HomeMy WebLinkAbout2024.03.25 Council Workshop Packet
AGENDA
City Council Workshop Meeting
7:00 PM - Monday, March 25, 2024
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 (914) 614-3221 and use access code
347-125-017.
2. CALL TO ORDER
3. ROLL CALL
(a) Pledge of Allegiance
4. VERBAL REPORTS FROM COUNCILMEMBERS
5. ITEMS FOR DISCUSSION
3 - 38 (a) Visit Tri-Cities 2023 Annual Report, 2024 Workplan, and Tourism
Promotion Area Reserve Fund Request
Presentation by Kevin Lewis, President and CEO, Visit Tri-Cities
39 - 40 (b) Axon My90 Presentation
41 - 58 (c) Resolution - Service Agreement with TRIDEC
6. MISCELLANEOUS COUNCIL DISCUSSION
7. EXECUTIVE SESSION
(a) Discussion with legal counsel about current or potential
litigation per RCW 42.30.110(1)(i) - 30 minutes
Page 1 of 60
8. ADJOURNMENT
9. ADDITIONAL NOTES
59 - 60 (a) Adopted Council Goals (Reference Only)
This meeting is broadcast live on PSC-TV Channel 191 on
Charter/Spectrum Cable in Pasco and Richland and streamed at
www.pasco-wa.gov/psctvlive.
Audio equipment available for the hearing impaired; contact the
Clerk for assistance.
Servicio de intérprete puede estar disponible con aviso. Por
favor avisa la Secretaria Municipal dos días antes para
garantizar la disponibilidad. (Spanish language interpreter
service may be provided upon request. Please provide two
business day's notice to the City Clerk to ensure availability.)
Page 2 of 60
AGENDA REPORT
FOR: City Council March 20, 2024
TO: Adam Lincoln, City Manager City Council Workshop
Meeting: 3/25/24
FROM: Angela Pashon, Assistant City Manager
City Manager
SUBJECT: Visit Tri-Cities 2023 Annual Report, 2024 Workplan, and Tourism
Promotion Area Reserve Fund Request
I. REFERENCE(S):
2023 Annual Report
Letter from Visit Tri-Cities dated February 29, 2024
2024 Work Plan
PowerPoint Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Presentation by Kevin Lewis, President and CEO, Visit Tri-Cities
III. FISCAL IMPACT:
N/A
IV. HISTORY AND FACTS BRIEF:
Mr. Lewis, President and CEO of Visit Tri-Cities will present an annual report
for the prior year, an outline of the current year work plan, as well as a request
for approval to spend from the Tourism Promotion Area (TPA) Reserve
Account.
The TPA was formed in late 2004 to generate and administer the proceeds of a
"per room night assessment" on hotels/motels in the Tri-Cities, imposed by the
hotels themselves.
The interlocal agreement (between Pasco, Kennewick and Richland) creating
the TPA requires the annual budget, and any expenditures from the TPA
reserve account, to first be approved by the City Councils.
Page 3 of 60
V. DISCUSSION:
The TPA "assessment" is remitted by the hotels to the State which, in turn,
distributes it to the City in which it was collected. The City is obligated to pass
the funds to the TPA for use, in accordance with the approved budget.
The TPA Commission has voted unanimously to request the transfer of an
additional $176,100 for special project expenditures for 2024 from the reserve
account for the following:
Marketing FAMs $ 15,000
Digital Mapping $ 15,000
Creative Production $ 75,000
TEAMS Conference $ 10,000
Meeting Planner FAM $ 20,000
State of Washington Tourism 2025 Conference $ 25,000
Washington Society for Association Excellence (WSAE) Bid Fees $ 7,500
Airport Tourism Information Kiosk & Digital Signage Updates $ 8,600
Total: $ 176,100
This item will be placed on the April 1, 2024 Council Meeting for consideration.
Council may approve the additional allocations of the reserve account or indicate
changes necessary to gain approval.
Page 4 of 60
ANNUAL REPORT
2023
VisitTri-Cities.com
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OUR VISION & MISSION
A MESSAGE FROM THE PRESIDENT & CEO
AND THE CHAIR OF THE BOARD
Dear Tourism Partners,
It’s exciting to feel the energy of our team as they
enthusiastically work to fuel transformational growth
in the Tri-Cities through tourism. 2023 was a year of
significant transition. With the support of dedicated
partners and community leaders, we called on our
leadership team to maintain essential functions while
building a platform for greater success. I’m pleased to
report we accomplished those objectives, and we’re
excited to share some exciting opportunities ahead.
Visitors spend nearly $600 million in the Tri-Cities each
year. That spending creates more than 5,700 jobs in the
area and generates more than $74 million in local tax
revenue. Nationally, travel demand was weaker in 2023
with seven straight months of decline. Although hotel
occupancy was essentially flat in the Tri-Cities, rising just
0.9% in 2023, average hotel rates were up 7.4% (almost
twice the national average). The Tri-Cities saw a 2.5%
increase in total visitor trips, the number of new visitors
to the area rose nearly 9.2%, and hotel tax revenues
increased by $161,436. In 2023, year-over-year increases
in average daily rate and revenue per available room in
the Tri-Cities were among the highest in the state.
In recent months, consumer confidence has risen due to
slower inflation and anticipation of lower interest rates
ahead. Travel sentiment seems to be improving as well.
In the Q4 our sales teams capitalized on some significant
opportunities to increase our projected hotel group
revenues by 57%.
In 2023 we were thrilled to be selected as host for two
new signature events coming in 2024: The inaugural
IRONMAN 70.3 Washington Tri-Cities race, and the
National Horseshoe Pitcher’s World Tournament. In
addition to bringing millions in outside revenue into
our economy, these events will bolster workforce
recruitment and business development by showcasing
the destination to a global audience of active, successful
people. With IRONMAN, our communities are now
connected to one of the most globally recognized
endurance and lifestyle brands.
One of the most significant team accomplishments
in 2023 is the evolution of our messaging strategy.
We’ve refined our Vision and Mission statements and
restructured all of our strategic messaging to enhance
our brand position. This messaging strategy provides a
foundation to authentically celebrate the key destination
drivers that make our communities distinct. Every
potential visitor is on a path of discovery and our goal is
to meet them where they are on the path and lead them
down the decision-making funnel to discover why this
destination is such a great fit. In 2024, our messaging will
focus on the five key experience categories that we’ve
identified as the true drivers of visitation. Internally, our
efforts will align with five strategic pillars that support the
foundation and purpose of our organization.
As our team embraces the essence of our Vision and
Mission statements and works to accomplish our strategic
objectives, we are excited to push the boundaries a bit.
With creative marketing initiatives, new signature events,
and community collaboration, we’ll meet potential
visitors on the path of discovery and invite them to
celebrate with us. It is rewarding to collaborate with the
forward-thinking leaders in our communities to facilitate
such positive influence in the area. We’re definitely
enthusiastic about the transformational impacts in store.
Kevin Lewis
President & CEO
Visit Tri-Cities
Buck Taft
Chair of the Board
Visit Tri-Cities
OUR DESTINATION DRIVERS
These are the key experiences that authentically define and celebrate the unique aspects of the destination.
As we focus on these core experiences, we elevate the destination brand and guide visitors to the experiences
they are seeking.
OUR VISION
Inspire, reward, and celebrate
the spirit of exploration and discovery.
OUR MISSION
Fuel transformational growth in
the Tri-Cities through tourism.
OUR STRATEGIC PILLARS
STRATEGIC
SALES
COLLABORATIVE
DESTINATION
DEVELOPMENT
PROACTIVE
COMMUNITY
ENGAGEMENT
INNOVATIVE &
MEANINGFUL
OPERATIONS
EFFECTIVE
MARKETING
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FINANCIAL PICTURETOURISM ECONOMIC IMPACT
Kennewick Pasco Richland Totals
2020 $277,886 $151,941 $270,733 $700,560
2021 $502,862 $332,854 $581,566 $1,417,282
2022 $672,025 $440,350 $733,662 $1,846,037
2023 $714,098 $498,162 $795,213 $2,007,473
HOTEL-MOTEL TAX REVENUEHOTELS
3,670 Hotel guest rooms available
Hotel tax revenue is up $161,436 from
previous year, and ADR is up 28.6% from 2021
and up 7.4% from 2022. Hotel occupancy
levels rose 0.9% from 2022.
TRI-CITY
REGIONAL
HOTEL-MOTEL
COMMISSION
KENNEWICK
• Nickolas Woody,
SureStay Plus Hotel
by Best Western
Kennewick Tri-Cities
• Mark Blotz,
Clover Island Inn
• Marie Mosley,
Ex Officio, City of
Kennewick
PASCO
• Monica
Hammerberg,
Hampton Inn & Suites
Pasco/Tri-Cities
• Jerry Beach,
A-1 Hospitality
• Adam Lincoln,
Ex Officio, City of
Pasco
RICHLAND
• Lacey Stephens,
Home2 Suites by
Hilton
• Yesenia Galvez,
Holiday Inn Richland
on the River
• Jon Amundson,
Ex Officio, City of
Richland
Hotel Revenue
up $161,436
Occupancy
up 0.9%
ADR up 28.6% from 2021
ADR up 7.4% from 2022
Tourism in the Tri-Cities generates employment opportunities, visitor expenditures, and tax revenues that positively
impact the city and its residents.
DIRECT SPENDING creates a positive economic cycle
that begins as visitors bring money into the local
economy from outside the area. Millions of dollars
are infused into our communities directly through
visitor spending. These dollars ignite a flame that fuels
additional positive economic impacts.
INDIRECT IMPACTS come from labor income, suppliers
and support businesses, construction, engineering,
and other professional services that support the
hospitality industry.
INDUCED IMPACTS are derived through employee
spending, business output, new business development,
and enhancements to the quality of life through
development of visitor related attractions and services.
TAX REVENUES from each of these revenue sources
support local services and provide tax relief to residents.
HOTELS: $123.8 million
24% increase from previous year
TRANSPORTATION: $113.1 million
39% increase from previous year
RECREATION: $88.0 million
19% increase from previous year
RETAIL: $136.6 million
16% increase from previous year
FOOD AND BEVERAGE: $134.2 million
15% increase from previous year
VISITOR SPENDING BREAKDOWN
Tourism Promotion Area
$2,269,747 Marketing
$1,093,959
Administration
$538,678
40.1%
29.5%
19.8%
5.2
%
5.4%
$3,221,440
Total Revenue
70.5%
22.7%
City Contracts
$731,680
Membership/Corporate
$220,013
$2,726,488
Total Expenses
Visitor Center
$141,761
Membership
$148,104
6.8%
Convention/Sports Sales
$803,986
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Visitor Spending represented in this report reflect the economic impact of tourism in
the Tri-Cities for the year of 2022. The economic impacts of tourism in our community
for 2023 are not yet available. Percentage increase stated is based off of 2021 numbers.
Source: Tourism Economics
POLICE
OFFICERS
FIREFIGHTERS SCHOOLS &
TEACHERS
SMALL
BUSINESSES
PARKS ROAD WORK
Visitor spending helps support local:
Tourism saved each household $581 in annual taxes
$594.7 million
in economic
impact
Provides $74
million in state
and local tax
revenue
Provides $59.8
million in local
sales tax
Employs
5,706 workers
Annual Tourism Benefits to the Tri-CitiesPa
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EFFECTIVE MARKETINGSTRATEGIC SALES
156 Conventions, sports & group activities
Down 2% from previous year
121,048 Visitors attracted
Up 9% from previous year
$26,774,874 Convention and sports
spending to region
Up 6.3% from previous year
The sales department’s primary focus is to market
to convention, sports, and group meeting planners
through direct sales contacts, targeted marketing,
and attending industry events. These activities
mean “heads in beds” that generate significant tax
revenues for our community.
2023 PROGRAM HIGHLIGHTS
2024 & BEYOND
121 Future conventions, meetings and
sports events booked
140,765 Future visitors
$49,464,202 Future visitor spending
Trips Made:
4.7 million
Days Spent:
9.9 million
Unique Visitors
1.7 million
HIGHLIGHTS
Each year, Visit Tri-Cities creates and implements a comprehensive marketing strategy aimed at increasing brand
recognition and attracting visitors to the Tri-Cities region. To ensure maximum reach among potential visitors, Visit
Tri-Cities employs a range of effective tactics, including digital advertising, media relations, social media, and print.
This multi-faceted approach allows for broad and diverse audience engagement, ultimately raising awareness of the
Tri-Cities destination.
2023 HIGHLIGHTS
• Launched 2023 Visitor Guide
• Launched seven digital marketing campaigns
• Achieved $100:$1 return on investments with
Datafy digital ad campaigns
• 12% increase in social media followers through
organic content since July 2023
• Created Destination Manifesto video
• Created videos for Four Key Visitor
Experience Categories
• Refreshed marketing Brand Book & Style Guide to
support messaging strategy
• Directed rework of 2024 Visitor Guide to support
messaging strategy
• Incorporated HTML animated digital ads for
dynamic content
• Upgraded booth presence at Taste Washington
Trade Show
MEDIA OUTREACH
32,597 Facebook Followers
9% increase from previous year
14,443 Instagram Followers
20% increase from previous year
2,877 LinkedIn Followers
21% increase from previous year
Hosted 12 successful FAM tours with 16 media representatives
56 Pieces of coverage
215K Views
27.4 million in audience reach
VISITOR CENTER INQUIRIES
Telephone calls
1,353 in 2022
In-person Visitors
760 in 2022
786
573
Tourism campaigns deployed
in 2023 earned:
• 23,257,277 Impressions
• 105,543 Click throughs
CAMPAIGN HIGHLIGHTS WEBSITE HIGHLIGHTS
829,097 Pageviews
54% Increase from previous year
312,709 Unique Visitors
13% Increase from previous year
COMING IN 2024
Sales & Client Relationship Building
• Hosted Spring Olympia Sales Blitz &
Customer Appreciation Luncheon reaching
39 meeting planners
• Conducted 18 appointments at the Fall Olympia
Sales Blitz
• Hosted hospitality sales training for
hotel/venue partners
• Hosted Sports Customer Appreciation Event
in Portland
• Attended seven industry related events to meet with
meetings and sports planning professionals
Secured Major Events
• 2024-2026 IRONMAN Triathlon
• 2024 & 2027 National Horseshoe Pitchers Association
• World Championships
• 2024-2027 WIAA State Cross Country Championships
• 2024 Convention of Jehovah’s Witnesses – four
weekends (July/August)
• 2025 International Cherry Symposium
• 2024-2027 Washington Association for Pupil
Transportation Conference and Trade Show
• 2024 Washington Elementary Chess Championships
• 2023 Latino World Series (softball) – United States
Specialty Sports Association
• 2024 US Tennis Association PNW Mixed 40 & Over and
Mixed 55 & Over Section Championships5 6
*see back cover for more details
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PROACTIVE
COMMUNITY ENGAGEMENT
COLLABORATIVE
DESTINATION DEVELOPMENT
Annual Meeting Showcase
• Engaged the community in the launch of our new
messaging strategy showcasing core visitor experience
categories with new video assets and highlights
from individuals in the community with more than
450 attendees
Engagement Initiatives
• Manhattan Project National Park and World
War II Heritage
• American WWII Heritage City Designation
Campaign
• Launched dedicated webpage showcasing
community assets related to WWII, the
Manhattan Project, and the Manhattan Project
National Historical Park
• Produced a WWII Heritage City window cling for
local organizations and businesses to display
• VTC support for Ride with a Ranger
• Staff participated in Manhattan Project
educational tour
• Coordination of the Tri-Cities National Park
Committee and related efforts
• Chaired the Tri-Cities Legislative Council
• Engaged with representatives to support
community initiatives
• Testified at Legislative Session on tourism initiatives
• Community Collaboration
• Annual and Mid-Year Reports to City Councils
• Collaboration with communities and agencies on
tourism development issues
• Presentations for civic groups, Washington
Roundtable CEO Tour, and others
• Board representation: Tri-City Water Follies, Bike
Tri-Cities, TRIDEC, Tri-City Regional Chamber of
Commerce, Pasco Chamber of Commerce,
Benton-Franklin Council of Governments,
and WSDMO
• Committee representation: Kennewick, Pasco, and
Richland Lodging Tax Advisory Committees
• Formed the Tri-Cities Strategic Alliance bringing
together Visit Tri-Cities, TRIDEC, Tri-City Regional
Chamber of Commerce, and Benton-Franklin
Council of Governments to advance the region
through collaborative initiatives that support the
individual mission of each organization
VISIT TRI-CITIES COUNCILS
Tri-Cities Rivershore Enhancement Council
Tri-Cities Sports Council
Tri-Cities Wine Tourism Council
Tri-Cities National Park Committee
A subcommittee of the Tri-Cities Rivershore Enhancement Council (TREC),
a program of Visit Tri-Cities, is collaborating with community members and
various jurisdictions, including the Cities of Kennewick and Pasco, Ports
of Kennewick and Pasco, Benton PUD, and Franklin PUD, to update the
Cable Bridge lighting. An interlocal agreement has been drafted, serving
as the initial step to initiate fundraising and discuss project funding. The
updated lighting will feature a modern control system, allowing remote
management, and will showcase the Tri-Cities community by illuminating
the Cable Bridge with different color patterns.
RIVER SHORE ENHANCEMENT PROJECTS
Tri-Cities Rivershore Enhancement Council
(TREC) Initatives
• Hosted USACE Walla Walla District Commander for
meeting and field tour with partnering jusidictions
• Cable Bridge Lighting Subcommittee – finalized
Interlocal Agreement for council/commissions review
Tri-Cities National Park Committee Initiatives
• Attended and presented at the Energy Community
Alliance (ECA) MAPR Peer Exchange in Los Alamos,
NM with site community leaders and representatives
from the National Park Service (NPS) and Department
of Energy (DOE)
• Coordination of the Administrative Subcommittee
• Developing a virtual strategy for B Reactor Tour
shutdown (virtual tours)
• Working with NPS, DOE, and ECA to
establish a Friends of the Park Group
that can support donations
• Created Hanford/Tri-Cities community
presentation for the ECA Peer Exchange
HIGHLIGHTS
Congratulations to the Tri-Cities Airport team who received the prestigious Kris Watkins
Tourism Champion Award this year. The forward-looking leadership at the Airport continues to
make it a significant contributor to our visitor economy through renovations, collaborations,
and promotion of local arts and sports. Thanks to Washington River Protection Solutions for
sponsoring this award.
2023 TOURISM CHAMPION AWARD
Another huge shout out goes to Oatis Outdoor Adventure Rentals, recipient of the Annual
Excellence in Service Award sponsored by Battelle. Oatis provides easy to access recreational
opportunities in the area, and they do it with the genuine blend of helpful enthusiasm. Oatis
is a perfect representation of the excellence in service visitors hope for in a destination.
2023 EXCELLENCE IN SERVICE AWARD
Visit Tri-Cities, in partnership with the Tri-Cities National Park Committee and community partners,
proudly celebrates the esteemed recognition of being designated as a National Park Service (NPS)
American World War II Heritage City. This prestigious designation acknowledges the region’s
significant historical contributions during this pivotal era.
AMERICAN WWII HERITAGE CITY DESIGNATION
HIGHLIGHTS
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VISIT TRI-CITIES GOVERNANCE
INNOVATIVE & MEANINGFUL
OPERATIONS
Strategic Vision and Leadership
• Strategic assessment to evaluate and enhance the
organization’s focus and approach
• Directed efforts on core strategies that boost visitation,
enhance visitor experiences, and positively impact the
Tri-Cities’ economy
• Established a clear foundation for our messaging
strategy that provides focus and consistency for
long-term success
• Prioritized and maintained existing programs,
campaigns, and goals while working through significant
staffing changes
• Streamlined leadership and organizational structure
• Refined contracts with service providers
• Fully staffed and energized the VTC team
Financial Strength
• Maintained robust fiscal stability with significant
reserve balances and year-end revenues expected to
exceed budget by over $161,000
• Continued and built upon healthy relationships with
key financial partners including City Councils, TPA
Commissioners, and hotel partners
Innovative Tools & Platforms
• VTC Dashboard Creation:
• Implementation of a comprehensive dashboard for
efficient performance tracking
• BrandFolder Integration:
• Streamlining asset management and distribution
for marketers and creatives
• Sprout Social Utilization:
• Harnessing the power of an all-in-one social media
management platform for holistic marketing
strategy enhancement
• Meltwater Insights:
• Leveraging Meltwater’s suite of solutions to uncover
valuable insights and drive desired results
• Asana Work Management:
• Implementation of a web and mobile platform to
help the team organize, track, and manage their
work effectively
Staff Honors
• Destinations International: 30 Under 30 Award
• Six Destination International PDM Certifications
• Destinations International: Acceptance into to Certified
Destination Marketing Executives (CDME) Program
• Washington Society of Association Excellence:
Associate of the Year
• Chair: Corey Pearson, Three Rivers Campus
• Past Chair: Rob Roxburgh, CPCCo
• First Vice Chair: Buck Taft, Tri-Cities Airport/Port of Pasco
• Vice Chair: Vijay Patel, A-1 Hospitality
• Vice Chair: Staci West, Bechtel
• Vice Chair: Amy Johnson, Purple Star Winery
• Treasurer: Ron Hue
• Legal Counsel: John Raschko, Miller Mertens &
Comfort, P.L.L.C.
• CPA: Monte Nail, CPA
2023 EXECUTIVE COMMITTEE
VISIT TRI-CITIES STAFF
• Kevin Lewis, President & CEO
• Hector Cruz, Vice President of Development &
Community Engagement
• Gretchen Guerrero, Vice President of
Finance & Operations
• Julie Woodward, Vice President of Marketing &
Creative Services
• Austin Wingle, Marketing Manager, Advertising, Design &
Creative Analysis
• Corbin Harder, Marketing Manager, Website & Multi-Media
• Lillian Martin, Media Relations Manager
• Kirsten Finn, Convention Development Manager
Team Lead
• Natalie Clifton, Sports Development Manager
• Michele York, Business Development Manager
• Kaiya Bliss, Convention Development Manager
• Reagan Thompson, Convention Development Manager
• Linda Tedone, Sales Administrative Assistant
• Samantha Galbraith, Operations Manager/Executive
Assistant
• Abby Hedges, Visitor Services Specialist
• Councilmember Loren Anderson, City of Kennewick
• Deborah Barnard, Barnard Griffin Winery
• Jerry Beach, A-1 Hospitality
• Troy Berglund, West Richland Chamber of Commerce
• Mark Blotz, Clover Island Inn
• Washington State Senator Matt Boehnke
• Phinney Brown, Arts Center Task Force
• Washington State Representative April Connors
• Jennifer Cunnington, Q Home Loans
• Karl Dye, TRIDEC
• Councilmember David Fetto, City of West Richland
• Robert Franklin, B-Reactor Museum Association
• Colleen French, Department of Energy
• Brisa Guajardo, Tri-Cities Hispanic Chamber of Commerce
• Mike Hall, Ice Harbor Brewing Company
• Monica Hammerberg, Hampton Inn + Suites Pasco
• Colin Hastings, Pasco Chamber of Commerce
• Sandra Haynes, WSU Tri-Cities
• Trish Herron, Battelle
• Commissioner Ken Hohenberg, Port of Kennewick
• Diahann Howard, Port of Benton
• Brian Lubanski, Ben Franklin Transit
• Lori Mattson, Tri-City Regional Chamber of Commerce
• David McClain, TC Black
• Commissioner Will McKay, Benton County
• Brent Miles, Tri-City Dust Devils
• Commissioner Rocky Mullen, Franklin County
• Dara Quinn, Emerald of Siam
• Cliff Reynolds, Courtyard by Marriott Columbia Point
• Mayor Pro Tem Theresa Richardson, City of Richland
• Councilmember Zahra Roach, City of Pasco
• Gus Sako, The Octopus’ Garden
• Rosana Sharpe, The REACH Interpretive Center
• Lacey Stephens, Home2Suites
• Vivian Terrell, Honey Baked Hams Co.
• Matt Watkins, Pasco Public Facilities District
• Rebekah Woods, Columbia Basin College
2023 BOARD OF DIRECTORS
OVERVIEW
• Founded: 1969 as non-profit organization
• Staff: 15 full-time employees
• Structure: Governed by a 42 member
Board of Directors
• Members: 412
• Website: VisitTri-Cities.com
HIGHLIGHTS
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OUR MEMBERSHIPOUR MEMBERSHIP
Visit Tri-Cities’ ability to attract visitors to our region is made possible by the investment and support of our member
organizations. Visit Tri-Cities members and partners provide unique and inclusive opportunities that are of interest to travelers
and help build a better quality of life for residents. Their dedicated, unwavering support is the foundation of our work. In
turn, it is our duty, obligation, and pleasure to continue the promotion and celebration of our members and our dynamic
community through tourism marketing, high quality publications, destination advertising, educational forums, creative digital
content, and destination development. In 2023, Visit Tri-Cities’ membership total reached 412 tourism businesses.
PLATINUM
Ben Franklin Transit
Benton County
Benton PUD
City of West Richland
Energy Northwest
Franklin County
Franklin PUD
Port of Benton
Port of Kennewick
Port of Pasco
The HAPO Center
GOLD
Best Western Premier Pasco Inn & Suites
Clover Island Inn
Comfort Suites Kennewick at Southridge
Courtyard by Marriott Richland Columbia Point
Hilton Garden Inn Kennewick
Holiday Inn Express & Suites Pasco Tri-Cities
Holiday Inn Richland on the River
Red Lion Hotel & Conference Center Pasco
Red Lion Hotel Kennewick Columbia Center
Richland Riverfront Collection by Ascend
SpringHill Suites by Marriott Kennewick
SILVER
Baymont Inn & Suites
Best Western Kennewick Tri-Cities Center Hotel
Best Western Plus Kennewick Inn
Comfort Inn
Courtyard by Marriott Pasco Tri-Cities Airport
Fairfield Inn
Hampton Inn & Suites Pasco/Tri-Cities
Hampton Inn Kennewick at Southridge
Hampton Inn Richland
Holiday Inn Express Hotel & Suites Richland
Home2Suites by Hilton
Homewood Suites by Hilton - Richland
Kennewick Inn & Suites
La Quinta Inn & Suites
My Place Hotel-Pasco/Tri Cities, WA
Red Lion Inn & Suites Kennewick Tri-Cities
Sleep Inn Pasco Tri-Cities
Super 8 Kennewick
The Lodge at Columbia Point
TownePlace Suites by Marriott
Woodspring Suites
Standard Membership
14 Hands Winery
3 Eyed Fish Kitchen + Wine Bar
3 Rivers Folklife Society
4 Whistles Winery
A & A Motorcoach
Above The Curve Vineyard
Academy of Children’s Theatre
Ace Jewelry & Loan
Adventures Underground
Airfield Estates
AJ’s Edible Arts, Inc.
Alaska Airlines
Alexandria Nicole Cellars
Alexandria Nicole Cellars Destiny
Ridge Tasting Room
Allied Arts Association - Gallery at the Park
Anelare Winery
Angel Brook Christmas Tree Jubilee
Angel Brook Farm Market and Produce
Stands - Kennewick
Angel Brook Farm Market and Produce
Stands - Richland
Angel Brook Ice Cream
Anthology Event Venue by Castle
Event Catering
Anthony’s at Columbia Point
Arlene’s Flowers & Gifts
Art on the Columbia
Art Work Northwest
Art YOUR Way
Arts Center Task Force
Aspen Limo Tours
At Michele’s
Atomic Ale Brewpub & Eatery
Atomic Bowl & Jokers Lounge & Casino
Atomic Escape Rooms
Aub’s Bananza Bread
Avennia Red Mountain Tasting Room
AXE KPR Axe Throwing
Azteca
B Reactor Museum Association (BRMA)
Badger Mountain Vineyard/Powers Winery
Barnard Griffin Winery
Bartholomew Winery
Baum’s
Bella Italia Restaurant
Bennett Rentals
Benton County Fairgrounds
Bergan’s Timeless Treasures
Bergstrom Aircraft, Inc.
Bingo Boulevard
Black Heron Spirits, LLC
Blankslate
Blossom Cups & Cakes, LLC
Bob’s Burgers and Brew - Kennewick
Bob’s Burgers and Brew - Richland
Boiada Brazilian Grill
Bombing Range Brewing Company
Bon Cafe Co
Bougie Brunch
Brady’s Brats
Brewminatti
Brick House Pizza
Bristle Art Gallery
Brother’s Cheese Steaks
Budd’s Broiler by Anthony’s Restaurants
Buds and Blossoms too
Burger Ranch
Burger Ranch - Pasco
Canyon Lakes Golf Course
Catering to You
CBC Arts Center
Cedars at Pier 1
CG Public House & Catering
Chandler Reach Vineyards
Chapala Express
Cherry Chalet Bed & Breakfast
ECONOMIC DEVELOPMENT
PARTNERS
City of Kennewick
City of Pasco
City of Richland
Tri-City Regional Hotel Motel Commission
DIAMOND
Battelle
Bechtel National
Central Plateau Cleanup Company
Hanford Mission Integration Solutions
Toyota Center
Three Rivers Convention Center
Washington River Protection Solutions
Garden Hot Pot
Gesa Carousel of Dreams
Glass Studio at Barnard Griffin Winery
Goose Ridge Estate Vineyard & Winery
Gordon Estate Winery
GRAZE - ‘a place to eat’
Great Harvest Bread Company Kennewick
Greenies
Griggs Ace Hardware
Ground Support Coffee
Guadalajara Style Mexican Food LLC
Hamilton Cellars
Havana Café
Hedges Family Estate
Hightower Cellars
HoneyBaked Ham Café
HOOKED SEAFOOD BOIL & BAR
Hope Outfitters
Hops n Drops
Hops n Drops - Kennewick
Horn Rapids Golf Course
Horn Rapids RV Resort & Mini Mart
Hot Tamales, LLC
How Sweet It Is
Ice Harbor Brewing Co.
Ice Harbor Brewing Company at the Marina
Iconic Brewing
IHOP Restaurants
Indaba Coffee
InterMountain Alpine Club
iplay Experience
It’s All in the Details
J&S Dreamland Express
J. Bookwalter
Just Juice LLC
KayakBateman.com
Kickstand Tours
Kindred Spirits
Kiona Vineyards and Winery
Kitzke Cellars
La Bella Vita Kitchen and Bar
Lakeside Gem and Mineral Club
Layered Cake Artistry
Lemon Grass
LIGO Hanford Observatory
Longship Cellars
Love Curry Indian Cuisine
Lower Columbia Basin Audubon Society
LU LU Craft Bar + Kitchen
Lucky Flowers
Magills Restaurant & Catering
Market Vineyards
Martinez & Martinez Winery
Masala Indian Cuisine
Master Gardener Foundation of
Benton-Franklin County
McDonald’s Restaurants
Mercer Wine Estates
Mid-Columbia Ballet
Mid-Columbia Libraries
Mid-Columbia Mastersingers
Mid-Columbia Musical Theatre
Mid-Columbia Symphony
Middleton Farms
Milbrandt Vineyards/Ryan Patrick Wines
MillerTime Fishing
Miss Tamale
Mocha Express on Canal
Mocha Express TriCities
Modern Medical Spa
Monarcha Winery
Moniker Bar
Monterosso’s Italian Restaurant
Moonshot Brewing
Moonshot Brewing Pub at the Park
Muret-Gaston Winery
National Charter Bus Richland
Nothing Bundt Cake
Nouveau Day Spa
OATIS Outdoor Adventure Rentals
Octopus’ Garden
OH SUSHI
Opportunity Kitchen - Federal Building
Opportunity Kitchen - Public Market at CRW
Pacific Shorz Powersports
Pasco Aviation Museum
Pasco Golfland
Pasco Specialty Kitchen
Peacock Coffee Roasting Co
Pedego Electric Bikes Tri-Cities
Perfect Circle Brewing
Philocaly Lingerie Boutique
Picante Mexican Taqueria
Polka Dot Pottery
Popcorn Northwest
Porter’s Real BBQ Kennewick
Porter’s Real BBQ Pasco
Porter’s Real BBQ Richland
Poutine, Eh?
Power Up Arcade Bar
Preszler’s Guide Service, LLC
Price 4 Limo
Proof Gastropub
Public Market at Columbia River Warehouse (CRW)
Purple Star Wines
Ranch & Home
Rattlesnake Mountain Harley - Davidson
REACH Museum
Reborn Bike Shop
Red Dot Paintball
Red Lobster
Red Mountain AVA Alliance
Red Mountain Event Center
Red Mountain Trails
Red Mountain Trails Winery
Restaurante El Chapala
Rewster’s Craft Bar & Grill - Horn Rapids Golf Course
Richland Players
RideNow Powersports Tri-Cities
Roads2 Travel Company
Rocco’s Pizza Kennewick
Rocco’s Pizza Pasco
Rock Shop
Rollarena Skating Center
Rolling Hills Chorus
ROMA House
Roscoe’s Coffee
Round Table Pizza - Kennewick
Chic & Unique Furniture Kennewick
Chic & Unique Furniture Richland
Chuck E. Cheese
Chukar Cherries
Cigar Savvy Shop, LLC
Clover Island Marina
Col Solare Winery
Columbia Basin BMX
Columbia Basin College
Columbia Basin Racquet Club
Columbia Center
Columbia Crest Winery
Columbia Park Golf Tri-Plex
Columbia Point Golf Course
Columbia Sun RV Resort
Community Concerts of the Tri-Cities
Convergence Zone Cellars
Copper Top Tap House
Cora’s E-bike Shop
Cougar Cave Expresso
Country Mercantile
Country Mercantile - Pasco
Coyote Bob’s Roadhouse Casino
Coyote Canyon Mammoth Site
Coyote Canyon Winery
Crazy Moose Casino
Cupcakes Bakery & Deli
D’s Wicked Cider
D-Bat Columbia Basin
Del Sol Lavender Farm
DermaCare Desert Food Mart (Conoco)
Desert Wind Winery
Divots Golf
Dog Haus Biergarten - Pasco
Don Rubio’s
Dovetail Joint Restaurant
DownUnderSportFishing
DrewBoy Creative
Earth Spirit Shop
East Benton County Historical Society & Museum
Eastern Washington Transportation
Elk Haven Winery
Emerald of Siam Thai Restaurant & Lounge
Encanto Arts
Europa Italian & Spanish Cuisine
Events at Sunset
Experience 46 Degrees
Farmhand Winery
Fast and Curryous
Fat Olives Restaurant & Catering
Fidélitas Wines
Five Guys Burgers & Fries
Float Euphoria
Foodies Kennewick
Foodies on the Go
Foodies Richland
Franklin County Historical Society & Museum
Franklin County RV Park
Fresh Leaf Co
FreshPicks WA Smoothies
Frichette Winery
Friends of Sacajawea State Park
Frost Me Sweet Bakery & Bistro
Fujiyama Japanese Steak House & Bar11 12
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OUR SPONSORSOUR MEMBERSHIP
Round Table Pizza - Leslie
Round Table Pizza - Pasco
Round Table Pizza - Richland
Runners of the Sage
Sacajawea State Park
Sage Brewing Company
Sageland Center
Salud Bar and Kitchen
Sandollar Farms & Alpacas
Sandy’s Fabrics & Machines
Seoul Fusion Korean Restaurant
Shade Cafe
Sheep’s Clothing
Shelby’s Floral & Gifts
Simplified Celebrations
Skippers Seafood n’ Chowder
Sleeping Dog Wines
Soi 705
Solar Spirits Distillery
Somer Mediterranean Food and Bakery LLC
Southern Cross Winery
Spare Time Lanes
Spencer Carlson Furniture & Design
Sporthaus
Summer’s Hub of Kennewick
Sun Willows Golf Course
Sundance Aviation
Sunken Treasures Games
SunWest Sportswear
SuperMex El Pueblo Market
Swadee Thai Cuisine
Swampy’s BBQ Sauce & Catering
Swigg Coffee Bar
Tagaris Winery
Take a Break Tri-Cities
Tapteal Greenway
TC Black
TC Cider House
Terra Blanca Winery & Estate Vineyard
The Bradley
The Bubbly Boba
The Crazy Crab Place
The Educated Cigar, LLC
The Endive Eatery
The Garden TriCities
The Grain Bin Flower Farm & Inn
The Human Bean
The Medusa Tap House
The Moore Mansion
The Olive Garden
The Pub
The Rude Mechanicals
The Spa Traveler
The Teal Box
The Tinte Red Mountain Retreat
Thurston Wolfe Winery
Tip Pit BBQ
Transient Coffee Company
Trejo’s Mexican Restaurant
Trejo’s Taco Factory
Tri-Cities Newcomers Club
Tri-Cities Tackle
Tri-Cities Wine Society
Tri-City Americans Hockey
Tri-City Dust Devils
Tri-City Tappers
Tucannon Cellars
Tulipe Lifestyle Shop
Tumbleweeds Food Truck
Tumbleweeds Mexican Flair
Twigs Bistro & Martini Bar
Twist Clothing Co.
Uncle Sam’s Saloon
Upchurch Vineyard
Uptown Antique Market
Urban Grounds LLC
US Army Corp of Engineers
VISTA Event Space
Washington State University Tri-Cities
Water2Wine Cruises
Wautoma Springs
West Richland Golf Course
Wet Palette Uncork + Create Studio
Wheelhouse Community Bike Shop
White Bluffs Brewing
White Bluffs Quilt Museum
Wine Social
Wingstop Pasco
Wisdom Books LLC
WIT Cellars
Wright’s Desert Gold Motel & RV Park
Xenophile Books
X-Golf Kennewick
Z Place Salon & Spa
Zintel Creek Golf Club
Zintel Creek Golf Club Restaurant and Lounge
Zullee Mediterranean Grill Richland
The Media Outreach Sponsorship is paramount to the success of Visit Tri-Cities’ mission of
driving visitor spending. The funds secured through the media relations sponsorship allows
our organization to work in unison with outside public relations firms to bring in travel writers,
national news organizations, and provides the national media attention our great community
deserves. Additionally, the sponsorship complements other marketing endeavors such as social
media, digital, OTT, television, and print ads. In doing so, we bring value to our partners and
community members while creating a positive image of our community for local employers
recruiting efforts and employee retention.
HANFORD MISSION INTEGRATION 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. The investment
made by Bechtel ensures that the work being done by TREC’s committees, the Strategic
Committee and the Technical Committee, will continue. Contributions made, have a direct
impact on the Rivershore Enhancement Council through the creation of the Rivershore Master
Plan. These efforts continue to improve river shore experiences for all to enjoy.
BECHTEL
Washington River Protection Solutions is the Annual Meeting and Kris Watkins Tourism
Champion Award Sponsor. This sponsorship supports the communication of the Visit
Tri-Cities mission with its VTC membership, VTC Board of Directors, and stakeholders;
including presentations to city council members and elected officials.
WASHINGTON RIVER PROTECTION SOLUTIONS
Battelle is our Excellence in Service Award/Eco-Tourism Sponsor. This partnership is a vehicle
for encouraging visitation and enjoyment of our outdoor recreational opportunities. Battelle also
extends its support to the Excellence in Service Award, chairing the committee and overseeing
the evaluation process. Battelle has made additional spotlights possible through the “Tri-Cities
Business Spotlight” campaign. The Excellence in Service Award is presented by Battelle at the Visit
Tri-Cities Annual Meeting.
BATTELLE
The Quality-of-Life Sponsorship drives the success of the Visit Tri-Cities mission in developing
programs, products, and activities that impact “the overall economic vitality of our communities
and the quality of life for our citizens.” This sponsorship provides an avenue to place in-market
advertising, promoting the quality of life to local residents, those considering relocation, and
visitors staying in the area. The funds secured through the Quality-of-Life Sponsorship allows our
organization to market effectively in-region, highlight local tourism businesses, encourage the
community to engage with local events and businesses, and inspire our local community members
to bring their friends and family to the Tri-Cities; in turn positively impacting our local economy.
CENTRAL PLATEAU CLEANUP COMPANY
The Three Rivers Campus is the Convention and Meeting Program Sponsor. A pivotal
hub for economic development in our community. The convention facilities are more than
just event spaces, they are the engines that drive economic development. The sponsorship
of the Three Rivers Campus directly contributes to the community’s ability to host diverse
and impactful events, creating a positive ripple effect throughout the community. The
Three Rivers Campus creates opportunities for locals to engage, learn, and network. It is an
investment in the economic and social fabric of our community.
THREE RIVERS CONVENTION CENTER, TOYOTA CENTER & TOYOTA ARENA
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7130 W. Grandridge Blvd., Ste. B
Kennewick, WA 99336
509.735.8486 I 800.254.5824
VisitTri-Cities.com
NEWLY SECURED SIGNATURE
EVENTS FOR 2024
Visit Tri-Cities inked the deal to host the IRONMAN 70.3 Washington
Tri-Cities race for the upcoming three years. This exciting event will be
staged at Columbia Point in Richland, bringing together 2,500 athletes, 7,500
visitors, 2,000 volunteers, and numerous agencies. The collaboration aims to
produce one of world’s most recognized and embraced endurance events.
Visit Tri-Cities won the bid to host the World
Horseshoe Pitching Championships in both
2024 and 2027. Each world championship event
will bring nearly 2,500 people to the area over a
two-week period as pitchers compete for the world
title. Each world championship event will generate
nearly $1 million in economic impact to the area
as well as 1,000 participants will come to the
Tri-Cities to compete for the world title.
Another successful bid Visit Tri-Cities landed
is the 2024 Washington Society of Association
Excellence (WSAE) Annual Conference.
WSAE is a representative body for over 225
association executives, staff specialists, and
industry partners. By hosting the 2024 Annual
Conference in the Tri-Cities, Visit Tri-Cities has a valuable opportunity to present
the region as a top-tier destination to influential members of the association
and event planning community. These individuals are often well-connected,
long-standing acquaintances who strive to provide their members with the
finest education and experiences that Washington has to offer, and the Tri-Cities
perfectly aligns with their objectives.
For more information and updates on the IRONMAN 70.3 and the
NHPA World Horseshoe Pitching Championships in Tri-Cities, please
check out VisitTri-Cities.com
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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
February 29, 2024
Mr. Adam Lincoln
City of Pasco
P.O. Box 293
Pasco, WA 99301
Dear Mr. Lincoln:
Thank you for the opportunity to present the Visit Tri-Cities 2023 Annual Report, 2024 Work Plan and to make a
request to utilize Tourism Promotion Area (TPA) reserve funds to the Pasco City Council on Monday, March 25,
2024.
On behalf of the Tri-City Regional Hotel-Motel Commission, Visit Tri-Cities would like to request the transfer of
$176,100 from Tourism Promotion Area Reserve Account to be reinvested in additional tourism marketing
projects.
As a result of careful resource management and conservative budgeting, our TPA reserve account currently has
$992,174 in funds available for reinvestment. These funds are in addition to the minimum reserve requirement of
$500,000. The minimum balance was determined by the City Managers who participate at Commission meetings as
Ex-Officios. It is the Commission’s position that once the reserve account reaches $500,000, any additional funds
should actively be used to promote the Tri Cities as a destination, creating increased visitor spending in the
community. In addition, capital investments and funding for destination development are often included in reserve
requests. The projects under consideration this year accomplish these goals.
Earlier this year, the Commissioners of the Tri-City Regional Hotel-Motel Commission voted in favor of re-
investing $176,100 of the surplus revenues, for projects that include: high-end photo and video production, digital
mapping, tourism education, promotions to increase leisure travel stays and funds to secure new conventions and
sports tournaments. A summary of the projects and the associated expenditures is attached for your review.
Again, thank you for your consideration and support of the tourism industry. I am available for any questions or
comments you may have.
Sincerely,
Kevin Lewis
President and CEO
Enclosure
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2024 Proposed TPA Reserve Investments
Media FAMs $15,000
Familiarization (FAM) Tours serve as highly effective public relations tool for Visit Tri-Cities. Historically,
these tours have primarily involved traditional media travel writers. However, there has been a shift
towards including social media travel influencers in these tours. Collaborating with influencers presents
a valuable opportunity to connect with new audiences on a personal level and convey an authentic and
relatable perspective. Travel providers are increasingly partnering with influencers and exploring
innovative ways to leverage the influence of bloggers, tastemakers, and lifestyle gurus to enhance their
brand presence. In 2024, we have planned 12 FAMs, with 50% of them involving social media
influencers. These tours will take place during the spring and summer. It is important to note that
influencers typically expect most of their trip expenses to be covered by the host in exchange for
promoting their experience. Consequently, working with influencers tends to be more costly compared
to traditional media trips.
Digital Mapping $15,000
Wander Maps is an innovative provider of interactive digital mapping services, collaborating with over
50 Destination Marketing Organizations (DMOs) throughout the United States. Currently, Visit Tri-Cities'
website lacks a sophisticated mapping solution. Both visitors and locals have a strong affinity for maps,
and an interactive map would greatly enhance their ability to discover attractions, plan their
experiences, and explore the area. This map allows users to create itineraries, share them with others,
click on points of interest, and zoom and pan for a more immersive experience. Wander Maps will
integrate with SkyNav, a current platform on Visit Tri-Cities website, to offer an impressive mapping
experience. By incorporating this solution into the organization's website, numerous benefits can be
expected, including an enhanced user experience, valuable map analytics, increased engagement,
informative experiences, and improved location-based marketing capabilities. valuable map analytics,
increased engagement, informative experiences, and improved location-based marketing capabilities.
Creative Production $75,000
In 2023, the allocated funds for creative production were used to film and create videos for the Annual
Meeting. We successfully produced and presented our main manifesto, along with four videos
showcasing different experience categories. This marked the beginning of Visit Tri-Cities' new strategic
direction. We plan to continue using these videos, or parts of them, to promote our new experience
categories. This year, we have identified all the necessary photo and video content to effectively support
our five experience categories, as well as sports sales and convention/meeting sales. To obtain this
content, staff will hire professional photographers and videographers on a quarterly basis. They will
capture events, activities, and scenic shots during their respective times and seasons. These assets will
be utilized for future use over an extended period.
TEAMS Conference $10,000
Visit Tri-Cities is attending the 2024 TEAMS Conference & Expo in Anaheim, CA. This is the largest sports
events industry tradeshow VTC staff attends with approximately 1,200 destinations, suppliers, and event
rights holders. Staff is seeking to have a larger presence by upgrading the booth size, materials and
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visual aids. City parks and recreation staff have confirmed their attendance to join the Visit Tri-Cities
team to connect with prospective clients and promote the area’s venues. With both staff and city
partners attending this year, the booth upgrade will give the Tri-Cities team an appropriate space to
conduct one-on-one meetings, network and create more brand exposure.
Meeting Planner FAM $20,000
The Convention Department will host an in-person Familiarization (FAM) Tour in the Tri-Cities for
qualified meeting planners. Qualified planners will be invited to apply. Selection preference will be given
to: 1) New Business i.e., events that are new to the Tri-Cities or have not taken place for more than five
years; 2) Business taking place in shoulder season; and/or 3) Business large enough to impact multiple
lodging facilities.
State of Washington Tourism 2025 Conference $25,000
State of Washington Tourism (SWT), the official state tourism office, hosts an annual conference each
year where Washington’s tourism industry professionals can convene for professional development,
topical panel discussions, industry breakout sessions and networking. SWT is seeking an enthusiastic
host destination for their 2025 Conference. Visit Tri-Cities will be submitting a bid to host the 2025
Conference. Destination host responsibilities include serving on the planning committee, arranging area
Familiarization (FAM) Tours including transportation, arranging transportation for speakers and
attendees, and coordinating for local art, culture and attractions to be showcased during the event.
Hosting the conference in Tri-Cities gives us the opportunity to showcase our destination while
educating key tourism partners on the unique attractions and assets we offer, as well as building on
future opportunities for collaboration.
Washington Society for Association Excellence (WSAE) Bid Fees $7,500
In 2018, the Tri-Cities was selected to host the 2021 WSAE Annual Convention, however due to COVID,
the convention was postponed to 2024. Increasing the VTC original bid fee fund of $15,000 to $22,500
will enable Visit Tri-Cities to cover the rising costs of services required to sponsor the offsite reception
and dinner. WSAE represents more than 225 association executives, staff specialists, and industry
partners. The WSAE Annual Convention will provide VTC with an opportunity to showcase the Tri-Cities
as a premier meeting and convention destination in the state.
Airport Tourism Information Kiosk & Digital Signage Updates $8,600
Utilizing kiosks as part of Visit Tri-Cities’ in-market destination strategy has proven to be effective. These
kiosks serve as virtual concierges, offering visitors real-time information. To fully optimize our airport
kiosk and digital signage, it is necessary to update the visuals and incorporate real-time upgrade
capabilities.
Total All Requests: $176,100
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THE FOLLOWING IS A SUMMARY OF VISIT TRI-CITIES ACTIVITIES TO SUPPORT TOURISM.
Work Plan 2024
STRATEGIC SALES
• Successfully host Washington Society for Association Excellence
(WSAE), National Horseshoe Pitchers Association (NHPA), and
IRONMAN events.
• Increase room nights booked by 15% over 2023. Achieve 45,000
room nights booked.
• Generate and submit 230 sales leads (Request for Proposals) to
industry partners.
• Host three sales missions featuring customer appreciation events
and appointments with planners.
• Attend five lead producing conferences to meet with decision
makers and promote the Tri-Cities as a destination of choice for
conventions and sports events. Conferences include TEAMS,
Sports ETA, S.P.O.R.T.S. Relationship Conference, Esports Travel
Summit, WSAE, Meeting Planners International, and Northwest
Event Show.
• Host three appreciation events for meeting planners and sports
events organizers.
• Utilize contracted platforms and tools to full potential.
• Conduct Director of Sales meetings to support and coordinate
efforts with local tourism-related businesses.
• Work with Tri-Cities Sports Council members, including athletic
directors, sports venue directors, and community leaders to
create attractive proposals for high school athletic district and
state-wide championships.
• Coordinate venue costs and accommodation pricing for
tournament directors and meeting planners.
• Secure hotel room blocks and complimentary rooms as needed to
secure events.
EFFECTIVE MARKETING
• Successfully promote and communicate WSAE, NHPA, and
IRONMAN. Promotion and communication will occur through
social media, our website, press releases, media press kits,
advertising, etc.
• Launch new strategic messaging across all platforms and media.
• Strategically create and launch digital ad campaigns
throughout the year to attract targeted visitors in each of the
core experiences. Tactics include CTV/OTT, blended video and
digital display.
• Acquire fresh photo and video assets to enhance each core
experience, including important events, activities, locations,
and seasons. Quarterly shoots will be conducted throughout
2024 to document yearly events, entertainment,
weather-related content, and more. These updated
resources will assist in effectively narrating our destination’s
story, fostering emotional connections, sparking inspiration
in viewers, and offering a virtual experience.
• Utilize public relations to raise awareness and generate
interest in our destination. Tactics include 12 FAMs
(familiarization tours) by traditional media placements (50%)
and by social media influencers (50%). Other tactics include
social media, press releases, and interviews.
• Rebuild and launch VTC website Q3. Revamp the website to
reflect our updated strategic approach and highlight essential
messaging. Strategies involve implementing a user-friendly
and intuitive navigation system to assist visitors in their travel
decision-making process. Utilize captivating visuals to effectively
display and endorse the destination, along with a streamlined
design for improved aesthetics.
• Use VTC dashboard to track and report key metrics for all
marketing components. Enhance dashboard reporting to
encompass all marketing aspects such as PR, social media,
website, etc., in order to present a more comprehensive and
comprehensible depiction of the data shared with stakeholders
and staff.
• Design and distribute new 2024 Annual Visitors Guide. In
designing the new 2024 Annual Visitors Guide, our primary focus
will be on ensuring alignment with our revised strategic approach
and emphasizing core messaging throughout. The content
will be structured according to our five experience categories,
incorporating human interest narratives to engage readers.
• Utilize contracted platforms and tools to full potential.
BrandFolder serves as a repository for our digital assets and logos.
In the upcoming year, we plan to transfer all pertinent assets to
the platform and incorporate new assets as well. Utilize other
platforms to streamline work flow and communication strategies.
• Improve internal and stakeholder communication.
• Internal: 1. Implement the Asana project management
platform company-wide to enhance internal communication
and streamline workflow. 2. Distribute the updated Brand
Book to enlighten staff about our brand significance and core
values.
• Stakeholder: 1. Enhance the VTC dashboard to offer
stakeholders a clearer insight into the performance of
our initiatives and their contributions to our city’s tourism
endeavors. 2. Partnering with Datafy as our digital media
collaborator will enable us to gather data on return on ad
spend and attributions, significantly enhancing the visibility
of our digital marketing efforts.
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THE FOLLOWING IS A SUMMARY OF VISIT TRI-CITIES ACTIVITIES TO SUPPORT TOURISM.
Work Plan 2024
COLLABORATIVE DESTINATION
DEVELOPMENT
• Successfully leverage WSAE, NHPA, and IRONMAN Events
• Coordinate and manage efforts of the Tri-Cities Rivershore
Enhancement Council (TREC), including advancing the Cable
Bridge Lighting Project and creating a webpage to track and
report all TREC related projects and developments.
• Provide direction and guidance for recommendations outlined in
the Rivershore Master Plan II.
• Coordinate efforts of the Tri-Cities National Park Committee and
collaborate with partner agencies to establish a community
vision for the Manhattan Park National Historical Park (MAPR),
establish a friends group entity and support Park related
initiatives.
• Promote the National Park Service American WWII Heritage City
designation, B Reactor virtual tours, and available MAPR tours.
• Provide direction and guidance for recommendations outlined in
the Sports Facilities Market Analysis and Feasibility Study.
• Manage the cooperative efforts of the Wine Tourism Council
serving wineries, wine-related venues, hotels, restaurants, and
transportation providers in Benton and Franklin counties.
• Support initiatives to expand or enhance critical convention
facilities and event venues.
• Engage in tourism related initiatives with the Tri-Cities Strategic
Alliance (TRIDEC, the Tri-City Regional Chamber and the
Benton-Franklin Council of Governments) to facilitate action
on regional projects that will help shape the future of our region.
• Work with TRIDEC and the Tri-City Regional Chamber of
Commerce to support business and economic development
initiatives.
• Participate and provide leadership in tourism industry
organizations such as Washington State Destination Marketing
Organization (WSDMO), State of Washington Tourism,
Destination Marketing Association (DMA West), and
Destinations International (DI).
• Collaborate with Federal and State Legislators on tourism
related priorities.
PROACTIVE COMMUNITY
ENGAGEMENT
• Successfully engage community in hosting WSAE, NHPA, and
IRONMAN events.
• Establish and maintain an engaging and meaningful membership
program to recognize, support, and promote tourism related
businesses and the partner organizations that support the
mission and strategic pillars of our organization.
• Develop and produce a corporate sponsor media kit to outline
opportunities and benefits.
• Host the 2024 Annual Meeting to provide inspiration, education,
tourism reports, and outlook to our stakeholders and partners.
• Promote local tourism businesses and attractions through
VisitTri-Cities.com.
• Provide key data to keep members up to date on industry
trends, opportunities and events through regular newsletter
communications.
• Promote local businesses to convention and sports participants
through the “Show Your Badge” program.
• Create member benefit programs to support tourism
employment, recruiting, and workforce development.
• Provide materials to local companies to enhance their
recruitment and employee relocation efforts.
• Manage the cooperative efforts of the Tri-Cities Sports Council
serving high school athletic directors, municipal recreation
departments, local sports clubs, and sports officials.
• Secure volunteers for signature events taking place in the
Tri-Cities.
INNOVATIVE & MEANINGFUL
OPERATIONS
• Manage and operate the Tri-Cities Visitor Center, providing a
place for visitors and residents to gather information on local
attractions, services, and tourism-related businesses.
• Promote the Visitor Guide and other publications highlighting
the community, attractions, and activities to promote the
Tri-Cities as a preferred travel destination.
• Support and interact with estimated 5,000 written and telephone
requests for information on the Tri-Cities.
• Produce the Tri-Cities Calendar of Events.
• Offer a “Hot Dates” program to assist visitors in finding
accommodations during high-demand dates.
• Maintain the Satellite Visitor Centers with visitor information,
maps and brochures.
• Provide visitor services and maintain the interactive Tri-Cities
kiosks at the Tri-Cities Airport and Three Rivers Convention
Center.
• Promote and manage the Tri-Cities “Excellence in Service”
program to inspire customer service region-wide.
• Produce sustained and consistent tourism growth by preserving
our position as an employer of choice through energizing
work, professional growth and thoughtful adoption of effective
employee retention initiatives.
• Operate and perform as a globally accredited organization as
recognized by Destinations International and the Destination
Marketing Accreditation Program (DMAP).
• Maintain efficient and healthy fiscal stability and related
practices.
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2023 Annual Report
Presented to the City of Pasco
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Visit Tri-Cities
•501c6 Destination Marketing Organization
•Funded By
•Lodging Tax
•Tourism Performance Agreements
•Partners, Memberships, & Advertising
•Annual Report Presented to City Partners Each Year
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Vision & Mission
•Vision
•Inspire, reward and celebrate the spirit of
exploration and discovery.
•Mission
•Fuel transformational growth in the Tri-Cities
through tourism.
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”Why?”
•A driving pursuit of discovery is the undercurrent that moves the
people, places and experiences in this destination. It is also one of the
key undercurrents that motivates travel.
•As we engage in efforts to inspire, reward and celebrate the spirit of
discovery, others will come to know and appreciate the unique attributes
of our destination and our efforts will fuel transformational growth in
the Tri-Cities.
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Visitor Economy
•Direct Spending – creates a positive economic cycle
•Indirect Impact – fuels business interactions
•Labor Income, Providers for Hospitality Businesses, Construction, Engineering, Professional Services
•Induced Impacts – improve quality of life
•Employee Spending, Business Output, New Business Development
•Tax Revenues – support local governments
•Tax Relief for Locals – nearly $600 per household annually
*Source: Tourism Economics 2022
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Visitor Spending Breakdown
*Source: Tourism Economics 2022
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Community Vitality
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Pillars of Success
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Financial Picture
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Hotels
Hotel Tax Rev up $161,436 • ADR up 7.4% • Occupancy up 0.9%
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Messaging Strategy
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Signature Events
•Economic impact
•Workforce recruitment
•Business development
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Strategic Sales
•2023 Group Business
•156 Groups Hosted
Down 2% from 2022
•121,048 Group Visitors
Up 9% from 2022
•$26,774,874 Group Spending
Up 6.3% from 2022
•2024 Group Business
•121 Groups Booked
•140, 765 Projected Visitors
•$49,464,202 Projected Spend
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Effective Marketing
•Website Page Views: up 54%
•Social Media Followers: up 12%
•50k social media followers
•23m Digital Media Impressions
•215k PR Coverage Views
•27.4m publication audience
•2k engagements VTC Website Traffic
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Making a Difference
•Tri-Cities Rivershore Enhancement Council
•Cable Bridge Lighting Project
•National Park Committee
•B Reactor Virtual Tours
•Friends of the Park Group
•American WWII Heritage City
•Wine Tourism Council
•Tri-Cities Sports Council
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Innovative Operations
•Financial Stability
•Dashboard for Key Metrics
•Streamlined Processes
•Asset Management
•Social Media Management
•Project Workflow
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2024 Work Plan
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TPA Reserve Funds
Description Amount
Balance as of January 1, 2024 $2,433,620
Less Operating Funds & Minimum Reserve ($650,000)
Total Funds Available for Investment $1,783,620
Previously Committed Projects ($791,446)
Funds Available for Reinvestment $992,174
Proposed New Requests ($176,100)
Reinvestment Fund Balance $816,074
New Projects Amount
Media FAMS $15,000
Digital Mapping $15,000
Creative Production $75,000
TEAMS Sports Conference $10,000
Meeting Planner FAM $20,000
State of Washington Tourism Conference $25,000
Washington Society of Assn. Excellence $7,500
Airport Tourism Kiosk & Signage Updates $8,600
$176,100
TOTAL REQUEST
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AGENDA REPORT
FOR: City Council March 25, 2024
TO: Adam Lincoln, City Manager City Council Workshop
Meeting: 3/25/24
FROM: Ken Roske, Police Chief
Police Department
SUBJECT: Axon My90 Presentation
I. REFERENCE(S):
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Information only
III. FISCAL IMPACT:
None
IV. HISTORY AND FACTS BRIEF:
As the City endeavors to advance community policing and its associated
benefits, it is important to acknowledge the challenges inherent in assessing
the efficacy of our initiatives. While numerous programs are in place, none of
them currently provide a reliable and consistent mechanism for soliciting direct
feedback from the community.
One promising solution to this issue is the implementation of the My90
anonymous survey system by Axon. This system operates by sending text
messages to individuals shortly after they have interacted with the police
department, typically following a call for service. Similar to traditional customer
satisfaction surveys, My90 is designed to be user-friendly, with only a few
questions aimed at gauging the respondent's satisfaction with their interaction
with our department.
The primary objective of My90 is to provide a platform for the community
whose voices often go unheard. By recognizing the importance of transparency
and legitimacy in law enforcement, it is essential to gather as much input as
possible from our diverse community.
Page 39 of 60
V. DISCUSSION:
The Pasco Police Department is dedicated to utilizing the My90 survey system
as a pivotal tool in monitoring our ongoing relationship with the community. By
maintaining our engagement with this platform, we actively assess our
performance, pinpoint areas for enhancement, and cultivate deeper trust and
collaboration between law enforcement and the residents of Pasco. As part of
our commitment, Brooklyn Grossarth, Strategic Project Manager for Axon, will
present a concise overview of My90 to the council, highlighting the numerous
advantages this project brings to our community.
Page 40 of 60
AGENDA REPORT
FOR: City Council March 11, 2024
TO: Adam Lincoln, City Manager City Council Workshop
Meeting: 3/25/24
FROM: Richa Sigdel, Deputy City Manager
City Manager
SUBJECT: Resolution - Service Agreement with TRIDEC
I. REFERENCE(S):
Draft Resolution
Proposed Agreement
Presentation
II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS:
Discussion
III. FISCAL IMPACT:
$30,000 annually
IV. HISTORY AND FACTS BRIEF:
Pasco (along with Kennewick, Richland and West Richland) has contracted
with TRIDEC since the early 1990s for the provision of certain economic
development services. Those services have evolved over the years, as has
involvement of the cities in the TRIDEC organization.
Each city currently has a seat on the Board and the cities (as a group) are
afforded one seat on the executive committee. Consequently, the cities are
directly involved in determining the direction of TRIDEC and coordinating
TRIDEC's efforts with those of the cities.
The proposed Agreement spells out the various objectives to be pursued and
services to be provided by TRIDEC on behalf of the cities toward economic
development goals.
The most recent partnership agreement was executed in 2019, and expired at
Page 41 of 60
the end of 2023. The present proposal entails the renewal of said agreement,
maintaining its core framework while incorporating necessary revisions to the
Closing Deals section which clarifies the process for closing deals and public
events. Additionally, a dedicated section delineating the financial commitments
assumed by the City has been incorporated.
The Agreement includes the continued commitment to pay $30,000 annually
for TRIDEC services.
V. DISCUSSION:
Although this item is for Workshop Discussion only - staff recommends
Council's favorable consideration of the proposed Agreement. The City (on its
own) could not provide the level of economic development services provided
by TRIDEC for the amount required under the proposed Agreement. Karl Dye,
TRIDEC President & CEO, will present and answer any questions.
If Council concurs with the Agreement, it will be returned for formal action at
the April 1st Regular Meeting.
Page 42 of 60
Resolution - TRIDEC Industrial Recruitment Participant Agreement - 1
RESOLUTION NO. _________
A RESOLUTION OF THE CITY OF PASCO, WASHINGTON,
AUTHORIZING THE CITY MANAGER TO EXECUTE AN INDUSTRIAL
RECRUITMENT PARTICIPANT AGREEMENT WITH THE TRI-CITY
DEVELOPMENT COUNCIL, AKA TRIDEC.
WHEREAS, the Tri-City Development Council (TRIDEC) represents economic
development interests of the entire Kennewick-Richland-Pasco metropolitan area; and
WHEREAS, TRIDEC has firmly established strong and effective marketing and
industrial recruitment programs with additional financial assistance from the City of Pasco and
other entities within the bi-county region; and
WHEREAS, the City endeavors to renew participant agreement with TRIDEC
concerning industrial recruitment efforts; 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 Industrial
Recruitment Participant Agreement with TRIDEC.
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
Industrial Recruitment Participant Agreement between the City of Pasco and the Tri-City
Development Council 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 Industrial Recruitment Participant
Agreement on behalf of the City of Pasco; and to make minor substantive changes as necessary
to execute the Agreement.
Be It Further Resolved, that this Resolution shall take effect immediately.
Page 43 of 60
Resolution - TRIDEC Industrial Recruitment Participant Agreement - 2
PASSED by the City Council of the City of Pasco, Washington, on this ___ day of
_____________, 2024.
_____________________________
Pete Serrano
Mayor
ATTEST: APPROVED AS TO FORM:
_____________________________ ___________________________
Debra Barham, CMC Kerr Ferguson Law, PLLC
City Clerk City Attorneys
Page 44 of 60
INDUSTRIAL RECRUITMENT PARTICIPANT AGREEMENT
Benton Franklin businesses, local governments, chambers of commerce, and other
economic development agencies are intent on working cooperatively with the Tri-City
Industrial Development Council, “TRIDEC,” to recruit new industry to the bi-county area.
This agreement is between TRIDEC, the State’s designated Associate Development
Organization (ADO) for Benton and Franklin Counties, and the City of Pasco, a local
entity, both designated herein as “Participants” in the bi-county industrial recruitment
program. Similar agreements are being secured between TRIDEC and the counties of
Benton and Franklin, the cities of Kennewick, Richland, Pasco, and West Richland, and
the Ports of Benton, Pasco, and Kennewick.
MUTUAL OBJECTIVES
The Participants seek to expand business activity, increase capital investment, and
broaden employment opportunities in the bi-county area. To accomplish this, TRIDEC
will coordinate a program to expand existing industrial employment and recruit new
industries to Benton and Franklin Counties.
While TRIDEC’s primary mission is industrial job creation, the Participants are also
committed to supporting creation of new businesses, commercialization of technology,
expansion of tourism, retail development, and other means of economic development.
However, these important efforts are led by community-based economic development
organizations other than TRIDEC. The Participants will establish roles and
responsibilities for these functions with other agencies through separate agreements.
The cities, counties, and ports may have occasion to pursue individual or collective
industrial recruitment efforts beyond the confines of this agreement. To the extent these
supplemental activities require a significant commitment of TRIDEC resources, they
may as well be the subject of separate agreements.
AGREEMENT
The Participants will cooperate in the planning and implementation of activities to recruit
new basic industry to the bi-county area. TRIDEC will coordinate this effort, making
productive use of its own staff and volunteers, as well as personnel resources supplied
by other Participants. The TRIDEC President is responsible for administering this
agreement. The Entity designates Economic Development Manager (person or position)
as its primary contact for the TRIDEC’s industrial recruitment program.
Page 45 of 60
PROGRAM STRUCTURE
The TRIDEC Board of Directors is ultimately responsible for setting business
recruitment program policies. Cities, counties, and ports have full representation on the
Board. The recommendations of the Board’s Commerce & Industry Committee and
TRIDEC staff help shape these policies. The Department of Commerce and appointed
officials from member local governments have opportunities for active involvement. The
TRIDEC staff is responsible for administering the industrial recruitment program in
cooperation with personnel from Participant agencies.
TRIDEC functions as the Associate Development Organization for the Washington
State Department of Commerce. TRIDEC also engages businesses, educational
institutions, the Department of Energy and its contractors, the Tri-Cities Visitor and
Convention Bureau, and other bi-county economic development agencies to effectively
support its industrial recruitment program.
The TRIDEC President/CEO and participating port, city, and county managers will
endeavor to maintain effective coordination among the Participants. The Case
Management Group, consisting of the TRIDEC Vice President for Commerce & Industry
and designated staff from each Participant agency, will work together on an on-going
basis to market, recruit, qualify, and service prospects.
TRIDEC, in cooperation with the Participants, will accomplish the following objectives:
Industrial Recruiting Staff – Retain a qualified business recruiting staff to work
with designated Participant agency personnel area.
Marketing Plan – Maintain and follow a formal, written plan to market to, identify,
recruit, qualify, and service industrial prospects. Focus on target opportunities,
including but not limited to agribusiness, environmental industries, I-5 Corridor
businesses, metals industries, and back-office/telecommunication businesses.
Client Tracking System – Administer a client tracking system to manage and
record prospect contacts. Encourage use of the system by all Participants.
Site/Facility Inventory – Develop and administer a data base including the
following information for industrial sites and facilities available for recruited
industries: site and structure plans, location, site dimensions and acreage, soil
conditions and slope, transportation access, availability of utilities, zoning,
neighboring land uses, ownership, and contact person.
Training – Provide effective industrial marketing training to Participant agency
staff and community volunteers who come into contact with industrial prospects.
Measurement – Regularly monitor and report industrial recruiting progress using
a mutually agreed measurement system that gauges program effectiveness.
Page 46 of 60
Communications – Through its Internet WEB site and e-mail, printed reports,
newsletters, media releases, and briefing sessions, keep all Participants and the
general public adequately informed of industrial recruitment activities.
Annual Report – The year’s industrial recruitment accomplishments and plans for
the coming year will be reported at TRIDEC’s annual meeting.
HANDLING OF PROSPECTS
Business and recruitment activities can begin with contacts originated through the
Department of Commerce and referred to TRIDEC, directly by TRIDEC, or by a local
entity.
Contacts through TRIDEC: The following describes the handling of prospect cases
when contact originates at TRIDEC or is referred to TRIDEC by the Department of
Commerce:
TRIDEC will provide general information on the bi-county area and other data
requested by the prospect. In response to the Prospect’s expressed interests,
TRIDEC will also supply names of property owners and Participant contacts.
If the prospect indicates an interest in specific business locations, TRIDEC will
notify the Department of Commerce Participants and property owners, share
information gathered, make appropriate introductions, and assist in follow-up
marketing as requested.
If the prospect indicates interest in specific sites, but requests confidentiality,
TRIDEC will keep the Department of Commerce parties fully informed without
revealing the identity of the prospect. This information will remain confidential
until release by TRIDEC is authorized by the prospect.
When a prospect establishes formal discussions with a Participant and commits
to a site in its jurisdiction, responsibility for managing the contact will be
transferred from TRIDEC to that entity. TRIDEC will continue serving as the
prospect’s community advocate and provide assistance as requested.
Contacts at the Local Entity Level: This describes the handling of prospects when the
contact originates with the local entity, or the entity has assumed responsibility for the
case.
Local entities rely on TRIDEC to supply a variety of valuable industrial
recruitment information and services. When a local entity receives a contact
inquiry or is managing an industrial prospect and desires support from TRIDEC, it
need only request such assistance.
Page 47 of 60
It is not necessary for the entity to divulge the identity of a prospect to TRIDEC
unless it elects to do so. If requested assistance requires disclosure of the
prospect’s identity, TRIDEC will render such assistance while maintaining
confidentiality.
If the local entity determines that dealing with a prospect exceeds its abilities, the
prospect will be referred to TRIDEC for further handling.
If more than one local entity requests assistance with the same prospect,
TRIDEC will so advise the Department of Commerce entities. Under this
circumstance, subsequent requests for assistance must be mutually agreed upon
by the Department of Commerce local entities before it is rendered by TRIDEC.
CLOSING DEALS
The Participants recognize shared responsibility in the complicated process of closing
deals with industrial prospects. Care will be taken in each instance to properly define
the division of authority and responsibilities. Offers on land costs, infrastructure
extensions, utility charges, and other items will be made to prospects only by the
authorized entity (i.e., property owner, city, port, or utility) or with its explicit consent.
Public events such as media conferences, groundbreakings, and ribbon cuttings will be
coordinated with the siting jurisdiction. The city in which the prospect will locate or
expand its facility will be responsible for working with TRIDEC on logistics relating to
these events.
FINANCIAL COMMITMENT
For the services herein above described, the City of Pasco agrees to pay TRIDEC the
sum of Thirty Thousand Dollars ($30,000) for the twelve-month periods beginning
January 1st and ending December 31st for each year the contract is in effect. Payments
shall be made in equal quarterly installments and within 30 days upon City of Pasco
receipt of invoices setting forth the services rendered.
Page 48 of 60
TERM OF AGREEMENT
This Agreement will be effective January 1, 2024 and remain in effect through
December 31, 2026. It may be amended at any time by mutual agreement of
Participants. The Agreement may be terminated at any time by mutual agreement or by
either Participant for cause, failure to perform, or for other legitimate reasons. A ninety
(90) day written notice to the Participant is required to effectuate a termination.
CITY OF PASCO
Date Signature of Authorized Official
TRI-CITY DEVELOPMENT COUNCIL
Date Karl Dye, President/CEO
Page 49 of 60
PASCO CITY COUNCIL ANNUAL UPDATE
MARCH 25, 2024
Presented By
Karl Dye, President & CEO
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TRIDEC History
Tri -Cities Nuclear
Industrial Council
(TCNIC)
•Focused on
Federal
Programs
•Community
Convener
1963
TRIDEC
•Merger with
Existing
Chamber of
Commerce
•Economic
Diversification
through
Attraction &
Business
Development
1985
TRIDEC
•Unifying voice
that stimulates
and sustains a
vibrant regional
economy by
fostering
economic
growth and
prosperity.
Today
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Projects Driving the Economy
•Darigold (Pasco, WA): 200 Jobs
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Projects Driving the Economy
•Darigold (Pasco, WA): 200 Jobs
•Reser’s Fine Foods (Pasco, WA)
•Atlas Agro (Richland, WA): 158 Direct Employees
→ 1,000+ in Supply Chain
•ATI Materials (Richland, WA): Doubling Workforce
and Production Capacity
•Framatome/Ultra Safe Nuclear Joint Venture:
220 New Nuclear Fuel Manufacturing Jobs
•Hanford & PNNL Funding
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Pasco Partnerships
•1999 Department of Energy 3161 Grant
•Pasco Water Re -use Facility
•$1 million
•TRIDEC Incentive Fund
•Surplus Personal Property from DOE
•$400,000 Auto Zone
•$500,000 Darigold
•$150,000 Reser’s Fine Foods
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Energy Forward Alliance
•92-98% Carbon Free Electricity
•Bonneville Power Administration Transmission
•Large Agricultural Base
•Renewable Natural Gas Production
•Large DOE Presence
•Demonstrate and Scale Technologies
•Washington Carbon Polices
•Market Differentiation for De -Carbonization
•Business and Talent Attraction
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Nucleus of NW Clean Energy Hub
Abundant,
Reliable,
Low-Cost Clean
Electricity and
Heat
Hydrogen
and Hydrogen
Carrier Production
and Storage
Hydrogen
Distribution
and Use
Human and
Physical
Infrastructure
H2H2CO2
H2O
Steel
Fertilizer
Raw
Material
Inputs
Clean
Electricity
Inputs
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2024 Work
•Industries
•Crystal Production for Solar Cells
•Carbon-Capture and Reuse or Sequestration
•Electric Vehicle Battery Components
•Agricultural/Industrial Symbiosis
•Retail/Support Services
•New Nuclear
•Small Nuclear Reactors
•Micro Nuclear Reactors
•Advanced Fuels Productions
•Space Nuclear
•Workforce
•DOE Community Capacity Grants
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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.
Page 59 of 60
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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