Progress 2019 by Tri-City Herald

THURSDAY APRIL 18 2019

.................................................................................TRI-CITY HERALD

TABLE OF CONTENTS COMMUNITIES & LIFESTYLES City of Kennewick.......................................................................................................................6 City of Richland ..........................................................................................................................7 City of West Richland.................................................................................................................8 City of Pasco ...............................................................................................................................9 Benton County Commission ....................................................................................................10 Franklin County Commission ...................................................................................................12 Boys & Girls Club of Benton and Franklin Counties ...............................................................13 Columbia Basin College............................................................................................................14 WSU Tri-Cities ...........................................................................................................................16 Kennewick School District........................................................................................................16 Richland School District ...........................................................................................................18 Pasco School District ................................................................................................................19 Mid-Columbia Library ..............................................................................................................20 Trios Health ..............................................................................................................................20 Kadlec ........................................................................................................................................22 Lourdes Health..........................................................................................................................22 Tri-Cities Cancer Center...........................................................................................................24 Mid-Columbia Ballet.................................................................................................................24 Mid-Columbia Mastersingers ...................................................................................................25 Mid-Columbia Symphony ........................................................................................................26 Columbia Basin College Arts Center .......................................................................................27 Camerata Musica ......................................................................................................................28

AGRICULTURE & COMMERCE Port of Benton ..........................................................................................................................29 Port of Kennewick ....................................................................................................................30 Port of Pasco .............................................................................................................................31 Kennewick Irrigation District ...................................................................................................32 Eastern Washington Family Farmers .......................................................................................33

Washington Apple Commission ..............................................................................................34 Washington State Department of Agriculture ........................................................................35 Washington Grain Commission ...............................................................................................36 Washington Wine Commission ................................................................................................37

SCIENCE & TECHNOLOGY Bechtel National .......................................................................................................................38 HAMMER ...................................................................................................................................39 DOE Richland Operations Office and Office of River Protection ........................................40 CH2M Hill Plateau Remediation Company .............................................................................42 Mission Support Alliance .........................................................................................................43 Pacific Northwest National Laboratory...................................................................................43 Washington State Department of Ecology.............................................................................44 Washington River Protection Solutions ..................................................................................45 Framatome................................................................................................................................46 Hanford Advisory Board ..........................................................................................................47 Washington State STEM Education Foundation ....................................................................48

BUSINESS & ECONOMY Franklin PUD .............................................................................................................................49 Benton PUD ..............................................................................................................................49 Energy Northwest ....................................................................................................................50 NV5 Global, Inc..........................................................................................................................51 TRIDEC.......................................................................................................................................52 Visit Tri-Cities ............................................................................................................................52 Tri-City Regional Chamber of Commerce...............................................................................53 Pasco Chamber of Commerce .................................................................................................54 Tri-Cities Local Business Association ......................................................................................55 Tri-Cities Research District ......................................................................................................56 Benton-Franklin Council of Governments ..............................................................................56 Home Builders Association ......................................................................................................57 Employment Security Department..........................................................................................58

THURSDAY APRIL 18 2019

.................................................................................TRI-CITY HERALD

COMMUNITIES & LIFESTYLE CITY OF KENNEWICK

Sustainable strategy for 2019 and beyond! BY MARIE MOSLEY

City Manager

here taxpayer money is spent defines what is important and the priorities to support over 300 services are outlined in our 201920 biennial budget. The budget was developed with council’s leadership and community input — providing a sustainable strategy to achieve the goals in our five priority areas. Just some of the highlights in each priority area:

Community Safety A Our citizen budget survey results identified safe drinking water as the No. 1 priority and the budget provides funding for significant system infrastructure improvements and maintenance projects. A Strategic staffing for the Fire Department includes the hiring of 12 new firefighter positions to support existing needs in our community until future station No. 6 is built in our Southridge area. The city was awarded a $2.3M FEMA grant to provide partial funding for these new positions for the next three years. A We continue the commitments made to our community in fighting criminal gang and drug activity with the public safety sales tax through additional police officers, additional support positions, the cadet program and an additional mid-shift patrol unit. We will continue to work with Benton County and other partner jurisdictions to implement our regional program commitments for the safety of our community. A Enhanced school safety is another top goal and our School Resource Officer (SRO) program was expanded from the high schools to all five middle schools in partnership with the Kennewick School District.

Economic Development Kennewick remains an economic bright spot due to our focus on supporting existing businesses and job creation. Marie Mosley Realigning the City’s Urban Growth Area at our southern border to gain land for industrial development and continued partnership with the Port of Kennewick in developing the Bridge to Bridge/Downtown area and the Vista Entertainment District will remain top priorities. We also continue to actively support legislative efforts for a Building Business Ecosystems funding opportunity, similar to what helped us spur development in Southridge, to accelerate growth at Vista Field. Infrastructure & Growth Citizens and council have identified pavement preservation as one of the most important services. Thus $2 million is allocated annually for the next two years, in addition to a grant for a Kennewick Avenue overlay. We will continue to work with council to find a sustainable funding source for the future. Another highlight is our multi-year interchange project, in partnership with the state, at the Ridgeline/395 intersection. Final design will be completed this year with anticipated construction taking place in 2020-2021. Quality of Life We continue to work with the U.S. Army Corps of Engineers, in partnership with our neighboring jurisdictions and federal legislators, on conveyance of Columbia Park. In addition to $500,000 spent annually to maintain the park we lease from the Corps, recent major investments in this community asset include the new golf course clubhouse and Playground of Dreams rebuild.

Courtesy City of Kennewick

Strategic staffing for the Fire Department includes the hiring of 12 new firefighter positions to support existing needs in our community until future station No. 6 is built in our Southridge area.

Responsible Government Citizens want and deserve their city government to be responsive, responsible and fiscally accountable. These objectives are met through a broad range of programs. Top focus will be placed on increasing creative and flexible approaches to program outcomes and additionally leveraging community partnerships for the most efficient and effective delivery of services. To dive deeper in the details, the city provides lots of on-line tools. We highly encourage citizens to take a look at our biennial budget, comprehensive planning documents, council meeting packets and other available materials. All of this information is easily accessible on our webpage at www.go2kennewick.com . We recently held a Mini-Citizens Academy and those presentations are also posted. We are very confident of our future and prepared to work with our community to continue our success story in 2019 and beyond!

Courtesy City of Kennewick

A new lighthouse structure has been installed as part of the Phase I rebuild of the Playground of Dreams in Columbia Park.

THURSDAY APRIL 18 2019

TRI-CITY HERALD.................................................................................

COMMUNITIES & LIFESTYLE CITY OF RICHLAND

Keeping pace with steady growth . ..............................................................................

View our 2019 Budget and Capital Improvement Plan at www.ci.richland.wa.us/budget.

BY CINDY REENTS

City Manager

he City of Richland, with its estimated population exceeding 57,000, continues to see new development and growth with new housing, additional infrastructure and improved transportation networks throughout our entire community. City government utilizes short- and long-term planning processes to forecast and strategize for the future. In 2018, the City Council finalized its 5-year strategic plan, which will Cindy Reents help guide decisions for the future of our community. Citizens help drive these efforts by participating in public meetings, surveys, and communications with staff and the council. Currently, the city is updating its Parks & Recreation Master Plan. This new plan will establish a vision for the park system and provide guidance for parks, trails, recreation facilities and program needs through 2025. 2019 is a significant year for our residents as we complete and open the doors to a new City Hall. This historic effort combines three aging facilities under one roof and allows for a “one-stop shop” for residents. This new building will also assist in improved communication, efficiency and safety for employees. Once vacated, the adjacent 60-year old City Hall and Annex Buildings will be demolished, making way for prime real estate development opportunities in central Richland near the waterfront. Construction of the Duportail Bridge continues to progress. The bridge will improve connectivity to the booming development of

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Courtesy City of Richland

Construction of the Duportail Bridge continues to progress.

south Richland. In addition, investment in street improvements, including the completion of upgrades to the Queensgate corridor, and current updates along the Swift corridor, will continue to safely link residents to all quadrants of our city. Improved pedestrian and bicycle treatments will help residents and visitors explore and enjoy our city’s core assets and enhance the quality of life for our citizens. In central and east Richland, 2019 will bring improved travel on George Washington Way, with the resurfacing of over 4 miles of roadway, as far north as Horn Rapids Road. Additional improvements include improved traffic signals, sidewalks and roadside landscaping at key spots along the street. Richland Energy Services continues to forecast for growth and commit to

providing reliable electric service for our citizens. With the addition of the Leslie Road Substation and other electrical infrastructure, citizens are afforded some of the most cost effective and reliable electricity in our state. John Dam Plaza and the HAPO Community Stage in central Richland continue to attract more community activities and events each year. In 2018, 42 events were held, including city-sponsored, co-sponsored and private rentals. These events drew approximately 51,200 attendees. The year ended with the Winter Wonderland and the Festival of Lights, an amazing holiday experience of lights, music, activities and more! In north Richland, interest in the Horn Rapids Business Center, Industrial Park and Commercial Center has increased and is expected to remain

strong through 2019. At the end of 2018, there were eight land sales completed, totaling over $600,000. There are another 10 sales pending totaling almost $5 million, which are expected to close in 2019. New housing in nearby Horn Rapids is also on an uptick with another phase of development taking place. South Richland’s Lorayne J neighborhood along Leslie Road will be absorbed into City Services through annexation. This will transfer an additional 121 homes into Richland’s service area. The Badger Mountain South housing community is also growing, with a large number of new homes being constructed. This is an exciting time in Richland! Our community continues to grow and evolve. Again, the City of Richland is committed to pursuing opportunities for economic growth and development; enhancements in safety and community connectivity; providing robust community amenities, encouraging community engagement and protecting our citizens’ exceptional quality of life. We are also committed to identifying and learning from opportunities and challenges as they arise. We encourage our citizens to stay involved and informed. Our website is an excellent resource. Visit us at www.ci.richland.wa.us for up-to-date information on city news and events. Follow us on social media for additional information regarding upcoming events and initiatives. View our 2019 Budget and Capital Improvement Plan at www.ci.richland.wa.us/budget.

THURSDAY APRIL 18 2019

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COMMUNITIES & LIFESTYLE CITY OF WEST RICHLAND

Poised for rapid expansion BY BRENT GERRY

Mayor

est Richland has opened another chapter in its history with the City Council’s adoption of the comprehensive plan periodic update. This document is the guide staff and council use to grow our city for years to come. Over the last two years, the City Council updated the zoning development standards to address the various housing options the city needs. The code updates allow for townhouse, multi-family and condominium developments that are now being built along major intersections such as Bombing Range Road and Mt. Adams View Drive, as well as planned projects at the future intersection of West Van Giesen Street and Paradise Way. We are excited to see the increase in multi-family, which is a commodity our city has been lacking. All of this certainly contributes to our over 3 percent annual growth, bringing our population to 15,360 as of 2018. We expect to see our annual growth double after receiving an application for a 165-acre subdivision that will make up 563 residential lots to be developed in 10 phases. The balance of the site will be public right-of-way, open space tracts, parks, undeveloped commercial and multi-family residential tracts. The Heights at Red Mountain Ranch is an appropriate name given its location at the base of Red Mountain just north of Red Mountain Center. Recognizing the residential growth, the Richland School District continues to plan for students in West Richland. Construction will begin in 2019 on a rebuild of Tapteal Elementary School and a new 45,000-square-foot teachers Learning and Administrative Center that will be north of the planned third Richland High School on vacant land to the west of Leona Libby Mid-

dle School. Finally, the school district will complete the new Belmont Elementary School in time for its first classes this fall. It is anticipated that the average of 100 home permits issued a year will be surpassed in 2019 and commercial permits will increase as well. The city provides a relaxed and attractive quality of life and also participates in community events such as National Night Out, Hogs & Dogs, Earth Day and supports sports leagues and others that utilize our well maintained parks, trails and community garden. The city is partnering with the Greater Richland Little League for improvements at the Bombing Range Sports Complex that include new bleachers, sunshades and safety netting. The Columbia Center Rotary Club generously provided a $12,000 grant to contribute to the improvements. The residential growth spurs economic development and the city is actively marketing its commercial properties known as the Belmont Business District at the intersection of Belmont Boulevard and Keene Road, which can accommodate up to 60,000 square feet of gross floor area. With the development of the Municipal Services Campus in the Belmont Business District, the former city campus surrounding the library and police station in the downtown was freed up for new occupants and owners. Those available properties are also being marketed for sale and/or lease. As the city grows, so do our infrastructure needs. We have several capital projects planned for 2019. The city’s 2019 Focus on Transportation Systems includes: A The Bombing Range Road Bridge Rehab Project will upgrade existing bridge girders to eliminate posted weight limit restrictions. A The Pedestrian Crossing Improvements Project includes installa-

Courtesy City of West Richland

Mayor Gerry with two little officers at National Night Out

tion of rapid flashing beacon lights at Bombing Range Road at the Sports Complex, the intersection of Jade and Paradise Way, Belmont Blvd. at the new elementary school, and the intersection of North 62nd Avenue and Van Giesen. A Grosscup Blvd. project will provide a new asphalt overlay on Grosscup Blvd., from Van Giesen St. to North 62nd Ave. and upgrade of handicap ramps. A New traffic signals will be installed at the intersections of Bombing Range Road and Mt. Adams View Drive as well as Van Giesen Street and South 38th Avenue. The city’s 2019 Focus on Water Systems includes: A Brotherhood Reservoir Project, which is the construction of a new one-million gallon reservoir to increase water pressure and fire flow to commercial properties along the Van Giesen corridor. A Well No. 11 Project includes construction of a new potable groundwater well with 1,650 gallons per minute capacity.

A Well No. 10 Aquifer Storage & Recovery Project modifies the city’s existing well No. 10 into an aquifer storage and recovery project. The city’s 2019 Focus on Facilities includes: A Municipal Services Facility Tenant Improvement Project, which will complete interior construction of a 4,000-square-foot shell. A Mid-Columbia Library Remodel. A complete remodel of the West Richland Branch began in January 2019. The remodeled library will have a larger collection of material and eight public computers, with a lounge for using tablets and laptops. Also planned are a new storytime area with an improved children’s collection, a historic photo mural and a small conference room. A Proposed Police Facility. A bond has been proposed to voters for construction of a larger, more secure police facility. A special election will be held on April 23. As West Richland grows, it continues to be a great place to do business, raise a family, and play!

THURSDAY APRIL 18 2019

TRI-CITY HERALD.................................................................................

COMMUNITIES & LIFESTYLE CITY OF PASCO

Pasco is investing in people, infrastructure and the future BY DAVE ZABELL

City Manager

rogress is often thought of in these terms: What is being built? What is the next big thing? What street, park or facility is the city building next? While all of that is interesting, from the perspective of a resident or business, sometimes what’s happening now that impacts quality of life is equally important. With that in mind, Pasco has been surveying its residents about city services and community issues since 2005. The survey, provided in English and Spanish, is used to inform the City Council in the formation of goals for the community and assist staff in improving the delivery of services. The most recent survey, published in 2018, logged the highest positive ratings for Pasco since formal surveying began in the following categories: The City as 1) a place to retire; 2) a place to work; and 3) a place of openness and acceptance. In addition, police, fire, ambulance services and crime prevention efforts enjoyed their highest ratings since initial surveying began. City image and recreational programs also received significantly improved scores. Goals make a difference, and the City Council goals developed through the community survey have most recently resulted in: A An improvement from a Class 5 to a Class 3 in the City’s fire rating, so let your homeowner’s insurance agent know as there may be savings associated with this improvement. A For the second consecutive year Pasco has been recognized as the third safest city with a population over

50,000 in the state. A Building on a “strength through diversity philosophy,” the establishment of a City Council-appointed Inclusivity Committee. A A community risk reduction program that is having a profound and positive effect on lives. A Four police officers added in 2019. A Stable property tax and utility rates. Over the next 20 years, Pasco’s population is expected to increase from 74,000 to 125,000, an increase of 51,000 new residents. To plan for accommodating this anticipated growth, an update of the City’s Comprehensive Land Use Plan is under way. The update is a 20-year look forward on what Pasco at 125,000 people will look like, including quality of life and infrastructure issues such as open space, parks, density, development standards, public safety, transportation, utility infrastructure, affordable housing, employment and amenities. Completion of the planning process is expected this year. All of Pasco will continue to experience steady growth in the coming years, however west Pasco will experience considerable residential and commercial growth. A major sewer trunk line, currently under construction, will open the area up for development. Some noteworthy capital initiatives that have been in the works for years are currently coming to fruition: A The $32 million Lewis Street Overpass creating a safe and welcoming gateway to downtown from the east will be under construction this fall. A A community-based reimagining of Peanuts Park/Farmer’s Market is

Courtesy City of Pasco

Two new Fire Stations are under design with construction anticipated over the next 18 months; one slated for Road 68 and Sandifur Blvd., the other in the vicinity of Court St. and Road 52.

Courtesy City of Pasco

West Pasco residential and commercial growth plan.

under design with construction to commence late this year. A Chapel Hill Boulevard, a missing multi-modal transportation corridor link between Road 68 and Road 84, is under construction. This project opens up booming residential areas, allows for new commercial opportunities and improves safety and options for travelers in the surrounding area. A Two new fire stations are under design with construction anticipated

over the next 18 months; one is planned for Road 68 and Sandifur Boulevard, the other in the vicinity of Court Street and Road 52. It is no simple task to describe all that is happening in Pasco in a few hundred words. We encourage the public to access our website (www.pasco-wa.gov) or follow us on social media to stay up to date on city news, initiatives and other major happenings in our community.

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THURSDAY APRIL 18 2019

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COMMUNITIES & LIFESTYLE BENTON COUNTY COMMISSION

Improving facilities and services is the cornerstone of 2019 BY SHON SMALL

Chairman, Board of Benton County Commissioners

nhancement and improvement of facilities and services are the cornerstone of Benton County’s 2019 goals. In 2019, county residents will see significant enhancements to county facilities and services after many years of planning and preparation. These improvements wouldn’t be possible without the tireless effort of our county elected officials, managers and employees. The new year brings exciting additions to Benton County public safety efforts. The county will continue to work with Benton County Emergency Services (BCES) and neighboring jurisdictions to plan and prepare for the construction of a new emergency communications tower on Red Mountain. This tower would eliminate gaps in radio coverage for law enforcement and emergency responders. Currently, $2 million has been allocated for site selection, construction and installation. This project will be paid for from the Public Safety Sales Tax.

The Gang & Crime Prevention Initiative, also funded by the Public Safety Tax, continues to partner with local non-profits and organizations to provide money to support local crime prevention programs. The county has committed over $2.6 million in 2019-2020 to 11 community programs to fund services for homeless teens, at-risk youth, victims of human trafficking and more. In 2018, Benton County, in partnership with Franklin County, began seeking support from the Washington State Legislature to assist in funding capital improvements to the BentonFranklin Juvenile Justice Center. These efforts have continued into 2019, with the goal to construct new administrative areas of the building, thus providing space for courtrooms, offices, and classrooms for educational and diversion programs. This year also brings new buildings and upgrades to county services and facilities. Plans are in development to construct a new administration building, which would bring multiple county offices to one location, providing a one-stop-shop for the Assessor, Auditor, Treasurer, Human Resources and Commissioners offices and eliminating the public’s need to commute

between multiple office locations to complete a task. The project is currently in the predesign phase. A full design will likely be completed by August of this year and construction will occur through 2020. This same concept will be applied to a new Tri-Cities office for the Public Works, Planning, and Building Departments on Wiser Parkway in Kennewick. Combining these departments into one location in Kennewick and another in Prosser at the County courthouse will streamline county processes and increase efficiency to better serve the community. The project has been awarded for construction to a local contractor, Banlin Construction. The anticipated opening date is in September 2019. Finally, the county plans to continue upgrading and enhancing the facilities at the Benton County Fairgrounds to

serve a wide variety of community members, organizations and events. This year, Building 1 and its nearby restrooms are scheduled for limited improvements. After meeting with 4H organizations and other youth-related organizations, it became apparent that there is a need for an enclosed building that can show small livestock at an affordable rate. The restrooms will be completely demolished and replaced with a prefabricated structure designed for large event center use. That project and minor upgrades to Building 1 are to occur Summer 2019. The other upgrades will begin design this year and likely see construction after the annual fair or in early 2020. For more information about these projects and others, visit our website at www.co.benton.wa.us.

Courtesy Benton County Commission

Courtesy Cortner Architectural Company

Planned south elevation of the new Public Works, Planning, Building offices at Wiser Parkway.

Benton County Mental Health Court graduation staff and community attendees (March 2018). Mental Health Court is funded entirely by the Public Safety Sales Tax.

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THURSDAY APRIL 18 2019

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COMMUNITIES & LIFESTYLE FRANKLIN COUNTY COMMISSION

Ready for challenges, rewards BY BOB KOCH

Commission Chair

ranklin County, named after Benjamin Franklin and with a current population nearing 100,000 people, is one of the fastest-growing areas in the Pacific Northwest. Driven primarily by agricultural production and food processing, the economic base of the county is rapidly diversifying as it grows. 2018 saw some significant changes in the county that will affect citizens for years to come. In the November election, Clint Didier was elected to a 4-year term to represent District 3 on the County Board of Commissioners. He joins Commissioners Brad Peck from District 1 and Bob Koch from District 2. Also elected were Peter McEnderfer as county assessor and Curtis McGary as coroner. Incumbents were re-elected to all remaining county offices. In August 2018, the county completed its consolidation of E911 Dispatch services with the Southeast Communication Center (SECOMM) to provide regional emergency

Tri-City Herald file

The Trade, Recreation & Agriculture Center (TRAC) continues to be an important part of economic development in Franklin County.

dispatch services to the TriCity region. This will result in faster response times and fewer dropped calls for citizens needing emergency services. Looking forward, the county is anticipating many new changes as well. The county is an economic partner with the Port of Pasco and others in bringing a significant technology and research facility to the area. Battelle is currently building a state-of-the-art hangar at the Tri-Cities Airport Business Center to house the ARM Aerial Facility,

which includes mobile platforms, a piloted plane as well as several Unmanned Aircraft Vehicles (UAV), and the extensive experimental equipment that is either attached to a mobile platform or remains land based. This new facility will occupy approximately 18,240 square feet, providing jobs, technology development and growth to the citizens of Franklin County. County officials are working with both our federal and municipal counterparts in the region to craft federal legislation to reconvey Columbia

River shoreline property currently owned by the Army Corp of Engineers back to local governments in the region. These parcels were acquired by the Corps for flood control purposes in the 1950s. Since dams and other flood control facilities have subsequently been built, federal ownership is no longer essential, and we are working to re-convey these parcels back to local control. The Trade, Recreation & Agriculture Center (TRAC) continues to be an important part of economic development in Franklin County. The TRAC creates millions of dollars in positive economic impact to our community and improves the quality of life for our citizens. To improve the branding and marketability to a more regional and national audience, the county is engaged in offering the naming rights of the facility to a private entity, a move which will improve the financial condition of the facility and reduce the burden upon county taxpayers. Our biggest priority is the safety and security of our citizens. Law enforcement and the Corrections Center

(jail) continue to be a focus of budgetary priority. Our jail facility is in need of significant upgrades, remodeling and improvements to be able to provide proper segregation of offenders, adequate medical treatment and facilities to meet the standards for certification for a modern correctional facility in compliance with court-ordered mandates. Financing these modifications will be an ongoing challenge and significant priority for 2019. Brad Peck, Clint Didier and I continue to serve the county through our appointments to nearly 20 boards and committees each, including county, bicounty, state and federal appointments. The attendance at these meetings, together with the research, correspondence and interaction required of the appointments, keeps the commissioners aware of programs, grants, progress, legislation and opportunities for our residents. We look forward to the challenges and rewards 2019 has in store and are proud to be an integral part of Franklin County and of service to our community.

Bechtel, Inc., and STCU to bolster audience engagement for our REACH Quarterly. With a program once a quarter on a Saturday, we offer activities, speakers, demonstrations, crafts and performances for the whole family to stimulate learning and curiosity while strength-

ening our sense of community. Our 2018 REACH Quarterly themes were Agriculture, Fish, Insects and Astronomy. Ag Day featured drone demonstrations of technology that help farmers cultivate crops.

THE REACH MUSEUM

The REACH turns Five BY ROSANNA SHARPE

Executive Director

018 was another remarkable year for the REACH as we focused on education, exhibitions, and engagement by

presenting awesome education programs for our community and nurturing relationships with public partners. We joined the forces with

SEE THE REACH, 13P

THURSDAY APRIL 18 2019

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COMMUNITIES & LIFESTYLE BOYS & GIRLS CLUB OF BENTON AND FRANKLIN COUNTIES

Youth benefit from region’s generosity BY BRIAN ACE

Boys & Girls Club Executive Director

018 was an indescribable year for Boys & Girls Club. Since our inception in 1996, we have been a growing organization with the ongoing goal to serve more youth in our community. The purpose of Boys & Girls Clubs is to provide safe spaces for youth where they are surrounded by caring and committed adults, encouraging them to achieve great things for their future. However, 2018 saw our mission and work take a huge step forward as we realized two dreams for our organization. First, 2018 saw the culmination of our Great Futures TRI-CITIES! campaign as well as the construction and

completion of our new clubhouse in Kennewick, the Eerkes Family Branch. This 23,000-square-foot facility opened its doors in January of 2019, and is increasing in the number of youth it serves on a weekly basis. Located in one of the most densely populated, low-income neighborhoods in Tri-Cities, we are committed to serve those young people who need us most. Two of our hopes and dreams have already been realized for this clubhouse. We had a goal of serving a large number of middle and high school youth, those most in need of mentoring, guidance and encouragement. We are proud to say that this has proved to be the case! We had also hoped to have our staff and membership reflect

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THE REACH Fish Day featured demonstrations from Columbia Basin Fly Casters on topics like catch and release techniques. Incredible Insects Day attracted a record 479 guests with presentations from beekeepers. Our Astronomy Evening took place under the stars with a Twilight Talk by Michael Landry, Head of LIGO Hanford Observatory and interactive activities provided by Bechtel Planetarium. REACH Quarterly themes in 2019 will include animals, transportation, rocks, and more! Attendance at the REACH has never been more robust. In 2018, we welcomed 4,937 river cruise visitors from around the world; 8,157 general admissions; and 6,510 students and attendees of education programs like Screech at the REACH, Little Explorers and STEAM Family Workshops, to name a few. To strengthen our brand, we real-

Courtesy The Reach

The REACH Museum at night looking through Solar Stage.

ized that bringing people into the museum is as important as being present in our community. To help with this, we hired a part-time educator who is responsible for outreach—like taking our mini mobile museum into schools and having tables at science fairs and festivals. Fanciful Flight: Butterflies & Moths from the Dr. Rod Coler Collection was our featured special exhibition in 2018. Here, we examined the similarities and differences in anatomy, lifecycles, and migration patterns of

Courtesy Boys & Girls Clubs of Benton and Franklin Counties

Jose Torres, senior at Chiawana High School, was chosen to represent his peers as the 2019 Boys & Girls Clubs of Benton and Franklin counties Youth of the Year.

the diversity of the neighborhood we serve. This has also come to fruition. Walking through the clubhouse is a reminder of the beautiful diversity we have throughout our cities. The gene-

these amazing insects found in our backyards. Future exhibitions will feature topics on recycling, rocks and watercolors from the Mid-Columbia Watercolor Society. Did you know that REACH now has over 1,000 members? Our members plays a vital role in supporting the museum both financially and programmatically, as well as serving as goodwill ambassadors in our community. Did you know that a REACH membership has reciprocal benefits through NARM (North American Reciprocal Museum) and ASTC (Association of Science and Technology Centers). This means that your REACH membership has added value—giving you free or reduced admission to over 900 museum nationwide. Thanks to a grant from the City of Richland, we have more marketing dollars to advertise regionally and promote the REACH’s brand and tour program centered on agriculture, geology, and local history. As an epicenter for STEM, heritage and ecotourism, we will offer the following

rosity of our community made this club possible, and the generosity of the community will sustain this work moving forward. 2018 was also a time of rapid growth, as we became the official child care provider for the Richland School District. In August, we opened 10 new school-based clubs and 2 preschool programs throughout Richland and West Richland. In a recent survey, parents expressed great confidence in our staff, programs, and positive impact on the young people we serve. However, this growth is just the first step. As part of our work with the district, we have committed to reinvesting revenue from these programs SEE BOYS & GIRLS CLUB, 14P

tours this season: April 19 Western Scablands April 27 White Bluffs Hike May 10 Dry Falls May 13 Wallula Gap Hike August 10 Coyote Canyon Mammoth Dig August 17 Kayak Hanford Reach National Monument September 7 Vineyards & Winemaking September 14 Hop to Bottle September 20 Southern CheneyPalouse Scablands & Palouse Falls Lastly, we are proud to announce that the REACH will celebrate its fifth anniversary in July. The Richland Public Facilities District (RPFD), the REACH Foundation, and the City of Richland have joined forces to devise a comprehensive strategic plan that will to carry us into the next five years. Our areas of focus will be financial health, sustainability, program development, organizational & community engagement, and facility use. We invite you to celebrate these milestones with us, and remember . . . It’s All Within Your REACH!

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THURSDAY APRIL 18 2019

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COMMUNITIES & LIFESTYLE COLUMBIA BASIN COLLEGE

Growing with an eye on the future BY DR. REBEKAH WOODS

President

t has been a wonderful first year for me at Columbia Basin College (CBC) and in the Tri-Cities, both personally and professionally. I am humbled to see the strong and ongoing support CBC receives from our community. It has been a privilege to get to know CBC’s faculty and staff and learn about the important work they do to better our students’ lives and improve our surrounding communities. I have had the opportunity to meet many students and hear their diverse stories, personal dreams and aspirations. I am confident our future is in capable hands. Although we have accomplished

much over the last year, we look forward to the continued opportunity to positively impact thousands of students’ lives and help them meet their future academic and career goals. Here are a few areas we will be focusing on in the upcoming year: 1. Continue to attract and hire toptier talent We are in the search process for at least 16 open faculty positions to help us strengthen and diversify current academic offerings to meet our students’ needs. Our values of diversity, equity and inclusion are incorporated throughout all our search processes. In response to vacancies created by retirements, resignations, and organizational restructuring, we have filled

Courtesy Columbia Basin College

Rendering of CBC’s new Dental Hygiene Clinic, which will be located on the fourth floor of the Richland Medical Science Center.

SEE CBC, 15P

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BOYS & GIRLS CLUB

Courtesy Boys & Girls Clubs of Benton and Franklin Counties

The Kennewick Clubhouse, Eerkes Family Branch, is a 23,000 sq. ft. youth facility that opened its doors in January of 2019 thanks to the investment of local individuals and businesses.

to reduce the income-based achievement gap in the district. This partnership will allow us to expand our traditional clubs into Richland in the future to help realize this vision. With these two developments and other program changes, we are serving 40 percent more youth than in previous years. Growth is encouraging and exciting; however, it also comes with challenges. To have the most impact on our youth, these programs must be maintained and provide high quality for years to come. In 2019, we are focusing our staff and board on sustainability and structure for the future. To that end, we are committed to the following: A Increased board and staff focus on sustainable fundraising, including the development of a planned giving program with a focus on endowed funds. A A strategic task force composed of community leaders to identify the needs of youth in Pasco. We have been serving this community for 20

years. We want to ensure that we are serving the right youth, in the right locations, to their greatest benefit. A A strategic task force composed of community leaders identifying strategic expansion into Richland. Where in Richland are the young people who need us most? Should we focus on children or teens? How can we create brighter futures for Richland youth? We express a sincere “Thank You” to our community on behalf of the additional youth we are serving following this season of growth. You have entrusted the most valuable resource into our care – our children. Now, we ask that you commit to their future, and the future of our community, with renewed support to ensure that we remain a consistent resource for children and teens in need. We are dedicated to providing the opportunity for great futures for our youth. That opportunity is given because of the support of caring people like you.

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COMMUNITIES & LIFESTYLE FROM PAGE 14P

CBC several key positions: A Vice President for Institutional Advancement A Dean for Math and Science A Dean for the Business and Computer Science A Director for Workforce Education A Associate Dean for Agriculture and Culinary Arts We continue to search for candidates to fill several other key openings including: A Director for Career and Technical Education A Director for Emergency Management & Campus Safety A Director for Facilities and Capital Projects A Director for Library Services 2. Improve, add and upgrade facilities A Dental Hygiene Clinic – The

clinic will be relocating to our Medical Science Center in Richland. This will significantly increase clinic operating space, enrollment and patient visit capacity. A New Student Recreation Center – We are awaiting legislative authority to move forward with design and development work. A Culinary Arts Facility – With a strategic new hire just completed (i.e., Associate Dean for Agriculture and Culinary Arts), we will take the next steps toward the development of a Culinary program and new facility. 3. Offer new Bachelor of Applied Science (BAS) degrees CBC will continue to respond to the needs of our industry partners with new four-year degrees. As of 2018– 2019, there are 415 students enrolled in six baccalaureate programs in Project Management, Applied Management, Computer Science, Cyber Security, Dental Hygiene, and Nursing. We are currently working on developing our seventh program in Teacher Edu-

Courtesy Columbia Basin College

CBC continues their support of veterans by hosting their annual Veterans Day Ceremony where they honor all veterans who have served in the U.S. Armed Forces.

cation to address the severe teacher shortage. 4. Provide students with more support services A Emergency Support Fund – The fund will assist students facing critical financial barriers to ensure they can successfully complete their education. A Vets Boots to Books Program – This program will offer financial assistance to military connected stu-

dents toward tuition, books, housing, gas, groceries or other emergency needs. A Increased Academic Counseling – CBC is hiring more Retention Specialists to provide educational planning and assistance for students. We are also launching a Career Center to offer personal and career counseling and work with undecided students. A Pathways – We are working to streamline the academic pathway for students from entrance to completion. 4. Launch new logo and website We are excited to launch a new CBC logo and college website, along with a fresh branding strategy in summer 2019. The new branding strategy will capture our desire to be innovative and forward looking while remaining true to our roots. CBC will continue working hard to meet future educational and community needs. Please contact me if you have questions or comments. Go Hawks!

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COMMUNITIES & LIFESTYLE WSU TRI-CITIES

KENNEWICK SCHOOL DISTRICT

Greater established partnerships, new facilities on the horizon

New schools keep district on pace with growth

BY SANDRA HAYNES

WSU Tri-Cities Chancellor

he past year at Washington State University Tri-Cities has been a great one, not only because it has been my first year as chancellor, but because it has been wonderful getting to know so many incredible WSU students, faculty, staff, alumni and community members, in addition to our incredible community members. It is an honor to serve this WSU community in my capacity in the TriCities and we have a variety of exciting things coming this year that are meant to heighten the student experience, our academic programming and overall, provide our community with better connections to higher education opportunities. I’m elated for what the future has in store. This past year, we welcomed the completion of an apartment complex on campus. This was made possible with Corporate Pointe Developers, which partnered with us to build the complex at no cost to the university. A variety of students live at the complex now, which feature one- through fourbedroom units. These apartments present an ideal option for most students, from new freshman, to military veterans, to transfer students. This complex also provides our out-of-state students with a more direct connection to housing that doesn’t require a tremendous amount of searching. Numerous studies show that students who live on campus perform better. We have definitely seen this to be the case. We began our student hardship fund this past year, which has served several students in times of severe need to help with rent, bills, emergency childcare expenses and especially when unforeseen crises arise. This

BY DAVE BOND

Superintendent

ennewick School District continues its trend of steady growth, with nearly 19,000 students enrolled in its schools and more than 2,600 staff members working hard to serve them. Two new elementary schools opened in August to help meet the demand — the 38-classroom Amon Creek Elementary and the 30-classroom dual-language Fuerza Elementary. An expansion of Tri-Tech Skills Center wrapped up over the summer and Mid-Columbia Partnership moved into a new permanent home in January, after years in portable classrooms. Keewaydin Discovery Center also was expanded by four classrooms this year, Legacy High School is poised to move into a new building this spring, and a 22-classroom addition to Amistad Elementary School will make its debut in August. And that’s just the beginning. The community showed its support for Kennewick schools in February by approving a $125 million bond that will create room for continued growth well into the future. The bond’s signature project is a new Kennewick High. The two-story school will replace the Lions’ existing home, which dates to 1951. A science wing, a dining commons and a courtyard are among the features planned. The new building will connect to the existing Lion’s Den gym and to

K Students were able to move into the new Brelsford Vineyards apartments located on the WSU Tri-Cities campus last fall.

fund helps provide our students with an outlet for when they feel there is nowhere to turn financially. With these support funds, students are better able to stay on track in their schooling, and in turn, achieve a better life for themselves and their families. You may have seen the #CougsGive campaign pop up around social media on April 10, which raised dollars for the fund. If you would still like to give to that fund, visit foundation.wsu.edu/give, select “Campuses,” “WSU Tri-Cities” and “Student Emergency Hardship Fund.” We are in the process of designing a new academic building and continue to welcome input from our students, faculty, staff, alumni and community members. This facility will fill a crucial need, as it is vital to provide our students with state-of-the art laboratories, classrooms and other facilities so that they are prepared for the workforce when they graduate. We have received the design funding for the building, and are on the governor’s proposed capital budget for construction funding. Look for further

opportunities to provide your input regarding what is best suited for our students and community needs for this building. WSU and Columbia Basin College have worked diligently together throughout the past year to re-establish working relationships between our two academic institutions, and in doing so, are looking to further agreements to make for a smoother and more succinct transfer process between our two schools. This is vital, as students need to have direct pathways to ensure their future success in the workforce, and generally, in their livelihoods. And finally, we are well into our strategic planning process that will detail our goals for WSU Tri-Cities for the next several years. We welcome all thoughts on where we should head in these next few years, as well as further into the future. Look for announcements on when to participate in these conversations. We have held a handful of meetings so far, but will hold more public opportunities here in the near future. Visit tricities.wsu.edu/strategic planning for more information.

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COMMUNITIES & LIFESTYLE RICHLAND SCHOOL DISTRICT

Richland schools working to ensure each student can succeed BY DR. NICOLE MACTAVISH

Successor Superintendent

fter more than 20 years of military life — frequent moves between posts where we never had the time to fully become part of a community — I was searching for somewhere my family could settle and build those connections. Richland was right at the top of our list; it offered proximity to our family elsewhere in the Pacific Northwest, had an affordable cost of living and an abundance of outdoor recreational opportunities. Richland School District, though, was exactly what we were looking for.

Courtesy Richland School District

Students at William Wiley Elementary work on a group project using Google Chromebooks provided through the district's 1:1 Technology Initiative.

As an educator seeking her first role as a superintendent, I saw everything I

could want professionally. More importantly, I could see Richland schools offered everything I ever wanted for my own young son. This is a district where talented and kid-centered faculty often stay in its schools for their entire careers. Students have opportunities to learn outside the classroom — on the field, on the stage, in the shop and in the studio — to expand their learning. The schools and other facilities are world class, providing welcoming places for students and staff. What’s more, all of this is supported by an incredibly generous and dedicated community. Many community members volunteer in classrooms. Boosters support student athletes, musicians, artists and scientists. Vot-

FROM PAGE 16P

KSD the school’s remodeled auditorium. Classes will continue during construction, which starts this summer. Students and staff will use the existing math and science wing and annex building, the Fruitland Building and other space while the new school is built. The new Kennewick High will open in August 2021. Kamiakin and Southridge high schools also are getting attention, thanks to the community’s support of the bond, with 12-classroom additions planned at both schools. The additions will bring each school’s capacity to 2,000 students. Athletic facility improvements also are planned at both Kamiakin and Southridge, including replacing the existing grass fields with artificial turf. The two-phase overhaul of Amistad Elementary will be completed in 2020 through the bond. A state grant aimed at reducing class sizes in

Courtesy Kennewick School District

The science wing of the new Kennewick High School.

kindergarten through third grade paid for the 22classroom addition that’s under construction now. The bond will cover replacing the original Amistad building with a new 20-classroom school, which will then connect to the addition. Amistad will have 42 classrooms total when both

ers support bonds and levies, allowing the district to build or replace schools to address growing enrollment and provide innovative programming that prepares students for their futures. All of this attracted my family and me to the Richland School District and makes me grateful to be taking on the superintendency this summer. It is a duty I do not take lightly, nor does anyone else charged with preparing our children for their futures. The Richland School Board is in the midst of crafting a strategic plan that will guide the goals and priorities of our district in the years to come. The hundreds of teachers, classified staff, administrators and others who are SEE RSD, 19P

phases are done, making it the largest elementary school in the district. Ridge View Elementary also will be replaced or remodeled, with the school expanded from its existing 20 classrooms to 30 classrooms. It will open in August 2024. And the bond will help us continue looking ahead, allowing us to build our 18th elementary school in a high-growth area of the district. The new school will open between 2022 and 2025. We also continue working to ensure students are ready for the future, with our one-to-one computer device initiative rolling out this school year — again thanks to the community’s support via the technology levy approved by district voters in 2018. Meanwhile, most district third-graders are meeting our rigorous reading goal, most students are taking Algebra 1 or higher before they hit high school, and the vast majority of our students report that they feel safe within our schools. We look forward to continuing to build on our growth and success, using taxpayer dollars wisely to provide safe schools that prepare students for life after graduation. We’re grateful to our supportive community for making that possible.

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COMMUNITIES & LIFESTYLE PASCO SCHOOL DISTRICT

FROM PAGE 18P

Pasco tackles challenges head-on so RSD students can create brighter futures BY MICHELE WHITNEY

Superintendent

s I move through my third year as superintendent, I continue to be in awe of the miracles that occur in our classrooms, at our school sites and across our community every day. I am inspired by the dedication of our more than 2,000 employees who inspire our students to lay the foundation for their dreams. “We are Pasco” continues to be the rallying cry that represents a pride and commitment to building for the future of our next generations. Over the next three years, because of the support of our Pasco community, we are building two new elementary schools, a new middle school and rebuilding Stevens Middle School. Three Rivers Elementary, at the intersection of Road 84 and Massey Drive, is currently under construction and will be ready to open for our students in August 2019. Crews with Fowler Construction have been working diligently through this extraordinary winter to mitigate the impacts of the record-breaking February snowfall. The project continues to be on budget. We are excited to welcome the Three Rivers Chinook into the PSD family this fall. Bulldozers have already started moving dirt at the construction site for Columbia River Elementary and Middle School #4, located along Burns Road between Road 90 and Broadmoor Boulevard. Construction on Columbia River Elementary will begin in June, and the school will be ready to open for students in August 2020. Construction will start on Middle School No. 4 in April, taking about 18 months to complete. The new middle school is scheduled to open for stu-

Courtesy MMEC Architecture

Design plans for Middle School #4, which will be located on Burns Road, between Road 90 and Broadmoor Boulevard. Construction on Middle School #4 will begin in April 2019.

dents in August 2020, a year earlier than we originally planned. The district decided to move up the timeline in an effort to mitigate the escalation in construction costs, for both materials and labor, that we’re seeing across the country. Recent data shows that steel prices have risen more than 12 percent since the district estimated the construction costs for the four schools included in the 2017 bond proposal. Some labor cost estimates have nearly doubled in that same time frame. The district estimates we’ll see a cost savings of about $200,000 by moving up the construction timeline for Middle School No. 4, while also avoiding another year’s worth of construction cost escalation. The district is also taking other measures to reduce costs for our new schools. For example, the district has ordered the furniture for both new elementary schools at the same time, taking advantage of some cost savings by purchasing in larger volumes. We will do the same for the furniture needed for Middle School No. 4 and the new Stevens Middle School, all in an effort to reduce costs. Construction of the brand-new

Stevens Middle School is scheduled to begin this summer. This new school will replace the current Stevens building on the same site in central Pasco, providing Stevens students with access to updated technology, equipment and facilities. Students will continue to attend classes in the current Stevens while the construction work moves forward right next door. In January 2021, students will move into the new Stevens building, and then the old Stevens will be demolished to make way for playfields that will be ready for student use starting in August 2021. The construction of these four new schools is only possible thanks to the ongoing support and commitment of the entire Pasco community. We are especially grateful to the volunteers of the Community Builders group, who continue to focus on the area’s future growth, and will finalize their work on a Long-Term Facilities Master Plan this spring. We are building the future here in Pasco, and creating the best foundations for our children, who are our next generation of leaders. With gratitude, I am proud to say, “We are Pasco.”

part of our team are equally committed to student learning. We already have many exciting changes taking place. We will open three elementary buildings in the next few years, thanks to the bond approved by voters in 2017. That bond will also pay for improvements to Richland High School’s auditorium, Fran Rish Stadium and the athletic facilities at Hanford High School to support extracurricular activities that enrich student lives. Our 1:1 Technology Initiative is putting digital devices in every student’s hands, augmenting their work in the classroom and giving them new ways to show what they are learning and make it their own. We continue to look for ways to bring variety and choice to our families when it comes to their children’s education. From an academy aimed at preparing students for health care careers or considering new specials in our elementary schools alongside physical education, art and music, we want to challenge students and help them find their passion. Challenging students means ensuring excellence in first-time instruction. This has guided our adoption of new language arts and math curricula and our emphasis on professional development. We also must provide the supports students need to be successful alongside their classmates and join them in heading out into the world. Our staff’s hard work on these goals is already bearing fruit. Our graduation rate is at its highest level in five years. We are seeing improved academic performance from all of our students, regardless of background or circumstances. I am excited to have the responsibility of this important work, and I know that educating our children is a team sport. I look forward to working with everyone in our schools, our families and our community to deliver the quality education our families deserve and expect.

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COMMUNITIES & LIFESTYLE MID-COLUMBIA LIBRARY

Online or in person, the library works for you BY KYLE COX

Executive Director and Chief Librarian

t Mid-Columbia Libraries (MCL), we invite you to access the thousands of downloadable and streaming eBooks, eMagazines, eAudiobooks and movies, and see how your library can easily integrate into your busy schedule. Earlier this year, MCL launched the popular on-demand film streaming service Kanopy, offering what the New York Times calls, “a garden of cinematic delights.” Kanopy showcases more than 30,000 of the world’s best films, including awardwinning documentaries, rare and hard-to-find titles, film festival favorites, indie and classic films, foreign language films, and films on race and current affairs, with collections from The Great Courses, PBS and many more. We recently improved our digital magazine service and now offer 50 magazine titles you can enjoy across multiple devices. Titles available include everything from The Oprah Magazine to ESPN. Readers living in MCL’s service area can now quickly

gain access to MCL’s digital collection using their mobile phone number. Once validated for a digital library card, customers can access thousands of downloadKyle Cox able eBooks and eAudiobooks, in both English and Spanish, for free. These new products complement one of the biggest eBook and eAudiobook collections in Eastern Washington. We offer 24/7 access to more than 94,000 downloadable eBooks and eAudiobooks making our digital branch one of our most heavily used in the system with 493,711 digital item checkouts in 2018. We understand the value our residents place on the physical library experience, which is why MCL has continued to remodel the branches throughout our system. MCL has proudly served the West Richland community since 1978. The current library opened to the public in 1996, and, as you might expect, the building was in need of a remodel. The project started in late 2018 when we moved library services to a temporary location in December and began remod-

Courtesy Bernardo|Wills Architects PC

3D rendering of a remolded West Richland Library.

eling the branch in January 2019. The cost of the project is estimated at $306,953. Once it is reopened, customers can expect an increased collection with thousands of new items in addition to the current collection valued at $638,250. Thanks to the generosity of Columbia Center Rotary, customers can also look forward to a new storytime area with an improved children’s collection. I invite you to visit Mid-Columbia Libraries’ West Richland Branch, reopening in April 2019, and to see firsthand another example of the investment your public library system is making in our region. 2018 saw the largest amount of checkouts in the history of our library system. If one of the over two million

checkouts wasn’t by you or your family, I invite you to visit us at any one of our 12 branches in the system to get your library card or visit us online to quickly get a digital library card. In 2019, we build on our commitment to quality, engaging and familyfriendly programs and events, with regular author visits and literary events scheduled throughout the year. Storytime, including bilingual storytimes, has been and always will be the central point of our programming. The annual Summer Reading Challenge will begin on June 1, and MCL has an exciting lineup of activities and performances all summer, including a glow hike on Badger Mountain, live reptiles at the library, and concerts by popular children’s bands Recess Monkey and Lucky Diaz. Please check our events calendar at midcolumbialibraries.org for the events and storytimes near you, and do not forget to follow us on Facebook to stay up to date on all of our activities. Your library staff remains enthusiastic and sincere in our commitment to enhance our quality of life across Benton, Franklin, and Adams counties. We continually look for ways to improve our collection, our programs, and our responsiveness to you.

TRIOS HEALTH

Moving forward with new partnership and opportunities BY JOHN SOLHEIM

CEO

t’s a new day at Trios Health. In August, RCCH HealthCare Partners bought Trios Health as part of a joint venture with UW Medicine, a transaction that pulled the organization out of bankruptcy, and it began an upward climb. As a UW Medicine Community Health

Partner, Trios has a close working relationship with UW and this partnership will grow through the years as UW Medicine provides nationally recognized expertise in clinical care, patient safety and quality improvement. This partnership allows for improved access to care and the ability to keep patients close to home. If care is needed outside our community, our partnership will assist patients in ac-

cessing top medical experts who can provide specialized consultation and, if necessary, facilitate the transfer of patients to the best available care. In November, RCCH HealthCare Partners merged with LifePoint Health. This now makes Trios part of a system of 86 hospitals nationwide with $8 billion in revenue and affords Trios access to more expertise as we move forward. Our name is not changing under the merger, and we

will continue to serve our community as Trios Health. Additionally, Trios and Lourdes are also working closer together than ever before, with both hospitals having been purchased by RCCH. The affiliation with Lourdes makes us stronger together and leverages expertise and abilities at both organizations for the betterment of the community. SEE TRIOS HEALTH, 21P

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Tri-City Herald file

The sale of Trios Health in Kennewick to RCCH HealthCare Partners and UW Medicine was completed last year.

FROM PAGE 20P

TRIOS HEALTH Our 1,200 employees make Trios what it is, and we want to thank them for their dedication to our patients and community through tough times. Their input has been valuable in helping the organization move forward and emerge stronger. We are continuing to recruit physicians to fill gaps in our coverage. Specialists are being recruited in neurology, urology, general cardiology, gastroenterology, family practice, pediatrics and residency core faculty. Our organization is excited about these recruitment opportunities and the expertise new physicians will bring to the community. The patient experience is being evaluated and changes are being made to simplify check-in and checkout procedures. The registration processes have been streamlined so that patients can register before they arrive for their appointments, rather than waiting in line when they get here. Patient access and registration staff now have increased visibility throughout Trios facilities, so they are more readily available for the public. These processes will continue to be evaluat-

ed moving forward so we can best serve our patients and the community. In February, a new Easy Admit patient transfer center was implemented to expedite the patient transJohn Solheim fer process and save time and resources when transferring patients into or out of the hospital, helping patients access the best available care in a timely manner. Trios is looking forward to community involvement throughout the year. We plan to offer sports physicals for students in May, our Camp Trios in July and be at the Water Follies and Benton Franklin Fair and Rodeo. Other events are in the works and will be announced through social media channels and our website. Trios Health is moving forward. We thank the public and our patients for continued support, trust and understanding as weâ&#x20AC;&#x2122;ve pushed through difficult times. We are still here to serve you, and we are better than ever.

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COMMUNITIES & LIFESTYLE LOURDES HEALTH

KADLEC

Kadlec’s long Tri-Cities history carried it through to build bright future BY REZA KALEEL

Chief Executive

019 is a milestone year at Kadlec. It marks 75 years since Kadlec opened its doors to serve the Tri-City area. We have come a long way since the opening of Richland Hospital in July 1944, later renamed after Lt. Col. Harry Kadlec, one of the influential leaders of Hanford in its earliest days. Today Kadlec is a thriving health organization, consisting of more than 4,000 caregivers and volunteers who serve in our hospital and clinics around the community. I am proud to lead this amazing team of people, and look forward to continuing the rich legacy of health and healing. Today, Kadlec has the distinction of being the only not-for-profit hospital and health system in the Tri-Cities. It’s a responsibility we take very seriously. We remain focused on our mission of providing safe, compassionate care. We see this mission in action through our partnerships with several community service agencies to ensure all Tri-Citians have access to appropriate health services. Kadlec’s role in the community is closely tied to priorities outlined in our community health improvement plan: A Reducing the risk of obesity, especially in our children A Access to care A Improving mental health services Kadlec has launched several initiatives designed to help our communities elevate their health through education and activity. Kadlec Academy is a wellness program at elementary schools throughout the Tri-Cities. This four-week program offers children valuable health and safety information during the time they need it most, their formative years. Healthy eating, appropriate amounts of “screen” time, exercise and safety education provide youngsters valuable building blocks for living a healthy life. We have also found that kids bring home these important lessons and share them with their parents and siblings. We are also taking measures to help increase access to care. This includes adding to our primary and urgent care capability, along with opening

innovative services like Kadlec Express Care. This past year, we added 2 Express Care clinics at Walgreen’s Stores in Richland and Pasco. The clinics provide 20 minute, same-day appointments that can be conveniently scheduled online (expresscare.kadlec.org) seven days a week. Improving access also includes taking steps like identifying ways to reduce barriers for our most vulnerable citizens to receive care. They may be homeless, have no means of transportation or communication. In response, we’re exploring ways with community organizations like the Union Gospel Mission and Grace Clinic to connect care Reza Kaleel to these patients when they need it. Finally, mental health is a significant issue across the country, and the TriCities is no exception. In partnership with our parent organization, Providence St. Joseph Health, along with local organizations in our community, we’re looking at ways to expand mental health services. There is much to do, but we’ve seen progress being made. One example is work being done in the important area of suicide awareness. Kadlec has partnered with our local Educational Service District 123 to provide evidence- based suicide prevention education and Mental Health First Aid courses. We are also utilizing incredibly heroic people like Kimberly Starr, who so powerfully and poignantly shares the story of losing her son to suicide at age 16, hoping to help other parents. I believe we can’t do enough in this area, and Kadlec is dedicated to doing its part. The health care industry itself is facing significant challenges. Our team at Kadlec has worked very hard to identify ways to adapt and adjust, ensuring our viability well into the future. That is our commitment as an organization as we look forward to serving the health needs of the Tri-City area for the next 75 years and beyond. These are just a few examples of the efforts Kadlec is making to improve the health of our community. On behalf of all of our caregivers and volunteers, thank you for the trust you have placed in us and know that we are firmly rooted to living our vision of health for a better world.

Courtesy Lourdes Health

Nurses in training.

Change doesn’t alter commitment to service BY CHAD S. GRAVES

Lourdes Health - Hospital Board Chairman

018 was a year of significant change for Lourdes Health. In September, our transition to Regional Care Capella Health (RCCH) was complete. In November, RCCH and LifePoint Health of Brentwood, Tenn., merged. Lourdes Health and Trios in Kennewick are now part of LifePoint’s network of regional health systems, physician practices, outpatient centers and postacute facilities in more than 85 U.S. communities.

Celebrating Lourdes’ Mission - Past, Present and Future LifePoint Health and Lourdes are working closely with Bishop Thomas Daly of Spokane to ensure the continuation of our century-old mission established by the Sisters of St Joseph’s Carondelet. Our associates remain dedicated to the Ethical and Religious Directives for Catholic Health Care and will continue to respond to the community’s health care needs with compassion and a Christian spirit. This spring, Lourdes will host a community celebration of our century-old mission. The event will honor the Sisters of St. Joseph of Carondelet (CSJ) for their role in establishing Our Lady of Lourdes Hospital in 1916, and for their dedication to the development of Catholic education programs at Tri-City Prep, St. Joseph and St. Patrick SEE LOURDES HEALTH, 23P

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COMMUNITIES & LIFESTYLE FROM PAGE 22P

LOURDES HEALTH Schools. The event will be an opportunity for the community to bid farewell to Sister Esther Polacci, Lourdes VP of Mission, who retired after 20 years at the end March, and Sister Mary Williams, former board member, who has served Lourdes for 16 years. They will be moving to the CSJ Motherhouse in Los Angeles, Calif., after the closing of their convent in Pasco. Our Continued Commitment to Quality This year marked the fourth year in a row, Lourdes has been named among the top 100 hospitals in the nation for Orthopedic Surgery by Healthgrades.com. The online resource for physicians and hospitals also gave Lourdes 5 of 5 stars for Knee Replacement, Hip Fracture Treatment, Hip Replacement and Spinal

surgery. In 2015, 2016, 2017 and 2018, Lourdes Pediatrics was awarded the gold standard for childhood immunizations. To achieve this we’ve ensured that at least 80 percent of our young patients are up to date on their immunizations protecting them from preventable illness. This includes the highly contagious measles virus that made a quite a comeback in our region this winter. Making it Easier for Patients to Stay Healthy Our ambition is to make our patients’ health care journey as easy and convenient as possible. That’s why we’ve upgraded our patient portals giving patients simple, 24/7, access to their visit notes, lab results, medication lists and more.

Courtesy Kim Fetrow

Lourdes Medical Center today.

And we’ve completed the integration of our primary care and behavioral health services. Mental illness is no different than diabetes and it’s treatable. That’s why we’ve positioned a behavioral health specialist in our primary care offices. If screenings indicate a need, behavioral treatment plans are available at that appointment. Likewise, our patients at Lourdes Counseling Center now have access to a primary care provider during their visits. In 2018, we focused on finding new,

more efficient ways for patients to access the mental health care they need, when they need it. This, along with a grant awarded to Lourdes, was the impetus for Lourdes’ new Behavioral Health Mobile Outreach Program. The program partners Lourdes mental health professionals (MHPs) with law enforcement. These MHPs are able to respond directly to individuals in crisis while out on patrol and also follow up with clients on the streets who may need help with resource availability. The program has earned accolades from area law enforcement, city officials and community members since its inception in 2018. In the year to come, we’ll be working closely with Trios to expand the number of primary care providers and recruit the specialists this community needs. The landscape of health care is always evolving; however, our community can count on quality care, great customer service and easy access to remain at the core of all we do.

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COMMUNITIES & LIFESTYLE TRI-CITIES CANCER CENTER

25 years of caring for our community BY CHUCK DEGOOYER

CEO

here isn’t a day that goes by that I’m not reminded of the critical work and support that the Tri-Cities Cancer Center provides our community. As I reflect on 2018 and look forward to celebrating our 25th anniversary this year, there are so many important updates that I would like to share about your Tri-Cities Cancer Center. In 2018, we continued the inaugural work of our Cancer Crushing Executives program, which promotes evidence-based practices to keep employees healthy by targeting the leading causes of cancerrelated death. We have partnered with the University of Washington, the Washington State Department of Health, and the most senior leaders from the region’s largest employers to deliver this program. These leaders have made a commitment to improve the health and wellness of their employees, who collectively represent 30,000 employees and 100,000 lives when you take into consideration employee families. We look forward to sharing progress of this tremendous work in the future. In addition to our Cancer Crushing Executives program, we have and will continue to educate and provide services to our community focused on the prevention and early detection of cancer. With over 1,000 cancer screenings provided to members of our community in 2018, we have committed to increase our cancer screening efforts in 2019. We are specifically focused on the early detection of

Courtesy Tri-Cities Cancer Center

The Tri-Cities Cancer Center team.

lung and colorectal cancer, which are two cancers often diagnosed in late stage within our community. Through our screening efforts, we hope to detect cancer at an earlier stage to improve patient outcomes. On the prevention front, we are partnering with the Benton Franklin Health District to improve HPV vaccination rates of 9- to 14-year-olds within Benton and Franklin counties. The HPV vaccination is the best way to prevent HPV-related cancers later in life. Due to our prevention and early detection education and awareness efforts, the Tri-Cities Cancer Center was a proud recipient of a national Innova-

tion Award from the Association of Community Cancer Center’s (ACCC) in October 2018. This award means so much to our team, who works hard to take care of our community. Our Tri-Cities Cancer Center Foundation continues to deliver. Our foundation had another amazing year in 2018, raising much-needed dollars to support the critical resources, programs and services that we provide to our community. In 2018, we received $1.9 million dollars in monetary support from our community and for that we thank you! The generosity of our community doesn’t stop there. We have over 300 volunteers who support our Cancer Center and make a positive difference with our patients every day. In 2018, our volunteers gifted over 13,000 hours of their time to our Cancer Center. What’s in store for 2019? This year promises to be one full of celebration and change. Throughout the year, we will be celebrating our 25th anniversary by sharing personal stories about the impact the Cancer Center has had in our community. These stories will be shared through the lens of our patients, doctors, community members, volunteers, donors and our employees. We are excited to share these with a community whose members care for each other so deeply. To find out more about our 25th anniversary stories and events, please visit tccancer.org/anniversary. With steadfast focus, we will continue to ensure our community receives world-class treatment, survivorship, prevention and early detection programs delivered with excellence here at home. We look forward to the next 25 years of service as your Tri-Cities Cancer Center!

MID-COLUMBIA BALLET

Perseverance, performance and professionalism BY RENÉE ADAMS

Director of Programs and Outreach

“M

id-Columbia Ballet is an organization near and dear to my heart,

where, as a youth, I learned discipline, commitment, perseverance, respect, teamwork and a love of the arts as well as ballet. I am more than thrilled to be involved as a volunteer to give of my time so my daughter and other dancers can learn those same principles and values. We are all better

people through our experiences with Mid-Columbia Ballet.” This statement from Kerrilynn Robinson, current Mid-Columbia Ballet (MCB) Guild co-chair, parent, volunteer and alum, illuminates just some of the ways MCB serves our community in multiple ways.

The company is best known in the Tri-Cities for its annual performance of The Nutcracker, a beloved holiday tradition enjoyed by nearly 6,000 yearly. This iconic performance is the MCB’s primary recruitment and marSEE BALLET, 25P

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COMMUNITIES & LIFESTYLE MID-COLUMBIA MASTERSINGERS

Focus on collaboration broadens region’s arts experience BY JEREMIAH GRIFFITH

Board President

MID-COLUMBIA BALLET Charlene Hardy

Mid-Columbia Basin company dancers watching backstage during the 2018 Nutcracker performance.

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BALLET keting opportunity. It has become a rite of passage for young dancers to audition for and perform in this production. The Nutcracker is its largest production, but the company also has a season of repertory ballet and a robust suite of outreach programming throughout the year. The company kicked off 2019 with the production Ballet de Seuss and More in March, which included choreography by Debra Pearse Rogo and Colby Damon. In the month of May, the company will travel to Spokane to participate in The Ballet Alliance festival (previously known as Regional Dance America/Pacific). Additionally, MCB will co-host an annual community event at the LIGO Hanford site on May 18 and perform Carmina Burana with the Mid-Columbia Mastersingers the following week on March 24 and 25. August brings the annual Garden Party, a summer evening of ballet that kicks off each new season for donors and supporters. In September, both company and Nutcracker auditions are held. Outreach programming is scheduled throughout the year engaging K-12 students, families who have members with special needs, and senior citizens.

Performing in the community during outreach performances benefits not only the dancers but also enriches community members. “I can’t think of a more beneficial way for our students to see and hear something familiar but see it in an artistic way that is not on a 46-inch flat screen,” KC Flynn of Pasco Visual and Performing Arts said last year during a performance of Peter and the Wolf at Marie Curie Elementary. “The quality performance in here for our kids to see is just excellent.” Trends come and go but the discipline of ballet is a constant resource for community improvement in an ever-changing world. Current MCB board member Kristen Heinemeyer says it best: “As a dancer and young woman, MCB gave me an opportunity to learn and experience ballet and dance, and provided a family and community of peers, mentors, and friends. The lessons learned go beyond dance and play an integral part in who I am today, and to this day, the friendships and memories run deep. “The MCB community provides a space for young individuals to learn and hone skills of respect for oneself and others, patience, organization and professionalism. As an adult and alumna, the MCB family and community continues to strongly influence how I approach my life, my colleagues, my career, my family. I am proud to be a part of the MCB family.”

“Transforming lives through the power of choral music” is the mission statement of the Mid-Columbia Mastersingers (MCM), and in everything that we do, we reflect on how we can achieve this mission. One of the most effective ways for us to do this is through collaboration with other organizations that have vision and values that align with our mission. This year, we have developed significant partnerships with the African Children’s Choir, Richland Players, Mid-Columbia Symphony, Canticus Vocal Ensemble, Mid-Columbia Ballet and Mid-Columbia Musical Theatre. We believe that when the arts community is united, it brings a more powerful and resounding message that everyone benefits from the arts. Whether through creating, performing or experiencing the arts, we are all beneficiaries.

This year, MCM expanded our youth choir program to create the Mastersingers Youth (MY) Choirs. This has been a tremendously positive experience on several fronts. For their inaugural performance, the MY Choirs were fortunate enough to be joined by the African Children’s Choir for a one-of-a-kind event that brought cultures together to share in the universal language of music. MCM continues to offer scholarships to ensure that every young person has the opportunity to create music with others, and to experience being a part of something larger than themselves. The organizational growth that comes from this expansion includes nearly doubling our staff, increasing the number of performances, and drawing new stakeholders in the form of singers and their families, and new supporters and consumers of choral music. Another highlight of this season has SEE MASTERSINGERS, 26P

MID-COLUMBIA MASTERSINGERS Emily James

Mastersingers Youth (MY) Choirs summer camp August 2018.

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COMMUNITIES & LIFESTYLE FROM PAGE 25P

MID-COLUMBIA SYMPHONY

MASTERSINGERS

Honoring our past. Celebrating our future

been MCM’s first collaboration with The Richland Players. Our adult choir and MY Choirs joined actors in a fully-staged performance of “The First Nowell” at The Richland Players Theatre. This sold-out three-day event succeeded in reaching as many arts constituents as possible, and helped us forge a new bond with our theatrical sister-organization. MCM works toward inclusion in our singers’ roster, our audience and our board of directors, with the goal of reflecting the diversity of our community within our own organization. Our efforts include participating in community events like the Martin Luther King Jr. children’s event held at the Richland Public Library, the Mariachi y MasFestival, and the Juneteenth Festival, among others, as well as presenting our annual Latin American Celebration Concert. Our Outreach and Education Committee is working to expand our volunteer base to reach out to even more groups in the community for the coming year. This season will culminate with the everpopular Carmina Buranaon May 24 and 25 on the outdoor stage at the REACH. This collaboration with the Mid-Columbia Ballet and members of the Mid-Columbia Symphony will require over 100 adult and youth singers, and will finish our season of choral music with the ultimate arts spectacle. In the fall of 2019, MCM will kick off the next season with our fourth performance in the B Reactor National Historic Landmark, featuring a newly commissioned piece of music by our Associate Conductor Reginald Unterseher, and poet Nancy Welliver. Our performances in the B Reactor attract international attention, as a unique and innovative cultural experience, and this concert promises to be our most sensational yet. This year has marked a period of pivotal growth for the Mid-Columbia Mastersingers. We have expanded our organization to include three more choirs to equal a total of seven choirs. We plan on engaging even more arts consumers, continuing to grow our family of singers, participating in more community events, and collaborating with more sister organizations, always focused on our mission of transforming lives through the power of choral music.

DR. NICHOLAS L. WALLIN

MCS Music Director and Conductor

he upcoming year promises to be a highlight in the history of the Mid-Columbia Symphony. The 2019-20 season will mark the orchestra’s 75th season of bringing professional, live, symphonic music to the TriCities. The slogan for our 75th season is “Honoring Our Past. Celebrating Our Future.” The slogan points out the dual nature of our celebration. We would not be where we are without the efforts of hundreds and hundreds of musicians and volunteers who have helped us navigate our first 74 seasons. We are proud of what we have accomplished and presented to our audience over all those years. At the same time, we are excited about what the future holds and are thrilled to celebrate the possibilities of our next 75 years. Our season-opening concert in September will feature repertoire that the orchestra played in some of its earliest seasons. We have searched through orchestra programs from the 1940s and 1950s and have chosen to honor our past by performing some of those pieces again. Later in the season, we will be joined by soloists with ties to the region, and some soloists that have performed in previous seasons with the orchestra. All of this is geared toward “honoring our past” in a way that is very relevant for our audience of today. Later in the season, we will also be “celebrating our future.” In March, 2020, we will be performing a side-by-side concert with the Mid-

Courtesy Mid-Columbia Symphony

The Mid-Columbia Symphony.

Columbia Youth Symphony. The MCYS was formed five years ago and is administered by the MidColumbia Symphony Association. Since its inception, it has grown from one orchestra into two separate ensembles. The Mid-Columbia Youth Symphony has 53 student members and the Mid-Columbia Cadet Strings currently has another 30 student members. The musicians of the Mid-Columbia Youth Symphony will be performing on stage alongside the musicians of the Mid-Columbia Symphony. The combined sound of the two ensembles will be a special treat. In addition, that concert will also feature the winners of our 60th annual Young Artists’ Competition. At the end of the coming season, in May, 2020, we will once again feature another collaboration with the Mid-Columbia Mastersingers. Ever since 2010, the two ensembles have appeared together regularly and have had numerous successful

performances. Next year’s finale will feature the timeless German Requiem by Johannes Brahms. The 2019-20 season will also mark the fifth year of the Mid-Columbia Arts Fundraiser. We have had great success with combining separate arts group fundraising efforts into one gala event. Next year’s collaboration among the Mid-Columbia Ballet, Mid-Columbia Mastersingers, Mid-Columbia Musical Theater and Mid-Columbia Symphony will once again be a not-to-be-missed event. A milestone such as a 75th Anniversary could not come about without the continued support of the community. As audience members, donors, supporters of various efforts, and more, the community deserves our thanks for our first 75 years. We at the Mid-Columbia Symphony invite all members of the Tri-City community to help us next year, as we set out “Honoring Our Past. Celebrating Our Future.”

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COMMUNITIES & LIFESTYLE COLUMBIA BASIN COLLEGE ARTS CENTER

The CBC Arts Center remains strong and dedicated to our educational mission BY BILL MCKAY

Dean of Arts and Humanities

n winter quarter 2019, the CBC School of Arts, Humanities and Communications has 250 students intending to major in our department areas. Along with our majors, we also provide thousands of students at CBC the supporting coursework necessary to complete the “AA transfer” degree. Kelly Pollock, the executive director of COCA-Center of Creative Arts in St. Louis since 2010, states “The true purpose of arts education is not necessarily to create more professional dancers or artists. [It’s] to create more complete human beings who are critical thinkers, who can have curious minds, who can lead productive lives.” This quote aptly describes a part of our instructional mission in the Columbia Basin College School of Arts, Humanities and Communication. Who are the Columbia Basin College Arts Center majors? They are students in our plays, our concerts, our gallery events and our debate tournaments. The students are the other focus of the mission of the CBC Arts Center. These same students (both our majors and nonmajors) are active as artists in our community; involved in community productions, playing at wineries and eating establishments and working with community partners.

Courtesy CBC Arts Center

Our Arts Center home. Opened in 1971, this award winning building has been the inspiration of countless artistic ventures.

They are the CBC Arts Center and make our community a better place to live. We, the faculty and staff at the CBC Arts Center, are very proud of them and are here to assist them in achieving their individual goals. The list of CBC student success in the Arts, Humanities and Communication is long and impressive. I only wish I had the print space to personally applaud each one. Who are the Columbia Basin College Arts Center faculty? They are working professional artists and educators, academically prepared

and passionate to bring their personal experiences and expertise to the classroom. The energy and excitement they create in the Arts Center is infectious. CBC, similar to our area, is growing rapidly. As a result, the arts are growing and expanding across our community. Arts organizations are finding their niche and continually reframing their missions. The CBC Arts Center is always reflecting back and moving forward at the same time. We work through some of the similar challenges other

arts organizations in our area face. As our programs continue to grow, we strive for more and more creative ways to provide the space needed to showcase our students while at the same time keeping our program offerings on our campus as much as possible. Additionally, we continue to welcome our community partners into the Arts Center as these partnerships provide additional opportunities for our students, faculty teaching artists and community to have access to gifted artists and educators. As two examples, we reg-

ularly host The Camerata Musica Series, and also provide rehearsal and performance space for the “Mastersingers Youth” choirs under the umbrella of the MidColumbia Mastersingers. The CBC Arts Center is grateful for the support and encouragement we receive from our President, Dr. Rebekah Woods and our Vice President of Instruction, Dr. Michael Lee. Additionally, our relationship with our own ASCBC provides us funding which is so important to achieve our mission and quality. We thank the students of the ASCBC for their support and recognition of the importance of the arts in these evolving times. We are also honored to have supportive donors and benefactors such as Barbara Wood and the late Donald Wood, Dick and Diane Hoch, and the family of the late professor of music at CBC, Terry Crab. These families inspire us to achieve greater and greater things. The CBC Arts Center challenge is simple and complex at the same time: to continue to provide educational and thought-provoking events for our students and community, to remain flexible and creative in a time with uncertain elements which need artistic response, to ensure our students are well prepared for the professional world or to successfully transfer to a baccalaureate institution to continue their chosen path.

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COMMUNITIES & LIFESTYLE CAMERATA MUSICA

Supportive community, generosity of donors carries us into an exciting future BY NANCY DORAN

Chair

nniversaries are typically times to look back and to extol previous successes, but as Camerata Musica celebrates its 50th anniversary this season, our focus has been on looking ahead, working to ensure that the future will be as rewarding as the past. About a year ago, we learned that, after presenting our concerts in Battelle’s auditorium for decades, changing business needs at the Pacific Northwest National Laboratory would make it imposNancy Doran sible for outside groups like Camerata to continue to use the facility. Suddenly we found ourselves asking questions we hoped we wouldn’t have to face this soon. Where could we go? Chamber music concerts are best presented in smaller, more intimate locales rather than the large spaces provided by school auditoriums. Would we even be able to continue? Fortunately, the Tri-Cities is an outstandingly supportive community. Within a few months of making our needs known to the public, Columbia Basin College and Kennewick First Presbyterian Church each offered to house some of our programs. Battelle demonstrated its continuing support for Camerata by donating the Steinway piano we had used for years to us. Because CBC already had a fine Steinway, ours has been placed at the church. Knowing that we have access to an excellent instrument in each location gives us a great deal of flexibility in planning future concerts.

Courtesy photo

Lutenists Paul O’Dette and Ronn McFarlane will appear on Camerata’s series on April 27.

Courtesy photo

Camerata Musica has been bringing the Mid-Columbia quality chamber music — like the Aristeia Trio — for over 50 years.

While both locations are the right size for our concerts and have good acoustics and —very importantly — ample parking, the transition to the new locations is not without challenges. In particular, moving the concert venue doesn’t necessarily mean that the all of the audience moves as well. Many long-time Camerata supporters had become accustomed to driving, even on winter evenings, the relatively short distances to the Battelle auditorium, but some have expressed concerns about traveling much farther at night.

We hope that the continuing quality of the concerts will persuade them that the trip is worth the extra effort. With luck, music lovers in Pasco and Kennewick who hadn’t wanted to drive to north Richland will discover how good our programs are. We are particularly pleased to have the opportunity to introduce more students to our series. What better way to attract a younger audience than to go to a college campus? What won’t change is Camerata’s commitment to presenting the public with the best chamber music concerts

we can afford. For 50 years, Camerata’s concerts have been primarily supported by donations, supplemented by occasional grants from government arts agencies and local foundations. No tickets are sold, but patrons (i.e. those donating at least $100 a year) receive priority seating before 7:15 p.m. In practice, this translates into about half the seats being filled by patrons arriving early, the remainder going to supporters and non-supporters alike who are admitted on a first-come, first-seated basis. Looking at the remainder of this season, The Aristeia Trio (clarinet, piano and cello) performed in March at CBC, while the April concert will feature two outstanding luteninsts, Paul Odette and Ronn McFarlane, at Kennewick First Presbyterian Church. As always, the May concert will focus on outstanding local student performers, also at the Kennewick venue. Our selection committee has already lined up an outstanding slate of concerts for next season, and thanks to the generous support of Columbia Basin College and Kennewick First Presbyterian Church, we know that we have places to present them.

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AGRICULTURE & COMMERCE PORT OF BENTON

Construction and partnerships highlighted 2018; more advancements coming Courtesy Port of Benton

BY SCOTT D. KELLER, PPM

Executive Director

018 was a busy year with the construction of two buildings costing approximately $5 million. We are looking forward to 2019 to plan for the next period of development. After the completion of the improvements to the Richland Airport

entrance, the next phase will reflect an archway hoisting a silhouette of the “Day’s Pay” B-17 bomber. The aircraft was paid for from donations by every Scott Keller employee of Hanford Engineer Works as their way to contribute to support the World War II effort.

The Port continues to partner with Sundance Aviation, the fixed-base operator at the Richland Airport.

The port continues to partner with Sundance Aviation, the fixed-base operator at the Richland Airport. Sundance plans to lease an additional 14,400-square-foot building for avionics, turbine repair and maintenance services. Sundance has been a key factor in the growth of the airport

since moving on site 14 years ago. The Prosser Airport has a new fixedbase operator, Westwind Aviation, which offers flight instruction, aircraft rental, maintenance and fuel. We are planning some final imSEE PORT OF BENTON, 30P

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AGRICULTURE & COMMERCE PORT OF KENNEWICK

A proven catalyst for regional economic development BY TIM ARNTZEN

Chief Executive Officer

ort of Kennewick has developed strong partnerships to transform neighborhoods and bring economic vibrancy to challenged areas throughout our district. We’ve made waterfront investments in Kennewick, Richland and West Richland; we’ve fostered new industries; we’ve championed art as a tool for economic development; and we’ve worked to engage stakeholders and Tim Arntzen our citizenry in transparent urban planning. Together, the port and its partners have received numerous acco-

Courtesy Port of Kennewick

Concept rendering of Kennewick’s Food Truck Plaza.

lades for these endeavors. The port and City of Kennewick were honored with the 2018 Governor’s Smart Partnerships Award for

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PORT OF BENTON provement upgrades to the recently constructed Chukar Cherry manufacturing building. A facade improvement will be added to the original building fronting Wine Country Road. Chukar is a nationally known specialty food manufacturer that started in a port development building located in Prosser in 1988. A new contact station will be added to Crow Butte Park to welcome visitors. The park has become an “oasis in the desert” and has grown into one of the premier parks in Washington state. The port leased the park from the Army Corps of Engineers 11 years ago. With help from the Recreation and Conservation Office, the port has

funded improvements with updated boat ramps, moorage slips, electrical services and a playground for children. Thanks to the Recreation and Conservation Office and the Confederated Tribes of the Umatilla Indian Reservation, we are beginning to update the master plan and the planning and design phase for the addition of 22 RV sites near the marina. We will continue to plan for improvements to the USS Triton Sail Park in north Richland. Restroom facilities and a visitor information area showcasing the USS Triton’s history are envisioned. SIGN Fracture Care International

their efforts to create the Vista Field Redevelopment Master Plan. Vista Field is a 103-acre former airfield owned by the Port of Kennewick and

purchased the port’s 38,000-squarefoot development building at 451 Hills on its 20th anniversary. An official anniversary celebration was held March 16 at the Tri-City Convention Center. Jeanne Dillner, CEO, Secretary/ Treasurer of SIGN recently stated, “We are honored to have been a tenant of the port. They have been an excellent partner and supporter of SIGN since our inception in 1999. “As we move into our next 20 years, we look ahead to designing new products, adding more educational opportunities for the surgeons in developing countries, and to providing thousands more patients the ability to heal from disabling fractures and bone deformities caused by road traffic and other accidents. “Buying the building from the Port affords us the flexibility to expand our

located within the region’s commercial core. Stakeholders are following a community-driven plan in creating a vibrant, pedestrian-focused, regional town center, featuring mixed-use neighborhoods and urban lifestyle amenities. Now, Benton County is investing some of its economic development funds to ensure a successful phase one development. The initial, publiclyfunded “vertical” infrastructure includes roads, streets, sidewalks, landscaping, a linear park, water feature, and plaza, which creates opportunities for “horizontal” commercial, retail, and residential development by the private sector. The port will sell the land and use those proceeds to fund future infrastructure, in phases, until the site plan is complete. At build-out, Vista Field is expected to generate more than $500 million in privatesector investment with more than 1,000 residential units and 740,000 square feet of commercial space. In 2018, the Port received the Governor’s Heritage Award for its contributions to Washington’s creative and SEE KENNEWICK, 31P

design and manufacturing capacity at a rate which lines up with the needs of the patients we serve,” she added The port is also working with local developers to repurpose two 40,000square-foot buildings at the Technology and Business Park. The developers have purchased the buildings and 7.52 acres of land to redevelop and attract future small business growth in Richland. The port and the City of Richland have begun planning for the newly acquired 1,641-acre site in North Richland, which will be dedicated to energy-related research, development and manufacturing. The port values its partnerships with Benton County, the cities of Richland, Prosser and Benton City, TRIDEC, Prosser EDA, Benton City EDC and our constituents for continued economic development in Benton County.

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AGRICULTURE & COMMERCE FROM PAGE 30P

PORT OF PASCO

KENNEWICK

Catalyst for growth

cultural vitality. The Tri-Cities Hispanic Chamber of Commerce honored the port as 2018 Outstanding Business of the Year for working to share the history and culture of underrepresented peoples through quality public art. And the Washington Public Ports Association awarded the Port of Kennewick its 2018 Creative Partnership Award for working with the City of Kennewick, Benton County, Columbia Basin College, Hanford Area Economic Investment Fund Advisory Committee, Columbia Center Rotary, Ben Franklin Transit, community members and local businesses to transform Kennewick’s industrial waterfront into a destination gathering-place known as Columbia Gardens Wine & Artisan Village. Bartholomew Winery and Monarcha/Palencia Wine Company continue creating excitement for the Wine & Artisan Village. Swampy’s BBQ and Frost Me Sweet Mobile Desserts were named premiere tenants for the Food Truck Plaza. An iconic bus shelter, signalized pedestrian crossing, additional artwork, and public restrooms will be completed this year. Another building, set for completion winter 2019, adds tasting rooms for Cave B Estate and Gordon Estate wineries. And the port is selling shovel-ready parcels to bring private sector investment to that waterfront complex. Enhanced public safety makes good economic sense. In West Richland, the port sold land so that Benton County Fire Protection District No. 4 could build a new station to serve the rapidly growing western portion of their district. With 20,000 more residents anticipated within the next 20 years, sale of that property was critical to supporting this vital public-safety project. We’ll continue working with City of Richland to transform the Island View neighborhood, roadway and waterfront along Columbia Park Trail. And after two decades of creating, selling and fostering investment at Spaulding Business Park, we’re ready to tackle a shorterreturn project. We’ll visit staff to staff, and then engage our citizenry with project ideas. We want to start with a blank slate, facilitate a transparent public involvement process, determine the best use of shared resources and take a novel approach to creating a “next decade plan.” As always, Port of Kennewick will continue to serve as a catalyst for economic development throughout our 485-square-mile district — rest assured, there is more to come!

BY RANDY HAYDEN

Port of Pasco Executive Director

he Port of Pasco has a long history of acting as a catalyst to promote significant changes and action in our port district and region. This past year was certainly no exception. A catalyst for business development It’s been a time of ribbon cutting and groundbreaking at the port, particularly near the airport. Ribbons were cut at Musser Bros. Auto & Truck Auction, Gauntt Northwest and Federal Express as each opened new or expanded facilities. Shovels went into the ground to celebrate new construction for The Courtyard by Marriott TC/ Pasco Airport and for a new hangar to serve as ground base for the Department of Energy’s Atmospheric Research program operated by Battelle. Randy Hayden In addition, the port completed a $5.7 million project replacing 475,000 square feet of ramp on the general aviation side of the airport. And, if we could, we would cut another ribbon because in 2018, the Tri-Cities Airport broke a record with more than 785,000 people flying in and out of our airport. A catalyst for innovation In 1959, the port assumed ownership of Big Pasco’s 600 acres of land, railroad tracks, streets and over 1.7 million square feet of buildings – buildings designed to be a temporary consignment depot during World War II. Through sound investments in refurbishing and maintenance, the site is not only still open for business, it is operating at its highest capacity in recent memory. It’s home to over 40 businesses and a work force of over 540. What’s exciting is the innovative use of space by local businesses within Big Pasco, from a wholesale supplier of certified organic peppermint and spearmint to the home of a new epoxy resin flooring and countertop company. We were also recently awarded a $7.8 million grant from the Economic Development Administration to continue the upgrade of Big Pasco. Once complete, the project will not only benefit current occupants, but also encourage additional creative uses of property. A catalyst for collaboration Partnerships within the district are a key component of our efforts.

Courtesy Port of Pasco

The North Franklin Visitor’s Center is a community effort to define an economic development project for the northern area of the Port’s District.

The port has worked closely with Connell officials and community groups to define a project to provide economic development for the northern part of our district. Creation of the North Franklin Visitors Center was approved, and ground will be broken in the spring. Strong collaborative efforts from numerous community agencies and businesses were also integral to bring direct air flight service to Los Angeles International Airport. Recently, United Airlines announced daily, non-stop service to LA beginning March 31, which we will launch with great fanfare. Other cooperative efforts include joining with the City of Pasco to explore a public market in Pasco, a sister-city relationship with Colima, Mexico, and Somos Pasco, a visioning process that will shape the future of Pasco for 20 years. A catalyst into the future The port continues to work with an eye on the future, exploring additional opportunities to drive investment, expand services, create collaborations and encourage businesses large and small. Our strategic plan includes increasing the land within the port’s portfolio. This land could be the home to the region’s next big industry, providing jobs and an important tax base. And while we are excited about the new Los Angeles air service, we are not standing still on efforts to attract other flight destinations to our airport. These take time to develop, so there is no time like the present to get started. As a port, we do strive to be a catalyst, and we are pleased by what, alongside others, we have contributed to the region’s economy. More importantly, we look with anticipation toward significant achievements ahead.

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AGRICULTURE & COMMERCE KENNEWICK IRRIGATION DISTRICT

KID moves ahead with renewed commitment to community BY SETH DEFOE

Land and Water Resources Manager

he Kennewick Irrigation District (KID) has continued to make significant progress on initiatives and projects that will benefit our customers and the community for years to come. This commitment to our community is reflected in an updated mission statement and District Priorities adopted by the Board of Directors in 2018. It reads: “The Kennewick Irrigation District will deliver irrigation water, protect water rights and enhance supply, as authorized by Washington State statutes and federal laws, for the maximum benefit of our community.” The District Priorities are as follows: A Service to Community and Care of the Environment A Stewardship of District Assets, Water Rights and Supply A Risk Management and Fiscal Responsibility A Infrastructure Maintenance and Development The following are a few examples of how KID has embraced this mission statement and priorities over the past year: Service to Community and Care of the Environment Amon Basin, located in Richland, is an area rich in resources that are important to the Tri-City community. The mix of habitat and irrigation facilities provides an important ecological amenity that is enjoyed by area residents and provides environmental education opportunities for the community at large. KID, which manages the water in the basin for irrigation purposes, has

Darin Arbogast

Canal lining on the Badger East Lateral.

Courtesy Kennewick Irrigation District

Community partners at signing of Amon Basin Memorandum of Understanding.

recently partnered with local environmental groups Tapteal Greenway and Lower Columbia Basin Audubon Society as well as the Washington Department of Fish and Wildlife to open up lines of communication between these partners on management and stewardship activities within the Amon Basin. The intention is that by opening up lines of communication among key Amon Basin stakeholders, the multiple values of Amon Basin can be managed in perpetuity for the benefit of the Tri-Cities’ environment, economy and community. Stewardship of District Assets, Water Rights and Supply The Chandler Electrification project will construct a new pump station and isolating reservoir to deliver water into our main canal during times of drought. The KID water supply depends on return flows in the lower Yakima River, which are diminishing due to the effects of up-basin conservation pro-

jects. The current hydraulic pumps require one and a half buckets of water for every bucket of water delivered to the main canal. Electrification would nullify the need for water to drive the pumps and allow our allotted water to be placed into the main canal for delivery, with additional water to be left in the river to benefit habitat. KID is working diligently with many stakeholders to get this project built. Specifically, KID is working on a project schedule and analysis as the next steps in the process, with the hope of construction being completed within the next three years. Risk Management and Financial Responsibility KID continues to line earthen sections of our canal system in strategic locations to reduce risk of canal failure and to increase efficiencies in water delivery to our customers. This offseason, KID is scheduled to

line nearly five miles of portions of the Badger East lateral and the main canal. Funding for these projects come from federal WaterSMART grants leveraged by KID Capital Fund contributions. Infrastructure Maintenance and Development Title transfer of KID works from federal ownership would place decisions regarding management of our canals into local hands, which would greatly increase efficiencies as KID continues to urbanize. Additionally, KID has several miles of canals where a linear park would enhance our community, something that is not possible under current federal ownership. Legislation has recently passed both the U.S. House and Senate that would authorize title transfers such as the one proposed by KID. KID is grateful to Rep. Dan Newhouse for his support of this effort and for sponsoring similar legislation.

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AGRICULTURE & COMMERCE EASTERN WASHINGTON FAMILY FARMERS

Group forming to provide a unified public voice to help preserve the future of family farming BY JASON SHEEHAN

Yakima Valley Farmer

armers throughout Eastern Washington have been meeting since last November to form a new farm advocacy nonprofit to speak out publicly on important farm issues. Eastern Washington Family Farmers will affiliate with Save Family Farming and two other regional farm advocacy groups, Whatcom Family Farmers and Skagit Family Farmers. The new group will replace the Yakima Family Farmers affiliate that has operated as part of Save Family Farming for about two

years. “We are very encouraged by the level of support being offered for this new organization,” said Jason Sheehan, one of the family owners of J&K Dairy in Sunnyside. “Watching the success enjoyed by the groups in Whatcom and Skagit has caused farmers on the east side to come together to unify and speak out together.” Sheehan, along with dairy farmers Markus Rollinger and Austin Allred, is heading up the formation of the new group, which includes a number of influential farmers from farming areas across Eastern Washington. Dairy farmers have been facing repeated lawsuits from an Oregon-

based environmental attorney supported by a few individuals and groups in Washington. “These activists and their lawyers falsely accuse dairy farms of pollution and their actions have diminished the trust the public has in our farmers,” said Dan DeGroot, also a family dairy farmer near Sunnyside and a member of the formation group. “We are starting to work together as a community to reach out to the media and the public to make sure they get the facts about our farms and our progress and success in protecting water and the environment.” Case VanderMeulen, a dairy farmer from Mesa, is also part of the forma-

tion group. He commented: “Working together with our partners in Whatcom and Skagit Counties, we can address policy issues affecting our east-side farmers, while together through Save Family Farming we can be much more effective in dealing with critical issues that affect all farmers across the state.” One of those issues is labor. Domestic labor is increasingly difficult to find and many fruit growers have turned to the H-2A or guest worker program. Union activists in Whatcom County have fought this program, calling it “slave labor.” Save Family SEE FARMING, 34P

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AGRICULTURE & COMMERCE WASHINGTON APPLE COMMISSION

New variety and new promotions present opportunities for export BY TONI LYNN ADAMS

Communications Outreach Coordinator

ooking to the year ahead, the Washington apple industry knows challenges and opportunities are approaching. The current year delivered a smaller than expected crop and trade conflicts. But looking forward, promising prospects appear to be in the future. The Washington Apple Commission conducts promotions in over 25 global

FROM PAGE 33P

FARMING Farming launched an effort to counter the false information promoted by the activists on a website called ProtectFarmworkersNow.org. “These activists think they can spread false information and people will believe them,” said Gerald Baron, executive director of Save Family Farming. “The public will believe them if there is no one to stand up and tell the truth. “That’s where we come in. Their credibility is hurt and their impact on policy decisions diminished when our representatives and the voters know who is telling the truth about farm workers and how they are treated. Farm workers are hurt more than anyone else by these union attacks on our farmers.” Another issue affecting farmers across the state is the Governor’s Orca Task Force and its recommendations, which include studying the removal of the Snake River dams. “Voters in Seattle have the political

markets to drive consumer demand for high-quality apples from Washington. Washington produces over 95 percent of U.S. apple exports, and the Washington Apple Commission provides promotional support to international retailers, wholesalers and importers with innovative marketing programs and activities to grow consumer awareness and brand loyalty. Activities include creating and implementing retail promotions, point-ofsale communications, consumer advertising, event sponsorship and social

clout in this state but have very little knowledge or information about the realities of farming, the environment and even the facts about fish recovery,” said Larry Stap, co-owner of TwinBrook Creamery, a small dairy farm and processor in Lynden and president of Save Family Farming. “We’re reaching out through videos, social media, and the media to set the record straight about these issues.” Stap pointed to the video on Save Family Farming’s website that addresses the science of orca and fish recovery and shows that removing dams would do virtually nothing to help salmon or whales but cause massive environmental and economic harm. “Water issues, labor issues, litigation, regulations, farm competitiveness in a global market, fish recovery and habitat –– all these and more affect the ability of our farmers to stay in business and pass our farms to the next generation,” Sheehan said. “We have some great people lobbying our representatives on these issues, but what has been missing is taking our case directly to the people of Washington, particularly those in our cities

media outreach. 2019-20 will present the apple industry and the commission with major changes. First and foremost is the addition of a new variety to the lineup of commercially produced apples in Washington. The Cosmic Crisp is the WA-38 cultivar developed by Washington State University. The Cosmic Crisp was developed in test blocks across the state and now Washington growers have exclusive rights for the first 10 years of production. Cosmic Crisp will be available for purchase in

the fall of 2019. The bright red apple is sweet and juicy with a zing of acidity. It has a crisp texture that packs a crunch with every bite. In the first year, there will be approximately 200,000 boxes of Cosmic Crisp produced. By 2020, it is projected this figure will catapult to 2,000,000 and by 2025 it is estimated there will be 20,000,000 boxes of Cosmic Crisp. With 20,000,000 additional boxes of apples on the SEE APPLES, 35P

Jason Sheehan, of J&K Dairy near Sunnyside, is one of the farmers leading the formation of Eastern Washington Family Farmers, an affiliate of Save Family Farming. Courtesy photo

who are far from farms but who hold the political power here.” Sheehan expects the new group to be up and running and fully operational early this spring. Whatcom Family Farmers was formed in mid-2015 following erroneous media reports about farm pollution and growing public activism

against dairies led by the litigation industry. Save Family Farming began in early 2016 in response to the What’s Upstream campaign, which used EPA funds to run a campaign of false information about farms and pollution aimed at passing legislation harmful to farms.

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AGRICULTURE & COMMERCE WASHINGTON STATE DEPARTMENT OF AGRICULTURE

In 2018, a year of exceptional uncertainty and new challenges, WSDA advocated for producers, processors and the public Courtesy Washington Apple Commission

A high-density apple orchard in Washington.

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APPLES market, it is possible certain varieties that have decreased in demand and will be redirected to the export market to maintain a profitable supply and demand equilibrium in the domestic market, creating new variety opportunities for international markets. The varietal shift has the potential to change the export market dynamic. In July, the Washington Apple Commission will be the recipient of $8.4 million from the USDA Agricultural Trade Promotion Program. The Agricultural Trade Promotion Program is a component of the Trump administration’s $12 billion trade aide program designed to alleviate adverse impact of retaliatory tariffs on agricultural producers. The money was awarded to promotional organizations based on an application process that requires activity proposals and evidence of injury from retaliatory tariffs. Washington apples are an export-heavy industry, with one-third of the fresh apple crop directed to international markets. The Agricultural Trade Promotion program funds will have three main directives. 1. Mexico, China, India - Implement brand building activities to increase value of Washington apples.

These three markets have increased retail costs due to tariffs and the perceived value of Washington apples needs to strengthen in order for consumers to choose Washington apples over competitors with low priced products. 2. Southeast Asia (Vietnam, Indonesia, Malaysia, Thailand) – These growth potential markets play an important role of absorbing deviated volumes from the markets affected by tariffs. The Washington Apple Commission will increase consumer messaging around health and trust which are valued strengths for U.S. food products in these markets. The marketing campaign will include partnering with brand ambassadors and sponsoring events related to health and fitness. 3. Canada – Execute a Cosmic Crisp sampling pilot program to introduce the new variety to the Canadian market. Sampling at point of sale increases impulse purchase and a good eating experience encourages return customers. The allocated funds are aimed to maintain Washington’s position in export markets, preserve consumer engagement and overcome retaliatory tariffs in top export destinations. A new variety and new activity programs produce an opportunity to rise above challenges and create excitement around Washington apples for both growers and consumers.

BY DEREK SANDISON

Director

n a year of many challenges, passage of the 2018 Farm Bill stands out as a major accomplishment for the Washington State Department of Agriculture and Washington’s agriculture industry last year. In partnership with ag industry groups and Washington State University, we made numerous trips to Washington, D.C., to inform and help guide lawmakers as they debated the new omnibus legislation, which resulted in policies that benefit producers and processors here in Washington state. The new bill supports robust programs for market access, research, specialty crops and conservation to name just of few of the priorities achieved for our state. However, several unsettled international issues will mean a lot more work for WSDA representatives and me in the coming months. Our longstanding free trade agreement between Canada and Mexico is still unresolved, a new Trans-Pacific Partnership agreement was enacted without the United States, and the agriculture community was looking for ways to respond to a series of retaliatory tariffs from China, Mexico and Canada. WSDA’s International Marketing Program brought Washington agricultural businesses to China, Indonesia, the United Arab Emirates and Vietnam to find new export opportunities in these markets.

Courtesy Washington State Department of Agriculture

Director Sandison meets with Canadian representatives at the Tri National Accord last October.

At home, we met with farmers, processors, industry representatives, congressional leaders and representatives for our global trading partners. We advocated for our producers and processors, helped to inform our representatives in Congress and looked for ways to open new markets to replace those that were being blocked. The value of agriculture exports The international market is extremely important to Washington agriculture. About 30 percent of Washington’s food and agriculture products are sold internationally. Our agricultural exports are valued at nearly $7 billion annually. But in 2018, as tensions grew between the U.S. and some of our biggest export countries, including China, Canada and Mexico, so did the burden on agriculture. SEE WSDA, 36P

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AGRICULTURE & COMMERCE WASHINGTON GRAIN COMMISSION

The offense and defense of the wheat industry BY GLEN W. SQUIRES

CEO

n acre of land is the size of a football field, and like football teams, the wheat industry plays both offense and defense. But with a limited number of players, “wheaties” are organized more like a basketball team, with team members switching automatically from offense to defense, depending on who has the ball. The Washington Grain Commission’s (WGC) efforts to secure new customers or to expand wheat use in existing countries is part of our offensive strategy. For example, rapid growth in population and flour milling capacity in Indonesia requires a fast break and three-point shooting from the floor, such as our recent funding of a workshop for milling company staff to learn about wheat development, production, handling and purchasing in the U.S. This year, we are also looking at increasing technical assistance. The WGC is also expanding efforts in more established countries like the Philippines, where this year we are re-engaging buyers to purchase club wheat, a sub-class of the Northwest’s flagship class, soft white wheat. With Filipinos demanding increased sophistication in their end products, not to mention the absence of a club premium, now is the perfect time to make a play by bringing millers to Wheat Marketing Center (WMC) in Portland for new product testing. We’ve made another move on offense in Latin America, joining with Idaho and Oregon to fund a technician to work with mills and bakeries to en-

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WSDA Agriculture products ranging from potatoes to Pinot Noir now face retaliatory tariffs from China, Mexico, Canada, Turkey and the European Union. More than $1 billion in ag exports have become the targets of retaliatory tariffs. For example, China was the number-one market for Washington cherries in 2017, with exports of nearly

Courtesy Washington Grain Commission

Mark Fowler, U.S. Wheat Associates vice president of overseas operations, and WGC commissioner Mike Miller look over samples with customers in Latin America.

hance utilization of U.S. wheat classes. This adds to a milling consultant already funded to showcase the benefits of using Pacific Northwest soft white wheat in blends with other wheats. We recently helped provide expertise for a crop quality seminar in Chile and Peru, as well as marketing efforts in Colombia. These are long-term projects that usually take years to come to fruition. But Peru has already committed to visiting the WMC to learn more about baking confectionary products with soft white wheat. When it comes to defense, we have to maintain, problem solve, strengthen and even grow the important wheat markets developed by farmers over time, such as Japan, Korea, Taiwan, Thailand and Guate-

$100 million. Washington’s cherry industry is concerned the China market will be completely closed in 2019. Seafood exports to China, which is Washington’s second-largest market, was also impacted by tariffs. Where China imported seafood valued at more than $154 million in 2017, the industry saw a 36 percent decline in exports to China between July and November last year. Although growers in all sectors tried to adjust by redirecting some of their exports back into the domestic market or shifting to new export markets, the

mala. Like the shot blocker who swats away a ball from the basket, our defensive posture is designed to defend the U.S. from the likes of Australian, Canadian, Russian and Ukrainian wheat. Call it guarding our market share. Defense is needed in established markets like the Philippines, where subsidized Turkish flour displaces Northwest soft white wheat. The WGC is helping launch a new effort to assist Philippine millers defend against these flour imports. The battle is also on to defend our Japan market where we are now at a price disadvantage to Canada and Australia, due to the U.S. withdrawal from the Trans Pacific Partnership. Joining with the Washington Association of Wheat Growers, U.S. Wheat Associates and other states, we are working with legislators, the U.S. Trade Representative, and the Japanese milling industry to ensure fair play into our No. 2 market. Our game plan also includes meeting the quality needs of end users. We’ve engaged WSU breeders to learn functional quality needs of buyers. In the future, engaging private company breeders with customers will be an increased focus. All breeders have a big job to meet agronomic needs of wheat farmers and the quality needs of end users. If enduser needs are not a consideration, farmers may find they have a variety that has no interest from buyers. Poor quality varieties would also degrade the entire Northwest wheat supply. There is no buzzer ending the WGC’s competitive efforts to claim new markets and protect established ones. The WGC is now working on its second 60 years of doing so.

retaliatory tariffs have taken a toll. The Response The federal government has worked to mitigate tariff impacts with a $12 billion aid package. In addition, WSDA is stepping up our efforts to assist our producers who either do not qualify or have limited access to these programs. We continue to assist these growers and processors in finding new buyers and markets. In 2019, WSDA has export activities planned for Asia, Latin America, the Middle East and

Europe. In this coming year, I will continue working with our congressional representatives as they implement the new Farm Bill and push for the rapid development of a trade agreement with Japan to make sure Washington wheat, beef and other producers are not boxed out of that critical Asian market. Of course, we hope to see some agreement with China regarding tariffs in the near future, but I will continue to update lawmakers and the industry about that progress.

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AGRICULTURE & COMMERCE WASHINGTON WINE COMMISSION

Get social with your media: #WAwine charts new territory BY BRETT RAWSON

Social Media Manager, Washington State Wine

hen you hear the words “Washington wine,” what image comes to mind? If you were to describe Washington wine in one word, what would that be? How does Washington as a wine region fit on the global scale? The approach of Washington State Wine, as the social media megaphone for our grape state, is very much a co-mission: to help fill in the blanks to your questions and quests with fresh

ideas, with the ultimate hope of expanding your experience with #WAwine. A unique challenge for our social media program is that nobody is following us per se — and here, I Brett Rawson don’t mean me, little old Brett — but the Washington State Wine Commission. Our social media presence is in service to our industry: we wouldn’t exist without them. For individual brands, let’s say one

winery, the end-goal is for people to follow you to a bottle of yours, and so if we zoom out, that becomes our collective purpose: to help consumers discover new #WAwine, and deepen their knowledge of what they already know. Since this has everything to do with the direction, attention, and traffic, we see ourselves as an air traffic control, but one that’s a little bit more hip and personable. For the past decade or so, our social media strategy focused on growth. We spent years creating elbow space in the cyber-sky for Washington state wine, and we now have the sixth larg-

Courtesy Washington Wine Commission

Washington Wine Commission’s new campaign encourages you to discover the wine of our region. SEE #WAWINE, 38P

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SCIENCE & TECHNOLOGY BECHTEL NATIONAL

High-quality, dedicated workforce move Vit Plant work forward BY VALERIE MCCAIN

Bechtel National, Inc. Principal Vice President and Project Director

ur employees are focused on completing the Hanford Waste Treatment and Immobilization Plant, also known as the Vit Plant. Their hard work to finish construction and turn support facilities over to startup and commissioning is propelling the plant toward processing low-activity waste (LAW) by 2023. Part of the Direct Feed Low-Activity Waste (DFLAW) approach, Bechtel National, Inc., together with the Department of Energy Office of River Protection (ORP), have already met significant milestones in 2019. The Vit Plant job site moved to a 24/7 rotating shift schedule to ensure

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#WAWINE est wine social media following in the world. But at some point, you have to outgrow growth, and dedicate your energy toward engagement. What good is it if someone knocks on the door and you’re not there? Imagine a cul-de-sac of kids on Halloween who ring the doorbell of a brightly lit home that is empty. Chaos. You would be egged for years for the false promise of sugar and sweets. When it comes to digital storytelling in the era of apps and other quick clicks, there is a necessity for new ways of thinking and seeing, and not

systems turned over to operations are properly monitored and maintained. Commissioning technicians are being hired and trained, and the LAW facility annex will soon be occupied by Valerie McCain plant management staff. The loss of power test, scheduled for September 2020, is a substantial milestone and will involve cutting power to the LAW facility, then testing our ability to recover quickly enough that there is no damage to the facility’s 300-ton melters. The melters will be used to heat the waste and glass-forming chemicals to 2,100 degrees Fahrenheit and are considered the heart of the vitrification process. Each of our crews will demon-

strate proficiency to restart the plant. A successful loss of power test will be crucial to moving forward toward operations. Our accomplishments of 2019 build on those from last year, which include completing physical construction of the one of the four major nuclear facilities — the LAW facility — and the turnover of several support facilities to plant management and to startup and testing. The progress we have made can be

attributed to the collaborative spirit and completion mindset of the entire WTP team. We also continue to partner with ORP, the Washington State Department of Ecology, Mission Support Alliance and Washington River Protection Solutions. For 2019, the Vit Plant will continue its focus on Direct Flow Low-Activity Waste (DFLAW), including the follow-

for posterity’s sake, but because the shape of social media changes with the weather. Facebook is no longer a college network; it skews significantly older (80 percent of our 101,000 followers are between the ages of 35-54). No surprise, then, that they acquired Instagram, where 80 percent of our users are between the ages of 24-35. Facebook reclaims youth again, but only for now. What does the future of social look like, we ask our wine. In the meantime, we remain energized. We live in the age of the image, and social media is nothing more than visual storytelling (dba digital marketing). We get to express the joy and journey of #WAwine through different mediums, pouring you a fresh glass of

passion with each post. If we were to pose five ideas to you, things we are currently hooked on, they would be: 1. We’re in a growth spurt. We’re one of the fastest-growing wine regions in the world. Every month, we welcome four new wineries to Washington state. 2. What makes us so humble, adept and approachable is the agricultural backbone of Washington State. We’ve always been great at growing fruit, and while we’re in our nascence as a wine region, what we’re doing out here in terms of wine science is going to be legendary. 3. We have character. We’re geologists, aeronautical engineers, rock stars, jazz musicians, quarterbacks, oceanographers, families, professors,

cattle ranch hands, climbers, and master sommeliers. 4. We’re making history because history made us. There is no other growing climate like ours. We’re on the same latitude as the great regions of France, and we have longer days of sunlight than Napa, which is why we’re a best of both worlds. 5. We make world-class wines, and we’re just getting started. And we’re not the only ones saying it: While having the sixth largest social media wine presence in the world might be an impressive-sounding-bite, we let our wine speak for itself. One sip at a time. Which brings me to our last point: We want to hire you fulltime. As our taste bud. The benefits, I assure you, are amazing.

Courtesy Bechtel National

The Chiller Compressor Building was one of the utility buildings turned over for startup and testing in 2018. It is part of the Balance of Facilities support infrastructure and is one of 56 systems.

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SCIENCE & TECHNOLOGY FROM PAGE 38P

HAMMER

BECHTEL

Delivering dynamic training for today’s workforce and solutions for tomorrow’s challenges

ing specific activities: Deliver all DFLAW major equipment and bulk materials. A Turn over all Balance of Facility systems to startup and hand over to plant management. A Complete startup and hand over the Analytical Laboratory to plant management. A Obtain radiological air operating permit. A Install evaporator, powerhouse, large vessels, and building enclosures for the Effluent Management Facility (EMF), the last support structure under construction. A

These accomplishments will represent a significant leap toward operations. Our team is broader than just those who work at WTP. Many companies around the region and across the company contribute to our mission. During fiscal year 2018, we purchased $297 million in goods and services for the Vit Plant, with nearly 55 percent of those in Washington and Oregon. Of that, $164 million was spent in the Tri-Cities. Our employees are committed to supporting our community, which they demonstrate consistently by donating their time and money. In 2018, Vit Plant employees, together with Bechtel and AECOM, donated more than $800,000 to charitable organizations and programs in the Tri-Cities community. Donations included nearly $300,000 to United Way, $12,000 to Toys for Tots and $15,000 to Second Harvest. I am extremely proud to have joined the Vit Plant team in October 2018. In the time I have been here, I have been impressed with our workforce of skilled craft and professionals who are wholly committed to their community and completing their work safely and upholding the highest quality standards. I look forward to the coming year of recognizing their hard work accomplishments.

BY PAUL VANDERVERT

Director

am very proud to serve as the director of the Department of Energy’s (DOE) Volpentest HAMMER Federal Training Center and am actively building on our legacy of providing critical training for both Hanford Site and national programs. HAMMER serves as the site’s handson safety and health-training facility. Our success is based on meaningful worker involvement, workers training workers, and strong partnerships with DOE, labor, tribes, site contractors, academia and other federal and state agencies. Last year, DOE Undersecretary Paul Dabbar praised HAMMER’s peer training model and its important role in “setting the standard for training and safety which has been applicable across the whole of the Environmental Management complex.” HAMMER is currently experiencing the highest number of students since the Recovery Act hiring surge in 2010. I would like to thank DOE for recognizing our facility and infrastructure needs and investing in HAMMER to ensure we’re prepared to meet the current and future Hanford mission. HAMMER has the capability to extend services beyond training and provide a location for mock-ups and simulations, testing and technology demonstrations. Recently, we launched a course enhancement initiative to ensure our training meets site needs, incorporates the latest in industry trends, and addresses lessons learned through experienced workers mentoring and teaching the incoming workforce. As part of this effort, HAMMER re-

Students at HAMMER use an above ground pipeline prop for hands-on training to repair a simulated leak.

vamped its Radiological Control Technician training to be more interactive and foster the transfer of knowledge between experienced workers and new employees. Our team is revising the Hanford Site electrical safety, hazardous waste operations and emergency response, hazardous energy control, and respiratory protection programs. The changes will incorporate realistic training aids, relevant Hanford-specific scenarios for student interaction and more frequent post-training evaluations. HAMMER’s reach extends well beyond this region. We fulfill a vital role in the Federal Emergency Management Agency’s (FEMA) national emergency response framework. HAMMER trains responders, deploys to national emergencies and manages the deployment of DOE’s energy restoration resources. In August, the team received the Secretary of Energy Achievement Award from Energy Secretary Rick Perry, honoring their service during the 2017 hurricane season. Engaging our community in preparing for the next generation of workers has brought the HAMMER partners

A student at HAMMER uses a glovebox training prop as a part of an exercise in the new radiological control technicians training course. During the class, students engage in learning through hands-on exercises that incorporate radiological work practice techniques (decontamination demonstrations, fire fighter gear removal and emergency response anomalies).

and site contractors together in a focused effort to use our expertise to inform, attract and retain the future Hanford workforce. We have identified key positions needed at Hanford and developed strategies to ensure a skilled and educated workforce is available. We are focused on targeted recruiting, apprenticeship programs, educational outreach and workforce stability. I’m proud to lead our dedicated staff, who work closely with our partners to form an alliance focusing on the noble cause of improving the safety and health of workers and emergency responders.

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SCIENCE & TECHNOLOGY DOE RICHLAND OPERATIONS OFFICE AND OFFICE OF RIVER PROTECTION

Hanford gears up for treating waste while progress across site continues BY BRIAN VANCE

Manager, Hanford Site Field Offices

’m honored to provide a Hanford Site update this year from my expanded role as the Department of Energy (DOE) manager of both the Richland Operations Office and the Office of River Protection. I am pleased with our progress over the past year and am looking forward to a very productive 2019, as we continue to make great strides on important projects at Hanford. We are demonstrating our commitment to safely, efficiently and effectively treat tank waste and close Hanford tanks, remediate central plateau and river corridor waste sites and facilities reducing risk to our employees, the public and environment. The transition to a single manager does not represent a recombination of the offices; rather this will give our DOE team the chance to find new ways to be more efficient as we work to focus as many resources as possible to move the cleanup mission forward. The two offices already share a number of support, security and business service functions very effectively, and a single manager provides us with an enhanced ability to strengthen our teamwork and cooperation both internally and with our contractors. Continued progress is being made across the site on projects that move highly hazardous materials away from the Columbia River and place nuclear materials in safer, less costly storage, while safely addressing some of the nation’s most complex cleanup challenges. Further, and after nearly two decades of work, we are committed to delivering a major event in the history of the Hanford site as we begin to treat millions of gallons of waste in

Courtesy DOE Hanford

To improve the quality and reliability of wireless services on the Hanford Site, workers scaled a 400-foot meteorological tower to install antennas for a new wireless system.

our large underground tanks in the next few years. Achieving our multiple missions requires a shift in our culture at Hanford. The startup of Direct-Feed LowActivity Waste (DFLAW) operations will require a great degree of coordination and teamwork between the two offices and our contractors. DFLAW represents a site-wide transition because the Waste Treatment and Immobilization Plant (WTP) requires not only transfers of waste from Tank Farms, but also requires a robust site infrastructure to support 24/7 operations. As the recently published Hanford Lifecycle Scope, Schedule and Cost

Report made clear, we also need to look at our approach for the Hanford cleanup mission to identify opportunities to safely and effectively reduce the overall duration and cost of our important work. We will continue to work closely with Congress, the Tribes and our regulators and other key stakeholders to leverage safe and cost effective approaches to our common objective to reduce the risks at Hanford for our workforce, the public, and the environment. We are transitioning our government/industry team culture by working to remove roadblocks to progress and strengthen our relationships to establish the conditions for successful

project delivery. Our focus is on continuing safe, efficient and effective operations to capitalize on the incredible work done by many for a long time at Hanford. DFLAW remains a main focus. We will use a phased feed approach with a tank-side process to send low-activity waste from the tank farms directly to the WTP Low-Activity Waste (LAW) vitrification facility by 2023. The WTP will treat tank waste by mixing it with glass-forming agents in a melter, heating it to 2,100 degrees Fahrenheit, and the resulting molten glass mixture will be poured into steel containers for safe storage. Several critical infrastructure projects this year will support DFLAW, with projects such as the design and beginning of construction of a fire station; rebuilding the road between the WTP and the integrated disposal facility; and upgrading utilities, including electrical, water and information systems. We continue to make progress on the tank farms. The tank operations contractor completed integrity assessments on all 149 single-shell tanks, implemented measures to increase worker safety with new controls and completed construction of the SX Farm interim barrier. Two campaigns by the 242-A Evaporator have created 525,000 gallons of storage space in double-shell tanks. Design is underway for the TankSide Cesium Removal (TSCR) system, which will separate both cesium and solid materials from Hanford’s tank waste, providing a low-activity waste stream for vitrification in support of DFLAW operations by 2023. One of our major objectives this year is to complete the transfer of 35 SEE DOE, 41P

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SCIENCE & TECHNOLOGY FROM PAGE 40P

DOE cubic yards of highly radioactive sludge from a reactor basin near the Columbia River to temporary storage in a facility near the center of the Hanford Site. Removing the sludge from the K Area is one of the reDAVID WYATT maining key cleanup activities Work Progressing. Aerial view of the Waste Treatment and in Hanfordâ&#x20AC;&#x2122;s Immobilization Plant complex, which is working toward River Corridor, altreating waste by 2023. lowing us to remove the basin and reduce annual operating protecting the tunnel from collapse. This stabilization action does not costs by more than $15 million. preclude future remedial actions or Workers have resumed demolition final closure decisions, and the use of of the less contaminated portions of grout as void fill has been successful the Plutonium Finishing Plant with at other projects on the Hanford Site, new safety controls in place that have providing worker, public and enviworked well as they removed debris ronmental protection at a reasonable from past demolition efforts over the cost. last few months. DOE is supporting advanced educaWe will continue working at a safe tion programs through Columbia and deliberate pace to ensure we are Basin College with the WTP Analytprotecting workers, the public and the ical Process Lab, health and safety, environment. nuclear medicine, radiological worker The more contaminated sections of programs, internships and more. We the plant, including the former plutoalso remain active in our community nium production lines, will be demolas our employees donate their time ished later in the year after an independent assessment and authorization and resources to the Combined Federal Campaign, Feds Feed Families, by DOE, the U.S. Environmental ProHabitat for Humanity, United Way, tection Agency and the Washington Junior Achievement and many more State Department of Ecology. We expect once again to exceed our endeavors. I am grateful to have the opportunigoal of treating nearly 2 billion gallons ty to work with the dedicated profesof contaminated groundwater and sionals of the Hanford team of federal remove tons of contaminants, reducworkers and contractors committed to ing risk to the Columbia River and working together to clean up the legashrinking the size of contaminated cy of the Hanford Site. We have great areas, or plumes, of groundwater. The people, an achievable plan and enjoy key to our success in treating groundthe support of many throughout the water will continue to be putting country as we work to deliver a safer worker innovations into practice and Hanford, Tri-Cities and our part of the improving treatment systems while nation. keeping them maintained and operPlease stay engaged with us at Hanating well. ford.gov, on Twitter at @RiverProtecVery soon, workers will complete tion and @HanfordSite and Facebook the injection of engineered grout into at www.facebook.com/riverprotection the second tunnel at the Plutonium and www.facebook.com/hanfordsite. Uranium Extraction (PUREX) facility,

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SCIENCE & TECHNOLOGY CH2M HILL PLATEAU REMEDIATION COMPANY

Hanford Cleanup: Achieving Key Risk Reduction in 2018 BY TY BLACKFORD

President and CEO

could not be more proud of the CH2M HILL Plateau Remediation Company (CHPRC) workforce that achieved so many key riskreduction activities last year on the Hanford Site on behalf of the U.S. Department of Energy (DOE). We started removing, shipping and storing the highly radioactive sludge from the 100 K West Reactor fuel storage basin, near the Columbia River, to safer interim storage at T Plant at the center of the site, and we remain on schedule to complete this important task by the end of the year. Removing the sludge is the critical step toward completing the K Area deactivation and cleanup. The safe progress made so far is the result of over two decades of hard work by many people, and that hard work is now making the vision of cleaning up the reactor area a reality. Downstream, near the City of Richland, we began installing the remotely operated equipment to begin cutting through the concrete floor beneath a portion of the 324 Building to remove the highly radioactive soil beneath. Our use of a mock-up facility to develop, test and train on that equipment has already resulted in key risk-reduction improvements and efficiencies that will benefit the community and the region. In addition, our teams accomplished significant improvements in groundwater treatment and effectiveness in 2018, as CHPRC treated a record 2.3 billion gallons of groundwater. This means we shrank the

areas of contaminated groundwater, or plumes, even more. In October 2018, we began stabilizing the second waste storage tunnel at the Plutonium Uranium Extraction Plant (PUREX). As we did following the partial collapse of PUREX Tunnel 1, we safely placed engineered grout in Tunnel 2 after engineering evaluations determined that tunnel was also at risk of collapse. This grouting work, performed with the competent assistance of our subcontractors, not only mitigates an immediate risk to workers, the public and the environment, but also makes future remediation safer. We expect to complete stabilization efforts early this spring by placing more than 43,000 cubic yards of engineered grout into the tunnel without injury or release of any hazardous materials. Our strong commitment to safety allows us to advance Hanford cleanup. In 2018 CHPRC received DOE’s Voluntary Protection Program Legacy of Stars award, reflecting the outstanding cooperative efforts among employees, management and DOE to continue to improve safety and health programs. This award recognizes only the highest levels of safety performance and culture, which I am proud to say is our workforce. This achievement was truly theirs, and I am very proud of them and see nothing but continued improvement in their pride and ownership. As CHPRC remains committed to the future of the Hanford workforce, we will continue to build on our 2018 success. We call this effort the Highway to Hanford, where we promote opportunities in the local community for bringing the next generation of

Photos courtesy of CHPRC

Workers at the 324 Building Disposition Project prepare to install a remotely operated excavator that crews will use to access highly radioactive soil beneath the building.

workers to Hanford and enhancing a healthy quality of life and diversity in our community. We support diverse issues important to our community; our employees spend time in classrooms, and we encourage students through practical interaction and demonstration as they pursue careers in science, technology, engineering and mathematics (STEM). Through these efforts and through proud partnership with educators, labor leaders and the STEM Foundation, we are working to ensure the next generation has the education and skills necessary to complete cleanup work along the Columbia River and Hanford’s Central Plateau. The children we encourage today will continue to contribute to this region well into the future. Those new skills, and the historical knowledge employees already have, will allow future Hanford workers will continue building on CHPRC’s success. Since 2008, CHPRC has safely completed significant risk reduction across the Hanford Site for the DOE. I invite you to join me in looking back

CH2M HILL Plateau Remediation Company employees Shay DeWitt (left) and Mike Garza (right) celebrate the first transfer of sludge from the 100 K West Basin to a container for storage on Hanford’s Central Plateau.

on some of our key accomplishments in this electronic book (https:// chprc.hanford.gov/10-yr-book/). We have a tremendously talented and dedicated team, and I look forward to seeing what they will accomplish in 2019 and in the future.

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SCIENCE & TECHNOLOGY PACIFIC NORTHWEST NATIONAL LABORATORY

MISSION SUPPORT ALLIANCE

A decade of progress

PNNL’s commitment to transform the world

BY BOB WILKINSON

President

en years ago, the Department of Energy (DOE) implemented a first-of-its-kind mission support contract at the Hanford Site, with one contractor responsible for integration, sitewide service delivery, alignment and prioritization of resources across the site. As that contractor, we’re proud of a decade of our success and collaboration. We have safely and consistently provided the correct solutions at the correct times and for the best value. Today, and looking toward the next 10 years, our focus is on supporting the “One Hanford Mission.” Continued success as the site integrator requires many components and presents many challenges. We maintain our focus on being a leader in our field and on strong partnerships with DOE, other Hanford contractors, stakeholders, the public and the community. Three of the critical pieces that we emphasize are a commitment to safety, full integration and increasing innovation, and an emphasis on people. Safety We continue to put safety first, which has resulted in 2018 being our safest year on record. We will continue that focus into 2019 and beyond. Our commitment to safety extends beyond our own employees, from developing and implementing sitewide safety standards to collaborating on the Hanford traffic safety initiative, and we have helped cultivate a culture of safety both onsite and in our area. Integration and Innovation Key components of integration are infrastructure development and service delivery. When the Hanford Waste Treatment and Immobilization Plant (WTP) comes online, Hanford will once again be operating 24/7, starting with the Direct Feed Low-Activity

Courtesy Mission Support Alliance

More than 600 Mission Support Alliance employees and family members volunteered for 26 different community events and organizations in 2018.

Courtesy Mission Support Alliance

Mission Support Alliance’s Safeguards and Security organization recently surpassed 1.4 million safe work hours without a lost workday injury. The team consists of security operations, Hanford Patrol, security analysis and safeguards for the entire Hanford Site.

Waste process. Significant infrastructure changes and integration support will be necessary to support the round-the-clock operations at the WTP, which will immobilize Hanford tank waste in glass as part of cleanup. In partnership with DOE and other Hanford contractors, we continue to identify and prioritize needs in order to reconfigure, rejuvenate and rightsize infrastructure to support the one Hanford mission. As the footprint of the site shrinks and cleanup needs become more complex, a strong and reliable infrastructure, new technologies and innovative approaches will ensure environmental compliance and worker safety. People We continue to invest in our employees and help identify, recruit and train the Hanford workforce of the future. Successful mission delivery is dependent on a strong and dedicated

workforce. Often referred to as the “MSA family,” our employees continue to excel and provide unparalleled service, both at Hanford and in the community. We provide employees the training and resources to meet their goals, and we go beyond that by providing mentoring, professional development and leadership building at many levels. One challenge facing many industries, and facing Hanford, is a record number of employees approaching retirement age. There is a critical need to attract and retain the next generation of Hanford workers to meet our mission. Through events such as Connect Tri-Cities, we will continue to collaborate with DOE, industry, labor, educators and more to build the workforce of the future. At MSA, a phrase we often use is “proud, but never satisfied.” This applies to both our achievements and future progress. We are incredibly proud of our accomplishments – safety, sitewide integration and infrastructure alignment, to name a few – and we celebrate them. With the dedication of our workforce, including an executive team with more than 160 years of combined Hanford experience, we will continue to strive to improve in all areas, for the betterment of “One Hanford Mission.”

BY STEVEN ASHBY

Director

t the Department of Energy’s Pacific Northwest National Laboratory, our 4,400 exceptional staff members are committed to transforming the world through science and technology. These diverse employees — your friends, neighbors and family members — do amazing things every day that advance the frontiers of knowledge, enhance energy resiliency and strengthen national security. They also are committed to our community, giving back in many ways as individuals and through organized volunteer opportunities. Our researchers are advancing scientific discovery in disciplines ranging from chemistry and materials science to biology and climate change. They are creating new catalysts and identifying the biomarkers of disease. They are exploring the biogeochemical processes that occur in fragile coastal ecosystems and revealing the mysteries of the universe by studying the physics of dark matter. This new knowledge will lead to novel energy sources and improved human health, as well as deepen our understanding of our planet and the cosmos. PNNL researchers are working hard to enhance our nation’s energy resiliency and enable a cleaner energy future. To this end, PNNL co-leads DOE’s effort to design a future power grid that will incorporate increasing amounts of renewable energy, reliably

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SCIENCE & TECHNOLOGY WASHINGTON STATE DEPARTMENT OF ECOLOGY

Happy birthday, TPA: The Tri-Party Agreement, which governs Hanford cleanup, turns 30 BY JOHN PRICE

Washington Department of Ecology Nuclear Waste Program

early 30 years ago, state and federal agencies forged a landmark agreement to apply environmental regulations to the Hanford site. The state of Washington joined with the U.S. Department of Energy and the U.S. Environmental Protection Agency to negotiate and sign the Tri-Party Agreement, or TPA. Looking back, looking to the future This 30th birthday is a good time to reflect on the TPA’s accomplishments,

and to look at the challenges ahead. I tell new employees that the TPA includes three agreements in one. It’s an agreement between two federal agencies – Energy and the EPA – to clean up contaminated soil and water. It’s an agreement between Energy and Ecology to manage waste. And it’s a “get along” agreement among three. The get-along agreement makes the agencies talk to each other every month to work out differing perspectives and priorities. It also recognizes the value of public participation in Hanford decision-making and sets up regular discussions between the agencies and the public.

A dynamic agreement One big reason for the success of the TPA is that it allows changes to add more work. In 1989, Hanford was actively manufacturing plutonium using nuclear facilities like the N Reactor, the PUREX Plant, the Plutonium Finishing Plant, and hundreds of smaller support buildings. Those key facilities came into the TPA in 1995. The TPA originally listed a few hundred locations where waste had leaked, spilled or been intentionally disposed of. Today, we count more than 3,500 suspect waste sites. Those buildings and waste sites had the SEE ECOLOGY, 45P

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PNNL and affordably. Our scientists are developing advanced chemistries and materials for grid-scale batteries to store this renewable energy and provide backup power for longer periods. And they are designing the grid and its myriad smart devices to be cyber secure. In the area of national security, PNNL is at the forefront of countering what are known as weapons of mass effect, developing the science and technology to detect, prevent and, if necessary, respond to cyber, chemical, biological and nuclear threats. For example, PNNL experts provide invaluable advice on the nuclear capabilities of potential adversaries. Central to this are our unmatched capabilities in ultra-trace radiation detection. On the cyber front, PNNL expertise in data analytics and machine learning is being used to develop tools to protect our nation from increasingly sophisticated cyberattacks. Although our scientists and engineers may garner the headlines, their accomplishments would not be possible without the dedicated support professionals who enable their research and provide essential services. Our success depends on those working in

Courtesy PNNL

Materials scientist Ziqing Zhai and her colleagues at PNNL are working to advance the frontiers of knowledge, enhance energy resiliency and strengthen national security.

IT, finance, communications and human resources. And this year, we are particularly grateful for our tireless facility operations and maintenance staff members who dealt with record-breaking snowfall. We know that we cannot do all this by ourselves,

Courtesy Nuclear Waste Program

An elk in native habitat on the Hanford Nuclear Reservation. Despite areas of concentrated contamination, much of Hanford preserves the shrub-steppe ecosystem, supporting a wide variety of wildlife.

which is why PNNL partners extensively with others. Last year, for example, we launched five new joint institutes with Washington State University, the University of Washington and Oregon Health & Science University. We also collaborate with industry, like our work with LanzaTech on catalytic processes that enabled Virgin Atlantic to make its first flight with jet fuel produced from waste carbon. Finally, we are investing in our future. We are in the middle of a decade-long campus transformation that has already delivered four new buildings, with plans to soon break ground on a $90 million energy sciences facility. Our efforts to develop and inspire the next-generation workforce include our science, technology, engineering and mathematics education and outreach efforts, as well as $273,000 in STEM contributions in 2018 alone. Additionally, we invest in the community through individual charitable giving and Battelle corporate philanthropy. Battelle has contributed a total of $28 million to our community since it began managing and operating PNNL for DOE in 1965. Looking ahead, PNNL will face new challenges as we strive to advance scientific discovery, improve energy resiliency and enhance national security. We will be unwavering in our commitment to deliver scientific leadership and impact, and in so doing, we will help to make the world a bit better.

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SCIENCE & TECHNOLOGY FROM PAGE 44P

WASHINGTON RIVER PROTECTION SOLUTIONS

ECOLOGY

Hanford’s Tank Farms: Celebrating a decade of operational excellence

potential to seep into groundwater and threaten the Columbia River. TPA schedules led to removal of more than 17 million tons of contaminated soil and demolition debris, mostly from the shoreline, that is now more securely stored in a double-lined landfill in central Hanford. Focus on the river Since its birth, the TPA was intended to protect the Columbia River. Its first major success was to shut off the discharge of millions of gallons of contaminated liquid effluent to the soil. This, along with pumping and treating polluted groundwater, helped shrink the contaminated aquifer from a staggering 100 square miles to 50 square miles. One of the challenges ahead is to “put a bow on it” by finishing the remaining work along the Columbia River. That includes the highly contaminated 324 Building – just 1,000 feet from the river and less than a mile from Richland city limits. It will be an expensive and difficult project. Cleaning the 200 Area The central part of Hanford, called the 200 Area, holds the greatest remaining challenges. A PUREX, among hundreds of contaminated buildings that have waited 20 years for removal. A The partial collapse of PUREX Tunnel 1’s roof, which put an exclamation point on the dangers posed by aging Hanford infrastructure. A 177 underground tanks filled with 56 million gallons of nuclear waste. A More than 10,500 aging waste containers in storage, and another 12,000 containers yet to be retrieved from unlined trenches. The land after cleanup The next 30 years will also challenge us to use the Hanford landscape wisely as it’s cleaned up and becomes available to many competing uses. Area tribes, local communities, the Hanford Reach National Monument and others all have ties to Hanford. In addition, within Hanford’s boundaries, two commercial activities not covered by the TPA – the Columbia Generating Station and the U.S. Ecology low-level radioactive waste disposal site – will both finish their licensed operating periods and close down. The TPA has proved its worth over the past 30 years. I expect it to be equally vital to ongoing cleanup for the next 30.

John Price has been, since 2009, the Tri-Party Agreement section manager for the Washington Department of Ecology’s Nuclear Waste Program, headquartered in north Richland.

BY JOHN ESCHENBERG

President and Project Manager

s president of Washington River Protection Solutions (WRPS), I take great pride in leading a dedicated 2,800-member team that is tackling the most challenging environmental cleanup project in the nation. As the Hanford Tank Operations contractor for the U.S. Department of Energy (DOE), John WRPS has been Eschenberg responsible for the safe storage and treatment of 56 million gallons of nuclear waste in 177 underground storage tanks. We manage highly complex, high-hazard nuclear work, including retrieving and consolidating tank waste, replacing aging infrastructure, extending the life of aging tanks and building a system to safely and reliably feed waste to the Hanford Waste Treatment and Immobilization Plant (WTP). Our performance has garnered strong DOE, congressional and stakeholder support for those efforts. Unprecedented Safety Performance 2018 was a year of significant accomplishment for the WRPS workforce, as our team worked more than 9 million hours without a lost-time injury, a first in the 70-year history of the tank farms. Over its 10-plus-year contract, WRPS has maintained an impeccable safety record, one of the best in the DOE complex while proudly flying the Voluntary Pro-

Courtesy Washington River Protection Solutions

Hanford tank farms workers face a number of hazards while performing their jobs. Critical tasks include tank waste removal, replacing outdated equipment and preparing the systems needed to deliver tank waste to the Waste Treatment and Immobilization Plant.

tection Program (VPP) Star flag for our robust safety program. We effectively attacked a legacy of chemical vapor issues by drawing on the expertise of national laboratories, government agencies and independent consultants to develop and implement a comprehensive risk-based strategy to protect our workers. Getting Results Disciplined 24/7 operations are a hallmark of WRPS. In our tenure, we retrieved high-level radioactive waste from 18 tanks and transferred more than 70 million gallons of waste; replaced an array of scattered control rooms with a single command center and new monitoring and communications systems; upgraded and modernized aging nuclear facilities and infrastructure, and en-

hanced tank integrity program management. In short, WRPS is transforming Hanford’s tank farms into a more modern automated environment incorporating improved systems and technology. Recognized for Innovation WRPS received international recognition as the Project Management Institute’s Project of the Year for the AY-102 waste retrieval project in 2018. We also won the institute’s North American Award for Project Excellence for our AP Farm Ventilation Upgrade Project. These projects significantly reduced the risk to the environment and worker health. We were also recognized by DOE for our SEE WRPS, 46P

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SCIENCE & TECHNOLOGY FRAMATOME

Positioned for the next evolution of nuclear fuel BY RON LAND

Richland Site Manager

ersey Nuclear was formed, initiating the process to build what serves as Framatome’s nuclear fuel fabrication facility, on Aug. 1, 1969 – 12 days after astronaut Neil Armstrong spoke the famous words, “That’s one small step for man, one giant leap for mankind.” The Richland facility was established during an expansive boom in the region’s nuclear energy sector — an industry in which the area remains rich today. At the time, Jersey Nuclear planned for the $5 million Horn Rapids Road facility to become a major supplier of nuclear fuel to U.S. nuclear plant operators. That plan continues today as Framatome celebrates the site’s 50th anniversary in Richland. As we share our rich heritage of innovation and technologies, we are also celebrating Framatome’s future. This is an exciting time for the Richland site as our golden anniversary will be marked by several firsts for our facility and the nuclear industry as a whole.

Next generation of products This year marked a major milestone in our PROtect enhanced accident tolerant fuel (EATF) program. In January, we delivered full-length, chromium-coated rods loaded with chromia-

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WRPS support of small businesses with two Mentor of the Year awards. And, as a recognized leader in employee safety, WRPS received its fourth consecutive VPP Innovation Award. A Valued Community Partner Since 2008, WRPS has contributed

Courtesy Framatome

enhanced pellets – a first in the industry – to a U.S. customer. This effort was supported by the U.S. Department of Energy’s (DOE) accident tolerant fuel program, and we are currently working on contracts with other customers to further advance and test our concepts. In addition, we recently received a grant from the DOE for $49 million to continue to accelerate our research as part of a larger $111 million award to the industry. The EATF delivery marked the first of three major projects Framatome will execute this year. We will deliver our initial reload of fuel for Arizona’s Palo Verde Unit 2, one of the largest reactors in the U.S. We will also manufacture our first reload of ATRIUM™11 fuel, our most advanced boil-

ing water reactor (BWR) fuel design. We continue to build momentum on new fuel designs and concepts. Last year, we announced our joint venture with Lightbridge Corp., “Enfission,” to bring Lightbridge’s unique metallic fuel design to market — work that is ongoing at our Richland facility. We also continue to support NuScale Power as it pushes forward with a small modular reactor design. In addition to the research and development of new technologies, Framatome is encouraged by the recent dialogue and actions taken between state and federal government entities. These activities demonstrate the value our lawmakers place on nuclear power and their commitment to carbon-free energy.

more than $6.5 million to the Tri-City community. We support Washington State University Tri-Cities, Columbia Basin College and the Washington State STEM Education Foundation programs that create classroom-to-job opportunities. We also provide financial support for the Tri-City Regional Chamber of Commerce Women in Business program and sponsor the Chamber’s

Small Business Incentive Grant awards. We remain one of the largest contributors to the local chapter of the United Way. One Mission, One Team WRPS is working closely with DOE, state regulators and union leadership to deliver the Hanford mission. As we will begin treating tank waste as soon as 2023, WRPS is developing a delivery system to feed low-activity tank waste to the WTP.

Investing in our future To ensure we can continue to support the existing fleet of nuclear operators and meet the needs of our customers, we continuously upgrade our facility, with nearly $10 million in investments planned this year. Framatome also remains committed to investing in our future workforce and preparing students for a career in the nuclear industry. We continue to sponsor area outreach initiatives and partnerships, with particular emphasis on supporting STEM education. We also headlined our third-annual Careers in Manufacturing workshop. This collaboration with several local partners reached more than 900 area students last year, showing them what a local manufacturing career could look like. What’s next? Each year brings new opportunities and new challenges. As we embark on a year of firsts and one of our biggest production years in history, we have positioned ourselves for the next evolution in the nuclear fuel industry. Just as importantly, we have remained committed to improving our community and educating students who could one day be a part of our workforce. Thank you to all who have supported Framatome and have been a part of our success for the past 50 years. Here is to 50 more in this great community.

A Standard of Excellence WRPS continues to set the standard for excellence in transparently managing Hanford’s tank waste through pioneering innovations, modernization efforts, investing in our employees and our community and meeting regulatory cleanup commitments. AECOM and its partners are proud of their role in solving Hanford’s challenges and ensuring a better tomorrow.

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SCIENCE & TECHNOLOGY HANFORD ADVISORY BOARD

Teamâ&#x20AC;&#x2122;s advance planning keep work projects on task BY SUSAN LECKBAND

Chair

s the Hanford Advisory Board (HAB) begins its 25th year the challenges for the Board donâ&#x20AC;&#x2122;t get any easier. Cleaning up the legacy nuclear and chemical waste left behind by plutonium production at Hanford during the World War II Manhattan Project and through the cold war era continues to be a monumental job. The HAB is a 32-seat board with its volunteer members representing an incredibly diverse set of interests, including nonprofit public interest organizations, tribal nations, local and state governments, Hanford employees, and the public at large. The dedication of HAB members to the best,

safest Hanford cleanup possible has resulted in 300+ pieces of consensus advice and white papers issued to the U.S. Department of Energy, the U.S. Environmental Protection Agency and the Washington Department of Ecology (Tri Party Agencies). Susan The HAB issued five advice docuLeckband ments to the Tri-Party Agencies in 2018. The HAB was scheduled to meet April 10-11 at the Richland Red Lion with a Public Involvement Committee meeting scheduled April 9 at the Richland Public Library. Adverse weather conditions and the government shutdown have rendered the HAB unable to meet since September 2018, so we planned to have a very substantive agenda for the

Hanford Advisory Board Group in 2018

April meeting. The HAB was to receive detailed progress and challenges updates from the Tri-Party Agencies. We were also reviewing budget priorities advice for consensus to be sent to the Department of Energy. There were committee meetings March 12-13 at the Richland Public Library to receive information and potentially help provide more detail for April agenda topics confirmed in March. The HAB chair, vice chair and the chairs and vice SEE HAB, 48P

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SCIENCE & TECHNOLOGY WASHINGTON STATE STEM EDUCATION FOUNDATION

Helping students become future ready BY KRISTI NELSON

Northwest CPA Group Partner and STEM Foundation Board VP/Treasurer

or today’s Mid-Columbia students, future opportunities for fulfilling, family-wage careers are growing, and probably none more than those in the science, technology, engineering and mathematics (STEM) fields. But, being prepared to take advantage of those opportunities is not automatic or guaranteed. Educational experiences, both K-12 and post-secondary, must first excite and then equip today’s youth to seize them. That’s where the Washington State STEM Education Foundation, established here in 2008, is making a difference. By partnering with educators, businesses, labor, government and the community, the foundation and its affiliated Mid-Columbia STEM Network have made significant strides helping students become “futureready.” We realize more can be done and are continuing to work to achieve a vision that prepares more students, especially those of color and from low-income families, to meet projected workforce demands. The opportunity With one of the fastest-growing economies in the nation, our state expects 740,000 job openings over the next five years. Locally, our region is home to grow-

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HAB chairs of committees meet with TriParty Agency staff each May to develop the following year’s work plan. The plan provides each committee

ing agriculture, technology, healthcare, science, engineering, and construction industries, which, according to a recently released state report, will total nearly 1,500 projected openings annually over the next five years. The challenge It’s estimated that 70 percent of the careers in our state will require some type of post-secondary credential by 2030. This isn’t just a four-year college degree; many of these jobs await those prepared with apprenticeships, certifications and two-year technical degrees. Yet current data projects only 36 percent of our region’s students are on track to earn post-secondary credentials by age 26. Our 2030 vision Providing our area’s children with STEM-focused, career-connected learning experiences will be key to bridging this significant skills/training gap and central to achieving our organization’s vision: A 70 percent of Mid-Columbia students will earn a post-secondary credential by age 26. A Our STEM-proficient workforce will be nearly 100 percent homegrown and include a high percentage of groups typically underserved in STEM careers. A Our schools — elementary through university — will be regarded as national models for business, labor and community involvement, as well as centers for innovative STEM learning.

Our progress Our community can be proud of what has been accomplished during the past decade by more than 125 different entities working to prepare young people to participate in a robust STEM economy: A Founding and supporting Delta High School, where 80 percent of its graduates have gone on to post-secondary education; two-thirds of whom are pursuing STEM degrees. A Supporting the development of a true STEM pathway with four STEM elementary schools and one STEAM middle school. A Creating STEM Like ME! – a pro-

gram that recruits, trains and schedules STEM professionals to engage students in hands-on learning to spark a passion for STEM careers and has served more than 5,000 students. A Designing and funding the STEM Like ME! Grants for Teachers program that has allowed more than 4,000 K-12 students to participate in STEM activities. A Promoting the Washington State Opportunity Scholarship, which has awarded nearly $6 million dollars in STEM scholarships in our region. Join us Our community has much to gain from a continued investment in STEM education, and the ways to engage are numerous. Imagine our schools if more people volunteered to coach a robotics team, share at a STEM night or judge a science fair. Imagine if more businesses hosted a site tour, hired interns or allowed employees a few hours a month to work in our schools. Imagine the Tri-Cities high school class of 2030, this year’s first-graders, graduating with an understanding of all their career options, especially STEM jobs, available to them in the Tri-Cities and prepared to take the next steps in pursuing successful, fulfilling careers. For more information on how you or your organization can invest in young lives and make Mid-Columbia STEM’s vision a reality, visit WashingtonSTEMeducation.org.

and the full HAB a collaborative listing of issues and schedules to study, receive Tri-Party information and potentially provide advice on. The development of the work plan begins at the HAB committee level with the committee chair and vice chair carrying the committee input to the yearly planning meeting.

This work plan process helps ensure that the HAB responds to Tri-Party Agencies’ requests for input on specific issues and events, plus it provides HAB members with opportunities to bring additional concerns and issue forward for consideration. All Hanford Advisory Board meetings are open to the public and oppor-

tunities for public comment are provided at each HAB meeting. More information about the HAB, including meeting schedules, agendas, white papers, HAB values and mission statement, advice issued and Tri-Party agency responses can be found on the Hanford Advisory Board website https://www.hanford.gov/page.cfm/hab.

Washington State STEM Education Foundation

Students complete wiring diagrams under the supervision of union electricians at a STEM Like ME! program at Chief Joseph Middle School, Richland.

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BUSINESS & ECONOMY FRANKLIN PUD

Lower Snake River dams vital to state economy BY HOLLY DOHRMAN

Interim General Manager

ranklin PUD has always strongly supported robust salmon recovery efforts, including improvements to hydro, habitat, harvest and hatchery programs, all of which also benefit Southern Resident killer whales. Recently, some organizations have advocated for the removal of four federal dams on the lower Snake River to promote recovery of the orcas. Investments in salmon restoration have included a complete overhaul of the federal dams to make them more fish friendly. For example, every federal dam on the Columbia and Snake Rivers in Washington has been retrofitted with state-of-the-art downstream fish passage technologies. These “fish slides” and other technologies are helping young fish migrate safely and swiftly, with survival rates averaging 96 percent past the four lower Snake River dams. Franklin PUD and 16 other organizations sent a letter to the governor regarding his budget request for the Southern Resident Orca Task Force. Included is a $750,000 proposal to

Courtesy Franklin PUD

Fish ladders at Bonneville Dam.

fund a study on the associated economic and social impacts as well as mitigation costs of Snake River dam removal. The task force would essentially be duplicating the same informationgathering effort that already is under way by the federal agencies in the Columbia River Systems Operations (CRSO) Environmental Impact Statement (EIS). The EIS is a regional, comprehensive effort to evaluate a range of operations alternatives for the 14 federal hydropower facilities

that exist along the Columbia and Snake Rivers. All Northwest states and tribes are already cooperating in this EIS process, which includes an evaluation of the four lower Snake River dams, along with an economic impact analysis. A state-level effort would not be as comprehensive as the current federal effort. While salmon are important to longterm Southern Resident orca recovery, to help these pods in the immediate term, we should focus on boat traffic and noise restrictions in Puget Sound, reducing and preventing urban pollution contaminating the Puget Sound and increasing and expanding current habitat restoration efforts on the rivers that contribute directly to the Puget Sound. In addition, the latest research concludes that sea lions, harbor seals and West Coast marine predators are eating more Chinook salmon than ever, competing directly with orcas for this food supply. The federal hydro system provides 60 percent of the Pacific Northwest’s clean power. The system of federal dams protects rural communities from devastating floods, creates a river highway that links the Northwest to the rest of the nation and provides recreational opportunities and irriga-

tion for over 7 million acres of farmland. Barging on the inland ColumbiaSnake River System moves, on average, approximately 9 million tons of cargo. In fact, in most years, nearly 10 percent of the nation’s wheat exports travel through our lower Snake River dams. There is no question that the federal hydro system is the backbone of the region’s carbon-free energy supply and the lifeblood of its economy. Because of their location, size and ability to help meet peak power loads, the four lower Snake River dams are key to keeping the system reliable and help support wind energy. There are 31 federal dams, but only 10, which include the four lower Snake River dams, have the flexibility to help keep the federal power system operating smoothly. When the electricity being used differs from what is being generated, signals go to these few dams to help maintain a balance of generation and loads, which is necessary for power system reliability, and critical to keeping your lights on, every minute, every day. The four lower Snake River dams are renewable, carbon-free energy assets and maintaining them is an important component of a clean energy future.

BENTON PUD

Under difficult conditions, dedicated employees keep the power on BY CHAD BARTRAM

General Manager

his winter was one to remember. What often gets overlooked are the significant efforts made by Benton PUD employees to ensure the power stays on in our community, even under the most extreme conditions.

Snow, wind and frigid temperatures whipped across the state in mid-February. Schools closed. Roads were treacherous. Businesses operated with minimal staff. And our crews were out in the middle of it. Not only were they taking care of outages caused by tree

limbs falling on lines, cars sliding into transformers or power poles, and ice buildup on equipment, but they also assisted first responders. Performing work safely, along with ensuring the safety of the public, was at the top of their minds. In February, two Benton PUD linemen partnered with a Benton REA crew to assist Benton County Sheriff’s deputies and the Washington State Patrol to rescue motorists stranded in SEE BENTON PUD, 50P

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ENERGY NORTHWEST

BENTON PUD

EN seeks global clean energy community

snow drifts along the Paterson Highway. Conditions were so difficult the roads had been closed. The two utility crews used snow crawlers designed to navigate through heavy snow where snow plows could not get through. Working late into the night, they retrieved a family of four, a husband and wife, and several hunters who were stranded in their cars for many hours. The snow was so deep that each of the snow crawlers became stuck in snow drifts requiring help from the second crawler to be pulled out of the drift. During that same weekend, another line crew was asked to respond to a call about a damaged transmission pole near Paterson. Interstate 82 was closed due to significant snow fall and high winds, so the crew needed to coordinate with the Department of Transportation to use the interstate. Use of the roadway was granted, the crew successfully traveled many miles through heavy snowfall to inspect the pole and then rerouted power so customers did not experience an outage. A couple of weekends later, a crew responded to a power outage affecting communications equipment on the top of Rattlesnake Mountain. Given that the equipment could operate with backup power for only a limited period, a crew started up the mountain with a snow crawler, which broke down halfway to the top. A Benton REA crew responded to a request for help, but their crawler also broke down in the deep snow. Both crews had to hike down the mountain in frigid temperatures and high winds — at night. Crews went up the next day on snow mobiles to retrieve the vehicles and restore power. Last summer, it was alarming to see flames spread across the hills above the Canyon Lakes area. Tragically, five homes were totally lost and many more were damaged. Our crews assisted first responders to ensure the firefighters could safely work to contain the fires around power lines. Once the fire was controlled, power

BY BRAD SAWATZKE

CEO

ong viewed as a crisis by the scientific community, accelerated climate change will have impending serious consequences for our society. We can mitigate the most dire impacts if we act now, with a sense of urgency, to achieve meaningful reductions in carbon and greenhouse gas emissions. The U.N. Intergovernmental Panel on Climate Change gives us the roadmap: Human activity has Brad Sawatzke caused about a 2degree Fahrenheit increase in global temperatures since the early 1900s. Unchecked, warming will increase another 2½ degrees during the next 10 to 30 years, and about 7 degrees by 2100. The result will be ever-increasing crop failures, wildfires, species extinction and extreme weather events. Abrupt carbon-emission reduction, clean energy investment and accelerated electrification of transportation can cut that impact in half, stabilizing the end-of-century temperature increase to about 3½ degrees. That’s the best we can do, but only if governments across the globe immediately enact aggressive clean energy policies. Innovators in the Tri-Cities are doing their part. Scientists at the Pacific Northwest National Laboratory are improving battery storage technology, and at Energy Northwest, we’re expanding upon our portfolio of 100 percent clean energy resources. Energy Northwest is a big believer in the value of clean, renewable energy.

Courtesy Benton PUD

Joe Garner and Shawn Hiebert, Benton PUD linemen, used the Polaris side-by-side often during the snow storms that plagued the region this winter.

was rerouted so people who had been evacuated from the area were able to return to their homes and have electricity. In the end, 20 poles were destroyed. The following week, our crews replaced the poles to ensure there would be reliable power to that area of town. It was hot, dirty work in the blackened fields of sagebrush. For the families affected by the fire, cleanup and repairs have taken months. Our hearts go out to those who lost their homes and those who had to deal with the damages. Many other Benton PUD employees work all hours and under difficult conditions in support of our mission. Warehouse workers, automotive mechanics and maintenance personnel must work to keep the parts flowing, the trucks running and facilities and parking lots open — and safe. Not very often do our customers experience an outage, but when they do, there are dedicated people behind the scenes taking care of the problem. It’s with pride — and thanks — that I share these stories.

Courtesy Energy Northwest

The Columbia Generating Station nuclear power plant near Richland set generation records five of the last seven years.

Our agency operates hydroelectric dams on the Bull Run and Tieton rivers, and at Packwood Lake. We operate the large wind project in the hills south of Kennewick, and a solar demonstration project near Richland. Working with local and state partners, this fall we’ll begin placing an energy storage system in Richland; part of a 5-megawatt, combined solar generation and battery storage facility expected to infuse at least $3 million annually into our Tri-Cities economy. Energy storage, however, is still in its technological infancy (the Richland system will power 150 homes for four hours). Keeping lights on 24/7 requires electric generation when the sun isn’t shining, wind isn’t blowing, and river flows are at seasonal lows. According to researchers from the Argonne National Laboratory and Massachusetts Institute of Technology, the optimal percentage of wind and solar on a deep-decarbonized power grid (CO2 emissions 70 to 90 percent below current levels) will be about 20 percent without energy storSEE ENERGY, 51P

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BUSINESS & ECONOMY NV5 GLOBAL, INC.

Delivering solutions — improving lives BY SUSAN WINSLOW

Senior Vice President

V5 is a multi-faceted science and engineering firm delivering infrastructure and energy solutions to customers around the world. Like most companies, NV5 is more than the sum of its parts. While the parts are important, our success and the success of our clients grow directly from the connections we foster. Internally, our employees acquire and augment the skills needed to fit each job, seeking knowledge from their colleagues Susan Winslow and building teams that work together for the most innovative remedies to our clients’ challenges. Externally, we collaborate with our customers to clearly define what they need, interface with regulatory agencies to understand their requirements and develop longstanding professional relationships with other businesses and the communities that support us. Connections will be needed to achieve a safe and lasting cleanup at the Hanford Site, and DOE has recognized this in its latest initiatives. At Hanford, DOE has signed partnering

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ENERGY age, or up to about 35 percent if significant long-term energy storage is available. After a 20 to 35 percent build-out of wind and solar, cost-effectiveness decreases – and our electric bills increase – as fulltime resources are

agreements with their major contractors. Partnering agreements create win-win scenarios where federal and contractor staffs can build better business relationships. DOE is also pursuing an end-state contracting approach to accelerate cleanup at Hanford and other sites. This approach depends on businesses sharing their ideas and expertise to increase the pace of cleanup and achieve greater risk reduction, in exchange for heightened rewards. These rewards will not only include increased fees for contractors, but also will resolve more contamination sooner, making our communities and workers safer and returning idled land to new beneficial uses. All of this is possible if we can inspire ourselves to connect and collaborate. Just as synergy is integral to NV5, it is vital to helping Hanford move forward in its cleanup mission. We are committed to growing local capabilities from within to deliver services that are needed for operational safety, with fire protection and facility commissioning as two examples of newly available expertise. Safety is inseparable from cleanup progress at Hanford, and NV5 will continue to provide essential operational safety and environmental support to the Hanford prime contractors and their subcontractors. We regularly advocate our safety values in

the community at Safety Connect, Connect Tri Cities, STEM classrooms, and other public venues. As a member of the Tri-Cities Local Business Association, the Tri-City Development Council, and the Regional Chamber of Commerce, and member in ARC Professional Services, our mentorprotégé small business, we also recognize the worth of enterprise-wide connections in our community. Another key to Hanford’s cleanup success will be a robust and renewable local workforce, able to apply new skills and competencies as tank and other waste retrieval, treatment and disposal systems come on line. Education is embedded in our legacy, and NV5 actively promotes development of our future workforce and sharing our knowledge with others. Our Training Academy has been

providing radiation and health and safety courses for two decades, and our trainers regularly adapt and conduct courses at client locations. We have opened new classroom facilities in San Diego, Calif., and Rockville, Md., and we are updating our on-line training platform to meet the millennial challenge. To help younger students understand how businesses run and which potential careers may be available to them, NV5 employees participate in Junior Achievement, support the Mid-Columbia STEM Network, conduct mock interviews at Delta High School and contribute personal time to encourage lasting connections with our local youth. During 2019, you can look for NV5 to expand the solutions we deliver and increase our focus on objectives that are important to our community.

forced to operate at a fraction of their potential to accommodate an overbuild of renewables. Full-time resource options are carbon-emitting coal and natural gas, or clean, carbon-free nuclear. Of these, only nuclear solves both the environmental and cost dilemma by integrating with wind and solar, and existing hydro, to reliably fill renewable generation gaps with lowcost, clean energy.

Decarbonizing the electric sector is only part of the solution – we must also rapidly electrify the transportation sector, which has become our nation’s largest source of carbon emissions. This past year EN and our partners installed electric vehicle charging stations near Interstates 90, 82 and 182, and U.S. Route 395, with more likely to come on U.S. Highways 12 and 101. The stations are alleviating

electric vehicle range anxiety by connecting Eastern and Western Washington, and will soon open access to the Olympic Peninsula. Only clean-energy diversity – nuclear, hydro, wind and solar – and additional energy and transportation solutions like those offered by Energy Northwest and our partners will get us to where we need to be as a global community – back on path to a healthy future for our children.

Courtesy NV5

Judson Kenoyer, CHP, CIH, provides instruction to students during a radiation safety course held at the NV5/Dade Moeller Training Academy.

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BUSINESS & ECONOMY VISIT TRI-CITIES

TRIDEC

Tri-Cities’ Providing vital support for region’s business community marketing team BY CARL ADRIAN

President & CEO

he Tri-City Development Council’s (TRIDEC) mission is to facilitate job creation and capital investment in Benton and Franklin counties. TRIDEC is the only local organization that focuses solely on the economic health and well-being of the region. We believe that addressing economic development on the regional level is also the most cost-effective and efficient model, one that has a long record of success. In addition to our economic development role, TRIDEC is the primary community advocate for federal funding for the Pacific Northwest National Laboratory (PNNL) and Hanford. TRIDEC also champions community initiatives. The Tri-City economy remained Carl Adrian strong throughout 2018. Over 15,000 new jobs were created in the last five years. During 2018, local employment grew by 3.5 percent, with manufacturing employment specifically increasing by 4 percent. Growth in manufacturing is a key measure of economic health. Businesses in this sector sell goods and services outside the area and import money back to the community. This creates a multiplier effect, resulting in as many as four new jobs for each new manufacturing job they create. Here are a few highlights from TRIDEC’s 2018 efforts. A TRIDEC’s National Marketing TRIDEC acts as the clearinghouse for the region’s response to economic development opportunities, whether received by TRIDEC directly or through the Washington State Department of Commerce. Our proactive marketing is focused on target industries such as food processing, advanced manufacturing and energy-related companies. In 2018, we attended several trade shows and networking events with industry leaders in these target industries. We also supported our local jurisdictions in their efforts to recruit new retail businesses at the International Council of Shopping Centers Show. During 2019, we will attend trade shows focused on natural products, energy and direct for-

eign investment. A Air Service For nearly two decades TRIDEC has worked closely with the Tri-Cities Airport to improve existing commercial air service and attract new carriers and service. TRIDEC has played a role in all new routes from the Tri-Cities as far back as United Airlines’ service to Denver. United’s announcement in late 2018 that they would begin direct daily service to LAX is a huge win for the Tri-Cities. We are proud to have partnered with Tri-Cities Airport in this effort. A FABREO/Business Retention & Expansion (BRE) TRIDEC’s Food and Beverage Retention & Expansion Opportunities (FABREO) program held its fourth trade show event last June. The Boot Camp event held in conjunction with the Expo featured topics of interest to local manufacturers and was particularly popular. TRIDEC’s 2019 BRE program will evaluate the needs of local food and beverage industries and actively connect with local manufacturers. A Federal Programs Approximately 14,000 people go to work every day at the Hanford Site or PNNL. These Department of Energy missions address important national priorities while serving as a significant driver for the local economy. TRIDEC continues to support Hanford and PNNL by advocating on numerous funding and policy priorities. The 2019 fiscal year Hanford cleanup budget is $2.438 billion, which is $341.2 million more than the administration’s proposed budget. For the first time in over a decade, the DOE budget was approved before the beginning of the fiscal year, and the budget enacted for almost all of PNNL’s programs equaled or exceeded the amount requested by TRIDEC. As a champion for community initiatives, TRIDEC will continue advocating for the Columbia Rivershore to be returned from the U.S. Army Corp of Engineers to the local communities. We will also continue supporting the Snake River dams, the Manhattan Project National Historical Park and the MyTri2030 visioning project. TRIDEC has a 56-year history advocating for business and progress. We look forward to continuing that role in 2019.

draws eye to region, dollars to economy BY MICHAEL NOVAKOVICH

President & CEO

he future looks bright for Visit Tri-Cities in 2019 as this year marks our 50th Anniversary. Tourism is economic development and over the past 50 years, Visit Tri-Cities has been successful in promoting the Tri-Cities and increasing visitation to our region, which impacts our entire community. Additionally, having a robust tourism profile elevates awareness of the Tri-Cities as an ideal location for new business investment, expansion or relocation. We foster this by promoting the quality of life attributes that make the Tri-Cities an exceptional place to live, work, play and visit. In 2018, the Tri-Cities realized roughly half-abillion dollars in economic impact through visitor spending. These dollars help small businesses thrive while fostering a healthy economic climate for new businesses to invest. Visitor spending also generates significant tax revenue, which helps lower each Tri-Citian’s tax burden. These taxes also help keep our communities safe by paying for emergency services like police and fire as well as education by helping fund schools and teachers’ salaries. They also help pay to keep our parks beautiful and so much more. Additionally, 6,100 Tri-City jobs are supported by visitor spending. Quality of life fostered by Visit Tri-Cities’ work is felt throughout our region. To generate greater economic impact, we created a digital marketing manager position, which will focus on driving user-generated content (UGC) in 2019. UGC is positive word of mouth advertising; it’s authentic; it leverages the power of people’s social media networks, allowing us to promote the Tri-Cities around the world; and it’s

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BUSINESS & ECONOMY TRI-CITY REGIONAL CHAMBER OF COMMERCE

MyTRI2030 — Creates a shared vision for the region and drives collaborative action! BY LORI MATTSON, IOM

President/CEO

ased on the belief that our collective future is enhanced through collaboration, myTRI 2030 is a regional visioning initiative with the fundamental goal to create a shared vision for the region and drive collaborative action. The story of myTRI 2030 began in 2015, when the Tri-City Regional Chamber’s Board of Directors created the Regional Affairs Committee. The committee was chartered with providing leadership and a heightened understanding of opportunities and challenges facing the region. They set out to identify a process to engage the

community in creating a shared vision for the region. What makes myTRI 2030 unique, is the thoughtful and inclusive steps taken to build broad community support for both the Lori Mattson process and the impending product. Those important steps include: Researching best-in-class models of visioning projects in communities across the United States. A Inviting support and engagement from dozens of stakeholder groups. A Selecting a local, yet nationally-known strategy company A

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VISIT trusted as a high-level of confidence is placed on recommendations from family, friends and colleagues. Our digital endeavors also include increased mobile engagement and targeted digital display advertising. We will also be creating more virtual reality (VR) videos in 2019 to drive visitation through compelling content and immersion experiences. Sports and conventions are big business, with big challenges in 2019 and beyond. Two of our region’s most significant competitors just expanded or are in the process of expanding their sports infrastructure and convention space, giving them greater capacity to attract and host sporting events and conventions. To address this, Visit Tri-Cities has partnered with the cities of Kennewick, Richland and Pasco to commission a Tri-Cities Sports Facilities Market Analysis and Feasibility Study. The goals of this endeavor are to expand capacity for sports programming for residents and generate economic impact from regional, national and international sports

to facilitate the process. Deploying a community questionnaire supported by the promotional efforts of numerous regional partners from the public, private and nonprofit sectors — schools and educational institutions, social media experts, major employers, small business owners, libraries, faith-based organizations, health care providers, arts and cultural institutions and many others – to make certain that residents of all ages and areas of our region were engaged in the process. A Analyzing past regional development reports, as well as current priorities, strategic plans and projects of 15 local agencies and organizations. A

events. To address competition for conventions, our team is embracing innovation to increase our profile as a destination of choice. As an example, our new digital marketing initiatives will be used to give our conventions sales and sports development teams an edge as they travel and work with decision-makers across the country to bring their events to our community. Another strategy we will build on this year is working with national and international travel writers. Last year this netted exceptional exposure, including the Tri-Cities being recognized by CNN Travel as the “New West Coast Wine Region.” This recognition was the direct result of the work of our team and members of our Wine Tourism Council. Finally, we have launched a new campaign this year called “BE MORE COOL.” This campaign is multigenerational. It embraces diversity and puts a spotlight on the Tri-Cities as a place filled with vibrancy, outdoor recreation, food, wine and family fun. The campaign is quirky, comical and encourages visitors to elevate their “COOL” simply by visiting the Tri-Cities and enjoying the things you and I have access to every day. Visit Tri-Cities is the marketing arm of the Tri-

Conducting over 100 hours of global, national and regional research to identify the trends of greatest impact and relevance to the Tri-Cities. A Talking to a cross-section of Tri-City leaders during one-on-one interviews. A Convening representatives from 28 stakeholder groups during a two-day Big Vision Workshop. Community leaders from cities, ports, counties, chambers, higher education, school districts, healthcare, economic development, workforce development, non-profit came together in the spirit of collaboration. A

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Joe Nicora, Courtesy of Visit Tri-Cities

The Columbia River is enjoyed by visitors and residents alike, one of the many reasons the Tri-Cities is a great place to live, work and play.

Cities and we will continue to do exceptional work in 2019 through innovation, stewardship and collaboration with others. Not that you need our encouragement, but … BE MORE COOL in 2019, TriCities.

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PASCO CHAMBER OF COMMERCE

MYTRI2030

Standing up for our way of life

Over 4,500 Tri-Citians have contributed to the understanding of our region’s strengths and challenges. The insights gleaned from those voices, combined with comprehensive research has coalesced into a set of six opportunity areas (Agriculture, Education, Energy, Inclusion, Life and Prosperity) that our region is uniquely positioned to pursue. As this publication goes to print, the citizens of the region are engaged in a new myTRI 2030 survey to identify people and organizations with knowledge/interest in, or projects currently underway in these myTRI 2030 Opportunity Areas. The survey responses will be a key factor in next phase, which is to identify the specific initiatives, projects and actions that will help bring each of the opportunity areas to life. This requires “experts and practitioners” with deeper knowledge and expertise in the six areas. The strong public appetite to help shape the future of the Tri-Cities was proven by the unprecedented community engagement. This should serve as a source of pride and an enduring reminder that Tri-Citians are passionate about the place they call home. Ultimately, success will require many organizations and individuals to work on projects that help our region achieve goals set from the myTRI 2030 vision. We believe the inclusive and thoughtful process provides the framework to create consensus, open doors to new ideas, strengthen citizen support, create opportunities for growth and inspire us to be greater than the sum of our distinct and independent parts. www.tricityregionalchamber.com, www.mytri2030.com

BY COLIN HASTINGS

Executive Director

ver the past years, the Progress Edition report from the Pasco Chamber of Commerce has always featured an element of the importance of the Lower Snake River dams to our region and the Northwest. This is to rebut the constant drumbeat of those extreme groups calling for their removal. Last year, the debate reached a tempest with a loud group of people urging removal, including leaders from Washington state. Gov. Inslee’s Orca task force has recommended $750,000 to study the removal of the dams in response to the dire state of the southern resident orca population and the pod’s loss of a Colin Hastings calf. This is a waste of our taxpayer dollars, since the federal government is already doing an environmental impact study on our hydro power system, and whatever findings the state comes up with in the study will have no bearing on the fate of the dams – the dams are controlled by the federal government, answerable to the U.S. House of Representatives. Some task force recommendations are of value, and encouragement of speedy environmental rehab of Puget Sound salmon rivers should be a high priority. Our Chamber board of directors saw this storm brewing and wanted to be proactive. We launched “RiverFest, Our Rivers Our Way of Life” community event in September 2018. We partnered with over 50 organizations from around the Northwest to tell the story of how the river system is important to them. With a lot of support and help from the community, we had nearly 3,000 people attend this family friendly event that featured hands-on activities for children

Pasco’s new fire patrol boat demonstrating the water cannon at RiverFest in September 2018.

and educational facts for the community highlighting the importance of our river system. The event also created a six-week op-ed series in the Tri-City Herald focusing on six attributes we depend on as residents of the Northwest. We also placed a paid advertisement in the Seattle Metro market with thousands of views that was received very positively – 95 percent of the comments on social media we’re supportive! The Seattle Times sent a reporter to cover the event and interview attendees. RiverFest even inspired Congress to host a congressional field hearing for the House Natural Resources Committee to discuss the Lower Snake River Dams. We will continue this new tradition again on Sept. 7, 2019, at Columbia Park, and we hope that it’s even bigger this year so we can demonstrate how important these carbon-free energy treasures are to our livelihood and the Northwest. This year we are proud to have the leadership of Tara Wiswall of Edward D. Jones, as the 2018-19 board president. Tara is a strong leader with great

vision for the good of the chamber and our community. The Pasco Chamber of Commerce remains a friendly and personable group of businesses and professionals who have not lost sight of person-to-person contact and the comfort that comes with attending monthly luncheons where everyone gets to know your name. Over 100 years ago, the Pasco Chamber was created to promote and advocate for economic development and free enterprise. Pasco Chamber membership provides small business affordable entry to our region’s growing economy and business community. Network and increase your company’s visibility to demonstrate your commitment to the residents and businesses of Pasco. Not only is the Pasco Chamber the champion of agri-business, we provide a conduit to the growth potential for your business since Pasco’s population is expected to grow 50,000 in the next 20 years. The application takes 2 minutes and is available at pascochamber.org/onlineapplication.html.

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BUSINESS & ECONOMY TRI-CITIES LOCAL BUSINESS ASSOCIATION

Taking care of business BY STEVE R. ANDERSON

President

ocal businesses offer highly skilled and experienced technical resources for a successful Hanford cleanup mission. The Tri-Cities Local Business Association is an advocate for these businesses and for the labor organizations that provide essential construction and other craft services at the site. Our members are distinguished by Steve their Hanford Anderson experience and their commitment to safe, highquality work performance. They have a vested interest in a sustainable economic future for their hometown as cleanup winds down. They care about the quality of life here and are engaged in STEM, economic, social and educational endeavors that benefit our community. In 2018, TCLBA expanded its membership and participated in community events like Tri-City Connect. We coordinated with TRIDEC, the Hanford Community Alliance, the Regional Chamber of Commerce, elected officials and other local groups in preparing community positions and working on initiatives like a STEM-based identity. We formed a partnership with FUSE, offering mentorship and support to entrepre-

neurs launching startup businesses. We created opportunities to exchange information of mutual interest with public officials, DOE managers, contractor presidents, academic leaders, and community organizations. TCLBA continued to follow the U.S. Department of Energy procurement process for replacing prime contracts at Hanford. These new contracts will significantly impact Hanford work and our community for years to come as DOE refines contract structures, provisions and incentives that focus on end states and cleanup completion. We want to ensure local businesses have continued opportunities to participate in Hanford cleanup. We have stressed the importance of subcontracting meaningful scopes of work to local businesses; and, when we saw contract issues that might impact businesses, we discussed those concerns with DOE and offered solutions. For example, we addressed a conflict of interest clause DOE proposed for the Hanford Mission Essential Services Contract, that would restrict subcontractor abilities to support various scope areas and other prime contracts. We explained our members’ perspective and suggested that DOE evaluate subcontracts for potential conflicts on a case-by-case basis, instead of applying a blanket restriction. TCLBA also pushed for DOE to include Community Commitment contract clauses and performance metrics that

would incentivize prime contractors to make investments in the community’s sustainable well-being. More recently, we flagged the need to carefully consider and proactively manage how these new contracts will impact the incumbent Hanford workforce in ensuing years. TCLBA also takes positions on issues that can help achieve Hanford cleanup more safely, efficiently, sooner, and at far less cost to taxpayers. For example, DOE’s proposal to Reclassify Nuclear Waste has our strong support. The current definition of high-level waste (HLW) is a carryover from 70 years ago when spent fuel was being reprocessed. It was reasonable at the time to define waste according to where the waste was generated, but now it makes more sense to define and manage it based on what it actually is, not its origin. In 2019, TCLBA will strengthen its outreach as a community voice informed by our members’ technical expertise. We have an imperative to speak up because this is our community! We are affected most, understand the issues better and cannot allow sensationalized reporting or misinformed individuals to obscure our voices and derail sound, science-based decisions that enhance cleanup progress and outcomes. TCLBA is committed to helping local businesses and community leaders build a vibrant economy that endures beyond cleanup.

Courtesy Freestone Environmental Services, Inc.

Supporting Hanford cleanup, local businesses like Freestone Environmental Services, Inc. develop and use innovative, timeand cost-saving technologies like this field-deployable sensor to measure hexavalent chromium in groundwater.

A clear strategy is in leveraging the Hanford workforce and assets to accelerate growth in business areas like clean energy, environmental protection, manufacturing

and more. Ultimately, it will lead us to a prosperous STEM-based future that differentiates the Tri-Cities as one of the best places to live and work.

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BUSINESS & ECONOMY TRI-CITIES RESEARCH DISTRICT

Forming partnerships to develop big ideas BY DIAHANN HOWARD

TCRD Executive Director

t is going to be another exciting year full of new partnerships. Our year started with FUSE, SPC (business and community accelerator in Richland), and our work to

create a community equity fund to support small businesses. This led to a spring start-up weekend that was focused on commercialization of technologies from Pacific Northwest National Laboratory and Washington State University. Courtesy Tri-Cities Research District

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Tri-Cities Tech Summit Team

BENTON-FRANKLIN COUNCIL OF GOVERNMENTS

Challenges and accomplishments BY STEPHANIE SEAMANS

Interim Executive Director

he Benton Franklin Council of Governments is designated as the Metropolitan Planning Organization (MPO), the Regional Transportation Planning Organization (RTPO) and Economic Development District (EDD) for Benton and Franklin counties. Staff efforts are guided by representatives from our membership — Benton and Franklin counties, along with area cities, ports, public transit and state agencies – which work together to advance the agency’s core plans and programs. The year 2018 proved to be filled with challenges as well as accomplishments for the BFCG. Several staff moved on to other opportunities within the Tri-Cities and two retired. The positions have been filled with new employees who are qualified transportation planners and as a bonus are familiar with the Benton-Franklin region. BFCG has made significant progress towards rebuilding its entire team and moving forward will be

evaluating processes and products to better serve the region. In March 2018, the BFCG hosted a Complete Streets Workshop, in collaboration with the Washington State Department of Health, the Washington State Department of Transportation and the Washington State Transportation Improvement Board. The Workshop was well attended and speakers discussed strategies for creating transportation systems that develop safer and healthier communities for all transportation users. The Tri-Cities has had ground ozone levels that have exceeded federal standards. The Tri-Cities Precursor Study was prepared in 2017 by Washington State University and Washington State Ecology identifying vehicle emissions as a large contributing factor to ozone exceedance. As the Metropolitan and Regional transportation planning organizations, BFCG is actively involved with Benton Clean Air Agency and Washington State Ecology. In July, BFCG hosted an informational workshop on ozone. Invitations were sent to transportation jurisdictions, regional economic lead-

ership and environmental managers of large industry. Benton Clean Air Agency and Washington State Ecology gave presentations and there was a panel discussion of subject matter experts from science, economic development and transportation. An education and outreach media campaign will begin this spring. Transportation planning is an ongoing endeavor, and this year there are some work efforts that don't happen every year. In 2019 the BFCG staff will be reviewing the congestion management plan for the area, preparing an annual listing of federally-funded projects, working with the U.S. Census Bureau to prepare for the upcoming decennial census, and preparing for a federal oversight review of the agency — a process done every four years. 2019 will be a busy year, and we're looking forward to it! On the Community and Economic Development side, BFCG works with our regional partners and membership to develop an annual update to the regional Comprehensive Economic Development Strategy (CEDS), which documents economic projections and

conditions and prepares the region to expand capacity for economic development. The CEDS includes strategies, projects and goals for the nearand long-term future of the district. Staff work with small and large cities, counties, ports and other economic development partners to coordinate activities throughout the year within the Economic Development District. In October, the BFCG Economic Development District submitted a grant application for the Port of Pasco to the U.S. Department of Commerce. The Port of Pasco received a $7.1 million grant to make roadway and storm water management improvements needed to support the continuous operation of the Big Pasco Industrial Center. According to grantee estimates, the project is expected to create 270 jobs and retain 100 jobs. As new efforts and economic development strategies are developed within the region we work to support our membership and the community to help make them a reality. Interested in learning more? Visit us on the web at www.BFCOG.us.

THURSDAY APRIL 18 2019

TRI-CITY HERALD.................................................................................

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BUSINESS & ECONOMY HOME BUILDERS ASSOCIATION

Tri-Cities economic outlook appears to be bright BY JEFF LOSEY

Executive Director

pring thaw had a very relevant meaning this year in Tri-Cities as our region was completely covered with snow and ice for a month. What did that mean to our construction economy? A complete shutdown for breaking ground on new homes. Deadlines will have to be extended, which could cost more, not to mention the layoffs Jeff Losey during the slowdown that have a lasting effect on consumer spending loss. It will take a few months to fully realize how our economy will be affected but, in the end, it will have a negative effect as the rest of the year all efforts will be trying to make up time and

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RESEARCH Fall of 2018, a new event led by the tech community was delivered, TriCities Tech Summit, which hosted a day of amazing and inspirational entrepreneurs that expanded our thinking of what can be possible right here in the Tri-Cities. Connections between universities, companies and workforce development took place with a focused discussion around development of the tech workforce of the future. Another

money lost. As I look back at 2018, it was another strong year in new single-family homes being permitted with a slight increase over 2017 of 1.3 percent to 1,466 total permits pulled. The change in average value of each permit also rose 5 percent to $306,520. I feel that this trend will continue in 2019, and new home starts will continue at a strong pace of 1,400 to 1,500 for the year. Several factors show that Tri-Cities will buck national trends again and are indicators of a strong year. Population growth in Benton (1.9 percent) and Franklin (2.6 percent) counties continue to outpace the state (1.4 percent) and national (0.8 percent) rates. This population growth, coupled with a strong local jobs report and a decreasing unemployment rate, point to an expansion in economic growth locally. The jobs report is a great key and

will help drive high consumer confidence in Tri Cities. The federal tax law changes are now putting more dollars in the pockets of consumers, adding to disposable income further driving our economy positively. Other factors that may have some negative influence on the buying mood in Tri-Cities could be the end of the nation’s second longest economic expansion that is now in its 117th month. Gross Domestic Product is predicted to be down from 2.9 percent in

2018 to 2.5 percent in 2019 and 1.3 percent in 2020. The Consumer Price Index increased in February by 0.2 percent to 1.5 percent. If this trend continues and reaches 2 percent, it may hold off a couple of projected Federal Reserve rate hikes. A bearish stock market in 2019 could leave many with a much more pessimistic outlook, further delaying possible large and small consumer purchases. All things being considered, TriCities will continue to be a very bright spot in Washington state.

outcome was a united meeting between Columbia Basin College, Eastern Washington University and Washington State University Tri-Cities as they toured Lamb Weston’s newest plant expansion in Richland to see first-hand the changes within the industry and their needs around technical workforce. 2019 goals include marketing the district and Horn Rapids area. This includes the new industrial property (1,341 acres), which was transferred to the City of Richland and Port of Benton. The land has completed the master plan process and has been added to

the Innovation Partnership Zone boundaries by the state to become a part of the research district. This action supports our vision for this area to target recruitment around clean energy manufacturing, demonstration and research industries. Partnerships will be a continued focus as we try to encourage connections and mentorship to support the creation and development of big ideas leveraging our talented workforce and sharing individual and company stories about the work they do solving real needs. One example is Dr. Zirkle’s SIGN Fracture Care International, providing

developing countries access to orthopedic implants, care and education. The implants are manufactured and training is provided right here in the district as well as internationally. Dr. Zirkle was recognized by former Secretary of Defense James Mattis at the beginning of 2018 with the Distinction Service Award for his lifetime of service. This is the role of the TCRD, as a state-designated Innovation Partnership Zone to achieve our mission, create not only jobs but also a rich entrepreneurial, technology-based culture for the Tri-Cities. What’s Next, Starts Here!

Courtesy Prodigy Homes, Inc.

A Prodigy Homes, Inc. job site in mid-February.

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THURSDAY APRIL 18 2019

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BUSINESS & ECONOMY EMPLOYMENT SECURITY DEPARTMENT

State of the economy: Benton-Franklin communities boost yet another year of economic growth BY AJSA SULJIC

Regional Labor Economist

enton-Franklin communities remained one of the state’s most vigilant and forwardpulsating economic regions in 2018. Economic activity continued to outpace the other areas, with employment rising 3.5 percent in December 2018, on a year-to-year basis, compared to 3.0 percent statewide. The area is expected to continue its economic growth in 2019. However, there is a caution of slowing in national consumer confidence, which is lingering on the border of the temporary consumer shock and a precursor to a significant economic slowdown. Most of the national and state consumer and labor force trends tend to impact the local population and household jobs and earnings outlook. The two-county region hosted a growing resident labor force in 2018. This is one of the leading indicators of economic health in any area, and local labor force recorded growth over-theyear of 3.2 percent in December 2018, outpacing state’s labor force growth of 2.4 percent. Agriculture and manufacturing industries had their ups and downs over the past couple years, but 2018 brought some stability. Agricultural employment increased in the first half of the year. Early farm activities for ground cultivation and plant preparation happened due to good weather conditions. This in turn started early increases in farm em-

ployment. Agriculture continues to be highly volatile from year-to-year, with overall upward growth of 1.9 percent a year since 2010. According to covered employment statistics, agricultural employment increased by 6.6 percent from 2016 to 2017, with total payroll increasing by 11.0 percent. Minimum wage increases have contributed to overall wage growth in this industry, with average wages increasing by 4.1 percent. Manufacturing was recovering from job losses in 2016 and 2017, and recorded 3.9 percent growth from December 2017 to December 2018. Average annual pay in manufacturing was $50,085 in 2017, and it is above that of total area industry average of $49,902. Increase in manufacturing average annual wage of 3.3 percent emphasizes development and increased industry demand for STEM-related workforce skills, knowledge and abilities. Moving forward, manufacturing will be one of the industries that will lead innovation in workforce skills development, along with technology development for machinery and automation. Construction industry in the local area broke yet another record, with an over-the-year increase of 4.5 percent, bringing total employment to over 9,000 in 2018. The national and state housing sectors have expanded rapidly for the past six years. Possibilities are that rapid expansion slowed in the second part of 2018. All-transactions housing price index

increased by only 3.0 percent in fourth quarter 2018, following a third quarter increase of 7.9. Median sold price in November 2018 was at $277,500 with an increase of only 0.5 percent from October, compared to 2.0 percent increase for the same time period in 2017. Median house prices increased over-the-year by 8.2 percent. Employment growth was widespread among service-providing industries. Financial activities expended by 7.9 percent or around 300 new jobs in December 2018. Most of the employment growth in this industry has been driven by new financial institutions locating in the area, as well as local institutions expanding their services for growing population. Trade, transportation, warehousing and utilities increased by 1,100 jobs (5.6 percent) per December 2018 estimates. This sector encompasses multiple industries that provide services to local and regional businesses and local population. From cold storage, energy production and retail trade, the region is diversifying its economic base to become a regional and state center for economic opportunities. Private educational and healthcare services increased over-the-year by 4.4 percent. Both industries on average pay over $40,000 a year, which is great opportunity for the local workforce. Another industry of continuous expansion for the past seven years is leisure and hospitality, which expanded in December 2018 by 5.3 percent, over-the-year.

The majority of growth in this super sector came from food services, as regional population and businesses grew their demand for local dinning and leisure activities. Population in Benton and Franklin counties drove economic growth as it grew faster than in any other area in the state. As of 2017, Benton-Franklin region’s population passed 290,300 per U.S. Census estimates. Average annual growth rate for the past seven years has been at 2.2 percent in Franklin County and 1.7 percent in Benton County, compared with the state’s seven-year average growth of 1.4 percent and the nation’s 0.7 percent. Population median age increased to 33.6 years in two-county area, but is still younger then the 37.6 years statewide. The 65 years-plus population was at 11.6 percent in 2017, compared with the state average of 15.1 percent share. A notable factor for the future workforce supply is that 29.7 percent of region’s population was under 18 in 2017, compared with the state at 22.2 percent and the nation at 22.6 percent. Local area population growth and businesses are propelling this community forward by creating jobs and by increasing the workforce. Much of the growth in 2019 and early 2020 is expected to be in both goods-producing industries like manufacturing and construction, and service-providing industries like healthcare, education, transportation and warehousing, leisure and hospitality, retail and food services.