residents. For example, young adult households may choose to occupy apartments,
condominiums, and small single-family homes because of affordability, location, and household
size/presence of children. Middle-aged adults may prefer larger homes in which to raise
families, while seniors may prefer smaller units that have lower costs, less maintenance, and
are more proximate to services.
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City of Pasco Housing Action Plan 26
Exhibit 30 shows the age characteristics of Pasco’s population. Overall, the age distribution of
Pasco’s population seems to be similar to that in 2019. Pasco’s population generally tends to
skew younger. Children ages 0 to 17 comprised the largest cohort of residents in Pasco followed
by adults ages 18 to 64 making 57 percent of the city’s population. Overall, Pasco has
maintained a relatively small population of senior adults age 65 years and older. However,
senior residents age 60 and older has rapidly grown over the past decade (Exhibit 3).
Exhibit 31. Age Distribution, Pasco, 2019 and 2021
Source: American Community Survey (ACS) 2019 and 2021 5-year estimates
Age 2019 2021
0 to 17 years 33.6% 33.1%
18 to 29 years 16.3% 16.6%
30 to 39 years 15.5% 14.5%
40 to 49 years 12.1% 12.7%
50 to 59 years 9.0% 9.0%
60 to 64 years 4.2% 4.5%
65 years and over 8.5% 9.0%
Race and Ethnicity
Most of Pasco’s population (56% of residents) identify as Hispanic or Latino, while 37% identify
as White. Pasco residents that identify as Black, Asian, and two or more races each make up
about 2% of the remaining population. Between 2019 and 2021 Pasco’s race and ethnicity has
remain about the same with some slight decrease in the population that identifies as White
(Exhibit 32).
Exhibit 32. Race and Ethnicity, Pasco, 2019 and 2021
Source: American Community Survey (ACS) 2019 and 2021 5-year estimates
Race/ Ethnicity 2019 2021
White 38% 37%
Black 2% 2%
American Indian or Alaskan
Native
0% 0%
Asian 2% 2%
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City of Pasco Housing Action Plan 27
Race/ Ethnicity 2019 2021
Native Hawaiian or Pacific
Islander
0% 0%
Some other race 0% 0%
Two or more races 2% 3%
Hispanic 56% 56%
Housing Profile and Market Assessment
This section summarizes Pasco’s housing market. It examines housing supply and availability,
development trends, and affordability of ownership and rental housing.
A housing profile and housing market analysis are important for understanding housing
affordability and demand because they provide valuable information about the current state of
the housing market, including the supply of housing units, average cost of rent or
homeownership, and demographics of the area, which can help predict future housing d emand
and need. Projecting future housing need is important to ensure that Pasco is planning ahead to
ensure that it is providing housing at all income-levels for its population—especially those with
lower incomes.
Key Findings
Key trends in the housing market include:
▪ Homeownership rates have steadily increased in the past decade in Pasco. Generally,
homeownership rates have increased from 65 percent in 2011 up to 69 percent in
2021. In Washington, homeownership rates have generally decline from 64 percent
down to 63 percent.
▪ Cost burden among renters in Pasco have remained high since 2010. Although cost
burden has remained at 52 percent since 2010, the share of renters that are severely
cost burdened has declined over time from 29 percent in 2010 down to 23 percent in
2021. This indicates that fewer renters are spending over 50 percent of their household
income in housing costs.
▪ Low housing vacancy rates and high demand for housing has strained Pasco’s housing
market with large increases in housing prices. Since 2010, the median home value in
Pasco has increased 137 percent or $222,928, from $162,962 in 2010 up to $385,900 in
2022.
▪ Household incomes have not kept pace with the rising costs for homeownership.
Between 2010 and 2021, the median household income has increased 58 percent,
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City of Pasco Housing Action Plan 28
while the median home value in Pasco has increased 106 percent. This significant
increase in homeownership costs have left many unable to purchase a home.
▪ Shifts in incomes has continued to strain renter households in Pasco. Renters and
owners both experienced income growth between 2010 and 2021, but the magnitude
of the changes differs by tenure. In 2021, the median renter income in Pasco was
$38,588, compared to the median owner income of $86,676.
▪ Household incomes have generally kept pace with the rising rents. Between 2010 and
2021, median rents increased 44 percent, while household incomes increased 58
percent. As households struggle to purchase a home, demand for rental units will
increase and potentially see large rent increases to accommodate the growing
demand. This also emphasizes the importance of constructing new rental units to
support the growing demand specially for lower income households.
▪ In 2023, a Pasco household would need an annual income of at least $96,500 to be
able to afford the median home sale price of $386,000.
Defining Affordable Housing
Housing affordability refers to the degree to which a household or individual can afford to pay
for housing without experiencing financial hardship or sacrificing other essential needs.
According to the US Department of Housing and Urban Development (HUD), affordable housing
refers to a residence that a household or family can acquire - either through buying, renting, or
other methods - that requires payment of no more than 30% of the household's income.
Typically households paying more than 30 percent of their income for housing is considered
“cost burdened”, while households paying more than 50 percent for housing are “severely cost
burdened.”
Housing Supply
According to the American Community Survey (ACS), Pasco has 23,921 housing units as of 2021.
Exhibit 33 shows that single-dwelling detached homes make up the vast majority of housing
units in Pasco. Multi-dwellings with 5 or more units make the second largest share of housing
type in Pasco—which make up 12 percent. Single-dwelling attached homes make up the
smallest share of housing in Pasco.
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City of Pasco Housing Action Plan 29
Exhibit 33. Housing Type in Pasco, 2021
Source: American Community Survey (ACS) 2021 5-year estimates
Note: Manufactured homes were categorized as single-dwelling detached homes
Housing Type Total Precent
Single-dwelling detached 18,516 77%
Single-dwelling attached 1,211 5%
Multi-dwelling (2-4 units) 1,341 6%
Multi-dwelling (5+ units) 2,853 12%
Other 0 0%
Total 23,921 100%
Number of Bedrooms
With single family detached units as the most common type of housing, it is not surprising that
most dwelling units in Pasco have 3 and 4-bedrooms as indicated in Exhibit 34. A small
percentage of Pasco’s housing stock are studios (no bedroom) or 1-bedrooms. This indicates
that most of the single dwelling and multi-dwelling units in Pasco are supportive of family
households, with a very small share of units supportive for single residents. This limits the pool
of units that single households or couples could obtain in Pasco’s housing market.
Exhibit 34. Number of Bedrooms, Pasco, 2021
Source: American Community Survey (ACS) 2021 5-year estimates
Number of Bedrooms Total Precent
No bedroom 782 3%
1 bedroom 1,565 7%
2 bedrooms 4,137 17%
3 bedrooms 11,133 47%
4 bedrooms 4,863 20%
5 or more bedrooms 1,441 6%
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City of Pasco Housing Action Plan 30
Development Trends
Exhibit 35 shows trends in residential budling permits. Single-dwelling units have been the
dominant type of housing permitted in Pasco in the past decade, while limited multi -dwelling
units have been permitted overall.
Development trends show that Paco’s housing market rebounded quickly after the 2008 Great
Recession with several housing units permitted in 2010. Figures reveal that after 2010 there
was a considerable drop in residential building permits through 2015, and have picked up in
2015. Although residential permitting has been increasing in recent years, it has not been to the
same volume seen in 2010.
Exhibit 35. Building Permits, 2010-2021
Source: HUD SOCDS Building Permits Database
Exhibit 17 shows the age of housing units in Pasco. The majority of Pasco’s housing units were
built in the 1970’s and early 2000’s. Units built since 2010 make up a small share of Pasco’s
total housing supply.
0
100
200
300
400
500
600
700
201020112012201320142015201620172018201920202021Building PermitsSin gle-dwelling u nit 2-unit mu lti-dwelling unit
3- an d 4-u nit multi-d welling u nit Mu lti-dwelling (5+ Units)
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City of Pasco Housing Action Plan 31
Exhibit 36. Age of Housing Units, Pasco 2021
Source: 2021 ACS 5-year estimates
Housing Vacancy
Vacancy is a measure of the availability of housing units in a given area. When there are more
vacant units than there are people looking for a place to live, it can lead to lower rents and
other housing costs. This can make housing more affordable for people who are looking for a
place to live. On the other hand, when there is a low vacancy rate and a high demand for
housing, it can lead to higher rents and other housing costs. This can make housing less
affordable for people who are looking for a place to live.
Therefore, vacancy rates can have a significant impact on housing affordabilit y in an area.
Exhibit 37 shows trends in vacancy rate for Pasco in the past decade. Since 2010, vacancy rate
in Pasco has declined from a high of 8 percent in 2010 down to 3.8 percent in 2017. The
vacancy rate has increased slightly since 2017 to 4.5 percent in 2021.
Generally, household count has increased in Pasco since 2010, while the number of occupied
households has increased in line with the household growth.
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City of Pasco Housing Action Plan 32
Exhibit 37. Vacancy Rate and Household Count, Pasco, 2021
Source: 2010-2021 ACS 5-year estimates
Housing Cost
Housing costs is a direct relationship of housing accessibility to all economic segments of the
community. In general, if housing supply exceeds housing demand, housing prices will
decrease. If housing demand exceeds housing supply, housing prices typically increase. The
availability of housing which is measured by vacancy rates can also affect housing cost.
Between 2010 and 2022 housing prices have significantly increased in Pasco and across the
region. Exhibit 38 shows the median priced home of Pasco and a few comparison cities. These
comparison cities were selected because they share similar characteristics to Pasco such as
population and proximity. The median priced home in Paso increased from roughly $163,000 in
2010 to $386,000 in 2022. Since 2010, Pasco’s housing market increased at a similar rate in
relation to the other comparison cities.
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
0
5,000
10,000
15,000
20,000
25,000
30,000
201020112012201320142015201620172018201920202021VacancyHouseholdsVacan cy Rate Total H ou seh olds Occup ied H ou seh olds
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City of Pasco Housing Action Plan 33
Exhibit 398. Median Zillow Home Value (ZHVI), Pasco and comparison cities, 2010-2022
Source: Zillow
Exhibit shows that since 2010, the median sale price of a home has increased in all comparison
cities, with the most significant increase in Pasco (137%), f ollowed by Kennewick (130%) and
Walla Walla (108%).
Exhibit 39. Percent Change in Home Value (ZHVI), Pasco and comparison cities, 2010 -2022
Source: Zillow, ECONorthwest Calculations
Change (2010-2022)
Jurisdiction 2010 2022 Number Percent
Pasco $162,962 $385,890 $222,928 137%
Kennewick $172,979 $397,351 $224,372 130%
Richland $210,516 $433,308 $222,792 106%
Yakima $155,888 $321,113 $165,225 106%
Walla Walla $185,704 $386,272 $200,568 108%
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City of Pasco Housing Action Plan 34
Between 2010 and 2021, the median rent increased by 44% and median household income
(unadjusted) increased by 58% (Exhibit 40). This denotes that household income has increased
faster than rents. This is particularly good because it suggest s that Pasco residents have
benefitted from the regional economy with growing wages while still affording rental housing.
However, rental units consider all rental units including older constructions, as well as single
family rentals. This has skewed down the median rent of newer multi-family apartments. Rent
in the newly constructed multi-family apartments are higher than median rent and has
increased at a similar pace with median household income for renters. This makes renting
newer units still challenging. However, that is not the case when it comes to being able to
afford to purchase a home. Between 2010 and 2021, home values increased by 106 percent
putting homeownership far beyond what several households could afford.
Exhibit 400. Housing Costs and Income Trends, Pasco, 2020-2021
Source: 2010 and 2021 ACS 5-year estimates
2010-2021 Change
2010 2021 Number Percent
Median Rent $688 $993 305 44%
Median Home Value $162,992 $336,093 $173,130 106%
Median Household
Income
(unadjusted)
$44,659 $70,486 $25,827 58%
Although median incomes have risen across both renter and owner households, the median
income of a renter household remains substantially lower than both Pasco’s median household
income of $70,486 in 2021 and the median homeowner income of $86,676 as shown in Exhibit
41. This indicates that renter households are most vulnerable to price changes in the rental
market and in greater need for affordable housing that they can afford.
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City of Pasco Housing Action Plan 35
Exhibit 411. Housing Costs and Income Trends, Pasco, 2020-2021
Source: 2010 and 2021 ACS 5-year estimates
Exhibit shows a snapshot of Pasco’s multifamily rental market. As of 2023 Q1, Pasco had
approximately 2,104 multifamily rental units across 28 buildings. In the first quarter of 2023
there was no multifamily projects in the pipeline or under construction. The average rent per
unit was 1,280 or $1.45 per square foot.
Exhibit 42. Pasco Multifamily Rental Market Snapshot
Source: CoStar
Inventory
(buildings)
Units Inventory
Avg. SF
Under
Construction
Avg.
Rent
per SF
Avg.
Rent
per Unit
Vacancy
Rate
Pasco 28 2,104 909 0 $1.45 $1,280 9.0%
According to Costar, the multifamily rental market in Pasco was stable with an overall vacancy
rate of 9.0 percent as of 2023 Q1. The multifamily market was tight, with a vacancy rate of 4.3
percent during the first quarter of 2022. In the first quarter of 2023, approximately 108
multifamily units were delivered to the market, which pushed the overall vacancy rate up in
2023 Q1. Since 2011, Pasco’s multifamily market has seen rent growth of 61 percent of $0.55
per square foot.
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City of Pasco Housing Action Plan 36
Exhibit 423. Multifamily Rent per Square Foot and Vacancy Rate, Pasco, 2011-2023 Q3
Source: CoStar
Exhibit 43 shows Pasco’s rent per square-feet for apartment buildings compared to vacancy
rate. The sharp increase of vacancy rate in 2019-2020 is mainly attributed to the pandemic
when many people moved out of their apartments. The phenomenon started to normalizes
after the pandemic with a decrease in vacancy rate and then an increase in vacancy rate in the
recent years due to some recent constructions and availability of new rental units in the
market.
Exhibit 43 shows multifamily deliveries and net absorption in Pasco. Multifamily deliveries refer
to the new units built in the market, while net absorption refers to the net difference between
the number of units leased and the number of units vacated during a specific period of time.
Since 2011, there was a total of 534 units absorbed and 629 units delivered in Pasco’s market.
All new units delivered seem to be absorbed (leased up) by the market pretty quickly indicating
a strong demand of multifamily.
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City of Pasco Housing Action Plan 37
Exhibit 43. Multifamily Deliveries and Net Absorption, Pasco, 2011-2023 Q3
Source: CoStar
Exhibit 44 shows homeownership rates by race and ethnicity in Pasco. When compared to
Washington and the US, Pasco generally has above average homeownership rates for almost all
races and ethnicities—except for American Indian or Alaska Native. Overall, the
homeownership has increased in Pasco from 64 percent in 2010 up to 69 percent in 2021.
Housing has generally been affordable in Pasco, however, in recent years median home values
have increased substantially, reducing ability of many households to purchase a home.
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City of Pasco Housing Action Plan 38
Exhibit 44. Homeownership Rates by Race/Ethnicity, 2021
Source: 2021 ACS 5-year estimates
In most jurisdictions, a significant share of households rent, underscoring the importance of
quality affordable rental housing. Jurisdictions where few households rent compared to the
state may want to consider increasing the stock of rental housing in the jurisdiction. Exhibit 45
shows the share of households who rent. Since 2010, the share of Pasco households who rent
have declined over time from 36 percent of households renting in 2010 down to 31 percent in
2021. This decline in renter households could suggest that the cost of owning a home within
the city has become relatively more affordable than renting.
Exhibit 45. Renter Households, Pasco, 2010-2021
Source: 2010, 2019, and 2021 ACS 5-year estimates
36%
31%31%
0%
5%
1 0%
1 5%
2 0%
2 5%
3 0%
3 5%
4 0%
4 5%
2 01 0 201 9 2 02 1
Pasco
Rente r-occupie d
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City of Pasco Housing Action Plan 39
Cost Burden
State and federal standards specify that households spending more than 30% of gross annual
income on housing experience a housing cost burden. Housing cost burdens occur when
housing costs increase faster than household income. When a household spends more than
30% of its income on housing costs, households have less disposable income for other
necessities, including health care, food, and clothing. In the event of unexpected circumstances
such as the loss of employment or serious health problems, lower income households with a
burdensome housing cost are more likely to become homeless or be forced to double -up with
other households. Homeowners with a housing cost burden have the option of selling their
homes and become renters. Renters, on the other hand, are more vulnerable and subject to
constant changes in the housing market.
Exhibit 46 shows housing cost burden for renter households, Since 2010, the share of cost
burdened renters has continued to be over 50 percent. Although the share of cost burdening
has not changed much, the share of renters that are severely cost burdened has declined over
time, while those cost burdened has increased.
Exhibit 46. Renter Cost Burden, Pasco, 2010 and 2021
Source: 2010 and 2021 ACS 5-year estimates
29%
23%
23%29%
0%
10%
20%
30%
40%
50%
60%
2010 2021
Renter
Severely Cost Burden Cost Burden
Page 97 of 161
City of Pasco Housing Action Plan 40
Housing Attainability
Exhibit 48 shows the average rent and median home sale price in Pasco in Q1 of 2023. With an
average rent of $1,272, a household would have to make $50,880 or more to afford the
average rent in Pasco. In comparison, with a median home sale price of $386,000, a household
would have to make $96,500 or more to comfortably afford the median home price in Pasco.
Exhibit 47. Average Rent and Median Sale Price in Paso and related affordability, 2023
Source: CoStar, Redfin, ECONorthwest Calculations
Exhibit illustrates projected housing affordability based on household income. The median
family income for Pasco— in 2022 was $89,600 (100% of area median income); this figure is
based on HUD’s calculation for Franklin County’s median family income.
The estimates presented in Exhibit 1 are based on income and affordability ratios that typical
lending banks use. They do not consider other household financial characteristics that can
affect ability to pay for housing – other debt, including auto loans, credit cards, etc. as well as
accumulated assets. A key challenge many lower incomes households face is competition for
affordable housing from higher income households. It is rational for higher income households
to choose less expensive housing if it is available and meets household needs 2. Given entry
costs (down payment for owner units, advance rent, and deposits for rental units) and required
credit reports, lower income households have clear disadvantages in competing for lower cost
housing.
2 https://www.strongtowns.org/journal/2021/4/27/are-new-homes-mostly-luxury-does-it-matter-if-they-are
Page 98 of 161
City of Pasco Housing Action Plan 41
Based on the information above about the average rent and median home prices in Pasco, a
household earning 100 percent of the Area Median Income (AMI) in 2023 could not afford to
purchase the median home priced home in Pasco. However, this household could afford the
average rent in Pasco. This highlights four key takeaways playing out in Pasco’s dynamic
housing market:
▪ Pasco has an affordability gap between home prices and rental costs. While the
household’s income allows them to cover the average rent, it falls short when it comes
to purchasing a home at the median price. This suggest that the costs of purchasing a
home is relatively higher than renting in Pasco’s current housing market.
▪ Pasco has an income disparity. While a household earning 100 percent of the area
median income can afford the average rent, they cannot afford to purchase a home at
the median price. This suggest that higher income households likely have a b etter
change of homeownership, while lower and median-income households might be
limited to renting.
▪ Potential barriers to homeownership exist. The inability of a moderate-income
household to afford the median priced home raises questions about the potential
barriers to homeownership in Pasco. Factors such as high down payment
requirements, stricter mortgage lending criteria, and rising home prices relative to
income growth can make it difficult for many households to enter the homeownership
market.
▪ Increasing the supply of both renter and ownership product units is important for
Pasco in the long-term. If the demand for housing, particularly for homeownership,
exceeds the available supply, it can drive up home prices and make it challenging for
households with moderate incomes to purchase a home. Similarly, if the demand for
rental housing exceeds the available supply, it can drive up rent prices and price out
households that rent in Pasco.
Exhibit 49. Housing Affordability in Pasco by AMI, 2023
Source: HUD, ECONorthwest Calculations
If your household earns:
$26,300 $52,500 $70,000 $87,500 $105,000
< 30% of MFI 60% of MFI 80% of MFI 100% of MFI 120% of MFI
Then they can afford:
$660
Per Month
$1,310
Per Month
$1,750
Per Month
$2,190
Per Month
$2,630
Per Month
OR OR OR OR OR
$158,000-
$184,000
Home Sale Price
$245,000-
$280,000
Home Sale Price
$306,000-
$350,000
Home Sale Price
$368,000-
$420,000
Home Sale Price
Page 99 of 161
City of Pasco Housing Action Plan 42
Worker affordability
Exhibit 50 shows the average wages by industry in Franklin County and the maximum rent and
median home price that workers in each industry could afford.
More than half of the industries in Franklin County have high enough wages that can afford the
average rent of $1,272 in Pasco. However, only one industry, the information industry, has a
high enough wage to afford the median home price of $386,000 in Pasco. Pasco’s employment
is concentrated in educational services and retail trade. Based on the average wages earned in
Franklin County 2021, workers in these industries cannot afford the average rent or the median
priced home in Pasco.
A select number of industries can support to afford the median home priced home if they 1.5
times per household. These industries include construction, wholesale trade, information,
finance and insurance, professional and technical services, and government.
Page 100 of 161
43
Exhibit 48. Housing Affordability in Franklin County by Industry and Wages, 2023
Source: OFM, ECONorthwest Calculations
Industry Annual Average Wage Max Affordable Rent Can Afford the
Average Rent
Max Affordable Home
Price
Can Afford Median
Home Price in Pasco
Can Afford Median Home
Price with 1.5 Earners per
household?
All Industries $49,736 $1,243 No $186,648 No No
Ag., forestry, fishing & hunting $36,126 $903 No $135,573 No No
Mining $60,000 $1,500 Yes $225,169 No Yes
Construction $57,717 $1,443 Yes $216,601 No Yes
Manufacturing $53,653 $1,341 Yes $201,351 No No
Wholesale trade $66,555 $1,664 Yes $249,767 No Yes
Retail trade $42,457 $1,061 No $159,331 No No
Transportation & warehousing $53,656 $1,341 Yes $201,359 No No
Information $109,235 $2,731 Yes $409,939 Yes Yes
Finance and Insurance $71,792 $1,795 Yes $269,423 No Yes
Real Estate & Rental & Leasing $51,268 $1,282 Yes $192,400 No No
Professional & Technical Services $59,876 $1,497 Yes $224,703 No Yes
Administrative & Waste Services $43,787 $1,095 No $164,326 No No
Educational Services $42,118 $1,053 No $158,062 No No
Health Care & Social Assistance $45,692 $1,142 No $171,472 No No
Art, Entertainment, & Recreational $37,732 $943 No $141,601 No No
Accommodation & Food Services $23,462 $587 No $88,048 No No
Government $64,056 $1,601 Yes $240,390 No Yes Page 101 of 161
Housing Unit Costs
This section summarizes housing cost, which is the construction costs associated with building
housing in Pasco. Understanding housing costs provides critical information for what is being
built in the local housing market and what household could afford. If the type of housing built
far exceeds what households could afford, then Pasco could look into its zoning code, housing
policies, and other policy interventions to shape the private market to build housing that could
be built more affordable.
Utilizing building permit data from the City of Pasco, construction costs were derived from
different housing types recently built in Pasco. Using information from these recently built
housing types ensures that the construction costs derived are the most up to dat e given trends
in the national economy where development has slowed because of the rising interest rates
nationwide.
Exhibits 51 and 52 show the costs by housing prototype. Generally, construction costs range
between $175 to $185 per square feet to build attached townhomes and single-family homes.
There are economies of scale building larger buildings that contain multiple units such as
sixplexes and apartments. This is reflected in the cost per square feet and the total
development costs per unit.
Exhibit 49. Housing Costs by Housing Prototype, 2023
Source: ECONorthwest Calculations, City of Pasco Permits
Note: Total development costs assumes a 10% developer profit on the overall construction cost
Housing
Type
Unit
s
SF
per
Unit
Total
SF
Cost
per
SF
Total
Const.
Costs
Land
Cost Fees Total Dev.
Costs
Dev.
Costs per
Unit
Single family 1 2000 2,000 $185 $369,800 $75,000 $10,174 $491,972 $491,972
Home+ADU 3 1500 4,500 $185 $832,050 $75,000 $5,615 $995,889 $331,963
Townhomes 4 1500 6,000 $175 $1,048,838 $75,000 $28,782 $1,257,521 $314,380
Sixplex 6 1250 7,500 $175 $1,311,048 $75,000 $38,554 $1,555,724 $259,287
Apartments 10 1000 10,00
0 $150 $1,500,000 $75,000 $59,498 $1,784,513 $178,451
With scales of economies there is also an efficient use of land where in certain residential zones
additional housing units could be built with the same amount of land zoned for single -family
homes. Missing middle housing can support greater housing options, affordability,
Page 102 of 161
neighborhood revitalization, efficient land use, social cohesion, and environmental
sustainability. By providing diverse and affordable housing choices, promoting community
interaction, and maximizing land use, missing middle housing contributes to inclusive and
vibrant neighborhoods, supports economic activity, and addresses housing affordability
challenges while reducing environmental impacts.
Exhibit 50. Housing Unit Costs by Housing Prototype, 2023
Page 103 of 161
Assets, Opportunities, and
Challenges
This section will highlight key locational factors that influence Pasco’s desirability for a range of
land uses that play a crucial role in the City’s economy.
Assets Barriers and Constraints
▪ Transportation Access & Network:
Pasco is located at the intersection of
major highways, railways, and waterways,
making it a transportation hub in the
region. This proximity to transportation
networks is an important factor that
makes Pasco a desirable location for
industrial and commercial land uses.
▪ Natural Resources: Pasco is located in an
agricultural region, and the city benefits
from access to natural resources, such as
water and fertile soil. This makes it an
ideal location for agricultural land uses,
such as farming and food processing.
▪ Workforce: Pasco has a diverse and well-
educated workforce, employment is
concentrated in the manufacturing,
healthcare, and retail sectors. This
availability of skilled labor makes it an
attractive location for companies that
require a highly skilled workforce.
▪ Proximity to other major cities: Pasco,
Washington is located within close
proximity to other major cities, such as
Seattle, Portland, and Spokane. This
makes it an ideal location for companies
that need to access these markets while
benefiting from Pasco's lower cost of
living and business-friendly environment.
▪ Housing Affordability: Pasco has
generally had a low cost of living
compared to other cities in the region,
however demand for housing has driven
up prices in recent years. Increasing
affordability challenges could pose as a
barrier for attracting a strong workforce
to the area.
▪ Limited cultural and entertainment:
While Pasco has several quality of life
amenities, such as parks and recreational
areas, it does not have the same level of
cultural and entertainment options as
larger cities. This could make it difficult
for companies to attract and retain
younger workers who are looking for a
vibrant and diverse cultural scene.
▪ Higher Education: while Pasco has
several community colleges and
vocational schools, it does not have a
major university or research institution.
This could limit the ability of companies
to access a highly educated workforce
and could make it difficult to attract
companies that require access to cutting-
edge research and development.
Page 104 of 161
Housing Need Projections
Population Projections
Pasco’s Comprehensive Plan update assumes that population will continue to grow rapidly in
the future. Based on OFM’s 2017 GMA Projections (Medium Series), Franklin County is
estimated to grow to 179,572 people by 20453. Assuming that Pasco’s population will continue
to make up about 80 percent of the County’s population, Pasco is estimated to grow to 143,657
people by 2045. Between 2020 and 2045 Pasco will need to accommodate 66,549 new
residents (Exhibit 53). The following section discusses how many housing units Pasco needs to
accommodate this growth by income level.
Exhibit 51. Pasco Population Projections, 2020-2045
Source: OFM, ECONorthwest Calculations
Change (2020-2045)
Jurisdiction 2020 2045 Number Percent
Pasco 77,108 143,657 66,549 86%
Franklin County 96,749 179,657 82,823 86%
Housing Need by Income Level
Pasco’s housing need by income level is based on HUD CHAS household income distribution.
Assuming that Pasco’s current income distribution will remain the same by 2045, the future
housing need is distributed according to Pasco existing household income distribution. Under
this assumption, 11,542 housing units or 50% of Pasco’s total need through 2045 are needed
for households who make 80% or less of the area median income. About 11,776 units or 50% of
the total need are needed for households with incomes of 80% of AMI or higher.
Pasco’s total housing need by 2045 totals 23,318 housing units. Of these units, 21,585 is needed
to accommodate population growth and 1,733 units that have been underproduced by the
housing market relative to National housing trends. Exhibit 54 indicates housing needs by
different income groups. According to this table, the highest housing underproduction, or the
higher housing need is shown among groups with 0% to 50% AMI.
3 ECONorthwest calculation based on OFM 2017 GMA Projections – Medium Series utilizing the 2.52 AAGR
between 2017 and 2038 for Franklin County.
Page 105 of 161
Exhibit 52. Housing Needed by Income Level in Pasco by 2045
Source: OFM, CHAS 2015-2019, ECONorthwest Calculations
Income Category Underproduction Need Total Need Share
0-30% AMI 800 2,484 3,284 14%
30-50% AMI 590 2,905 3,495 15%
50-80% AMI 295 4,468 4,763 20%
80-100% AMI 11 2,123 2,134 9%
100-120% AMI 37 2,351 2,388 10%
120-140% AMI 0 1,474 1,474 6%
140%+ AMI 0 5,780 5,780 25%
Total 1,733 21,585 23,318 100%
Summary of Housing Needs in Pasco
Who Lives in Pasco Today?
▪ Pasco has a relatively young population. Pasco’s population generally skews
younger with a median age of 29.9. In comparison, Franklin County has a median age
of 30.5 and Washington 37.9. Children (ages 0 to 17 years old) represent 33 percent of
the population, while young adults ages 18 to 39 make up about 31 percent.
▪ Senior adults (60 years and older) saw the fastest growth in this the past decade.
Seniors age 60 and older saw almost a 90 percent increase between 2010 and 2021.
Although Pasco does not have a large senior population, this popul ation cohort has
rapidly grown over the past decade.
▪ The Hispanic community continues to be a growing population group in Pasco. In
2021, over half (56 percent) of Pasco’s population identified as Hispanic. Growth
trends indicate that Pasco will continue to grow rapidly, and Hispanics will continue to
be a majority ethnic group.
▪ Socio-economic gaps exist between Non-Hispanic White residents and Black and
Hispanic residents. Between 2010 and 2019, distribution of income has been higher
among White non-Hispanic compared to Hispanic, and Black or African American.
Median income of Hispanic households was 76% of the Non-Hispanic White
households Countywide
▪ Median renter incomes have grown but remain very low. Median renter incomes
have grown in the past decade, however in 2021 median renter incomes were $38,588
compared to $86,676 for the median owner income.
What will Pasco’s Future Population Look like?
▪ Pasco’s population is projected to grow by 86 percent by 2045. From 2020 to 2045,
Pasco’s population will increase from an estimated population of 77,108 in 2020 to
143,657 in 2045. This estimate assumes that Pasco will continue to make about 80
Page 106 of 161
percent of the total County population in 2045 when Franklin’s population is projected
to be 179,657 based on OFM 2017 GMA County projections.
▪ In the next 20 years, Pasco’s children and young adults will age and will need
housing that meet the needs of older households.
▪ The share of Pasco’s senior residents is increasing and will need housing that meet
the needs of older households.
▪ Pasco’s future households will majority be family sized with 3 or more-person
household, however, there will be a need for 1-person housing units to accommodate
a growing share of these households.
What Are the Current Housing Affordability Conditions in
Pasco?
▪ Pasco has an affordability gap between home prices and rental costs. While the
household’s income allows them to cover the average rent, it falls short when it comes
to purchasing a home at the median price. This suggest that the costs of purchasing a
home is relatively higher than renting in Pasco’s current housing market.
▪ Pasco has an income disparity. While a household earning 100 percent of the area
median income can afford the average rent, they cannot afford to purchase a home at
the median price. This suggest that higher income households likely have a better
change of homeownership, while lower and median-income households might be
limited to renting.
▪ Potential barriers to homeownership exist. The inability of a moderate-income
household to afford the median priced home raises questions about the potential
barriers to homeownership in Pasco. Factors such as high down payment
requirements, stricter mortgage lending criteria, and rising home prices relative to
income growth can make it difficult for many households to enter the homeownership
market.
▪ Increasing the supply of both renter and ownership product units is important for
Pasco in the long-term. If the demand for housing, particularly for homeownership,
exceeds the available supply, it can drive up home prices and make it challenging for
households with moderate incomes to purchase a home. Similarly, if the demand for
rental housing exceeds the available supply, it can drive up rent prices and price out
households that rent in Pasco.
▪ Cost burden among renters in Pasco have remained high since 2010. Although cost
burden has remained at 52 percent since 2010, the share of renters that are severely
cost burdened has declined over time from 29 percent in 2010 down to 23 percent in
2021. This indicates that fewer renters are spending over 50 percent of their household
income in housing costs.
Page 107 of 161
▪ Low housing vacancy rates and high demand for housing has strained Pasco’s
housing market with large increases in housing prices. Since 2010, the median home
value in Pasco has increased 137 percent or $222,928, from $162,962 in 2010 up to
$385,900 in 2022.
▪ Household incomes have not kept pace with the rising costs for homeownership.
Between 2010 and 2021, the median household income has increased 58 percent,
while the median home value in Pasco has increased 106 percent. This significant
increase in homeownership costs have left many unable to purchase a home. As
households struggle to purchase a home, demand for rental units will increase and
potentially see large rent increases to accommodate the growing demand. This also
emphasizes the importance of constructing new rental units to support the growing
demand specially for lower income households.
▪ Housing affordability is a rising challenge in Pasco and region. In 2023, a Pasco
household would need an annual income of at least $96,500 to be able to afford the
median home sale price of $386,000.
Key Future Housing Trends in Pasco
Future Demographic Shift What Type of Housing is Needed?
More middle-aged Millennials ▪ Homeownership of Millennials will increase
▪ Demand for ownership product type will increase near
amenities for families
Increasing Number of People
age 60+
▪ Smaller housing units as senior adults downsize
▪ Housing near services and healthcare facilities
▪ Aging in place and multigenerational households
▪ Affordable rental and ownership product types
Increasing share of Hispanic
Population
▪ Housing units with several bedrooms to accommodate
large household size and multigenerational living
▪ Affordable rental and ownership product types
Increasing Number of 1 and 2-
person household
▪ Smaller housing units
▪ Affordable rental and ownership product type
Page 108 of 161
Housing Strategies and Actions
The Housing Action Plan identifies the following strategies and actions based on key findings
from the market analysis, housing needs assessment, and input from the community.
Strategy 1. Remove Regulatory Barriers and Encourage the Development of
Variety of Housing Types.
Actions:
Action 1.1. Identify necessary changes and update the Municipal Code to increase density,
such as increasing building height, reducing setbacks, allowing mixed-use etc.
Action 1.2. Reduce minimum parking requirements for missing middle housing, multifamily
dwelling units, and mixed-use developments.
Action 1.3. Review and amend the density increase design standards criteria (e.g. density
bonus) to encourage a greater use of this incentive.
Action 1.4. Explore to expand and tailor development impact fees.
Action 1.5. Review and amend deferral of impact fees.
The City of Pasco has already made significant changes to its zoning code. This includes
allowing attached and detached accessory dwelling units (ADUs), and allowing diverse home
types and missing middle housing on a majority of residentially zoned lots . The City has
developed a set of updated standards for adoption that will allow for more housing types and
flexibility, such as townhomes, duplexes, courtyard apartments, an d other homes, that will
increase options for residents. The proposed changes include minimum lot size, building
height, setbacks, and design standards. The City should utilize objective and practical design
standards for flexibility and affordability.
Strategy 2. Increase Homeownership Opportunities.
Action 2.1. Develop pre-approved ADU and middle housing plan sets.
Having a pre-approved set of plans will expedite the permit process and reduce the overall cost
for developers. The City can create some prototype options for developers to choose from for
an expedited review.
Action 2.2. Explore implementing a voluntary inclusionary housing program.
Inclusionary housing encourages creating housing units that are more affordable than the
market rate housing. This can be added as a part of new development regulations. The City can
leverage this by allowing incentives such as increased height, density, reduction in fees etc. in
exchange of a certain percentage of the units (rental or owner) to be available below the
market rate.
Page 109 of 161
Action 2.3. Explore working with community land trust and other affordable housing
providers.
Action 2.4. Increase awareness and access to various housing assistance programs and
amenities such as, downtown assistance program.
Community land trust can be a vehicle for Pasco to increase home ownership. Different non-
profit and housing groups should work together toward s establishing a community land trust.
Under this, land ownership will be maintained by the land trust but homeowners will be able to
build equity and move to the next levels of housing. Affordable homes shall not be
concentrated in one area. They should be located in areas with better public amenities such as
access to transit, parks, retails etc. Information about current housing programs should be
shared through inclusive marketing and promotions.
Strategy 3. Expand the Supply and Access of Affordable Housing.
Action 3.1. Explore establishing a Multi-Family Tax Exemption Program (MFTE) program.
Action 3.2. Explore land banking for affordable housing development.
Action 3.3. Explore a local, revolving funding source to support affordable housing
development and programs.
Action 3.4. Invest in infrastructure in areas with higher and mixed densities.
Pasco should consider establishing 8-year, 12-year and 20-year MFTE programs throughout the
City to stimulate the construction of new, rehabilitated, or converted multifamily housing (4+
units), including affordable housing.
The City of Pasco, neighboring cities, federal jurisdictions (e.g. DSHS), non-profit housing
provides (e.g. Habitat of Humanities), community land trusts etc. should collaborate to access
additional funding opportunities for affordable housing. Existing agency funds also need to be
allocated for affordable housing.
Strategy 4. Build Housing for Pasco’s Special Population Groups.
Action 4.1. Engage alternative housing providers to build affordable housing for special
population groups.
Action 4.2. Adopt code amendments that accommodate supportive and transitional housing,
and emergency shelters.
Action 4.3. Comply with state legislations addressing housing affordability for Pasco.
Alternative housing developer should collaborate with market rate housing developers to cave
in housing opportunities for special population groups. Housing developments should address
both physical and mental disabilities in order to cater to a diverse group.
Strategy 5. Mitigate Displacement of Vulnerable Residents.
Action 5.1. Monitor regulated affordable housing properties and develop a housing
preservation ordinance.
Page 110 of 161
Action 5.2. Expand tenant protections and centralize tenant resources.
Action 5.3. Provide homeowner assistance and resources.
All agencies and coalitions should work together to develop a central database of resources for
affordable housing. Tenant protection and a centralize tenant resources will address illegal
evictions. Homeowners should be given adequate resources and suppor t to maintain their
homes. Old neighborhoods should be monitored for utilities, public safety, and various
community opportunities.
Additional Strategies
Additional strategies are developed to address displacements. Many of these would apply to
the overall conditions in addition to addressing displacement issues. Detailed discussion is
available in Appendix C.
Strategy 6. Build Internal Capacity
Action 6.1. Build a housing coalition through robust community engagement.
Action 6.2. Build capacity for data gathering and analysis.
Action 6.3. Improve Pasco’s ability to leverage local, state, and federal funding opportunities
to preserve and create affordable housing.
Strategy 7. Build data and research to guide future policy actions
Action 7.1. Define and track residential displacement.
Action 7.2. Research policies or programs with racially disparate impacts.
Action 7.3. Estimate affordable housing funding and financing needs.
Strategy 8. Support residents now through readily implementable policies and
programs
Action 8.1. Support residents who may be at risk of displacement now.
Action 8.2. Leveraging existing affordable housing funding and financing programs now.
Strategy 9: Guide future growth by building a zoning structure prepared to
accommodate new Pasconians.
Action 9.1. Pass residential design standards reform.
Action 9.2. Modernize impact fees and utilize them to guide future development patterns.
Action 9.3. Construct a system of straightforward incentives and exactions to govern la rge
development applications.
Action 9.4. Increase zoning density in well-suited neighborhoods.
Page 111 of 161
References
EWU, 2022: Overview of trends in the continuum of housing for homeless & low -income
residents of Benton & Franklin Counties; presented to the Community Health Improvement
Plan advisory committee on May 18, 2022
Habitat for Humanity, 2023; Available at: https://www.habitatbuilds.com/who-we-are/,
accessed on June 14, 2023
Appendices
Appendix A: Public Participation Report
Appendix B: Existing Conditions Memo, NYU Wagner Capstone Team
Appendix C: HOME TO ALL - Strategies for Preventing Displacement, Addressing Racially
Disparate Impacts, and Funding Affordable Housing in Pasco, Washington. NYU Wagner
Capstone Team
Page 112 of 161
Ordinance – Amending PMC 3.40 - 1
Version 09.01.23
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY OF PASCO, WASHINGTON,
AMENDING PASCO MUNICIPAL CODE CHAPTER 3.40 “IMPACT FEES”
RELATED TO IMPACT FEE DEFERRAL PROGRAM.
WHEREAS, the Washington State Legislature adopted the Growth Management Act
which authorizes the collection of impact fees on development activity to provide necessary public
facilities that serve new growth, and development; and
WHEREAS, the Washington State Legislature adopted ESB 5293 in 2015 for counties,
cities, and towns that collect impact fees to adopt a fee deferral process, which allows applicants
to pay impact fees near the end of the construction process rather than at the beginning; and
WHEREAS, the Pasco City Council adopted Ordinance No 3719 in March 2005
establishing impact fees, including a process for deferring impact fees for single-family residences;
and
WHEREAS, the City has conducted a comprehensive outreach and engagement efforts
with community members and housing stakeholders as part of the Housing Action and
Implementation Plan to identify barriers to housing construction; and
WHEREAS, the temporary deferral of impact fees for eligible development projects is
expected to not only stimulate local economic growth but also enhance the affordability of housing
within the community.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO,
WASHINGTON DO ORDAIN AS FOLLOWS:
Section 1. That Section 3.40 entitled “Impact Fees” of the Pasco Municipal Code shall
be and hereby is amended and shall read as follows:
CHAPTER 3.40
IMPACT FEES
Sections:
3.40.010 Findings and purpose.
3.40.020 Applicability.
3.40.030 Geographic scope.
3.40.040 Definitions.
3.40.050 Imposition of transportation impact fees.
3.40.060 Fee schedule.
3.40.070 Time of payment of impact fee.
Page 113 of 161
Ordinance – Amending PMC 3.40 - 2
Version 09.01.23
3.40.080 Credits.
3.40.090 Permitted adjustments.
3.40.100 I-182 corridor traffic impact fund.
3.40.110 Refunds.
3.40.120 Appeals.
3.40.130 Enforcement.
3.40.010 Findings and purpose.
The City Council finds and determines that growth and development activities
within the City will create additional demand for the construction, improvement
and utilization of public streets, roadways, and right-of-way improvements by
bringing additional residents, visitors, businesses and customers into the City; and
further finds that growth and development activities should pay a proportionate
share of the costs of such necessary transportation and circulation facilities needed
to serve this growth and development activity. It is therefore necessary to regulate
property development to improve public transportation facilities through mitigating
the direct impacts of the development by the assessment of impact fees to insure
that these facilities are adequately funded and available to serve the increased
demand resulting from this growth and development. It is the intent that the
provisions of this chapter shall be liberally construed to effectively carry out the
purposes of the Council in establishing this impact fee. [Ord. 3719 § 1, 2005; Code
1970 § 3.132.010.]
3.40.020 Applicability.
The City shall collect transportation impact fees as provided in PMC 3.35.230 from
any applicant seeking development approval from the City for any development
activity within that portion of the City identified in PMC 3.40.030, where such
development activity requires the issuance of a building or occupancy permit. This
shall include, but not be limited to, the development of residential, commercial,
retail, office, and industrial land, and includes the expansion of existing uses that
create an additional demand upon public transportation facilities, as well as a
change in an existing use that creates an additional demand for public transportation
facilities. [Ord. 3719 § 1, 2005; Code 1970 § 3.132.020.]
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3.40.030 Geographic scope.
The boundaries within which the transportation impact fees shall be charged and
collected are those areas within the I-182 Corridor Subarea lying west of 20th
Avenue bounded on the north by the northern City boundaries and on the south and
west by the Columbia River, and shall include all unincorporated areas annexed to
the City on or after the effective date of the ordinance codified in this chapter and
the development of unincorporated properties that may create an additional demand
upon the public traffic facilities within this geographic area imposed pursuant to an
interlocal agreement between the City and the County specifically addressing the
identification and mitigation of these transportation impacts. [Ord. 3719 § 1, 2005;
Code 1970 § 3.132.030.]
3.40.040 Definitions.
“Applicant for impact fee deferral” means an applicant for a building permit that
also makes an application for impact fee deferral. It includes an entity that controls
the applicant, is controlled by the applicant or is under common control with the
applicant.
“Transfer” means sale as defined in RCW 82.45.010, forfeiture, foreclosure, trade,
gift, receivership, bankruptcy or other change in ownership or interest in real
property or improvements. [Ord. 4307, 2016; Code 1970 § 3.132.035.]
3.40.050 Imposition of transportation impact fees.
Transportation impact fees shall:
(1) Be imposed only for system improvements that are reasonably related to the
new development.
(2) Not exceed a proportionate share of the costs of system improvements that are
reasonably related to the new development.
(3) Be used for system improvements that will reasonably benefit the new
development.
(4) May be collected and spent only for transportation system and right-of-way
improvements which are addressed by the capital facilities plan element of
the City of Pasco Comprehensive Land Use Plan and adopted Subarea Plan
addressing the following elements:
(a) Deficiencies in public transportation facilities serving existing
development and the means by which existing deficiencies will be
eliminated within a reasonable period of time;
(b) Additional demands placed on existing public facilities by new
development; and
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Ordinance – Amending PMC 3.40 - 4
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(c) Additional public facility improvements required to serve new
development.
(5) Should not be imposed to mitigate the same off-site transportation facility
impacts that are mitigated by any other assessment required by ordinance or
law of the same development. [Ord. 3719 § 1, 2005; Code 1970 § 3.132.040.]
3.40.060 Fee schedule.
The transportation impact fee shall be paid as set forth in PMC 3.35.230. [Ord. 3719
§ 1, 2005; Code 1970 § 3.132.050.]
3.40.070 Time of payment of impact fee.
(1) All developers shall pay an impact fee in accordance with the provisions of
this chapter at the time that the applicable development permit is available for
issuance.
The impact fee as initially calculated, after issuance of a development permit,
may be recalculated at the time of payment if the development is modified or
conditioned in such a way as to alter the trip generation rate for the
development.
No development permit shall be issued until the impact fee is paid, except that
developers of residential subdivisions, short plats, or planned unit
developments may defer payment until building permits are issued for the lots
within the subdivision, short plat, or planned unit development.
A developer may obtain a preliminary determination of the impact fee before
application for a development permit upon providing the Director of
Community and Economic Development with the information necessary for
processing the application.
Impact fees may be paid under protest in order to obtain a permit or other
approval of development activity.
(2) Deferral of Impact Fees. For each single-family residence for which any
impact fee deferral is applied for, an administrative fee set in Chapter 3.35
PMC must simultaneously be paid to the City due to the increased burden
placed on City staff for processing, recording and monitoring such deferrals.
(a) A separate application must be submitted for each single-family
residence and or project being constructed. Only the first 50 applications
per calendar year by each applicant for impact fee deferral are eligible
for the deferral under this chapter. If the City at any time collects impact
fees on behalf of one or more school districts for which the collection
of impact fees could be delayed, the City must consult with the district
Page 116 of 161
Ordinance – Amending PMC 3.40 - 5
Version 09.01.23
or districts about the additional deferrals. The City must give additional
weight to recommendations of each applicable school district regarding
the number of deferrals. If the City disagrees with the recommendations
of one or more school districts, the City must provide the district or
districts with a written rationale for its decision.
(b) The period of deferral expires at the earliest of:
(i) The time of final inspection by the City;
(ii) The time of issuance of a certificate of occupancy by the City;
(iii) The time of closing or the first transfer of the property occurring
after the issuance of the applicable building permit; or
(iv) Eighteen months after the building permit is issued by the City.
(c) Final inspection and a certificate of occupancy will not be conducted or
issued until payment in full of the impact fees is made. For the first
transfer of the property, the impact fees shall be paid at closing if they
have not been previously paid. Unless an agreement to the contrary is
reached between the buyer and the seller, the payment of impact fees
due at closing of a sale must be made from the seller’s proceeds. In the
absence of an agreement to the contrary, the seller bears strict liability
for the payment of the impact fees.
(d) The applicant for impact fee deferral must grant and record in favor of
the City an impact fee lien in the amount of the deferred impact fee. The
lien must be in a form signed, dated and approved by the City Attorney,
and signed by all owners of the property and persons or entities holding
any interest in the property, with all signatures acknowledged as
required for a deed, and recorded among the appropriate land records of
Franklin County. Proof of such recording shall be submitted to the City
before a building permit may be issued. The lien must specify that it is
binding on all successors in title after the recordation. The lien may
specify that it is subordinate to one mortgage for the purpose of
construction upon the same real property granted by the applicant for
impact fee deferral. A mortgage, deed of trust or other financing
mechanism shall be limited to the property upon which construction of
one single-family residence will occur. A lien not paid when due shall
bear interest at the statutory rate. A lien shall become due at the
expiration of the deferral date.
(e) If impact fees are not paid in accordance with this section, the City may
institute foreclosure proceedings in accordance with Chapter 61.12
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Ordinance – Amending PMC 3.40 - 6
Version 09.01.23
RCW. If the City of Pasco does not institute foreclosure proceedings for
unpaid school impact fees within 45 days after receiving notice from a
school district requesting that it do so, the district may institute
foreclosure proceedings with respect to the unpaid school impact fees.
(f) After full payment of impact fees, and upon written request of the person
paying said fees containing the name and address of the requester
together with a copy of a proposed lien release form, the City, upon
approval by the City Attorney, shall sign a lien release and deliver it to
the person paying said fee either in person or by first-class mail. The
property owner at the time of the release, at his or her expense, is
responsible for recording the lien release. [Ord. 4307, 2016; Ord. 3719
§ 1, 2005; Code 1970 § 3.132.060.]
(g) An annual report shall be prepared by the Department of Community
and Economic Development Department evaluating and summarizing
the impact(s) of the deferral program.
3.40.080 Credits.
A credit, not to exceed the transportation impact fee otherwise payable, shall be
provided for the actual value of any dedication of land for, improvement to, or new
construction of any transportation system improvements provided by the developer
to facilities that are identified in the capital transportation facilities plan and
required by the City as a condition of approving the development activity subject
to the permit. [Ord. 3719 § 1, 2005; Code 1970 § 3.132.070.]
3.40.090 Permitted adjustments.
The Director of Community and Economic Development may adjust the standard
transportation impact fee at the time the fee is imposed as may be necessary to
accommodate unusual circumstances in specific cases to insure that impact fees are
imposed fairly.
The amount of the fee to be imposed on a particular development may be adjusted
by the Director of Community and Economic Development after having given
consideration to studies and other data available to the Director of Community and
Economic Development or submitted by the developer demonstrating to the
satisfaction of the Director of Community and Economic Development that an
adjustment should be made in order to carry out the purposes of this chapter.
The transportation impact fee may provide for system improvement costs
previously incurred by the City to the extent that new growth and development will
be served by the previously constructed improvements provided such fee shall not
be imposed to make up for any systems improvement deficiencies. [Ord. 3719 § 1,
2005; Code 1970 § 3.132.080.]
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Ordinance – Amending PMC 3.40 - 7
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3.40.100 I-182 corridor traffic impact fund.
The I-182 Corridor Impact Fund is hereby created into which traffic impact fees
shall be deposited as a special interest bearing account. All interest shall be retained
in the account and expended for the purpose or purposes for which the traffic impact
fees were imposed. Annually, a report showing the source and amount of all
moneys collected, earned or received to the account, and system improvements that
were financed in whole or in part by the impact fees shall be prepared and presented
to the City Council.
Traffic impact fees for transportation system improvements shall be expended only
in conformance with the capital facilities plan element and adopted subarea plans
of the City of Pasco Comprehensive Plan.
Traffic impact fees shall be expended or encumbered for permissible use within six
years of receipt, unless there exists an extraordinary or compelling reason for fees
to be held longer than six years. Such extraordinary or compelling reasons shall be
identified in written findings by the City Council. [Ord. 3719 § 1, 2005; Code 1970
§ 3.132.090.]
3.40.110 Refunds.
(1) The current owner of the property as reflected in the records of the Franklin
County Auditor, on which an impact fee has been paid, may receive a refund
of such fees if the City fails to expend or encumber the impact fees within six
years of the date the fees were paid or longer as designated by the City Council
by written findings on public transportation facilities intended to benefit the
development activity for which the impact fees were paid. In determining
whether traffic impact fees have been encumbered, impact fees shall be
considered encumbered on a first in, first out basis. The City shall notify
potential claimants by first-class mail deposited with the United States postal
service at the last known address of the claimant.
(2) The request for refund must be submitted to the City Council by depositing the
same in the office of the City Clerk by written notice within one year of the
date the right to claim the refund arises or the date that notice is given,
whichever is later. Any impact fees that are not expended within these time
limits, and for which no application for refund has been made within this one-
year period, shall be retained and expended on the indicated capital facilities.
Refunds of transportation impact fees shall include actual interest earned on
the impact fees.
(3) In the event the City seeks to terminate any and all impact fee requirements,
all unexpended or unencumbered funds, including interest earned, shall be
refunded. Upon the finding by the City Council that any and all fund
requirements are to be terminated, the City shall place a notice of such
Page 119 of 161
Ordinance – Amending PMC 3.40 - 8
Version 09.01.23
termination and the availability of refunds in a newspaper of general
circulation at least two times and shall notify all potential claimants by first-
class mail to the last known address of the claimants. All funds available for
refund shall be retained for a period of one year. At the end of one year, any
remaining funds shall be retained by the City, but must be expended for the
indicated public transportation facility. This notice requirement shall not
apply if there are no unexpended or unencumbered balances within the
account being terminated.
(4) A developer may request and shall receive a refund, including interest earned
on the impact fees, when the developer does not proceed with the
development activity and no impact has resulted. [Ord. 3719 § 1, 2005; Code
1970 § 3.132.100.]
3.40.120 Appeals.
(1) A developer may appeal the amount of a transportation impact fee determined
by the Director of Community and Economic Development to the City
Hearing Examiner under the procedures provided in Chapter 25.195 PMC.
The developer shall have the burden of proving:
(a) An error was committed in calculating the assessment of the impact fee
or the developer’s proportionate share.
(b) Such fee does not mitigate a direct impact.
(c) The City based its determination on incorrect data. A developer may also
submit such other information deemed relevant or appropriate for the
purpose of disputing the impact fee.
(d) The Director of Community and Economic Development shall meet with
the developer and such other parties as are deemed necessary in order
to resolve the dispute. If the dispute is not resolved by the Director, the
developer may appeal the imposition of the impact fee to the Hearing
Examiner. The Hearing Examiner only determines whether the fee is
reasonable, but does not make any adjustment thereto. The Hearing
Examiner may remand the matter to the Community and Economic
Development Department for further consideration consistent with the
Hearing Examiner’s decision.
(2) An appeal from a decision of the Director of Community and Economic
Development must be filed with the Hearing Examiner within 10 calendar
days of the Director’s written decision regarding the fee amount. [Ord. 3719
§ 1, 2005; Code 1970 § 3.132.110.]
3.40.130 Enforcement.
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Ordinance – Amending PMC 3.40 - 9
Version 09.01.23
When a development has been identified as having a direct impact upon the public
transportation facilities, and an impact fee has not been paid, the requested permit
may be denied.
A development permit issued after the effective date of this Ordinance shall be null
and void if issued without substantial compliance with this chapter. [Ord. 3719 § 1,
2005; Code 1970 § 3.132.120.]
Section 2. Severability. If any section, subsection, sentence, clause, phrase or word
of this ordinance should be held to the invalid or unconstitutional by a court of competent
jurisdiction, such invalidity or unconstitutionality thereof shall not affect the validity or
constitutionality of any other section, subsection, sentence, clause phrase or word of this ordinance.
Section 3. Corrections. Upon approval by the city attorney, the city clerk or the code
reviser are authorized to make necessary corrections to this ordinance, including scrivener’s errors
or clerical mistakes; reference to other local, state, or federal laws, rules, or regulations; or
numbering or referencing of ordinances or their sections and subsections.
Section 4. Effective Date. This ordinance shall take full force and effect five (5) days
after approval, passage and publication as required by law.
PASSED by the City Council of the City of Pasco, Washington, on this ___ day of
_______________, 202_.
_____________________________
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Published: _____________________________
Page 121 of 161
Resolution - – Terminate ILA (AFN 1813678 PRAG) for PILOT Fee - 1
Version 09.01.23
RESOLUTION NO. _________
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
AUTHORIZING THE CITY MANAGER TO SIGN AND EXECUTE AN
AGREEMENT WITH THE HOUSING AUTHORITY OF THE CITY OF PASCO
AND FRANKLIN COUNTY TERMINATING THE INTERLOCAL
AGREEMENT RELATED TO PILOT FEE IN LIEU OF TAX.
WHEREAS, on April 7, 2014, the City of Pasco (City) and the Housing Authority of the
City of Pasco and Franklin County (Housing Authority) entered into an Interlocal Cooperation
Agreement (ILA), recorded with Franklin County Auditor’s Office AFN 1813678 PRAG, for
Payment in Lieu of Taxes (Pilot).
WHEREAS, the Housing Authority owed land in the City and it was expected to develop
a housing project for purposes of providing to low-income families; and
WHEREAS, RCW 35.82.210 exempts a housing authority and its property from all State
and local taxes; and
WHEREAS, as a condition of providing certain approvals for the housing project, the City
requested that the Housing Authority pay, or cause the lessee of the housing project to pay,
amounts to the City in lieu of taxes to defray the cost of providing essential local public services;
and
WHEREAS, the Housing Authority has requested the City to stop the PILOT Fee and
dissolve the April 2014 ILA; and.
WHEREAS, the City Council of the City of Pasco, Washington, has after due
consideration, determined that it is in the best interest of the City of Pasco to enter into an
agreement with the Housing Authority terminating the April 2014 ILA.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF PASCO, WASHINGTON:
That the City Council of the City of Pasco approves the terms and conditions of the
termination agreement between the City of Pasco and the Housing Authority of the City of Pasco
and Franklin County as attached hereto and incorporated herein as Exhibit A.
Be It Further Resolved, that the City Manager of the City of Pasco, Washington, is hereby
authorized, empowered, and directed to execute said termination agreement on behalf of the City
of Pasco.
Be It Further Resolved, that this resolution will take effect immediately.
Page 122 of 161
Resolution - – Terminate ILA (AFN 1813678 PRAG) for PILOT Fee - 2
Version 09.01.23
PASSED by the City Council of the City of Pasco, Washington, on this ___ day of _____,
202_.
_____________________________
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Page 123 of 161
RECORDED AT THE REQUEST OF
AND AFTER RECORDING RETURN TO:
Matt Truman, PHM
Executive Director
Housing Authority of the City of Pasco
and Franklin County
2505 W. Lewis Street
Pasco, Washington 99301
AGREEMENT TO TERMINATE INTERLOCAL COOPERATION AGREEMENT
Grantor: City of Pasco
Grantee: Housing Authority of the City of Pasco and Franklin County
Legal Description: W2 NE4 SW4 20-9-30
Official legal description on Exhibit A attached
Assessor’s Tax Parcel ID#: 113460158
Reference # (If applicable): 1813678 PRAG
Page 124 of 161
1
AGREEMENT TO TERMINATE INTERLOCAL COOPERATION AGREEMENT
BETWEEN
CITY OF PASCO
AND THE HOUSING AUTHORITY OF THE CITY OF PASCO AND FRANKLIN COUNTY
FOR PAYMENT IN LIEU OF TAXES (PILOT)
This Agreement to Terminate Interlocal Cooperation Agreement (this “Agreement to
Terminate”) is made as of this ____ day of ____________, 2022, by and between the City of
Pasco, a Washington municipal corporation (the “City”) and the Housing Authority of the City
of Pasco and Franklin County, a public body corporate and politic of the State of Washington
(the “Authority”).
1. PILOT Agreement. The City and the Authority previously entered into an
Interlocal Cooperation Agreement dated April 7, 2014 (the “PILOT Agreement”) pursuant to
which the Authority agreed to pay, or to cause to be paid, amounts to the City in lieu of taxes
with respect to certain property owned by the Authority, as further described in Exhibit A hereto.
2. Termination of PILOT Agreement. By mutual agreement, the City and the
Authority hereby terminate the PILOT Agreement, effective as of the first date this Agreement to
Terminate is filed with the county auditor or, alternatively, is listed by subject on either party’s
website or other electronically retrievable public source. Such termination is in recognition that
the Property is public property used for essential public and governmental purposes and is
exempt from all taxes and special assessments pursuant to RCW 35.82.210.
3. Authorization. Each of the City and the Authority does hereby represent and
warrant to the other that it is duly authorized to enter into this Agreement.
4. Counterpart Signature; Filing. This Termination Agreement may be executed in
one or more counterparts, each of which shall be deemed an original, but all of which together
shall constitute one and the same instrument. This Agreement shall be filed with the Franklin
County Auditor and listed by the subject on either party’s website or other electronically
retrievable public source.
[Signature Pages to Follow]
Page 125 of 161
S-1
IN WITNESS WHEREOF, the parties hereby execute this Agreement as of the day and
year first set forth above.
CITY OF PASCO HOUSING AUTHORITY OF THE CITY OF
PASCO AND FRANKLIN COUNTY
By:
By:
, Mayor Matt Truman, Executive Director
ATTEST:
By:
, City Clerk
APPROVED AS TO FORM:
By:
, City Attorney
Page 126 of 161
S-2
STATE OF WASHINGTON
COUNTY OF FRANKLIN
ss.
I certify that I know or have satisfactory evidence that ________________ is the person
who appeared before me and acknowledged that [he/he signed this instrument, on oath stated that
he was authorized to execute the instrument and acknowledged it as the Mayor of the City of
Pasco to be the free and voluntary act of such party for the uses and purposes mentioned in the
instrument.
IN WITNESS WHEREOF I have hereunto set my hand and official seal this ____ day of
_________________, 2022.
(Signature of Notary)
(Legibly Print or Stamp Name of Notary)
Notary public in and for the State of Washington,
residing at
My appointment expires
Page 127 of 161
S-3
STATE OF WASHINGTON
COUNTY OF FRANKLIN
ss.
I certify that I know or have satisfactory evidence that Matt Truman is the person who
appeared before me and acknowledged that he signed this instrument, on oath stated that he was
authorized to execute the instrument and acknowledged it as the Executive Director of the
Housing Authority of the City of Pasco and Franklin County to be the free and voluntary act of
such party for the uses and purposes mentioned in the instrument.
IN WITNESS WHEREOF I have hereunto set my hand and official seal this ____ day of
_________________, 2022.
(Signature of Notary)
(Legibly Print or Stamp Name of Notary)
Notary public in and for the State of Washington,
residing at
My appointment expires
Page 128 of 161
A-1
EXHIBIT A
TO
AGREEMENT TO TERMINATE INTERLOCAL COOPERATION AGREEMENT
The Property is described as follows:
THAT PART OF THE NORTH HALF OF THE SOUTHWEST QUARTER OF
THE SOUTHWEST QUARTER IN SECTION 20, TOWNSHIP 9 NORTH, RANGE 30,
E.W.M., LYING EAST OF STATE HIGHWAY NO. 11 (4TH AVENUE), BEING MORE
PARTICULARLY DESC R IB ED AS FOLLOWS :
COMMENCING ON THE SOUTH LINE OF SAID SECTION 20 AT A POINT 530 FEET
EAST OF THE SOUTHWEST CORNER THEREOF AND ON THE EAST RIGHT-OF-
WAY LINE OF STATE H1GHWAY NO. 11; THENCE NORTH 00°18'17" WEST
ALONG SAID EAST LINE A DISTANCE OF 659.47 FEET TO A POINT ON THE
SOUTH LINE OF THE NORTH HALF OF THE SOUTHWEST QUARTER OF THE
SOUTHWEST QUARTER OF SAID SECTION 20; THENCE NORTH 00°20' 28" WEST
ALONG SAID EAST RIGHT-OF-WAY LINE A DISTANCE OF 4.93 TO THE
SOUTHERLY MARGIN OF WEST AGAT E STREET AS CONVEYED TO THE CITY
OF PASCO BY QUIT CLAIM DEED RECORDED UNDER AUDITOR'S FEE No . 323673;
THENCE NORTH 00°19' 43" WEST A DISTANCE OF 50.84 FEET TO THE NORTHERLY
MARGIN OF SAID WEST AGATE STREET AT THE EAST RIGHT-OF-WAY LINE OF
SAID HIGHWAY; THENCE NORTH 00°19’01" WEST ALONG SAID EAST LINE A
DISTANCE OF 217.52 FEET TO THE TRUE POINT OF BEGINNING; THENCE
CONTINUING NORTH 00°19'01" WEST ALONG SAID EAST LINE A DISTANCE OF
336.14 FEET TO THE BEGINNING OF A CURVE CONCAVE TO THE SOUTH EAST
HAVING A RADIUS OF 10.00 FEET; THENCE LEAVING SAID EAST LINE
NORTHEASTERLY ALONG THE ARC OF SAID CURVE THROUGH A CENTRAL
ANGLE OF 90°12'29'' A DISTANCE OF 15.74 FEET TO THE SOUTHERLY MARGIN OF
WEST PEARL STREET AS CONVEYED TO THE CITY OF PASCO BY DEDICATIO N
DEED RECORDED UNDER AUDITOR'S FEE No. 1757531; THENCE NORTH 89°53'28"
EAST ALONG SAID SOUTHERLY LINE A DISTANCE OF 344.96 FEET TO THE EAST
MARGIN OF SAID CONVEYANCE; THENCE NORTH 00°18'28" WEST A DISTANCE OF
40.00 TO THE NORTH LINE OF THE SOUTHWEST QUARTER OF THE SOUTHWEST
QUARTER OF SAID SECTION 20; THENCE NORTH 89°23'57" EAST ALONG SAID
NORTH LINE A DISTANCE OF 200.65 FEET; THENCE LEAVING SAID NORTH LINE
SOUTH 00°02'51" EAST A DISTANCE OF 81.64 FEET; THENCE SOUTH 10°40'47" WEST
A DISTANCE OF 148.88 FEET; THENCE SOUTH 01°21'14" WEST A DISTANCE OF 55.35
FEET TO THE BEGINNING OF A NON-TANGENT CURVE CONCAVE TO THE
SOUTHWEST HAVING A RADIUS OF 97.00 FEET FROM WHICH THE CHORD BEARS
NORTH 85°21'03" WEST A DISTANCE OF 16.52 FEET; THENCE NORTHWESTERLY
ALONG THE ARC OF SAID CURVE THROUGH A CENTRAL ANGLE OF 9°46'11" A
DISTANCE OF 16.54 FEET: THENCE SOUTH 89°45' 53" WEST A DISTANCE OF 48.87
Page 129 of 161
A-2
FEET TO THE BEGINNING OF A CURVE CONCAVE TO THE NORTH HAVING A
RADIUS OF 194.00 FEET; THENCE WESTERLY ALONG THE ARC OF SAID CURVE
THROUGH A CENTRAL ANGLE OF 1°06'38" A DISTANCE OF 3.76 FEET; THENCE
NORTH 89°07' 33" WEST A DISTANCE OF 30.87 FEET; THENCE SOUTH 89°06'29"
WEST A DISTANCE OF 77.17 FEET TO THE BEGINNING OF A CURVE CONCAVE TO
THE SOUTHEAST HAVING A RADIUS OF 102.00 FEET; THENCE SOUTHWESTERLY
ALONG THE ARC OF SAID CURVE THROUGH A CENTRAL ANGLE OF 33°48'57" A
DISTANCE OF 60.20 FEE T; THENCE SOUTH 55°17' 29" WEST A DISTANCE OF 115.68
FEET TO THE BEGINNING OF A CURVE CONCAVE TO THE NORTHWEST HAVING A
RADIUS OF 111.00 FEET; THENCE SOUTHWESTERLY ALONG THE ARC OF SAID
CURVE THROUGH A CENTRAL ANGLE OF 34°26'22" A DISTANCE OF 66.72 FEET;
THENCE SOUTH 89°43'53" WEST A DISTANCE OF 133.29 FEET TO THE TRUE POINT
OF BEGINNING .
Page 130 of 161
Community & Economic Development Department
PO Box 293, 525 N 3rd Ave, Pasco, WA 99301
P: 509.544.3441 / F: 509.545.3499
Housing Action and Implementation Plan: Housing Stakeholder Workshop #1
Meeting Summary
The City of Pasco invited stakeholders to a workshop to launch the Housing Action and
Implementation Plan. The City assembled a list of organizations, service providers, advocacy
groups, developers, realtors, and other stakeholders to discuss key housing issues occurring and
emerging in the city. Feedback from this meeting will be used to identify a series of opportunities
and challenges to be addressed within the Housing Action and Implementation Plan.
Representatives were invited to the first Housing Stakeholder Workshop to introduce the
Housing Action and Implementation Plan, and to solicit input in support of identifying housing
strategies to address challenges and opportunities. The following list demonstrates agencies,
organizations, companies, and other stakeholders present at the workshop.
• Tri-Cities Hispanic Chamber of Commerce
• Tri-Cities Residential Services
• Tri-County Partners for Habitat for Humanity
• B4 Development and Consulting, LLC
• Ben Franklin Transit
• Domestic Violence Services of Benton and
Franklin County
• United Way of Benton and Franklin Counties
• Benton County Department of Human
Services
• Benton-Franklin Council of Governments
• Catholic Charities of Central Washington
• Housing Authority of Franklin County and
City of Pasco
• Aqtera Engineering
• Benton-Franklin Health District
• Tri-City Association of REALTORS
• Century 21 Tri-Cities
• Paragon Group Washington
• Tres Rios Community Land Trust
• Windemere / The Connors Group
The workshop was facilitated by Ferdouse Oneza, of Oneza & Associates, with the support of
ECONorthwest. City staff were in attendance to assist throughout the presentation. A
presentation was shared with attendees, summarizing the intent of the Housing Action and
Implementation Plan effort, along with requirements associated with the funding from the
Subject City of Pasco – Housing Stakeholder Workshop #1
Date | Time December 13, 2022 | 3:00pm – 5:00pm
Location Community Room, Pasco Police Department
Details Visit project website for presentation materials
Workshop Purpose
Attendance
Feedback Summary
Page 131 of 161
2
Washington State Department of Commerce. An open forum discussion was then held. The
meeting agenda can be found in Appendix A. Stakeholders were asked to share their
understanding of current housing conditions, and major issues to address during the planning
process. A summary of the discussion is provided below.
Current Conditions
• Chronic homelessness is an issue
• Housing for persons with disabilities are in jeopardy
• Hotels are serving as permanent housing for many, but there is no way to quantify
• No starter homes are available in Pasco, forcing residents to leave
• Housing insecurity is a real concern for many (e.g., K-12 system students).
• Increasing concern for student renters.
• Rent burden has increased for tenants.
• A need to increase multi-family home supply, and a severe lack of rental units
• High-occupancy or overcrowded housing can be a nuisance if not managed carefully
• Not many affordable housing community organizations or agencies locally
• Housing is a challenge for those on fixed incomes, seniors, and aging residents
• Too many growth regulations (GMA, Impact Fees, Time for approval)
• Supply and demand, and the market is changing rapidly
• Single Family only zoning is problematic, and restrictive
• The need and challenge for housing resonates with local businesses
• There is an affordable housing crisis in Pasco; minimum wage cannot support housing costs
• Developers are building and providing what the market demands
• The city has done a good job of reworking codes for residential zoning to allow more multi-
family and ADUs
• Lack of adequate access to childcare
• Coordination exists among landlords and tenants in terms of voucher acceptance
• Pasco has down payment assistance program
Needs and Issues
• Need to increase access to stable housing
• The need for housing at all levels (shelters, affordable housing, subsidized housing)
• The need to ensure public transportation is accessible for community members
• Biggest challenge is understanding what the workforce needs for housing
• What can new workers afford
• Will increasing to housing supply address local incomes/AMIs
• What is workforce housing? How is it defined? Who is the workforce?
• Where will new industrial jobs and entry level employees live?
• Need for tenant protection laws
• Need for more housing options and choices
• Incentives needed to landlords to rent to individuals with records, substandard finances
• Need to address housing and transportation accessibility together
• Need for more community land trusts
Page 132 of 161
3
• Need for maximizing the land utilization to offer housing
• Multi-family homes should have an increase in supply
• Human element of housing challenges, non-profits often have to deal with the
emotion/human-side of the issues
• Interest in mixed-income housing, it is more attractive to private developers because of
flexibility
• The need for more employers to be part of the discussion.
• Impact of proposed legislation and actions by the State/Legislature
• Incentives are important
• The need for housing that isn’t luxury
• Pasco’s School Impact Fee collection is a barrier
• Consideration of Real Estate Excise Tax (REET) reduction with the legislature
• Supportive housing must be addressed in the plan
• Impact fees are needed due to status quo of growth/sprawl
• Consideration of pre-approved plans for homes, including ADUs
• Infill development should be explored, with consideration of implementing a Form Based
Code
• New regulations are costly, need expedited permit review
• Costs of infrastructure impacts housing prices
• There is a need for regional collaboration to develop a regional housing strategy
• There should be involvement from public schools, particularly K-12 to understand the impacts
of housing on students
• The housing plan needs further clarification of the outcome of the planning process
• Need to target households falling into income categories under 120% of the AMI
• Deed restrictions and/or reversionary clauses to prevent quick profit taking for any under
market value priced homes
• Rolling permit/impact fees associated with new construction into forgivable deeds o f trust
recorded at the time of sale tied to ownership requirements
• Placing limits on ‘appreciation in value’ covenants on these newly created affordable housing
units to prevent profit taking at the detriment of the plan’s goals.
• Make sure the plan incorporates a consistent set of ideals with surrounding communities.
• Current housing prices can only be afforded by a minority of the city’s residents and most
HHs couldn’t afford the home they currently live in if they had to purchase it again at today’s
market rate.
• Work with the Port of Pasco and State of Washington to identify parcels with development
potential in addition to the current inventory held by the City of Pasco
Page 133 of 161
4
The consultant team and City staff thanked attendees for their time and participation. Feedback
from the workshop will be used to inform future engagement efforts. All inputs will help inform
the development of the preliminary draft of the Housing Action and Implementation Plan.
A second stakeholder workshop will be scheduled in the late Winter, followed by a community -
wide survey.
Conclusion and Next Steps
Page 134 of 161
Community & Economic Development Department
PO Box 293, 525 N 3rd Ave, Pasco, WA 99301
P: 509.544.3441 / F: 509.545.3499
Housing Action and Implementation Plan: Housing Stakeholder Workshop #2
Meeting Summary
The city hosted a second housing stakeholder workshop in May 2023 to provide an update on
the Housing Action and Implementation Plan. A presentation was given by representatives from
Oneza and Associates, and ECONorthwest, showcasing the work completed to date, including the
results of the Housing Needs Assessment and the Housing Market Analysis. City staff also
provided a brief summary of preliminary results from the Community Housing Survey.
The following list summarizes the various organizations, agencies, and stakeholders in
attendance.
• Tri-Cities Residential Services
• Tri-County Partners for Habitat for Humanity
• B4 Development and Consulting, LLC
• United Way of Benton and Franklin Counties
• Benton-Franklin Health District
• Tri-City Association of REALTORS
• Century 21 Tri-Cities
• Tres Rios Community Land Trust
The following is intended to summarize the conversations, questions, and discussions that
occurred during and after the presentation. The summary below is categorized by primary
topic/theme.
Community Housing Survey:
• Does the survey break down the results between renter occupied and owner occupied
homes, and how does that corelate to the actual renter/owner rates?
o The city responded that the survey did ask participants to indicate if they currently
own or rent, or if they have owned or rented in the past.
Housing Incentives and Code Updates:
Subject City of Pasco – Housing Stakeholder Workshop #2
Date | Time May 4, 2023, | 3:00pm – 5:00pm
Location Council Chambers, Pasco City Hall
Details Visit project website for presentation materials
Workshop Purpose
Attendance
Feedback Summary
Page 135 of 161
2
• The city should identify incentives for landlords to accommodate disabled community
members.
• Incentives should be identified to encourage the private market (developers) to partner with
non-profits, such as the Habitat for Humanity.
• City should focus on allowing more flexibility and developing incentives to create new and
affordable housing units, rather than affordability requirements for new housing.
General Comments:
• Factoring the cost of childcare as part of overall household costs will increase housing
affordability constraints
• Concerns about housing typologies and accommodation of those with disabilities
• Encourage community land trusts
• Not enough permanent subsidies for those on disability pay
• Concerns about rising property taxes for those on fixed income
General Questions:
• Identify surplus lands to use for housing
The consultant team and City staff thanked attendees for their time and participation. Feedback
from the workshop will be used to inform future engagement and planning efforts. All inputs will
help inform the development of the preliminary draft of the Housing Action and Implementation
Plan.
A third stakeholder workshop will be scheduled in the summer.
See Presentation.
Conclusion and Next Steps
References
Page 136 of 161
Community & Economic Development Department
PO Box 293, 525 N 3rd Ave, Pasco, WA 99301
P: 509.544.3441 / F: 509.545.3499
Housing Action and Implementation Plan: Housing Stakeholder Workshop #3
Meeting Summary
The city hosted a third housing stakeholder workshop in July 2023 to provide an update on the
Housing Action and Implementation Plan. A presentation was given by representatives from
Oneza and Associates, and ECONorthwest, which included elements of the Draft Housing Action
and Implementation Plan, and results of the Housing Needs Assessment and the Housing Market
Analysis.
The following list summarizes the various organizations, agencies, and stakeholders in
attendance.
• Tri-County Partners for Habitat for Humanity
• Catholic Charities Central Washington
• Tres Ríos Community Land Trust
• Century 21 Tri-Cities
• Tri-City Association of REALTORS
• Domestic Violence Services of Benton & Franklin Counties
• Big Maple Properties
• Home Builders Association of the Tri-Cities
• Elite Construction and Design
• Benton Franklin Health District
• B4 Development & Consulting
The following is intended to summarize the conversations, questions, and discussions that
occurred during and after the presentation.
Comments on what the plan/city should continue to address:
Subject City of Pasco – Housing Stakeholder Workshop #2
Date | Time July 13, 2023, | 3:30pm – 5:00pm
Location Council Chambers, Pasco City Hall
Details Visit project website for presentation materials
Workshop Purpose
Attendance
Feedback Summary
Page 137 of 161
2
• Identify what led to the dramatic increase of housing prices and supply shortage between
2000 – 2020
• Examine the factors contributing to the disparity between current housing supply and
community needs
• Increase height limits in proximity to major transportation hubs, public amenities, and
essential infrastructure such as parks, schools, and commercial centers
• Increase height limits for ADUs that are part of garage conversions
• Remove/reduce minimum parking requirements
• Identify incentives for private developers to collaborate with non-profit and low-income
housing providers
• Develop comprehensive policies and recommendations that take into consideration the built
environment and its effects on public health, encompassing aspects such as mobility,
walkability, and overall well-being
• Develop resources and education needed for small and non-traditional developers
• Encourage the use of Community Land Trusts
The consultant team and City staff thanked attendees for their time and participation. Feedback
from the workshop will be used to inform future engagement and planning efforts. All inputs will
help inform the development of the preliminary draft of the Housing Action and Implementation
Plan.
A fourth stakeholder workshop will be scheduled in the fall.
See Presentation.
Conclusion and Next Steps
References
Page 138 of 161
On
Pasco
Housing Action &
Implementation
Plan
Oneza & Associates
October 23, 2023
City CouncilPage 139 of 161
Housing Action & Implementation Plan
Goals/Purpose of Housing Action Plan
•Encourage construction of additional affordable and market rate housing in a greater variety of housing types and at prices that are accessible to a greater variety of incomes.
•Be an actional policy document that outlines how to meet Pasco’s housing demands
•Provide comprehensive road map to implement cohesive, effective and practical strategies tailored to PascoPage 140 of 161
Housing Action & Implementation Plan
Page 141 of 161
Housing Action & Implementation Plan
Engagement Efforts
•Tri-Cities Hispanic Chamber of Commerce
•Tri-Cities Residential Services
•Tri-County Partners for Habitat for
Humanity
•B4 Development & Consulting, LLC
•Ben Franklin Transit
•United Way of Benton and Franklin
Counties
•Benton County Department of Human
Services
•Benton-Franklin Council of Governments
•Catholic Charities of Central Washington
•Housing Authority of Franklin County and
City of Pasco
•Aqtera Engineering
•Benton-Franklin Health District
•Tri-City Association of REALTORS
•Century 21 Tri-Cities
•Paragon Group of Washington
•Tres Rios Community Land Trust
•Windemere / Connors Groups
Housing Stakeholder Workshops -
December 2022 | May 2023 | July 2023 |
October 2023
Community Housing Survey
870 Responses
Page 142 of 161
Housing Action & Implementation Plan
Housing Profile: Pasco has the highest change in home value
Page 143 of 161
Housing Action & Implementation Plan
Housing Profile:
Owner's income has
increased more
compared to renter’s
incomePage 144 of 161
Housing Action & Implementation Plan
Housing Attainability
Page 145 of 161
Housing Action & Implementation Plan
Housing Needs by 2045
Page 146 of 161
Housing Action & Implementation Plan
Housing Needs by 2045
Page 147 of 161
Housing Action & Implementation Plan
Recommended Strategies
#1) Remove regulatory barriers and encourage the development of a variety of
housing types.
#2) Increase opportunities for homeownership
#3) Expand the supply and increase access to affordable housing
#4) Build housing for Pasco’s special population groups
#5) Mitigate displacement of vulnerable residentsPage 148 of 161
Housing Action & Implementation Plan
Next Steps
OCTOBER
4th Housing
Stakeholder Workshop
NOVEMBER
Planning Commission
Recommendation
NOVEMBER –
DECEMBER
City CouncilPage 149 of 161
AGENDA REPORT
FOR:City Council October 17, 2023
TO:Adam Lincoln, City Manager City Council Workshop
Meeting: 10/23/23
FROM:Steve Worley, Director
Public Works
SUBJECT:Ordinance - Franklin County Irrigation District Franchise Agreement
I.REFERENCE(S):
Ordinance/Franchise Agreement
II.ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III.FISCAL IMPACT:
The Franchise Agreement allows for the protection of City and Franklin County
Irrigation District No. 1 (District) assets and ensures that the public investment
in City and District facilities are installed, repaired and replaced in a manner
that is fiscally responsible to both parties.
IV.HISTORY AND FACTS BRIEF:
Franklin County Irrigation District No. 1 (District) operates an irrigation district
both inside and outside the corporate boundaries of the City of Pasco (City), all
within Franklin County, Washington. The City provides utility services and other
services to City residents within the City of Pasco also located in Franklin
County.
The District and the City each have rights-of-way and easements through
which they provide their respective services, and the District and the City have
facilities located in and/or needing to be located in one another’s easements
and rights-of-way.
V.DISCUSSION:
The District and the City are desirous of giving the best services that each can
Page 150 of 161
provide to the public and coordinating their efforts at the least cost to each (the
City and the District) benefiting the public whom they serve.
Therefore, the District and the City would like to enter into a reciprocal
franchise agreement that sets forth the rights and responsibilities of each party
for these coordinating efforts.
City Staff recommend approval of the attached Franchise Agreement with the
District.
Page 151 of 161
Ordinance – FCID Reciprocal Franchise - 1
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF PASCO, WASHINGTON, GRANTING TO AND RECEIVING
FROM THE FRANKLIN COUNTY IRRIGATION DISTRICT NO. 1
MUTUAL, RECIPROCAL FRANCHISES FOR EASEMENT AND
RIGHT-OF-WAY USE.
WHEREAS, Franklin County Irrigation District No. 1 (hereinafter the “District”)
operates an irrigation district both inside and outside the corporate boundaries of the City
of Pasco (hereinafter the “City”), all within Franklin County, Washington; and
WHEREAS, the City is a Municipal Corporation providing utility services and
other services to City residents within the City of Pasco also located in Franklin County,
State of Washington; and
WHEREAS, the District and the City each have rights-of-way and easements
through which they provided their respective services; and
WHEREAS, the District and the City have facilities located in and/or needing to
be located in one another’s easements and rights-of-way; and
WHEREAS, the District and the City are desirous of providing the best services
that each can provide to the public and of coordinating their efforts of such at the least
cost to each the City and the District and thus to the general public whom they serve; and
WHEREAS, with the City Council’s approval of this Ordinance and with the
District’s approval of its Resolution Number _______, the District and the City evidence
their entry into reciprocal franchise agreements set forth hereinbelow.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. Grant of Reciprocal Right to Use Franchise. For valuable
consideration, the sufficiency of which is hereby acknowledged, and for the mutual
benefits, covenants and promises contained herein, the City and the District hereby agree
and grant reciprocal franchises to one another as follows:
A. The City grants to the District and the District grants to the City,
reciprocal franchises to operate their respective utility(ies) and infrastructure in, over,
across, under and through the roads, rights-of-way and easements of the other. In the case
of the City, utilities include, but are not limited to, sewer collection and treatment, water
distributions, irrigation distribution systems, not owned by the District, and other utilities,
such as stormwater, in, over, across, under and through its own roads, rights-of-way and
Page 152 of 161
Ordinance – FCID Reciprocal Franchise - 2
easements in, over, across, under and through the rights-of-way and easements of the
District. With regard to the District, utilities include the operation of irrigation facilities
for purposes of delivering irrigation water in, over and across the City roads, rights-of-
way and easements, and in, over and across the Districts rights-of-way and easements. It
is understood by the Parties that nothing contained in this agreement shall in any way
alter or amend the terms of the previous agreement concerning Burns Road originally
entered into on January 8, 2012 (generally referred to as the “Burns Road agreement”)
and subsequent amendments thereto, without mutual agreement of the parties in writing.
B. The Franchises include the right to locate, construct, install, maintain,
relocate, and remove any of said systems or utilities by the party owning or providing for
the same. Each Party is authorized to install, remove, construct, erect, operate, maintain,
relocate and repair its facilities and all necessary appurtenances thereto in, on, over and
under the roads, rights-of-way, and easements of the other, consistent with the plans,
specifications, details and schedules approved in advance by the Party in whose roads,
rights-of-way, easements the facilities are to be located in, on, over and/or under. The
plans, specifications, details, and schedules referenced in this sub-section shall include
the details and schedules for approved, satisfactory repair and replacement of the said
roads, rights-of-way, and easements.
C. The Parties each agree that if any of its actions under this Franchise
Agreement impair or damage any of the other Party’s property, roads, easements, rights-
of-way, or property owned by a third-party, such Party shall give the other Party notice of
damage as soon as practical and restore, at its own cost and expense, said impaired or
damaged property to the reasonable satisfaction of the other Party or Third-party owner.
D. This Franchise is non-exclusive, and the Parties are not prohibited from
entering into other agreements, including Franchises, covering their same roads, rights-
of-way or easements.
E. The Parties agree that their use of Franchise Area shall at all times be
subordinated to and subject to the rights and interests of the Party who owns and/or or
controls the roads, easements, rights-of-way, or any portions thereof. Notwithstanding
the foregoing, the Parties agree to work together to facilitate an agreeable solution to
allow the other Party to use the controlling Party’s roads, easements, rights-of-way, or
any portion thereof. Said solutions are to be reasonable and include reasonable
engineering recommendations. Where the Parties both have a mutual ownership interest
in the roads, easements, rights-of-way, and/or property, the Parties will work together to
determine the best alternatives to maintain the rights of the Parties. It is the intent of the
Parties to work for public safety and reliable work without excess requirements or over
building. This agreement applies only to utility and irrigation facilities and does not
apply to recreational use of district right of way.
F. The Parties each reserve the right to change, regrade, relocate, abandon, or
vacate any of the Party’s roads, easements and/or rights-of-way within the Franchise
Area. If, at any time during the term of this Franchise, such Party vacates any portion of
Page 153 of 161
Ordinance – FCID Reciprocal Franchise - 3
the Franchise Area containing the other Party’s Facilities, the vacating Party shall reserve
an easement for public utilities and/or facilities within that vacated portion, pursuant to
state law, within which the non-vacating Party may continue to operate any existing
Facilities of said non-vacating Party under the terms of this Franchise for the remaining
period set forth herein.
G. Except as explicitly set forth herein, this Franchise Agreement does not
waive any rights that the Parties have or may hereafter acquire with respect to the
Franchise Area or any other roads, easements, rights-of-way, property, or any portions
thereof.
H. The parties acknowledge that conflicts may arise between the District and
the City regarding their respective provision of utility services within the same locations:
1. If the District’s use of City roads, rights-of-way and/or easements
for District utility facilities impairs or impedes the City’s use of its roads, rights-
of-way and/or easements, or impairs or impedes the City’s operation of its utilities
or utility facilities, the District will be responsible for moving or changing its
utility facilities to enable to District to provide it’s services without impairing City
roads, rights-of-way and/or easements or City utility facilities.
2. If the City’s use of District rights-of-way and/or easements for City
utility facilities impairs or impedes the District’s use of its rights-of-way and/or
easements, or impairs or impedes the District’s operation of its utilities or utility
facilities, the City will be responsible for moving or changing its utility facilities
to enable to City to provide it’s services without impairing District rights-of-way
and/or easements or District utility facilities.
3. With regard to any installation, relocation, removal or change of
the facilities by one party being removed from, located, or to be located, in, over,
across, under and through the roads, easements and/or rights-of-way of the other,
the party initiating such installation, relocation, removal or change shall be
required to submit appropriate applications, plans and specifications to the other
party’s engineer or other official responsible for receiving and processing
applications, plans and specifications relative to the proposed changes for
approval. Said applications, plans and specifications shall be submitted to the
appropriate engineer or official not less than 30 days prior to the proposed
construction or action and the respective engineer shall reply to said plans and
specifications within 14 days indicating approval or any changes as are
necessitated. Any changes that are necessitated shall be accommodated with an
addition 14 days to the end result that final plans and approval will be in place 30
days prior to the construction or modification of any of the facilities, except in the
case of emergency repairs. All plans as specified shall be within reasonable
engineering specifications for the proposed work and neither party shall be
required to overbuild facilities. Parties agree to work together diligently to reduce
review times as much as possible.
Page 154 of 161
Ordinance – FCID Reciprocal Franchise - 4
I. It is acknowledged by the parties that, in certain cases, relocation of the
other parties’ facilities may be required to accomplish the revision or installation
proposed by either the City or the District, being whoever is proposing the revision:
1. Any revisions or installations as are approved shall be built
according to the approved plans and specifications and as built drawings shall be
provided to the party whose facilities were moved or revised. Plans and
specifications shall be in form as approved by the respective engineers or officials
which show the position, depth or height and location of all lines and facilities
sought to be constructed, laid, installed or revised, all of which shall be on maps
showing the relative position of existing roads, rights-of-way or easements and all
of which shall be drawn to scale.
J. Upon completion of any construction, the site of construction shall be
returned to as good of condition as existed prior to the construction. With regard to any
construction, the party not doing the construction shall be authorized to inspect and
approve the construction on behalf of the party whose facilities are being altered. The
Parties acknowledge and agree that all work within roads, rights-of-way, or easements
shall be required to follow all permitting, design, and construction standards as is typical
of similar work within the City of Pasco or the Franklin County Irrigation District.
K. Any work to be performed by the parties shall be in accordance with the
plans and specifications provided by each party to the other with regard to the facilities.
Any plans and specifications shall be the same plans and specifications that apply to
typical utility installations or District facility installations, and it is proposed that the
specifications would be consistent and conform to unified and consistent construction.
Section 2. Notice.
A. Written notices to the parties shall be in writing and shall be deemed to
have been duly given if personally delivered, sent by confirmed electronic mail to the
addresses below, or by certified mail to the following addresses, unless a different
address shall be designated in writing and delivered to the other party.
City: City of Pasco Public Works Director
525 N. 3rd Avenue
Pasco, WA 99301
Email:
with a copy to: Pasco City Manager
(Same Address)
Email:
And a copy to: Kerr Ferguson Law, PLLC
1950 Keene Road, Suite F-100
Page 155 of 161
Ordinance – FCID Reciprocal Franchise - 5
Richland, WA 99352
Email: eferguson@kerrlawgroup.net
District: Franklin County Irrigation District No 1
4320 Rd 111
Pasco, WA 99301
P.O. Box 3907
Pasco, WA 99302
Email:
With a Copy to: Leavy, Schultz and Davis, P.S.
2415 West Falls Avenue
Kennewick, WA 99336
Email:
B. Any changes to the above-stated Party information shall be sent, as soon
as practicable to the other Party.
Section 3. Term of Agreement.
A. The reciprocal franchise agreement rights granted herein shall continue
until such time as either the City or the District notifies the other, with a minimum of one
year in advance of termination, that the notifying party is withdrawing from and
terminating this Franchise Agreement.
B. Additionally, this agreement and its reciprocal Franchises shall terminate
at such time as it would be in violation of the laws of the State of Washington governing
the City and/or the District.
Section 4. Amendment or Modification. This Agreement and any of its
provisions may be modified or amended in any manner consistent with state law upon the
prior written consent of both Parties.
Section 5. Repair and Emergency Work. In the event of an emergency
affecting one or both of the Parties’ facilities, the Party affected by the emergency may
commence such repair and emergency response work as required under the circumstances
to rectify and ameliorate the emergency, provided that said Party shall notify the
appropriate engineering/construction official in writing as promptly as possible, before
such repair or emergency work commences, or as soon thereafter as possible, if advance
notice is not practical.
Section 6. Public Information.
A. The Parties understand and recognize that Washington state law limits the
ability of public agencies to shield from public disclosure any information given to them.
Page 156 of 161
Ordinance – FCID Reciprocal Franchise - 6
Accordingly, the Parties each agree to notify the other Party of any requests for public
records related to the other Party.
B. The Parties each agree to indemnify and hold harmless the other Party for
any loss or liability for fines, penalties, and costs (including attorneys’ fees) imposed on
the one Party because of non-disclosures requested by the other Party.
Section 7. Indemnification and Hold Harmless. The Parties each agree to
defend, indemnify, and hold the other Party and its officers, officials, agents, employees,
and representatives harmless from any and all costs, claims, injuries, damages, losses,
suits, or liabilities of any nature including attorneys’ fees arising out of or in connection
with the Party’s performance under this Franchise Agreement, except to the extent such
costs, claims, injuries, damages, losses, suits, or liabilities are caused by the negligence of
the second Party.
Section 8. Insurance.
A. The Parties shall procure and maintain for the duration of this Franchise,
insurance against claims for injuries to persons or damage to property which may arise
from or in connection with the performance of the work hereunder by the Party, its
agents, representatives, or employees in the amounts and types set forth below:
1. Automobile Liability insurance covering all owned, non-owned,
hired, and leased vehicles with a minimum combined single limit for bodily injury
and property damage of $1,000,000.00 per accident. Coverage shall be written on
Insurance Services Office (ISO) form CA 00 01 or a substitute form providing
equivalent liability coverage. If necessary, the policy shall be endorsed to provide
contractual liability coverage.
2. General Liability insurance with limits of not less than
$1,000,000.00 each occurrence, $2,000,000.00 general aggregate and a
$2,000,000.00 products-completed operations aggregate limit. Coverage shall be
written on ISO occurrence form CG 00 01 and shall cover liability arising from
premises, operations, independent contractors, products-completed operations,
stop gap liability, and personal injury and advertising injury and liability assumed
under an insured contract. The General Liability insurance shall be endorsed to
provide the Aggregate Per Project Endorsement ISO form CG 25 03 11 85. There
shall be no endorsement or modification of the General Liability insurance for
liability arising from explosion, collapse, or underground property damage. Each
of the Parties shall name the other Party as an additional insured under the Party’s
General Liability insurance policy with respect to the work performed under this
Franchise using ISO Additional Insured Endorsement CG 20 10 10 01 and
Additional Insured-Completed Operations endorsement CG 20 37 10 01 or
substitute endorsements providing equivalent coverage.
Page 157 of 161
Ordinance – FCID Reciprocal Franchise - 7
3. Workers’ Compensation coverage as required by the Industrial
Insurance laws of the State of Washington.
B. The insurance policies are to contain, or be endorsed to contain, the
following provisions for Automobile Liability, Professional Liability, and Commercial
General Liability insurance:
1. Each Party’s insurance coverage shall be primary insurance. Any
insurance, self-insurance, or insurance pool coverage maintained by the other
Party shall be in excess of the Party’s insurance and shall not contribute with it.
2. The said insurance policies shall be endorsed to state that coverage
shall not be cancelled by either party except after thirty (30) days’ prior wri tten
notice by certified mail, return receipt requested, has been given to the City.
C. Acceptability of Insurers. Insurance is to be placed with insurers with a
current A.M. Best rating of not less than A:VII.
D. Each Party shall furnish the other Party with documentation of insurer’s
A.M. Best rating and with original certificates and a copy of amendatory endorsements,
including but not necessarily limited to the additional insured endorsement, evidencing
the insurance requirements of the Consultant before commencement of the work.
E. Each Party shall have the right to self-insure any or all of the above-
required insurance. Either Party may satisfy these insurance requirements through their
respective coverage and membership in self-insurance pools.
F. Each Party’s maintenance of insurance as required by this Franchise shall
not be construed to limit the liability of the other Party to the coverage provided by such
insurance, or otherwise limit the Parties’ recourse to any remedy to which the Parties are
otherwise entitled at law or in equity.
Section 9. Dispute Resolution.
A. In the event of a dispute between the Parties arising by reason of this
Agreement, the dispute shall first be referred to the operational officers or representatives
designated by Parties to have oversight over the administration of this Agreement. The
officers or representatives shall meet within thirty (30) calendar days of either party's
request for a meeting, whichever request is first, and the parties shall make a good faith
effort to achieve a resolution of the dispute.
B. If the parties fail to achieve a resolution of the dispute in this manner, then
the remaining dispute shall be resolved by arbitration pursuant to RCW 7.04A, as
amended, the Mandatory Rules of Arbitration (MAR), with all parties waiving the right
of a jury trial upon de novo review, with the substantially prevailing party being awarded
its reasonable attorney fees and costs against the other as awarded by the arbitrator.
Page 158 of 161
Ordinance – FCID Reciprocal Franchise - 8
Section 10. Jurisdiction and Venue. The Parties agree that this agreement shall
be governed by the laws of the State of Washington and venue for any action between the
parties shall lie in the Superior Court of Franklin County, State of Washington.
Section 11. Severability. If any section, subsection, sentence, clause, phrase or
word of this Ordinance is held to be invalid or unconstitutional by a court of competent
jurisdiction, such invalidity or unconstitutionality thereof shall not affect the validity or
constitutionality of any other section, subsection, sentence, clause, phrase or word of this
Ordinance.
Section 12. Corrections. Upon approval by the city attorney, the city clerk or
the code reviser are authorized to make necessary corrections to this Ordinance, including
scrivener’s errors or clerical mistakes; reference to other local, state, or federal laws,
rules, or regulations; or numbering or referencing of Ordinances or their sections and
subsections.
Section 13. This Ordinance shall take full force and effect five (5) days after
approval, passage and publication as required by law.
PASSED by the City Council of the City of Pasco, this ____ day of __________
2023.
__________________________
Blanche Barajas
Mayor
ATTEST: APPROVED AS TO FORM:
__________________________ __________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Published: _____________________
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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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