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PROGRESS2018 Communities & Lifestyle | Agriculture & Commerce | Science & Technology | Business & Economy
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Tri-City Herald
PROGRESS 2018
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Port of Kennewick
INSIDE COMMUNITIES & LIFESTYLE
SCIENCE & TECHNOLOGY
City of Kennewick ..................................6 City of Richland......................................6 City of West Richland.............................8 City of Pasco..........................................9 Benton County Commission .................10 Franklin County Commission .................11 The REACH............................................12 Boys and Girls Clubs.............................12 United Way of Benton & Franklin Counties ..................................13 Habitat for Humanity ............................14 Columbia Basin College ........................15 WSU Tri-Cities.......................................16 Richland School District........................17 Kennewick School District ....................17 Pasco School District ...........................18 Mid-Columbia Libraries .......................20 Trios Health...........................................21 Tri-Cities Cancer Center......................22 Tri-Cities Community Health ................22 Lourdes Medical Center ......................24 Kadlec Regional Medical Center ..........25 Grace Clinic..........................................26 Mid-Columbia Ballet .............................27 Mid-Columbia Musical Theatre............28 Mid-Columbia Mastersingers ..............29 Columbia Basin College Theater..........30 Camerata Musica..................................31 Richland Players ..................................32
Bechtel .................................................42 HAMMER ..............................................43 DOE Richland Operations Office..........44 CH2M HILL Plateau Remediation.........45 Mission Support Alliance .....................46 Pacific Northwest Site Office ..............47 Washington Dept. of Ecology...............47 DOE Office of River Protection............48 Washington River Protection Solutions ..............................................49 PNNL ....................................................50 Hanford Advisory Board.......................51 Framatome...........................................52 Washington State STEM Education Foundation ...........................................53
AGRICULTURE & COMMERCE Port of Benton .....................................33 Port of Pasco.......................................33 Port of Kennewick ...............................34 Kennewick Irrigation District ...............35 Washington Apple Commission ...........36 State Deptartment of Agriculture ........37 Washington Dairy Products Commission .........................................38 Washington Wine Commission ............40 Yakima Family Farmers .........................41
BUSINESS & ECONOMY Franklin PUD ........................................54 Benton PUD .........................................55 Energy Northwest ...............................55 Dade Moeller/NV5 ................................56 TRIDEC .................................................58 Visit Tri-Cities.......................................58 Tri-City Regional Chamber of Commerce .......................59 Pasco Chamber of Commerce ............60 Tri-Cities Local Business Association ..61 Tri-Cities Research District .................62 Benton-Franklin Council of Governments ...................................63 Home Builders Association of Tri-Cities ..........................................64 Washington State Employment Security Department ...........................64 Goodwill Industries ..............................66
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COVER PHOTOS: (top row, from left) Washington State Dairy Products Commission, Mid-Columbia Ballet, Washington State STEM Education Foundation; (center) Washington Wine Commission; (bottom row) Pacific Northwest National Laboratory, Washington State Apple Commission, Bechtel National
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COMMUNITIES & LIFESTYLE
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CITY OF KENNEWICK
A wave of momentum will lead to a bright future BY MARIE MOSLEY CITY MANAGER
I
f I had to pick one word to define 2018, it would be “momentum”. Not only are we sustaining growth and prosperity throughout our city, we also are continuing to build upon that momentum. Momentum takes smart goals, strategic focus, and a commitment to success. We are very lucky to have a City Council that provides sound Marie policy to Mosley steer us towards these foundational elements and an amazing community that works in partnership with us to implement goals. The ability to build on momentum also takes sound investment. One of our best examples is the recent completion of the Bob Olson Parkway. This is a tremendous transportation accomplish-
Courtesy City of Kennewick
The Oct. 5, 2017, ribbon cutting for the completion of the Bob Olson Parkway.
Courtesy City of Kennewick
A concept idea for the redesigned Playground of Dreams.
ment for not only Kennewick but also the entire region – improving access and connectivity between Highways 240 and 395 that will significantly spur new economic development activity in the Southridge area. The open land available for residential development in Southridge could support over 3,000 new homes. In 2017, the city completed its 10-year update to our 20-year comprehensive plan. Kennewick’s population is expected to grow by 33,754 residents by 2037
and the Southridge Area is definitely an important area for accommodating our growing community. We are also working with the state and gathering community input on design options for the future Highway 395/Ridgeline Drive Interchange that will be an important transportation element in Southridge. A good transportation network is the largest investment a city makes and is foundational to smart growth. We will also be completing a transportation study this
year to prioritize that investment in the coming years. Continuing to build upon success is the partnership with the Port of Kennewick to transform our historic waterfront. On Feb. 9, a ribbon cutting was held to celebrate Phase I with the opening of 2 new wineries. We are now working on an expanded partnership with Benton County in using Rural Capital Funds and Columbia Basin College to grow the site for both private-sector development and a future
Culinary Arts School. Our partnership with the port involves another major effort as we work together on the planning and development of Vista Field into a regional hub. As with the other projects, significant work goes into the planning, design, and installation of infrastructure. Implementation of the Vista Field master plan will be one of our priority focus areas. We certainly can’t sustain success without a very strong public safety component and we are extremely proud of the community support for these services. We met our commitment of hiring 15 new police officers
from the Public Safety Sales Tax revenue to combat gang activity and initiated a police cadet training program that is providing an avenue to prepare qualified candidates when new entrylevel openings become available. We also worked with the City Council on funding options to build Fire Station No. 6 in Southridge. Recreation is important for a safe and vibrant community. New amenities are currently underway at Hansen Park, which at 25-acres is one of our largest parks. We are also working on a community engagement See WAVE | Page 7
CITY OF RICHLAND
Development, progress highlight the year ahead BY CINDY REENTS CITY MANAGER
A
t the City of Richland, “progress” is a term that absolutely aligns with our outlook for the coming year. Citizens will see some significant capital
projects advance in 2018 after years of diligent planning and prepCindy Reents aration. These efforts would not be possible without the commit-
ment of our staff, the vision of our City Council, or the support of our trusted partners. In October 2017, we broke ground on our new City Hall. The site, adjacent to our existing facility at the corner of Swift Boulevard and Jadwin Avenue, will bring
together three of our aging facilities into one location, allowing for a “one-stop-shop” and added convenience for our citizens. Much of the underground work is underway and we look forward to seeing the building come to life. The expected
project completion is Spring 2019. The existing City Hall facility, built in 1958, is in disrepair. Once vacated, the building will be demolished and the prime real estate property will be sold for commercial development. This is an exciting project and an integral new piece
to Downtown. We are pleased to see continued growth and expansion along our Swift corridor. In addition, in February 2018, we celebrated the groundbreaking on the long-anticipated Duportail Bridge. This massive See BRIDGE | Page 7
COMMUNITIES & LIFESTYLE
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BRIDGE | FROM PAGE 6
effort will further connect south Richland with our waterfront, as well as assist in alleviating traffic congestion. The bridge will allow for faster emergency response and provide a much needed water line upgrade for distribution of city water to south Richland. This area continues to develop at a steady pace, bringing new economic development opportunities and additional amenities for our citizens. Economic Development opportunities abound and we are thrilled to see some new businesses come to Richland! Richland’s industrial sector continues to expand. In 2017, the Washington State National
Courtesy City of Richland
Conceptual drawing for the new City Hall.
Guard purchased property for a future readiness center. We also saw the opening of Lamb Weston’s new processing line, a $200 million dollar investment and an increase in over 160 new jobs. Roads and utilities also took great leaps forward, with the completion of Logan Road in the Horn Rapids Industrial Park, which opened up nearly 250 acres of land for job growth and development. Vibrant and trendsetting franchises in-
cluding Panera Bread, MOD Pizza, Orange Theory, and Party City launched their regional presence in Richland. The Lodge at Columbia Point offers unique luxury accommodations while highlighting our highly regarded wine industry. Li’l Firehouse Coffee transformed the iconic Bombers Drive Thru into a popular coffee stop. These are just a few examples of business success. We love to see diverse industries find a home in our community.
Richland continues to be a leader in executing a variety of community events. With remarkable amenities such as the HAPO Community Stage at John Dam Plaza, and with the support of community partners, we continue to plan and carry out free, familyfriendly festivals and events. In the coming year, you can continue to expect our signature community events, and anticipate exciting new entertainment and recreation opportunities.
In January 2018, we welcomed two new City Council members, Michael Alvarez and Ryan Lukson. These individuals were sworn-in along with re-elected members, Sandra Kent and Mayor Bob Thompson. They join Brad Anderson, Phil Lemley, and Mayor Pro Tem Terry Christensen, each currently serving 4 year terms. We will continue to look to these seven individuals to guide strategic planning efforts and lead in making important decisions for Richland’s future. We encourage our citizens to stay involved and informed. Follow us on social media for up-to-date information on city news and events. Our website is also an excellent resource. Visit us at www.ci.richland .wa.us.
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WAVE | FROM PAGE 6
plan to rebuild the Playground of Dreams in Columbia Park. Preparation and strategic focus has minimized the challenges we face. Our biggest challenge continues to be identifying funding for critical infrastructure projects and closely monitoring proposed state legislation that could negatively impact the city. With over 300 services, it is tough to narrow it down to a few highlights. What we really want those we serve to know is that we strive every day to provide the highest level of service and engage all of our citizens in continuing to grow upon our momentum. Thank you!
#EXPLORERICHLANDBUSINESS GO TO WWW.RICHLANDBUSINESS.COM Business Resources
Available Properties
Grant Programs
2100 ACRES
TOP EMPLOYERS Pacific Northwest National Laboratory (PNNL) Kadlec Regional Medical Center Bechtel National Inc.
of land available for development in the Horn Rapids Industrial Park and the Horn Rapids Business Center in north Richland. Home to leading companies in energy, technology, manufacturing, food processing, and research and development. The average sold price for a home (mid-2015 through mid-2016) $289,000
REAL ESTATE
Washington River Protection Solutions (WRPS) Mission Support Alliance (MSA)
EDUCATION
Richland has an oustanding public school system with significant local support. 13,000 students
Population: 54,248 Median Income: $69,372 Educational Attainment: 95.5%
1,500 employees
$140,000,000 operating budget
Home toWashington State University-Tri Cities, now a 4 year institution. Columbia Basin College, rapidly expanding in Downtown Richland.
Facts and Statistics Source: United States Census Bureau and City of Richland
CITY OF RICHLAND, WASHINGTON | WWW.RICHLANDBUSINESS.COM
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Tri-City Herald
COMMUNITIES & LIFESTYLE
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CITY OF WEST RICHLAND
Growth, civic pride booming in West Richland BY BRENT GERRY MAYOR
W
est Richland is a community that not only offers a unique lifestyle but also has economic offerings. With the booming growth of the nearby Red Mountain American Viticultural Area, the wine business is proving to provide West Richland an opportunity to capitalize on a multimillion dollar industry. In August 2016, the city completed construction of a $3.1 million Industrial Wastewater Treatment Plant (I-Plant) that can treat and process wastewater from not only wine production facilities, but also from breweries, distilleries and creameries. We are very proud to have been awarded the 2016 Infrastructure Assistance Coordinating Council (IACC) Capital Facilities Project of the year and the 2016 American Society of Civil Engineers (ASCE) Columbia Section Capital Project of the year for the project. Coinciding with completion of the plant was construction of a $6 million, 40,000-square-foot winery by the Crimson Wine Group from Napa Valley California. Operating under the Double Canyon label, the facility is expected to barrel 50,000 cases annually with ample room to expand. Red Mountain Center is also home to Black Heron Distillery and Sugar Horse Cellars. The Richland School
District also sees the future of West Richland as bright. Leona Libby Middle School at Belmont and Keene opened in the fall of 2017. The school employs approximately 90 teachers and staff members and has capacity for 800 students. The new school will relieve the pressure of overcrowding at Enterprise Middle School. The city and the district also partnered on the construction of a 10-foot wide asphalt pathway from Willowbend Street to Belmont Boulevard. The newly constructed pathway provides safe pedestrian and bicycle access from the neighborhoods south of Keene Road to the new middle school. The district recently submitted plans for a new elementary school on Belmont Boulevard that will be open in the fall of 2019. We also anticipate receiving construction plans for a new 40,000-square-foot school district administrative building to be sited west of Leona Libby Middle School that will consolidate the district’s administrative functions into one facility. Rounding out the district’s planned facilities is its third high school, which will be constructed in the future on 70 acres purchased in the summer of 2016 adjacent to Leona Libby Middle School. The city is proud to be a partner in the district’s growth in West Richland. With the continued growth of our city, we have outgrown our city
Courtesy City of West Richland
The Yakima River Gateway was completed in 2017.
Courtesy City of West Richland
The entrance sign to the recently completed Yakima River Gateway. The park includes river access and amenities along the Yakima River including walking, biking, fishing, swimming and picnicking along with a public restroom. It also includes a much-needed parking lot as well as interpretive signage telling of the local history and flora and fauna.
campus. Construction was completed in August of 2017 on the new Municipal Services Facility at the southeast corner of Belmont Boulevard and Keene Road. It houses both the engineering and maintenance divisions of the Public Works Department, Community Development and Building Department, and City Council chambers. The council chambers design allows it to be a
multi-use facility that can host events such as town hall meetings, training sessions and seminars. In the future, the Finance Department will occupy a wing of the space and offer the residents a consolidated campus to conduct business with the city. With construction of the new city campus, the City Council is excited to market the Belmont Business District, which
has the capacity to support an estimated 60,000 gross square feet of commercial floor area. This will also open up opportunities to market the city campus on West Van Giesen Street to increase economic development in the downtown corridor as it is considered prime commercial real estate. The Yakima River Gateway is another exciting project completed in 2017. This project acquired land for a trail and riverfront park with river access and amenities along the river including walking, biking, fishing, swimming and picnicking along with parking and a public restroom. The park includes a much needed parking lot and interpretive signage to tell local history and describe flora and fauna. Two additional projects of note are the South 38th Avenue road construction project that will pave the roadway south to Northlake Drive as well as Mt. Adams View Drive from the
intersection with South 38th Avenue to Bombing Range Rd. This is a long planned improvement that was a partnership with Benton County and will provide an improved north to south roadway corridor to benefit both City of West Richland and Benton County residents. As mayor, I am honored to lead a committed City Council. The members concentrate on their strategic focus areas to deliver on their goals and objectives, and I’m proud to lead a talented senior staff and their committed teams. I am excited about what 2018 will bring. There are many exciting projects and opportunities that will increase the quality life in West Richland. Residents and visitors have seen our Hogs and Dogs, Veterans Day Parade, Time of Remembrance, Harvest Festival, National Night Out, sports events, and festivals in our city parks grow and become more popular year after year. I am proud of the foundation of cooperation and civic pride that has been a trademark of our city for many years. The city is also fortunate to have so many community partners like the West Richland Chamber of Commerce, Benton REA, Port of Kennewick and Mid-Columbia Libraries, which give so much toward providing the wonderful quality of life that we enjoy in our community. Visit our Web site at www.westrichland.org and like us on Facebook.
COMMUNITIES & LIFESTYLE
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CITY OF PASCO
Growth and diversity in Pasco are leading to greater prosperity BY DAVE ZABELL CITY MANAGER
P
asco continues to experience growth and a correspondingly positive economic climate. At nearly 72,000 people, Pasco is Washington State’s fastest-growing large city, edging out Bellevue and Seattle, according to the U.S. Census Bureau’s 2016 American Community Survey. Not only are a large number of people choosing Pasco as home, but the City’s ethnic, educational and economic diversity also continues
to evolve. Over the past two years, household and median family incomes have risen and homeownership has increased to 66.7 percent. Private investment in new commercial construction topped out at more than $110 million over 2016-2017, a high water mark for Pasco. Major investments such as Volm Industries’ new state-of-the-art manufacturing facility, major expansions at Twin City Foods, Simplot, and John Deere dealer RDO, as well as Autozone’s newest 500,000 square foot
distribution center, demonstrate that Pasco businesses are reinvesting in the city and others are seeing Pasco as a desirable location. These investments and others have brought hundreds of family wage jobs into the community and increased assessed valuation which eases the tax burden for all. Looking forward, there are numerous active economic development opportunities in Pasco: ◗ The Road 68 corridor continues to grow and thrive. The former DNR property, south of Interstate182, is under
development that will bring 700 new families to Pasco and 55 acres of commercially zoned property on the market. ◗ The Court Street corridor continues to see strong activity, which this past year, spurred the addition of a large Starbucks and an Advanced Auto Parts store along with a new McDonald’s to replace the one that was razed and rebuilt. ◗ Revitalization of Downtown Pasco continues and will soon be further buoyed by completion of the Oregon Avenue improvement
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project, major updates to Peanuts Park and the Pasco Farmers Market, along with coordinated façade improvements and the long-awaited construction of the Lewis Street Overpass in 2019-2021. Downtown Pasco, already a popular destination, will to continue to transform over the next several years into a more vibrant, welcoming and uniquely diverse cultural center. ◗ A major sub-area planning effort and environmental impact analysis is underway in the Broadmoor area of Pasco encompassing some 2,000 acres. The geographic center of the Tri-Cities, the area will see significant change over the next two decades, beginning with the installation of utilities in 2018 that will open the area for large-scale commercial and residential
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development. Progress was also made on several quality of life issues in 2017 which include: ◗ The City’s Police Community Services Building was completed and moved into, which was not an easy task. Successfully picking up a 24 ⁄ 7 operation with a quartercentury of history in one spot and moving it, if only to the other end of the block, was far more difficult than imagined, involving multiple departments and considerable coordination – but city staff got the job done. This state-of-theart facility will serve the department and the community for decades to come. ◗ Design of a new TriCities Animal Control Facility, with construction to follow subject to See PASCO | Page 10
PASCO W A S H I N G T O N
PROGRESS PRIDE PROSPERITY
#1 RISING HOME MARKET IN THE NATION
www.pasco-wa.gov
Safest City in Eastern Washington • Washington Cities On The Rise Best Places for Home Ownership • Best Places to Live in Washington Best Cities for Millennial Job Seekers in Washington
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COMMUNITIES & LIFESTYLE
BENTON COUNTY COMMISSION
Public Outreach
Improving facilities, public outreach and partnerships BY JEROME DELVIN CHAIRMAN, BOARD OF BENTON COUNTY COMMISSIONERS
B
enton County elected officials and employees continue to work diligently to provide the public the best service possible. As we transition into 2018, our goals are to continue improving our public facilities to make our buildings safer and more efficient for staff and the public, enhance our public outreach and communications, and continue growing our community partnerships. Public Facilities
Throughout 2017, the county updated numerous public facilities. The Benton County Fairgrounds underwent over $2 million of renovations and upgrades to Buildings 2 and 3, including new electronics, a catering kitchen, bathroom remodel, and more. The project was completed just in time for the Benton-Franklin Fair & Rodeo, and allowed the public an air-conditioned space for exhibits and
PASCO | FROM PAGE 9
approval of the partner agencies. ◗ Pasco Fire Department Station 84, the City’s fourth fire station, opened its doors. The
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As we begin 2018, one of the county’s main goals is to increase our public outreach and communications. One way we are doing this is rebranding, which will allow the county to reflect to the public our organizational teamwork. Part of our public outreach goal is to provide more opportunities to educate and inform the public about the county departments and offices, services, and processes by sharing information in easily-accessible, online formats and on our continually-growing social media platforms. Community Partnerships
events. Along with updates to the Fairgrounds, the Justice Center Complex roofing project was completed, which reroofed the Justice Center, Jail, Health District, Coroners Office, Juvenile Justice Center, Kennewick Annex, Prosser Courthouse, and the Prosser WSU Extension Office. The new roofs have addressed leaks and water
damage and have increased the safety of our buildings. As we move into 2018, our improvements are shifting to focus on the Juvenile Justice Center. In collaboration with Franklin County, we are submitting requests to the Washington State Legislature to assist in funding construction of a new administrative wing of the Juvenile Justice
Center. As designed, this project would create space for modernized courtrooms, classrooms for GED and other educational programs, space for counseling and diversion programs, and additional office space. The upgrade would also increase security to improve the safety of employees, judges, and members of the public visiting the center.
Benton County has had the opportunity in the past and in the coming year to be a community partner on many different projects and in various capacities. Three prime examples are the Rural County Capital Fund, Gang & Crime Prevention Initiative, and the Historic Preservation Grant, which all impact the community in vastly different ways. Through the Rural County Capital Fund, the county partners with other local governments and ports to provide financial support to economic development projects, including supporting Columbia Gardens
project involved the creative use of available resources, in this case, refurbishing an old but adequate volunteer station and adjacent singlefamily home. This allowed for the quick deployment of much-needed services into a major portion of the city. This
has already resulted in reduced response times in that area as well as across the city. While a modern station is planned in the future, this temporary facility put resources in place a couple of years in advance of the time to plan and build a new station.
Finally, a historic election cycle was held in Pasco, with all seven City Council seats up for election for the first time since the first Pasco city election back in 1891. Also, for the first time, 6 of the 7 City Council seats were decided by district voters in the
general election. The election results saw the selection of five new City Council members and two Council members re-elected. Pasco said goodbye to some very dedicated, longtime City Council members and welcomed new, and equally dedicat-
Courtesy Benton County Commission
The Benton County Fairgrounds underwent over $2 million of renovations and upgrades to Buildings 2 and 3, including new electronics, a catering kitchen, bathroom remodel, and more.
Urban Wine & Artisan Village, Vintners Village II, and others. The Gang & Crime Prevention Initiative, funded by the Public Safety Tax, continues to partner with local nonprofits and organizations to provide funds that support local crime prevention programs. Currently, the Initiative has seven programs administered by various organizations throughout the community, who continue to work with the county to provide high- quality services to prevent or reduce crime in our community. The Historic Preservation Grant Program was established in 2007, and last year it transitioned from the Treasurers Office to the Commissioners Office. At that time, the program was updated and revamped to modernize the application process and increase outreach throughout the community. For the 2018 grant cycle, nine applications were received from various local organizations, museums, and non-profits. Each project or program will support historic preservation or historic education in the community, and the county is excited to partner with these organizations. For more information about the county, visit www.co.benton.wa.us.
ed, City Council members at the beginning of 2018. Great strides continue to be made in Pasco, and going forward, the city remains focused on its primary goal of providing high-value service to its residents and businesses.
COMMUNITIES & LIFESTYLE
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FRANKLIN COUNTY COMMISSION
A challenging start to 2017 became opportunity, growth BY KEITH JOHNSON FRANKLIN COUNTY ADMINISTRATOR
F
ranklin County, nestled between the banks of the Columbia and Snake rivers, was formed out of Whitman County in November of 1883 and named for Benjamin Franklin. Pasco is the county seat, with an estimated population of 78,500. Franklin County also includes several agricultural communities, including Basin City, Connell, Eltopia, Kahlotus and Mesa, and encompasses 1,265 square miles
with an overall population nearing 105,000. The economic base is driven Keith primarily Johnson by agricultural ventures and is known as the transportation hub of Eastern Washington. 2017 begun with winter storms resulting in more snowfall than our area has seen in decades, which kept our County Roads, Facilities and Traffic Safety personnel extremely busy. Sudden changes in temperature
resulted in ice and snowmelt runoff that damaged a number of roads requiring extensive repairs. With initial damage estimates close to $5 million, the County Board of Commissioners, the state and the federal governments declared emergencies in Franklin County, opening the door to state and federal aid to help fund repairs. Franklin County Planning and Building Departments relocated to 502 Boeing St. in 2016 to be closer to the Public Works Department. The relocation provides easier access for citizens seeking building permits,
inspections or plan reviews as well as more efficient coordination with the Public Works Department. Citizens and contractors have expressed appreciation for the ease with which they can now visit the departments. Franklin County is continuing its multi-year implementation of new financial management software. The project is dramatically improving our financial management capabilities, including fraud and waste preventing. The Trade, Recreation & Agriculture Center (TRAC) continues to be an important part of economic development in Franklin County, attracting both local and out-oftown visitors. TRAC patron spending in local hotels, restaurants and other businesses generate significant revenues that
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help offset the costs of TRAC operations. As Franklin County continues to grow, TRAC is increasingly popular for an expanding variety of trade show and entertainment functions. Public safety is a primary responsibility of county governments. Our law enforcement and the Corrections Center operations account for more than 70 percent of the county’s non-road expenditures, a number at or below most counties in the state. In 2018, patrol deputies will concentrate on reducing fatality accident rates and enforcing countywide illicit marijuana grows while providing proactive patrols for our residents. Our goals for 2018 include beginning renovation of the “old” county jail facility to provide necessary segregation of offenders, adequate medical treat-
Thursday, April 5, 2018
ment and facilities to meet the standards for certification for a modern correctional facility and in compliance with courtordered mandates for the incarceration of inmates. The consolidation of Franklin County’s Communication Center with the Southeast Communications Center located in Benton County is on track. We expect the consolidation to be complete late this year. Board Chair Brad Peck, Chair Pro-Tem Rick Miller, Commissioner Bob Koch, and I collectively represent the county on more than 75 federal, state, county and local boards, commissions and committees. We look forward to the challenges and rewards 2018 has in store and are proud to be an integral part of Franklin County and of service to our community.
YAKIMA FEDERAL SAVINGS AND LOAN is pleased to announce a New loan program…
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Yakima Federal Savings and Loan se complace en anunciar un nuevo programa de préstamos ... Bienvenido a Casa por Compradores de Vivienda por Primera vez
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Qualifying income** first-time homebuyers may receive up to $5,000*** in down payment assistance after completing a First-Time Homebuyer class. Call or visit one of our branches for more details.
Ingresos que califican** los compradores de vivienda por primera vez pueden recibir hasta $5,000*** en asistencia para el pago inicial después de completar una clase de comprador de vivienda por primera vez. Llame o visite una de nuestras sucursales para obtener más detalles.
* Subject to qualifications, approval and availability ** Qualifying income must be at or below 80% of area median income as defined by HUD Guidelines *** Effective as of 1/1/2018.
* Sujeto a cualificaciones, aprobación y disponibilidad ** Los ingresos que califiquen deben ser iguales o inferiores al 80% del ingreso mediano del área según lo definido por las Guías de HUD *** Vigente a partir del 1/1/2018.
• Loans with a down payment as little as 3%.
• Préstamos con un pago inicial tan poco como 3%.
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No hay necesidad de financiamiento de la FHA
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THE REACH
Engaging the curious BY ROSANNA SHARPE EXECUTIVE DIRECTOR
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017 was a remarkable year for the REACH. In April, I was hired as its new executive director to cultivate healthy relationships with our stakeholders, design engaging programs, and build a sound plan for sustainability. As a Washingtonian reared in Yakima, I feel honored to serve and position the REACH as an indispensable educational center and premier cultural destination that serves as a springboard for experiential engagement throughout the Mid-Columbia. We know that aspiration goals like these take vision, financial resources, and an enthusiastic team to achieve. Working together with the staff, the Richland Public Facilities District, the REACH Foundation and the community en-
sures that we operate efficiently and have ample resources to fulfill our mission and serve our visitors for years to come. In 2018, our focus will be on Education, Exhibitions and Engagement. Our Education team provides learning programs, outreach, teacher training and curricula that complement Next Generation Science Standards with a concentration on STEAM (science, technology, engineering, arts and mathematics) for middle school students and their families. These popular programs will return: ◗ Energy Experience The Energy Experience, a STEM-focused energy and environmental summit for 600 8th graders. In collaboration with the City of Richland and local energy partners, we aim to create awareness about energy generation,
safety, efficiency, conservation and public power. The one-day event includes interactive booths and maker space on hydropower, nuclear, wind, solar, and natural gas resources. ◗ Screech at the REACH We partner with the U.S. Fish & Wildlife to talk about the spooky myths of animals of our region and the truths behind them! Last year in the Hoch Gallery, we focused on birds of prey. This year in October, it will be bats and more! Our Exhibition team has added more rotating exhibitions with integrated hands-on activities. This year you can look forward to special exhibitions on Migratory Fish of the Columbia River, Butterfly & Moths from the Collection of Dr. Rod Coler, Bats, and Model Trains, and more. Attendees can learn on several levels, including
Courtesy The Reach
More than just a museum, the REACH invites visitors to interact with exhibits.
our newly designed website (where more information and a calendar of events can be found), amped up social media, and specialty tours. Last year the REACH had 6,965 guests from cruise lines alone, with 900 going out to the Hanford B Reactor. In 2018, we will continue our partnership with American Cruise Line and Shore Excursions of America to be host to visitors from down the street and
around the world. As an epicenter for STEM, heritage, and eco-tourism, the REACH will offer a robust tour schedule in addition to school tours, which are available year-round. Here’s our 2018 lineup: April 12 Cold War Bus Alphabet House Tour April 14 Rattlesnake Mountain Erratics and Wildflower Hike April 20 Western Scablands of the Ice Age Floods
BOYS & GIRLS CLUB OF BENTON AND FRANKLIN COUNTIES
Breaking new ground to help kids in need BY ADRIANNE DEAN AND CRAIG EERKES BOYS AND GIRLS CLUB
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he mission of an organization can often become stagnant and mechanical rather than the driving force behind its work. We strive keep ours relevant and central in our daily efforts and long-term
goals. The mission of the Boys & Girls Club is to empower all young people, especially those who need us most, to realize their full potential as productive, responsible, caring citizens. Our mission has a critical clause “especially those who need us most.” Over the past several years, we have been planning to grow and expand
Courtesy Boys & Girls Clubs of Benton and Franklin Counties
The architectural rendition of the new Clubhouse, set to break ground in Spring of 2018 and open doors in December 2018.
our clubs. As we strategized this growth in service, our board asked one critical question: Where in our community can we intentionally serve those youth who need us most? After visiting with regional partners, we found that the most critical need is in a six-block area in Kennewick near Olympia and Tenth. In this neighborhood, over
May 5 Wallula Gap Hike May 18 Flood Features of Pasco Basin & Othello June 2 Tri-City Geology Tour June 15 Eastern Scablands June 23 McBee Hill Hike July 12 Visit Small Town USA NEW! July 20 Dry Falls & Lower Grand Coulee Aug. 9 Foodie Tour NEW! Aug. 11 Coyote Canyon Mammoth Dig & the Ice Age Floods Sept. 6 Vineyards & Winemaking Sept. 14 Southern Cheney-Palouse Scablands & Palouse Falls Sept. 15 Hops to Bottle Sept 22 Cold War Bus Alphabet House Tour Thanks to a grant from the City of Richland, we have more marketing dollars to advertise regionally and promote the REACH, programs, and specifically its tours centered on agriculture, geology and local history. We welcome you to visit and bring along your curiosity.
900 children and teens are facing great challenges, including poverty, chronic absenteeism, food and housing insecurity, and increased crime. Regardless of the circumstances these youth have to overcome, we also know that they have the potential to be productive, responsible and caring citizens. All it takes is a community willing to support and encourage them on their way to greatness! Four years ago, a group See KIDS | Page 13
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UNITED WAY OF BENTON AND FRANKLIN COUNTIES
60 years of better lives for Tri-Citians BY DR. LOANN AYERS
What’s not changed? ◗ National and local concerns remain constant, with national security and immigration tension frequently in the news. ◗ Locals still help locals. It’s the 60th anniversary of United Way in Benton and Franklin Counties — that’s how long donors have entrusted our United Way to provide better opportunities for TriCities’ residents. What does United Way do? One in three people in our community
can’t meet their basic needs. Every day, United Way works to change that. We analyze data and talk to people to understand our community’s greatest needs. Then, our United Way unites the community to tackle our region’s social problems. We find the people and programs that can best help. Instead of focusing on just one issue, like hunger or homelessness, we address every need. Few people have just one need and our needs change throughout our
lives. Local United Way donors now fund 52 programs, with 22 local nonprofits, in the areas of education, health, and stability– the essential components of a thriving community. How do we do it? Generous individuals and caring companies give dollars and time to address urgent needs and create long-term change. Hundreds of companies empower employees to support all the causes they care about through their United Way work-
place campaign. Together, donors designate support to more than 400 non-profits. Local non-profits appreciate receiving these donations because they provides a reliable, yearround stream of support. Donors also invest in others by giving to our United Way’s areas of greatest community need. This enables us to make strategic grants to provide a safety net, strengthen local nonprofits, and mobilize our diverse community toward a common goal— better quality of life for everyone. In January, our United Way issued an open call for grant proposals to address our community’s areas of greatest need. New this year is the addition of a targeted investment in small nonprofits who also make a big impact. A panel of 40 local community leaders are evaluating 71 program proposals and conducting
community. An initial goal was set to raise $4.3 million in 93 days 93 days! The amazing generosity of our community created countless stories during this time, yet the end result was a celebration on Oct. 21 when this goal was exceeded. Great Futures TRICITIES! has a goal of $5.1 million and we are committed to pushing past that to support other critical project enhancements for our community. Where are we now? It is
worth visiting greatfuturestc.org for a recent update to the project. We are set to break ground on the project this spring and intend to complete construction by December 2018. This aggressive timeline from start of campaign to building completion is a testament to the generosity and leadership within our community. It is also a testament to the power of bold visions and advocacy for kids. The Clubhouse will be
23,000 square feet and include a full gym, games room, teen center, learning center and additional program spaces to serve the needs of youth and inspire them to greatness. It will be filled with caring adult staff and mentors who are willing to walk alongside youth through the challenges of life, and impart wisdom, understanding, and patience as they navigate these critical years. It will be a building that represents hope, and a place where lives are changed.
General Colin Powell, a Boys & Girls Club alumni, once observed, “When I see the construction of a Boys & Girls Club and all the steel, the cinderblock work, electrical work, and AC work that goes into building a Club, I think to myself it takes about this much work to build a jail. And that is something we have been doing far too much of in recent years... We need to stop building jails and get back to what we know how to do as Americans, and that is to build our children.”
PRESIDENT AND CEO
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t’s 1958. Gas is 25 cents a gallon and a house is less than $15,000. The average wage is $1.98. Racial discord swells nationwide. Fear abounds as our country focuses on the rising, global nuclear threat. Locally, community leaders face increased immigration, and high rates of homelessness and hunger. And, our United Way is created when the Richland Community Chest invests $7,000 to launch the Ben Franklin United Crusade. What’s changed? ◗ Prices and our population have increased. Local housing prices increased more than 1,500 percent while the bicounty population grew 336 percent. Now, more than 1,800 kids are homeless and 34 percent of our population struggles to meet their basic needs of food, shelter and health care.
KIDS | FROM PAGE 12
of community leaders came together with a vision of bringing a Boys & Girls Club to this neighborhood to be a support to families and youth. In July, the Great Futures TRI-CITIES! Campaign began with a quiet and intentional effort to raise funds to build a home away from home for youth in our
Courtesy United Way of Benton & Franklin Counties
The Brown family grows fresh herbs for Meals on Wheels.
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site visits to identify critical, high-impact services. Funded agencies will report every six months to demonstrate progress toward their two-year milestones. That’s how we ensure that each donor dollar gets maximim return on investment in our community. For 60 years, our United Way has partnered with donors and the most effective non-profits to reach the most people in need with programs that work. Because of the generosity of people across the Tri-Cities, thousands of people in our community are able to be safe and healthy, and be a productive part of our community. Watch for more great changes this year as your United Way continues to builds on its positive track record of results to even better support all in our community. Together, United Way of Benton and Franklin Counties and its many donors and partners, will continue to build strong communities that support a productive workforce, a growing customer base, and a healthy future for everyone.
Thank you to the TriCities for investing in building our children. This Clubhouse has been a dream for us, but our generous community has made it a reality. You empower us so that we can empower our kids! Please visit www.great futurestc.org to get an update on our campaign, and we would love your consideration of an investment as well. Great Futures Start HERE, and thanks to our you, Great Futures Start NOW!
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TRI-COUNTY PARTNERS HABITAT FOR HUMANITY
Habitat gives community a strong foundation BY JOLYNN AMEND
AND JODY BOYD HABITAT FOR HUMANITY
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ur shared vision is a community where everyone has a decent and affordable place to live. Lowincome families in the Tri-Cities and Walla Walla are in need of housing. For every 100 families in need, there are only 50 affordable housing units available in this area. Volunteers are the heart, soul and muscle behind Habitat’s efforts. In 2018, volunteers and partnering families are building 10 homes. “Raising funds is the biggest challenge for Habitat to finish a home,”
says Theresa Richardson, executive director. Buying lumber, nails and resources to build depends on financial support from the general public. To ensure the best use of every donor dollar, bold fiscal planning has been implemented for 2018: ◗ Increased volunteer participation reduced overhead costs by 77 percent. ◗ Donations enable Habitat to earn matching funding required by home development grants. ◗ Assets not vital to construction efforts have been liquidated. ◗ The Habitat Store is increasing inventory and sales to benefit Habitat’s
Courtesy photo
Habitat for Humanity volunteers work on a home in Pasco.
local mission. A Habitat home provides a strong foundation
for a family, an opportunity on which they can build a better life. Home-
owners receive financial education, help build their homes and pay a
mortgage. When a family of eight’s income depends on work in the potato fields of Eastern Washington, life focuses on the bare essentials. Roberto and Socorro are agricultural workers who wanted a better life for their children. Their struggle to find adequate housing brought them to Habitat for Humanity and resulted in teaching their children about hard work, resilience, overcoming obstacles and giving back to the community. Vanessa, their oldest daughter, is gracious and smiles broadly when she talks about her family. “I was 17,” she recalled, See HABITAT | Page 15
Comprehensive Cancer Care Complementary Services Integrative Oncology Services There are a number of names used to describe the supportive care we have been providing our community since we opened our doors 24 years ago. We like to call it: Taking care of the whole person, so you can get back to you and the things you love to do! Learn more at tccancer.org. It’s Your Tri-Cities Cancer Center.
7350 W. Deschutes Ave. Kennewick, WA | (509) 783-9894
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COLUMBIA BASIN COLLEGE
Expansion will continue to benefit Tri-City community BY REBEKAH WOODS PRESIDENT
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am honored to serve as Columbia Basin College’s sixth president in its 62-year history. Whether it’s helping students complete a baccalaureate degree or the first two years of a transfer degree, finding a fit into a workforce career, or helping with basic skills to achieve a GED or high school diploma, CBC is helping our neighbors achieve their goals. In the process, we are improving the community’s standard of living, meeting the workforce needs of area businesses, and strengthening our economy. To successfully meet increasing educational demands and support the success of our students, an expansion of our facilities is needed. Expansion for future student and community success has long been a part of our legacy. Dur-
HABITAT | FROM PAGE 14
“and there were eight of us living in a two-bedroom house when a family member told my parents about Habitat for Humanity. My parents thought they might qualify, so they applied for a home.“ Vanessa provided
ing the past year, CBC launched three major projects. The first, a student housing project, turned CBC into a partially residential campus. A second soon will expand the college’s wellness initiative and provide a new recreation facility. And a third will not only help our students in the pursuit of a new craft, but also help enhance the City of Kennewick’s new wine village. To begin, Sunhawk Hall is CBC’s first residence hall and was built following a survey of students who expressed interest in living on campus. Research shows students living on campus have increased engagement, persistence, and graduation rates. These results are particularly important with first generation college students, who benefit from increased involvement in campus programs and social interaction with faculty
and peers. Our Sunhawk Hall houses students in a variety of apartmentstyle venues. Students may choose to live alone or have up to 3 roommates in an apartment. Sunhawk Hall is just the start of what we envision as a new living and learning atmosphere designed to support student engagement and success. Sunhawk Hall was just the beginning. Additional support and engagement for our students will come with the development of a new Wellness and Recreation Center. Students voted in favor of the new venture and approved a new $50 per quarter fee. The Center will allow students to participate in an expanded intramural program, rent sports and camping equipment, have access to expanded courts as an extension to the existing fitness center, as well as provide renovated facil-
ities for our athletes. Finally, a potential new venture for CBC is in the culinary arts. CBC is working with the Port of Kennewick and the City of Kennewick in their efforts to produce a wine village in downtown Kennewick, the Columbia Gardens Urban Wine & Artisan Village. CBC’s portion will be a culinary education center. Graduates of our program will have nu-
merous career options including Executive Chef, Sous Chef, Pastry Chef, Banquet Manager, and Food and Beverage Director. Our curriculum will also include entrepreneurship elements to support the development of new businesses within our community. CBC will be working with Tri-Tech, Walla Walla Community College, and WSU TriCities to ensure seam-
less pathways for students into our program and on to additional education, including CBC’s own Applied Management baccalaureate program. Columbia Basin College will continue to meet the future as we have in the past: serving our community’s educational needs. I welcome your questions and comments. And Go Hawks!
interpreting for her parents, repeating complicated information about qualifying for a loan, mortgages, financing, construction and “sweat equity” requirements for the family to volunteer 500 hours toward construction of their own and others’ homes. “My whole family worked to build our home,” she said. “Actually, my parents and broth-
er helped build several houses. Our cousins and my aunt and uncle also helped. My sisters took care of my little brother and sister. And I interpreted for my parents and some other families as well.” “I would say that volunteering was not something that we did until then,” she added. “But it was great for my parents. They got to know
the neighbors and helped others in the community.” Vanessa has carried that spirit into her education and her work. She graduated from Washington State University with a double major in Psychology and Spanish with minors in Comparative Ethnic Studies and Human Development. She is also considering getting a master’s degree
to become a school counselor. “I’d like to help others get into college. Too many kids are left out because they don’t know how to get the resources. I have learned that obstacles can be overcome, that there are always options, but you may need help to find them.” Families who partner with Habitat for Humanity are extremely grateful
for the help offered to them. A home gives them the strength, stability and independence needed to create a better life for themselves and their families. Your financial support, your voice and your time will help bring strength, stability and independence to families in need of a decent place to live. Please donate today.
Courtesy Columbia Basin College
This is a conceptual drawing of CBC’s culinary education center, part of the school’s work with the Port of Kennewick and the City of Kennewick in the development of the Columbia Gardens Urban Wine & Artisan Village.
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WASHINGTON STATE UNIVERSITY TRI-CITIES
Developing academic programs
Future of WSU Tri-Cities includes housing, education, world-class research
We are excited to welcome a number of new academic programs and celebrate the expansion of several others: ◗ As a slow transition beginning this fall, students pursing an educational emphasis in viticulture and enology across the WSU system will complete their academic careers at WSU Tri-Cities. ◗ The Columbia Basin suffers from a lack of certified k-12 teachers, and WSU Tri-Cities has helped to fill the gap. We were awarded the largest state alternative teacher certification program grant. ◗ Beginning fall 2017, WSU Tri-Cities welcomed its first College of Medicine cohort. Students complete regular intersession experiences at WSU Tri-Cities during their first two years of the program and complete their last two years of the program full-time in the Tri-Cities. ◗ We are working with the Pacific Northwest National Laboratory to develop a teacher endorsement program in computer science, which would be the first program of its kind in Washington state.
BY JOHN MANCINELLI
Nationally-recognized faculty
WSU TRI-CITIES
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ashington State University Tri-Cities realized an average enrollment growth of 12 percent annually throughout the last four years. As that upward trend continues, so does our expansion of on-campus housing, program development, world-class faculty and specialization in research. On-campus housing
Corporate Pointe Developers won the bid process and are now partnering to create a unique on-campus housing option. Corporate Pointe will construct an apartment complex that will be completed in seven phases. The first, which includes 165 beds, a pool and a social center, will open in time for the start of the school year in August 2018.
Courtesy WSU Tri-Cities
WSU tri-Cities Professor Srinivas Allena and students work in the concrete lab with WRPS to develop ultra-high performance composite.
Design of a new academic building
As WSU Tri-Cities has grown by nearly 50 percent since 2013, we have seen a significant increase in academic space limitations. This January, the Washington state Legislature approved funding for the design of a new academic building for WSU Tri-Cities. The academic building will provide our students with state-of-theart teaching labs, classrooms and more that will directly support their educational experience.
Courtesy WSU Tri-Cities
Groundbreaking of on-campus housing at WSU Tri-Cities.
Following are just a few of the many faculty accomplishments this year: We welcomed a partnership with Washington River Protection Solutions this spring to fund two projects that will benefit the Hanford nuclear site. A team of WSU Tri-Cities faculty, composed of Akram Hossain, Scott Hudson, Changki Mo and John Miller, are designing an autonomous vehicle that will analyze vapors at the Hanford Site. Another WSU Tri-Cities team, led by Srinivas Allena, is developing an ultra-high performance cementitious material to encapsulate low-level radioactive waste in Hanford tanks. Paul Strand, WSU Tri-Cities professor of psychology, is one of a team of WSU faculty leading the online implementation of a k-12 truancy prevention program that benefits schools statewide. WSULearning and Performance Research Center houses the online implementation of the Washington Assessment of the Risks and Needs of Students. Peter Christenson, assistant professor of fine arts and digital technology and culture, developed a scholar residency program at WSU Tri-Cities that welcomes artists, engineers, urban planners and more to campus, where students and community members learn first-hand from their expertise.
WSU, a diverse university network
Under the leadership of President Kirk Schulz and our new Chancellor Sandra Haynes, who started this month, the WSU system continues to make improvements to better serve our state. Our goal is to be recognized as one of the nation’s top 25 public research universities. With locations in Tri-Cities, Vancouver, Spokane, Everett, Pullman, and a Global online campus, President Schulz is developing each campus based upon the personality and strengths of each community across the state.
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RICHLAND SCHOOL DISTRICT
Providing students and staff with a safe, secure environment BY RICK SCHULTE SUPERINTENDENT
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tudent safety and campus security are top priorities of the Richland School District. From the time students step on the morning bus until they walk out of a drama practice in the late afternoon, district staff are watching out to ensure that students arrive home safe and sound. Your children, grandchildren, nieces and nephews are with us seven to ten hours a day, 180 days a year. Nothing is more important to our teachers, coaches, and
support staff than providing a positive and secure learning environment. One area of emphasis is bullying and harassment. In an effort to eliminate these aggressive behaviors, RSD schools promote an overall and ongoing culture of respect. We obviously cant monitor every hallway conversation, but students are encouraged to help others, be kind to each other, and not accept the bullying behavior of others. Children who learn to work out their differences with each other in third grade are less likely to resort to
threats and fighting when they get to middle school or high school. At the high schools, security guards and school resource officers build positive relationships with students as a proactive way to monitor campus life. As they get to know students and spend time around them, trust is established. For the safety of staff and students, the Richland School District has an Emergency Response Plan in place. Its a practical plan that lines out how we respond to various kinds of emergencies and disasters. Our schools practice evac-
uation and lock-down drills on a regular basis so students and staff will be prepared when a real emergency happens. All Richland School District principals, assistant principals, and administrative assistants attend annual emergency training sessions at Benton County Emergency Services. Local police lead the sessions focusing on how we should respond to a variety of emergency scenarios. These trainings are part of ongoing efforts to help school administrators be as prepared as possible for a worst-case scenario.
Courtesy Richland School District
A point of emphasis at a recent Richland High lockdown drill was checking every exterior door to make sure the doors were locking automatically. Seen here are RHS Principal Tim Praino and Richland police officers checking one of the locking mechanisms.
And finally, we need your help. The Richland School District is not isolated from the possibility of school violence. As a parent, grandparent, neighbor or friend, we must have our eyes and ears open to what is
going on in our community. There are children potentially at risk all around us. Let us be alert and vigilant as we try our best to keep our schools safe as possible for the young people who come to learn every day.
KENNEWICK SCHOOL DISTRICT
New buildings help meet needs of growing district BY DAVE BOND SUPERINTENDENT
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rowth remains a consistent theme in the Kennewick School District. District enrollment is approaching 19,000 students, and we have more than 2,600 staff members working hard to prepare our students for their futures with the support of our Kennewick community. To serve these students, we recently opened a rebuilt and larger Westgate Elementary, paid for by an $89.5 million bond approved by voters in Feb-
Courtesy Kennewick School District
The new Amon Creek Elementary, located in the Clearwater Creek development, will open to students in August 2018. The school is the final project of the $89.5 million bond approved by voters in February 2015.
ruary 2015. That bond also paid for construction of a relocated Desert Hills Middle School, the new Chinook Middle School and the new Sage Crest Elementary. The
last project on the bond, the new Amon Creek Elementary in the Clearwater Creek development, will open in August 2018. All these projects are a testament to our
community More elementary classrooms are under construction in the district thanks to a $51.1 million state grant awarded to the district in
the spring of 2016 aimed at reducing class sizes in kindergarten through third-grade classrooms. That money is going toward construction of additional classrooms at Amon Creek as well as construction of the new Fuerza Elementary, a dedicated dual-language elementary school at the former Desert Hills campus, and a 20-classroom addition at Amistad Elementary. All this space for students is needed: about 500 additional students were in our schools this fall compared with the same time last year. That
growth trend has continued consistently for several years and is expected to continue. Our district needs to be ready to welcome our current and future students to schools that can effectively provide a quality education. It is with that goal in mind that the district is planning to put a bond before voters in February 2019 with the following proposed projects: ◗ Replacement of Kennewick High School ◗ Replacement of Amistad Elementary See SCHOOLS | Page 18
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PASCO SCHOOL DISTRICT
Building community, new schools are Pasco’s focus BY MICHELLE WHITNEY SUPERINTENDENT
“The greatness of a community is most accurately measured by the compassionate actions of its members.” Coretta Scott King This is a transformative time to serve the students and parents of the Pasco School District. Thanks to the incredible support of our community, we are moving forward to build new schools, create innovative partnerships from pre-school to college, and open the doors to longterm success for our children. These initiatives will ensure that all Pasco students have a place to grow, learn, and become our community and global leaders. Our successful November 2017 bond was only possible with the ongoing
SCHOOLS | FROM PAGE 17
◗ Replacement of Ridge View Elementary ◗ Construction of the district’s 18th elementary school ◗ Construction of additional classrooms at Kamiakin High School Construction of additional classrooms at
nity Learning Centers program, providing before- and after-school programming at four Pasco elementary schools. CBC’s growing partnership with New Horizons High School is also primed to change the lives of students. New Horizons students just moved into their new building on the CBC campus last fall, and soon they will be able to earn college credits while simultaneously working toward their high school diploma. “We have so many students here who are already making grownup decisions,” says New Horizons High School Principal Seth Johnson. “This partnership will help them break the cycle of poverty. They’ll be able to leave here with a certification that allows them to go make a livable wage and compete for jobs that students with just a high school diploma wouldn’t be able to get. This is going to change lives and change communities.” Building community creates the best foundations for our children, who are our next generation of leaders. With gratitude, I am proud to say, “We are Pasco.”
support and commitment of the entire Pasco community. We are especially grateful to the volunteers of the Community Builders group, who are now focusing on future growth by working on a Long-Term Facilities Master Plan. Thanks to their vision and the support of Pasco voters, we will open two new elementary schools by August 2020, and two middle schools by August 2021. I am particularly grateful for the dedication of our community members who have advocated for the students of Stevens Middle School. In 2021, a new school will replace the current Stevens building on the same site in central Pasco, providing Stevens students access to updated technology, equipment and facilities. “The community is so excited about what the future holds for us,” says Stevens Middle School Principal Raquel Martinez. “I’ve talked with lots
of people who have told me they went to school here ‘back in the day,’ and they’re so excited for our students to be able to experience the opportunities that are possible with a new, modern building.” Our community partnerships are also vital to the success of our students. This January, thanks to ongoing collaboration with the City of Pasco, we opened the former Senior Center as a new Early Learning Center. This facility allows staff and parents to collaborate in one place around the needs of our smallest learners, while at the same time opening space at other schools to manage our continued enrollment growth. We look forward to holding a dedication celebration for the community this fall. For our district, building community goes deeper. As we grow, we are creating strong ties to our businesses who
team up with our schools through programs like PEAK! and Enterprise, supporting career readiness. We are also grateful to our educational partners
Southridge High SchoolOur district continues to work to make sure students can succeed in life and work once they graduate. Most students are studying algebra before high school as part of a district initiative to better prepare them for advanced coursework. Our comprehensive high schools are maintaining extended graduation rates of 90 percent or
higher. We continue to hire qualified staff members for our expanding buildings and programs. The district is committed to using taxpayer dollars wisely to provide safe schools where students are empowered to follow their dreams and be successful. It is because of our supportive community that we have the privilege and ability to do so.
Elementary students in the district’s dual language program at Edison and Hawthorne elementary schools will move to Fuerza Elementary when it opens in August 2018. The project is paid for by a $51.1 million state grant aimed at reducing classroom sizes in kindergarten through third grade.
Courtesy Pasco School District
Pasco Police officer Ray Aparicio shares a high-five with an Emerson Elementary student during the school’s Walk to School event last October.
Courtesy Pasco School District
Pasco School District officials celebrate the opening of the new New Horizons High School building, which is located in the former “W” Building on the Columbia Basin College campus.
like Columbia Basin College and WSU TriCities. With the help of a $500,000 federal grant, WSU Tri-Cities is helping the district expand the 21st Century Commu-
Courtesy Kennewick School District
Over the past 35 years Campbell & Company has received more than 30 national awards for quality, customer service and industry leading practices.
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he humble beginnings of Campbell & Company 35 years ago are still a foundational aspect of its company today. Mike Campbell, my father, tirelessly served customers exceptionally well, put his employees before himself and focused on progress, not perfection. Today this spirit resonates throughout 200 employees who focus on Building Lifelong Relationships & Raving Fans with the customers they serve and the team it has been fortunate to build.
It is our responsibility as business owners, managers and leaders to invest in our employees as professionals and, more importantly, as individuals. We want each employee to receive more value than what we pay them for. Having a culture of individuals committing to continuously increase their skills, knowledge and craftsmanship have allowed us to provide a distinct customer service experience and an environment that genuinely cares about the individuals within it. Our employees describe this fostering team culture as providing them a “Family feel” and we refer to our coworkers as “The Campbell family.” This family-based culture at Campbell & Company has fostered tremendous stability and commitment. From a business perspective, this has created a very people focused team which, in turn, results in superior service to our employees and customers. The family aspect fosters a unique customer relationship. We really want to earn the customer’s trust. That trust is the energy that motivates us the second we walk in the door, whether it’s to our office, someone’s household, or another business that we’re taking care of. We genuinely respect our customers and our team. At the end of the day it’s not about one specific person, because we’re all in this together, and that’s why we named it Campbell & Company. Our great customer base has treated us unbelievably well over the past 35 years. Their trust in us has allowed us to expand our services beyond Heating & Air Conditioning to full service Electrical and Plumbing. It puts a smile on my face every time one of our customers tells me our employees really are “The Best in the Business.” At Campbell & Company, we work to be an employer of choice to grow our employees, as individuals, so they can live fulfilling lives and take extraordinary care of our customers, their homes and their businesses.
Cheers to serving you for another 35 years!
Brian Campbell
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“
Libraries are the lifeblood of our communities.
”
Courtesy Mid-Columbia Libraries
Mid-Columbia Libraries hosted J.K. Rowling’s Magical World exhibition in February 2017.
MID-COLUMBIA LIBRARIES
Serving Mid-Columbia with more than just good reads BY KYLE COX EXECUTIVE DIRECTOR
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he mission of Mid-Columbia Libraries is to enhance quality of life by providing excellence in books and services for our residents and communities. With more than 400,000 items in our collection, it As an intercounty rural library district, Mid-Columbia Libraries provides resources and
services to the residents of Benton, Franklin and Adams counties of Eastern Washington. In 2017, more than half of the households in our service areas used their local library branch. MidColumbia Libraries cardholders also have access to one of the largest digital collections in Washington state, with more than 50,000 eBooks free of charge. We proactively engage our customers through targeted on- and off-site
programs for adults and children, and, this past year, we engaged more than 13,500 participants in building a better world at home and in their community during the annual Summer Reading Challenge. Throughout the summer, participants of all ages read, explored, and created and were entered to win prizes provided by the Friends of Mid-Columbia Libraries. Summer Reading Challenge events included Badger Mountain
glow hikes, live owls at the library, LEGOthemed programming, concerts by children In honor of the release of “Fantastic Beasts and Where to Find Them”, Mid-Columbia Libraries hosted J.K. Rowling’s Magical World exhibition in February 2017. The exhibition explored the characters, places, and powers that make up the wizarding world of the international bestselling author of the Harry Potter series. The exhibi-
tion also included themed programming, movie marathons, and a Night at Hogwarts event that was attended by nearly 1,000 community members who met the Sorting Hat, got a wand, learned to play Quidditch, and more. To continue stimulating imaginations in our community, Mid-Columbia Libraries will host a Fairy Tale Faire on March 3, 2018, from 6 to 8 p.m. at the Kennewick library, at 1620 S. Union St. Experience your favorite fairy and folk tales brought to life. Meet costumed characters and enjoy activities, crafts, and treats for purchase from local vendors. Costumes are encouraged! We also hosted MidColumbia Reads last fall. This literary celebration builds community through the collective experience of reading, thinking and discussing ideas that raise important social issues while building future readers and writers in the region. The second annual event culminated in a visit from famed Scottish author Alexander McCall Smith to our community. Author of the New York Times and international bestselling series, “The No. 1 Ladies Detective Agency”, McCall Smithreception drew an audience of 800 that was captivated by his every
word. In 2018, Mid-Columbia Reads plans to welcome Emily St. John Mandel, author of Station Eleven, a National Book Award Finalist. Building on our current activities, MidColumbia Libraries creates and sustains strong reciprocal partnerships with local organizations and businesses; examples include Columbia Basin Badger Club readers, Words in Progress at Paper Street Brewery, Li-BREWERY Trivia Nights at Barley, May the Fourth with The Rude Mechanicals, Mid-Columbia Reads, TEDx Richland, community lectures with Humanities Washington, Tri-Cities Cancer Center men and Sembrando Esperanza/ Planting Hope Spanish language workshops together with the TriCities Latino Community Network and Kennewick School District. The enthusiastic response to new partnerships and activities further demonstrates that libraries are the lifeblood of our communities serving as trusted providers of critical resources, educational training, skills development, and civic and cultural enrichment. 2017 was a successful year at Mid-Columbia Libraries, and we look forward to serving the community in 2018.
COMMUNITIES & LIFESTYLE
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Courtesy Trios
Trios employees prepare to walk the 2017 Benton Franklin Parade route and spread their brand of “green” cheer despite the challenges throughout the year.
TRIOS HEALTH
Turning the corner from a challenging year BY SCOTT LANDRUM INTERIM CEO
T
he past year has been one for the books at Trios Health. It brought a deluge of serious challenges and the often painful and perpetual cycle of change that necessarily comes with facing them. In February, I joined Trios Health after the Kennewick Public Hospital District board exercised its right to change leadership under its contract with Quorum Health Resources, the firm hired to assist with a financial and operational turnaround in 2017. Craig Cudworth led Trios Health through
several important moments last year. Through the challenges, my employer— Scott Quorum— Landrum remained behind the scenes following the progress and supporting the efforts. It’s important that the TriCities community understands that, with the changes to leadership in February, the organization has not and will not lose ground. I will continue to work from the solid foundation laid by Craig. Last year was incredibly challenging. There is no single reason for the
distress the organization has been facing, but rather a perfect storm of reasons that had inopportunely combined to put our long-term viability at risk. And, in fact, much of what we’ve been experiencing is not unique to Trios Health or even this part of the country. The healthcare industry is in flux nationwide, and many smaller health systems are struggling to survive it. Among the stressors for those of us on the care delivery side, specific provisions and general uncertainty surrounding healthcare reform have caused a nationwide decline in volumes as people wait longer to
access the services they need. Additionally, fewer of our patients have private insurance coverage than ever before, resulting in pennies-on-the-dollar reimbursements with growing frequency for provided services — at a time when the cost of labor and supplies needed to offer those same services continues to increase. And there is a national shortage of primary care physicians beginning to affect front-line access to healthcare, which is a critical referral mechanism to support services and specialty providers. To minimize the cost of service delivery while upholding care quality standards, Trios Health implemented a workforce productivity model in 2017 that helps us track and adjust staffing levels based on actual patient volumes. This ensures our workforce is exactly the size and makeup it needs to be to meet pa-
tient demand and, in turn, that we are keeping our single-largest annual expense in check. This closer examination of workforce productivity metrics revealed the need for an initial downward adjustment in our workforce in April 2017, followed by another early this year. While it was painful to lose the individuals affected by these staffing reductions, it was a necessary step toward sustainably improved organizational health. As is becoming standard in the healthcare industry, we will continue to use the productivity model going forward such that any additional fluctuations in our staffing levels will only come as a direct result of our community’s demand for services. We’re also doing a number of things in the pursuit of a stronger primary care base, in response to the provider shortages we’re seeing
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locally and nationally. We are refocusing organizational growth strategies in this area, and stepping up recruitment efforts for additional family and internal medicine providers. While it may seem counterintuitive that one would recruit more doctors during a time of financial hardship, we simply must have the resources and expertise in place to care for our growing population, and primary care is where it all starts. The other way we’ve proactively sought to recruit primary care providers is through the family and internal medicine residency programs we established in 2013. The first two classes of residents have now graduated from our programs, and a few of them have opted to stay on board post-residency. Our role in training the physicians of tomorrow is one we take seriously and hope to continue benefitting from in the form of provider retention. In addition to all of this, our discussions with RCCH Healthcare Partners and UW Medicine about a strategic affiliation continue with optimism. Our hope is that by publication time, there will be positive news to share about a path forward that includes our rapid emergence from Chapter 9 bankruptcy. Trios Health has seen better days than we did in 2017. But at the same time, we truly believe better days are just ahead. We thank you for your support, and ask that you continue putting your faith in us in the years ahead. We’re with you now, and we plan to be with you in the future.
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COMMUNITIES & LIFESTYLE
TRI-CITIES COMMUNITY HEALTH
Diversifying and expanding to meet our community’s needs BY JIM DAVIS CEO
I
t’s been more than 35 years since a small group of dedicated women came together to open a clinic because they saw the need to serve Latino farmworkers who were unable to obtain or pay for healthcare. Our community health center began as a small clinic in Pasco focused exclusively on the lowincome population. Since then, Tri-Cities Community Health (TCCH) has expanded to nine locations with health centers in all three cities, providing integrated high quality, patient-centered, behavioral, dental, medical and pharmacy services. We serve all members of the community, without regard for abil-
Courtesy of TCCH
Tri-Cities Community Health has nine locations, with health centers in Pasco, Kennewick and Richland.
ity to pay. The initial resources for operations came from fundraising efforts, limiting what the center could do. In 1990, the organization applied for and received Federally Qualified Health Center (FQHC) designation. The designation from the Health Resources & Services Administration (HRSA) makes the health center eligible for grants and contracts
from federal and state governments, as well as private foundations. To meet the growing demand from an expanding Tri-Cities population, TCCH opened health centers outside of Pasco. Our Clearwater Health Center in Kennewick offers medical, behavioral health and dental services. In 2017, a new health center opened on South Auburn Street specializ-
ing in Pediatric Endocrinology. Additional services, including a pharmacy, will open soon to provide access and affordable care for individuals in east Kennewick. Research indicated that a large number of low-income individuals live in Richland, without easy access to affordable healthcare. This was the impetus for TCCH to expand our services, opening two health cen-
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ters in Richland. The first offers medical, behavioral health and support services such as WIC. The newest addition on Goethals Drive further enhances these services with the addition of an experienced endocrinologist and a pharmacy. Given the increasing number of individuals from all income levels affected by diabetes, it was important for TCCH to have medical and pharmacy experts on our staff to serve this population. Our partners in our local school districts brought to our attention that some students did not have access to adequate healthcare, which interfered with their learning. TCCH applied for and was awarded a HRSA grant to operate School-Based Health Centers (SBHC) in two underserved neighborhoods in our community. These centers are next to Amistad Elementary School in Kennewick and Ochoa Middle School in Pasco. We provide pri-
TRI-CITIES CANCER CENTER
Helping our community through partnerships, programs and performance BY CHUCK DEGOOYER CEO
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017 was another incredible year for your Tri-Cities Cancer Center and for our community, which relies on us. Through great partnerships and
region-wide support, we launched new programs, achieved a new accreditation, earned national recognition and engaged our community in cancer prevention and early detection initiatives to a greater extent than ever. In the spring of 2017, we
launched our Survivorship Clinic, led by Lisa Rootvik, ARNP. The goal of this program is to help people enhance their quality of life after cancer treatment, while helping them avoid a recurrence of cancer. The Survivorship plans developed
Courtesy Tri-Cities Cancer Center
Leaders from the region’s largest employers come together for the Cancer Crushing Executives program.
through our clinic are unique to each patients needs. These plans aid primary care physicians in providing the best
post-treatment care with a definitive understanding of each patients unique needs. Survivorship is a milestone accomplish-
mary care medical services to students and their families. By delivering medical care close to where students live, we hope to improve their access to healthcare and their success in school. We discovered that many of our patients were also struggling with vision challenges. Based on this need, we opened an eye clinic at the Pasco Health Center in 2015. Our optometrist is trained to treat vision and eye-related medical problems. Our eye clinic has been a great success and continues to expand. TCCH has served the residents of Benton and Franklin counties for over three decades. We look forward to providing high-quality, accessible, and affordable health care to the community for years to come. Our comprehensive health care services are available to everyone in our community. For more information, contact Martin Valadez, Director of Public and Community Relations at 509-543-1904.
ment, and a visit to our Clinic helps patients enjoy a fuller life after cancer. In May, we were granted three-year accreditation by the National Accreditation Program for Breast Centers (NAPBC), a program administered by the American College of Surgeons. NAPBC accreditation is given only to centers that voluntarily commit to provide the highest quality breast cancer care and undergo a rigorous evaluation process and review of their performance. Our See HEALTH | Page 24
to Wellness Medical Dental Eye Care Walk-In Primary Care Pharmacy Behavioral Health Enrollment Services KENNEWICK
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MAILING ADDRESS PO Box 1452, Pasco, WA 99301
We WELCOME New Patients! | myTCCH.org | 509.547.2204
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COMMUNITIES & LIFESTYLE
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LOURDES HEALTH NETWORK
Maintaining high quality while expanding services BY JOHN SERLE PRESIDENT AND CEO
T
he world of healthcare has changed dramatically over the past few years. And, as we embark on a new calendar year, the healthcare landscape in our own community has not been an exception.
ment for RCCH’s acquisition of Lourdes Health.
entire process, Lourdes’ leadership and associates have remained focused on maintaining and increasing access to quality healthcare. Our network is financially healthy and we will continue to reinvest in needed services, state-of-the- art technology and the expansion of our physician network. We’ve expanded services at Lourdes Medical Center campus to include a second Urology Clinic, Cardiology Services and, coming this summer, Rheumatology Services. At Lourdes Counseling Center in Richland, we’ve added two new psychiatrists and an additional Psychiatric ARNP to serve an increasing need. These additions have enabled us to create a Medication-Assisted Treatment Program that combines behavioral therapy and medications to treat substance use disorders to help address
2017
The application for the transaction was submitted to the state and, after a very thorough exchange of information, the Washington State Department of Health declared the application officially complete in February of this year.
2015
Ascension Health (Lourdes’ current parent company) implemented a strategic model designed toward regional, clinically integrated systems of care. Due to our size and location, this is not an optimal path for our ministry. As a result, a coordinated effort was made to find a new parent organization for Lourdes. 2016
Subsequently, Ascension Health and RCCH Healthcare Partners signed a definitive agree-
HEALTH | FROM PAGE 22
NAPBC-accredited Breast Center is a collaborative effort between the Tri-Cities Cancer Center, Kadlec Medical Center, Lourdes Health, and Trios Health. Over 30 area physicians and ancillary staff, specializing in breast cancer, continually partner across our four organizations to provide world-class breast cancer care.
What can we expect in 2018?
The reported timeline for the state’s review of the application and a decision is estimated to be five months or less. I’m confident that joining RCCH will give Lourdes the ability to serve our community well into the future. RCCH, has a strong presence in our region and works with communities to build strong local healthcare systems known for quality care. I am proud to share that throughout this
Lourdes Physician Clinic’s newest providers.
For the second time in three years, the Tri-Cities Cancer Center was named one of the Best Places to Work in Healthcare by Modern Healthcare Magazine. In 2016, our team was recognized as the first cancer center in the nation to achieve APEx Accreditation, which focuses on safety for patients and staff as well as quality of care in the delivery of radiation therapy. Combine our APEx and NAPBC accreditations with our Best Places to Work in Health-
care recognition and it becomes understandable why we continually hear, Its the people that make the Tri-Cities Cancer Center extraordinary. In the fall, we expanded our integrative oncology offerings by opening our Naturopathic Clinic with Dr. Lindsey Josephson. Dr. Josephson guides patients in the use of natural therapies while receiving cancer treatment. These therapies help reduce the side effects of chemotherapy and/or radiation treat-
ment during and after treatment. They also help reduce the risk of cancer recurrence. This is one more way we are providing leading-edge care, right here at home. In November, we launched a workplace wellness program called Cancer Crushing Executives. Our program promotes evidence-based practices to keep employees healthy by targeting the leading causes of cancer-related death. We have partnered with the University of Washington,
See LOURDES | Page 25
the Washington State Department of Health, and the most senior leaders from 23 of the regions largest employers to deliver this program. These leaders have made a commitment to improve the health and wellness of their employees. Collectively, these organizations represent 30,000 employees. And when you consider the employees families, this program has the potential to directly affect 100,000 lives. Now that is community impact.
2018 promises to see even more innovation as we work to prevent more cancers, find them earlier when we have the best opportunity for cure, grow our world-class cancer care offerings, and provide for the Survivorship needs of our community. We are thankful for our many strong community partnerships and the trust you have in us. You are the difference maker in all that we do. We are your Tri-Cities Cancer Center.
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KADLEC
New facilities will increase access to care BY LANE SAVITCH CHIEF EXECUTIVE OFFICER, PROVIDENCE ST. JOSEPH HEALTH SOUTHEAST REGION
“This was one of the hardest days in my 15 years at Kadlec due to the sheer volume of patients. But walking out to the car I became extremely emotional as I realized the awesome teamwork of every nurse, every manager, every staff member today who went the extra mile, put in that extra effort to take just ‘one more patient’. I am so proud to say I work at Kadlec.” Kadlec nurse
Kadlec has more than 3,700 dedicated caregivers providing aroundthe-clock health service to patients of the Tri-Cities and surrounding region. The comment above from one of our nurses embod-
LOURDES | FROM PAGE 24
the growing opioid crisis. In the coming year, we plan to complete the integration of our behavioral health and family practice clinics. This will create seamless coordination of vital services relating to medical and
ies what it’s been like at Kadlec in recent months to meet the unprecedented Lane demands Savitch for care. The flu outbreak stretched the entire TriCities healthcare system, but I’m proud to say the spirit and compassion shown by our team makes me honored to work at Kadlec. To our caregivers, I say thank you. Day after day, night after night, our team answers the call of every person we serve, knowing them, caring for them, and easing their way. That is our promise to you. As we begin a new year, I’m pleased to share some strategies and accomplishments that will bolster the health and healthcare of our community. Two of our proudest accomplishments are to be one of only seven hospitals in the state of Washington to earn a
five-star rating for quality and safety from the Centers for Medicare and Medicaid Services. Additionally, Kadlec is an A-rated hospital by Leapfrog, a national organization that tracks and rates hospitals based on their quality of care. This success can be achieved only through the teamwork, collaboration and expertise of our employees. One area where we are challenged is in the area of access to care. There simply are not enough providers to meet the demand for our services. But we are making progress. With an additional urgent care and 2 Express Care clinics, our ability to respond to the need is increasing. I’m happy to report that later this year, we will be adding 2 more Express Care clinics to be located in Walgreens stores at Road 68 in Pasco and north Richland on George Washington Way. Express Care allows for same-day, 20-minute appointments that can be conveniently
scheduled online at expresscare.kadlec.org. Our affiliation with Providence St. Joseph Health is responsible for the innovative Express Care concept. Connecting to Providence also has strengthened our ability to provide specialty and emergency care throughout the Tri-Cities and the region we serve. Through telehealth, we have been able to bring vital treatments like neurology stroke care and psychiatry to rural hospitals and clinics. Telehealth will also play a role in an
important new clinic at Kadlec for ALS patients. This is a partnership with experts at the Swedish Neuroscience Institute in Seattle allowing for critical treatment and support for patients with ALS. Finally, I want to recognize an amazing group of people at Kadlec, our volunteers. From the members of our boards, to the Kadlec Auxiliary, we’re incredibly grateful for their generosity with their time and money. In 2017, the Kadlec Auxiliary gifted Kadlec with un-
precedented support committing over $1 million to Kadlec Foundation to back programs such as Healthy Ages and Kadlec Academy. Equally as impressive was their more than 60,000 hours of volunteer work easing the way for patients in our hospital and clinics. Thank you to the TriCity Herald for the opportunity to share our plans for the future. Please know all of us are deeply committed to this community to carry out our mission of providing safe, compassionate care.
behavioral healthcare issues. Just expanding services doesn’t mean much without quality of care. In 2017, Lourdes Health was the only hospital in Washington State named among the top 5 percent in the nation for patient safety by Healthgrades. This was our third consecutive year to earn the Patient
SafetyExcellence Award. The distinction places us among the top 5 percent of hospitals in the nation in the prevention of serious, potentially preventable complications during hospital stays. We received additional national recognition for Lourdes Joint & Spine Center from Healthgrades this year: America’s 100 Best
Hospitals for Orthopedic Surgery Award. The award recognizes hospitals for superior outcomes in back and neck surgery, spinal fusion, hip fracture treatment, hip replacement, and total knee replacement. Patients who have these treatments or surgeries at these nationally recognized hospitals have a lower risk of experi-
encing complications during their stay. And in 2018, for the third consecutive year, Lourdes received the Joint Replacement Excellence Award, which recognizes hospitals for superior outcomes in knee and hip replacement. In this continuously changing healthcare landscape, our communi-
ty can count on one thing to remain constant. For over a century,Lourdes has had a singular mission: We are an extension of the healing ministry of Jesus. We respond to the healthcare needs of our community with compassion and a Christian spirit. These values will remain at the core of every decision we make in 2018 and beyond.
Kim Fetrow Photography Courtesy Kadlec
Kadlec Regional Medical Center in Richland.
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Tri-City Herald
BY MARK BRAULT PRESIDENT
S
ixteen years ago, two Tri-City physicians began working on the establishment of a free clinic. Soon afterward, Grace Clinic began seeing patients for four hours each Saturday in June 2002. Much has changed since then. The most recent estimates from the state Insurance Commissioner’s Office place the number of uninsured in Benton and Franklin counties at 32,000. While this number has declined from its peak because of the Affordable Care Act, there are still many in our community who are uninsured, and this number is only likely to increase in the future. As of early 2018, Grace Clinic has provided more than 65,000 patient visits for low-income, uninsured residents of Benton and Franklin counties. From our beginning seeing medical patients for four hours each Saturday, we have expanded to operating five days each week, providing medical, dental and mental health services to those without other good options for care. Most of our patients work in low-wage jobs for employers who do not provide health insurance, but make too much to be eligible for Medicaid. In any given year, about half of the patients we see are new patients. For many years, we have asked out patients where they would go if Grace Clinic were not an option. Not surprisingly, may say they would go to
Courtesy Grace Clinic
Grace Clinic is operated primarily by volunteers who donate their time and expertise to meeting the needs of the uninsured in our community.
GRACE CLINIC
Volunteer clinic has come a long way, but still far to go “
hospital emergency rooms, but more than half tell us they wouldn’t go anywhere. Grace Clinic clearly meets a need that is not met elsewhere in the community. It is well documented that the uninsured use the ER at a rate that is the same as those with private insurance. It is also important to understand that not only is the ER the most expensive
There are still many in our community who are uninsured, and this number is only likely to increase in the future.
”
place to get care, but for many, particularly those with a chronic disease, it is the wrong place. The role of the ER does not include helping people
manage a chronic condition. The clinic provides acute care, as well as chronic disease management. We also operate
with a high degree of integration between medical and mental health services. Our desire is to treat the whole person, and the integration of medical and mental health is one key aspect of whole person care. Grace Clinic is operated primarily by volunteers who donate their time and expertise to meeting the needs of the uninsured in our commu-
nity. The clinic is completely a community endeavor with our volunteers. In addition, all of our funding comes from the community. Besides providing more than 500 visits each month, the clinic plays a significant role in medical education. We have longstanding relationships with the Washington State University Nursing and Nurse Practitioner programs, the Columbia Basin College Dental Hygiene program and relationships with counseling programs with multiple universities. In the last year, we have established a relationship with the CBC Medical Interpreting program and the Residency Programs at both Trios and Kadlec. All of the third-year residents from the two programs rotate through Grace Clinic. Our relationships with these programs provide expanded capacity for our patients as well as valuable learning experiences for those in the programs. We are currently developing a relationship with the new WSU Medical School. The clinic is also participating in a new program launched by PayneWest Insurance offering low-cost access to health care to small employers who historically have not been able to afford to provide benefits to employees. Grace Clinic has come a long way from our early days of seeing patients for four hours each week, but much remains to be done.
COMMUNITIES & LIFESTYLE
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MID-COLUMBIA BALLET
Cultivating the future of dance BY RENÉE ADAMS DIRECTOR OF PROGRAMS AND OUTREACH
M
id-Columbia Ballet (MCB) is best known in the Tri-Cities for our annual performance of “The Nutcracker”. Our December 2017 production of this beloved holiday tradition featured a cast of 185, was enjoyed by 5,736 patrons, and reached an additional 4,344 people through special outreach performances. Recognized nationally as Southeastern Washington’s premier performing dance company, MCB produces much more than the annual “Nutcracker”. Our repertoire spans
Charlene Hardy Courtesy Mid-Columbia Ballet
From classical ballet to cutting-edge contemporary dance, Mid-Columbia Ballet is the area’s premier performing dance company.
from classical ballet to cutting-edge contemporary dance and is complemented by a suite of edu-
cation outreach programs that focus on dance experiences for K-12 students and make dance acces-
sible to the elderly and to those with special needs. In 2018 we will reach more people than ever,
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bringing dance into communities that are unable to come to us and kindling new collaborations featuring the next generation of artists. In support of our mission, we create at least one new dance each year. Our flagship piece for 2018 is choreographed by San Francisco-based Rex Wheeler. It is a collaboration with Mariachi Halcón del Río (Chiawana High School; director Allen Madsen). During creation of the piece, Wheeler was struck by how eager both groups were to socialize and learn from each other about their respective art forms. These 12 dancers and 19 musicians, all high school age, care about the art first and foremost and their unified focus provides great hope in the potential of future generations. Wheelers choreography capitalizes on the
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integration of dance and music, staying true to the vocabulary of neo-classical/contemporary ballet while using the musical structure of Mariachi to guide a narrative celebrating the female spirit through themes of beauty, playfulness, humility and strength. Professional choreographers, like Wheeler, provide a bridge for the dancers of MCB to connect with a national network of professional artists. This exposure often cultivates emerging choreographers from within our organization. Willow Whitney (MCB dancer, Richland High School senior) and Phillip Strom (MCB alum, NYU Tisch student) both created new contemporary dance works in 2018. Whitney will debut her first choreography with See BALLET | Page 28
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COMMUNITIES & LIFESTYLE
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online. Third, as part of our educational outreach, MCMT is expanding programs to include directing seminars and stage manager workshops. More information will be posted online soon.
While MCMT boasts a strong and proud heritage, there are some exciting changes in store. First, the company is under new leadership. I took over for outgoing artistic director Anna Newbury, who let for New York in September 2017. I am fortunate to be
joined by a talented and experienced support staff, including business manager Nicole Peterson, current Board President Chelsea Taylor, President elect Jill Madison and a slew of volunteers who work diligently to make each show a resounding success. Second, MCMT recently unveiled a new and improved website, www.MCMT.show. The site strengthens MCMT’s brand, is more user friendly, promotes opportunities for audience engagement, and allows patrons the option to purchase show tickets
Art is collaborative by nature, and in 2018 MCMT continues to partner with other nonprofits and arts agencies to promote and preserve the artistic community. Our January “Hamiltunes” event was unprecedented, drawing hun-
dreds to Richland’s Uptown Theatre to support the refugee experience. In partnership with World Relief Tri-Cities, and through available matching funds, MCMT help raise $6,000 in donations for local refugees. In March, the MidColumbia’s four core artistic agencies – MCMT, Mid-Columbia Ballet, Mid-Columbia Mastersingers and the Mid-Columbia Symphony – join forces for a Beatles-themed fundraiser. Join the “Fab Four” as we proudly present, “All You Need Is Love”, March 10 from 7-8 p.m. at the Three Rivers Convention Center. Enjoy live, silent, and online auctions, drinks, dinner, dancing, costumes, and live performances. As we pursue our mission to create meaningful, quality, amateur theater, please remember that our company really is about community. Please get involved, however you can. Lend your time and your talents. When you see a show, remember that there are always at least as many people behind the scenes as you see on the stage itself. This year, we invite you to join MCMT as we introduce both participants and audience members to the thrill of live theatre and nurture a love of the arts.
ica/Pacific festival April 10-14 in Spokane. We use pieces like these at invited performances around the Tri-Cities as well as at outreach events like our May 2018 collaboration with LIGO Hanford Observatory and Libby Middle School, “The Science of Dance; Exploring Grav-
itational Waves”. Sharing dance is rewarding for participants and audience members, but there are many longterm challenges. One of the biggest challenges for the arts, both locally and globally, is advancing the field in a way that builds future generations of
patrons and audiences. Our main goal at MCB is not necessarily to build professional dancers, although that is sometimes a product. Rather, we nourish them into adulthood by encouraging perseverance and passion in everything they do; teaching them how to
collaborate, communicate and network; and setting high standards for the way they engage in the world. Wherever they may live and work after they leave Mid-Columbia Ballet, we hope that we have built a life-long supporter of the arts in each of them.
MID-COLUMBIA MUSICAL THEATRE
Musical magic 70 years in the making BY MEGAN JOHNSON ARTISTIC DIRECTOR
F
or 70 years, MidColumbia Musical Theatre (formerly Richland Light Opera Company) has been producing exciting and entertaining stage shows for audiences across the Tri-Cities and beyond. The company began in 1948 as no more than a dream. But with grit, gumption and a little glitter, perhaps, the dream became reality. In 1949, when the curtain opened on the company’s first production – “The Mikado” – creators knew they had something special on their hands. That magic continues today, as MCMT celebrates seven decades of theatrical excellence. Season of Forbidden Love
Our 2017-2018 season features stories of forbidden love. America’s favorite freaky family, “The Addams Family”, took center stage at Richland High in October with a stellar cast bringing the iconic characters to life. Our spring show features an adaptation of Victor Hugo’s “The Hunchback of Notre
BALLET | FROM PAGE 27
the company, featuring 6 dancers and reflecting on the presleep state of mind. Strom created his fourth piece on twelve dancers using concepts
Courtesy Mid-Columbia Musical Theatre
Mid-Columbia Musical Theatre’s October 2017 production of “The Addams Family.”
Dame”, as theatregoers explore the difference between man and monster. The production features a heavenly choir singing breathtaking choral music to frame a story told by a narrator, four leads and a talented ensemble playing multiple roles. “Hunchback” runs March 22-25 at Hanford High School. MCMT’s summer show, “West Side Story”, was inspired by Shakespeare’s “Romeo and Juliet. The 1961 film adaptation won 10 of the 11 Academy Awards for which it was nominated, including best picture.
This revolutionary musical is also a groundbreaking show for MCMT, as it will be the first performed outside Richland. Join us June 22, 23, 28-30 at the Columbia Park Bandshell in Kennewick.
like reflection, echoes, and boundaries. Mid-Columbians were able to see these works, along with the childrens ballet “The Jungle Book”, on March 16-17 during our spring concert. Additionally, MCB will present some of these pieces at the Regional Dance Amer-
A Fresh Face
Partnering for Success
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MID-COLUMBIA MASTERSINGERS
Increasing opportunities for young singers a priority BY JUSTIN RAFFA ARTISTIC DIRECTOR
T
he Mid-Columbia Mastersingers are proud to bring our love of music to our Tri-City neighbors, and as part of our mission to transform lives through the power of choral music, we are pleased to share information about research that confirms what we know: Participation in choir has numerous benefits for individuals and the entire community. In the coming year, a primary focus of our efforts will be to expand our youth choir program to introduce the benefits of communal singing to as many young people as possible. Readers may be surprised to discover that singing in choir decreases levels of stress, anxiety and depression. For youth, the benefits are not only physical, but social and academic as well. Students who sing in choir outperform non-arts peers on the SATs and show a 20 percent increase in test scores in both language and math. Studying music helps improve spatial reasoning skills, which are necessary for success in advanced mathematics. Students who sing in choir are more empathetic towards their peers, community, and other cultures. By singing in choir, students learn to analyze problems, and to solve them in collaboration with colleagues to achieve a common goal. The result of their effort and commitment is a
Courtesy Mid-Columbia Mastersingers
The Boys Choir has performed throughout the Tri-Cities with some of the top programs in the area.
Courtesy Mid-Columbia Mastersingers
The Boys Choir had an opportunity to perform at Gesa Stadium at a Tri-City Dust Devils baseball game.
sense of pride, self-esteem, and self-confidence. In 2018, we are launching an expansion of our youth choir program in an effort to reach more of the young people in our community who could benefit from choral singing. The Mid-Columbia Boys Choir for boys
with unchanged voices in 4th-7th grade was launched in 2014. Now in its 4th season and consisting of 30 singers, the Boys Choir has performed throughout our community, most notably with the Mid-Columbia Ballet, the Mid-Columbia Symphony, the MidColumbia Youth Sympho-
ny, at Dust Devils games, at Martin Luther King, Jr. children's events, and many others. The success of this program has propelled us to create more choral opportunities for youth, with a special focus on teenagers. In addition to the choir for 4th-7th grade boys with un-
changed voices, we will start three new choirs: girls in grades 4-7, girls in grades 8-12, and boys in grades 8-12. We hope that this is just the beginning of a thriving youth choir program that will see benefits to hundreds of younger Tri-Citians. This expansion comes with additional costs as
we hire new directors, pianists, and administrative staff. Rotary groups support our efforts, and we hope to have success in grant and corporate sponsorship applications. As ever, our committed family of individual and business donors are our primary funding source, and we are always working to grow our circle of support. In addition to funding, we face the challenge of location and transportation. Many youths cannot participate unless the choir is in their home district. Another challenge we are committed to is increasing the diversity of our programs, and we hope that providing opportunities nearer to culturally and economically diverse neighborhoods, and reaching out to young singers through their schools, will help foster inclusion. Columbia Basin College in Pasco has recently become a home for our rehearsals, and we hope this central location will help solve some of the transportation and diversity issues. Expanding our youth choir program is an enormous step for our organization, and it incorporates our deeply held values of providing benefits to youth and reaching out to the community, laying the path for future sustainable community and choral singing as pillars of a healthy society and a better, brighter, bolder Tri-Cities.
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COLUMBIA BASIN COLLEGE ARTS CENTER
Education, creativity take center stage at CBC We are taking“ our students ... BY BILL MCKAY
DEAN OF ARTS AND HUMANITIES COLUMBIA BASIN COLLEGE
into the community.
I
believe we are all aware the arts are constantly evolving. Yet, one constant is our CBC Arts Center students; they are in our courses, our plays, our concerts, our gallery events and our debate tournaments. Their education is the core mission of the CBC Arts Center and they are the focal point of what we do. These same students are active as artists in our community; involved in community productions, playing at wineries and eating establishments, and working with community partners. They are the CBC Arts Center and they make our community a better place to live. The list of CBC student success in the arts is long and impressive. I can think of Kennedy Center American College Theatre Festival awardwinning actors and designers, Grammy Award winners and working visual artists with a long list of honors who have all been students of ours. I only wish I had the print space to personally applaud each one individually. And like all areas of higher education, the CBC Arts Center continues to redefine how we deliver our education to our students and give them unique experiences. As part of our arts curriculum, we are taking our students and their classes out into the communi-
”
Courtesy CBC Arts Center
Bruce Walker, Professor of Music, and the CBC Orchestra
Courtesy CBC Arts Center
CBC’s touring repertoire theatere in a production for Prescott High School.
ty more and more. In the Theatre Department, this has been done for many years via our Blue Ladder Players. They are
students in an acting course that tours local grade schools with their only prop, a blue ladder, performing short vi-
gnettes focused on children’s literature. The Music Departments instrumental and vocal students have been
heard regularly performing at a local Thai restaurant, The Emerald of Siam. These are students enrolled in a Jazz Theory and Improvisation course as well as the FreeFrom vocal jazz ensemble. And finally, our visual arts students are active with numerous projects throughout our community, assisting with smalland large-scale visual projects. The CBC Arts Center also continues to bring to our campus gifted artists who work directly with our students. The Theatre Department recently was host to Janette FarrHarkins, a Los Angeles playwright who came to us through an invitation from the Theatre Department. Ms. FarrHarkins brought a recently written play, which was performed on our stage. This was also the first time the playwright had seen her play produced live and our students were honored to have her in the audience and at rehearsals. Our Esvelt Gallery regularly brings the artists currently showing in the Gallery onto the campus to discuss with our students their techniques, talk about their artistic intent, and answer question from our students. Finally, the Department of Music
brings in faculty from our baccalaureate partners to come to CBC and perform and work with our music majors. Dr. Gayla Blaisdell, a soprano from Central Washington Universuty and Dr. Jody Graves, a pianist from Eastern Washington University, to name two of many, have been very inspirational to our students. The CBC Arts Center is grateful for the support and encouragement we receive from our new President, Dr. Rebekah Woods and our Vice President of Instruction, Dr. Michael Lee. Our relationship with our own ASCBC provides us with different types of funding which is so important for us to achieve our mission and quality. The Arts Center also extends thanks to our many community donors, both corporate and individual. Our challenge is simple and complex at the same time: to continue to provide educational coursework and thought provoking experiences for our students, to remain flexible and creative and, finally, to ensure our students are well prepared for the professional world or to successfully transfer to a baccalaureate institution to continue their artistic path.
COMMUNITIES & LIFESTYLE
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CAMERATA MUSICA
Camerata faces challenge, eyes the opportunity BY NANCY DORAN CHAIR
W
hen Gilbert Boyer sat down at the piano in the Battelle auditorium in September 1969 for the first Camerata Musica concert, neither he nor the organizers had any idea that they were ushering in a series that still would be going strong 49 years later. Within a year, the current format of eight concerts, including one focused on local students, was established. Supported primarily by donations and housed
in the Battelle Auditorium, an intimate space perfectly suited to Nancy chamber Doran music, the series thrived. While early concerts presented one or two musicians from nearby colleges and universities, recent years have seen presentations by larger national and international ensembles, including ensembles from Canada, Germany, and Spain. With successes like
these, the Camerata Board could perhaps be forgiven for thinking that we would be able to continue doing what had worked so well in the past. Life, however, is full of surprises. Several months ago, we were informed that our access to the Battelle Auditorium would be severely curtailed, and probably eliminated, in the future. Because we already had contracts with musicians for the 2017-18 season when we heard about this, we will be allowed to complete the current season as originally planned, but nothing
else. As of now, the April 2018 concert featuring Byron Schenkman & Friends will be our last one there. Once our initial surprise subsided, the board strategized about those features of Camerata that are critical to its identity and which are negotiable. At the end of the process, we identified several characteristics to focus on. Because we primarily present chamber music, we felt that an intimate space rather than a large auditorium is important, as are good acoustics and access to an excellent concertquality piano. There are few places in the Tri-Cities that meet those criteria. One that does is, fortunately, the performance theater at Columbia Basin College, whose Dean of Arts &
“
We are looking forward to continuing to meet our mission.
” Humanities & Physical Education, Bill McKay, has welcomed us with open arms. The CBC auditorium is roughly the same size as Battelle’s, so we will preserve the intimate setting that both audiences and musicians love about the series. Acoustics are excellent and the piano, a 9-foot Steinway, is splendid. When we compared schedules, we were delighted to see that for
five of our evening programs there is no conflict with the college’s own needs. November and April dates, however, fall during the time when CBCs theater program will be using the space themselves. We currently are uncertain about where those concerts will be held. As our selection committee plans the 2018-19 season, we will consider where particular groups might sound best. In many cities, chamber music concerts often are held in churches; we’re hoping that we’ll also be able to find one or two of appropriate size and acoustical quality that will be willing to help us. As needed, we also will look at spaces in See CAMERATA | Page 32
Pasco is one of Washington’s fastest growing communities. Its residents – now majority Hispanic – are younger than in peer cities. Educational attainment is on the rise as are wages, employment and income. Leading sectors of today’s economy are agriculture, manufacturing, transportation and warehousing. But what’s next for Pasco’s economy? We would like you to help answer that question. Somos Pasco creates a long range vision and action plan for Pasco and its economy, aligning the most promising economic opportunities with community-wide priorities.
Join the conversation at
SomosPasco.org
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COMMUNITIES & LIFESTYLE
zations, offering new and exciting plays and growing our volunteer base. Our building was a movie house in the 1940s and so it require constant repair. Players are working on a strategy for finding sponsors and grants to keep up with those repairs. Fundraisers are also being planned as we look at making physical improvements and artistic expansion as well. Some of the items on our wish
list include refurbishing our marquee, repainting our auditorium, expanding our hospitality area, and upgrading our sound system. Our organization is always looking for people interested in all forms of volunteerism. As the saying goes, many hands make light work. We encourage our community and local businesses to come see our theater and become inspired. It is important to note that
the 2019-2020 Season will mark our 75th Season! Almost seven and a half decades of social interaction is what makes The Richland Players thrive. The Players also have embarked on expanding our diversity and opening up our facility to the community and to other area organizations. We want represent not only Richland but also Kennewick and Pasco. We are proud to be part of the
Painted Pianos Project. The Richland Players will be providing patriotic speeches every 4th of July in front of the theater. We are working to install a new movie screen with plans to bring back some of the older classic movies and possibly build a partnership with the TriCities Film Club. We have opened our doors to the Richland Farmers Market, allowing people to tour and appreciate our historic building. We have hosted Halloween in the Parkway. The Players invite high school drama clubs to volunteer during performances and we love having them. We are most looking forward to working alongside the other wonderful performing arts groups in our area: MCMT, MidColumbia Master Singers, Academy of Childrens Theatre, MidColumbia Ballet and the Rude Mechanicals. The Richland Players are a community theater and therefore totally dependent on our volunteers. Our directors, producers, actors, crew, and front of house are all people from our community and it are what makes our theater family. We are always looking for volunteers to assist us in our productions. Without them, we would not be here. I have been a Players volunteer since 2002. It
annual tribute to local students, will be held in the Gallery at the Richland Public Library. While this is a much
smaller space than the Battelle auditorium weve used in the past, its capacity matches well with the size of the audience that typically attends that program. The Camerata Board
recognizes that this challenge is also an opportunity. Its possible that by changing locations, we may find new supporters who don’t currently attend our programs. Being on the
CBC campus may encourage more students and staff to attend. As we approach the halfcentury mark, we are looking forward to continuing to meet our mission bringing the best
RICHLAND PLAYERS
Live theater celebrates 75 years of performances in the Tri-Cities BY PATTY COOK PRESIDENT
I
t’s surprising how often people ask, We have live theater here in the Tri-Cities? Yes we do! The Richland Players are one of the longest, continuously running community theaters on the West Coast. Even after 75 years, The Players continue both to make progress and to be progressive. What started as the Richland Village Players in 1944 has become The Richland Players of today. We are committed to serving the Mid-Columbia by entertaining, inspiring, and educating audiences and artists through the shared experience of live theater. The Board of Directors of The Richland Players, along with our general manager and membership are working diligently to ensure we continue to provide live theater for all generations for years to come. This includes maintenance and building improvements; becoming more inclusive and opening up our facility to other community organi-
Courtesy Richland Players
The Richland Players are one of the longest, continuously running community theaters on the West Coast.
CAMERATA | FROM PAGE 31
schools. The Young Artists of Distinction concert, our
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has brought me a lot of joy, an abundance of friends, and a multitude of memories. There are many volunteer opportunities here at The Richland Players: set design and construction, props, lighting and sound design, costuming, make-up and hair stylists, set dressers, stage crew, plus ushers, and hospitality. If you don’t think you have the skills to volunteer, come by and we will teach you! We have several committees that always welcome additional members: Facilities, Play Reading, Finance, Publicity, Producer/Director, Fundraising, Volunteer, Production, Scholarship, and Front of House. We celebrate and acknowledge our volunteers and their families with a barbecue every summer, and recognize those who are most outstanding and all of our volunteers are outstanding! Be sure to like us on Facebook and look up our website at Richlandplayer.org. You will find information about our history, photos and information about our productions, volunteer opportunities, and ticket purchasing. We pride ourselves with providing quality entertainment, bringing you new plays and old favorites. Thank you, Tri Cities, for your continued support!
chamber musicians and soloists we can afford to perform at concerts open to the public. We hope that the community that has supported the series so generously will continue to do so.
AGRICULTURE & COMMERCE
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PORT OF BENTON
Port of Benton is building a big future with construction projects BY SCOTT D. KELLER, PPM EXECUTIVE DIRECTOR
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he Port of Benton is planning for another busy year. 2018 will bring construction of two and possibly three buildings across our Port’s district, which encompasses two-thirds of Benton County. The first is a 9,000-square-foot building now under construction at Vintners Village in Prosser. The building will consist of three separate bays of 2,500 square feet each. Its design aims to attract small businesses startups that will jump start
the second phase of Vintners Village. The Prosser Economic Development Association, our partner in Prosser, will occupy approximately 1,000 square feet of office space next to three bays. The second building will help Chukar Cherry Co. expand its flourishing business in Prosser. Chukar currently leases 18,480 square feet of retail and production space on two acres of land from the Port. The company started in 1988 in a small 8,000-square-foot building at the Prosser Airport and has grown into a nationally known spe-
cialty food company with over 100 employees. This small business start up model is exactly what our mission and vision focuses on at the Port of Benton. The third potential building would be the enhancement of the U.S.S. Triton Sail Park with a visitor center. This visitor center will showcase the history of the U.S.S. Triton and feature additional equipment from the vessel. It will highlight the importance of the nuclear-powered submarine and battle ship era of the United States, telling the history of how it evolved over the years. The
PORT OF PASCO
Working now for the future BY RANDY HAYDEN EXECUTIVE DIRECTOR
P
eople love to live within the Port of Pasco district. It is a vibrant place with strong schools, expanding residential areas, a wonderful public safety system and so much more. As a Port, we have a role to encourage new industry to provide jobs and the tax base needed to support the quality of life we desire. We are moving ahead with a number of projects designed to spur both industrial and business
growth. Buying additional property
Years ago, the Port of Pasco Randy partnered Hayden with the City of Pasco and other agencies to create the Pasco Processing Center. This site now contains five large food processors, three large cold storage companies, a logistics distributor and support businesses, including a packaging manufacturing company. Building off that suc-
cessful model, the Port is looking to buy 100-plus acres for the next industrial park. Currently the Port is working with the state’s Department of Natural Resources regarding property in northeast Pasco. The land could sprout the region’s next big industrial park, which would add an important tax base. Purchasing water rights
Traditionally, the Port has seen its role in supporting large industry as having readily available land and utilities. Now, as water becomes
U.S.S. Triton Sail Park, along with our continued partnership with the Manhattan National Park, and B Reactor tours tells the history of Hanford, the nuclear age and the people within this region Other areas of focus include our airports. The Port of Benton has two general aviation airports located in Richland and Prosser. They are both key development areas that connect within a statewide system. The Port plans to complete a new welcoming entrance to the Richland Airport. Initial construction began in 2017 and will continue with
scarcer, the Port believes it is important to add water rights to its portfolio to support large industry. To those ends, we have just purchased a large allotment of water rights that can be used for food processors or other water-dependent businesses. Developing areas around the airport
One important piece of property owned by the Port of Pasco and ready for development is the Airport Business Center. It offers high visibility, easy access and soon new businesses. This spring, a local hotel developer is hoping to break ground at the site for an upscale, 100-room hotel at the
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signage and beautification efforts. The Richland Airport is home to over 90 small businesses and their employees who enjoy the atmosphere of an airport setting. And, let’s not forget the importance of Life Flight Network air ambulance valuable presence and service provided for our region. Sundance Aviation, the airport Fixed-Base Operator (FBO), continues to grow. They have added a Jet-A fuel tank and mobile fuel truck to service Life Flight and business jet aircraft. Sundance helps the hundreds of pilots at the Richland airport and transient traffic, along with offering flight instruction, aircraft rental and maintenance. Looking beyond 2018, the future of North Richland lies in the land transfer to the City of Richland and Port of
Benton. A total of 1,641 acres were transferred and master planning has been completed. The Port hopes the land will attract large manufacturing companies looking for "mega sites" (150 acres plus in size). Thank you to our partner, TRIDEC who facilitated the transfer via the Department of Energy; the city and port will continue our economic diversification plans that retains our highly skilled workforce. The Port of Benton wants to thank its many partners: the cities of Richland, Benton City, Prosser, Benton County, Prosser Economic Development Association, Benton City Economic Development Committee and TRIDEC for their support towards the success of economic development within our Port district.
entrance to the airport. Work will also include the development of a street that will connect the hotel directly to Terminal Loop Road. Later this year, the Airport Business Center will be the home of a new auto auction business. It will offer latemodel vehicles for auction to the public. Other development near the airport includes the expansion of the FedEx air freight facility and the possibility of a new hangar to house the Department of Energy’s atmospheric research aircraft and staff.
ganizations to craft a plan for Port investment in Connell. There has been a lot of great input with ideas like a new visitors’ center, refurbished downtown storefronts, expanded library, and enhanced broadband availability. While a final decision has not yet been made, the Port anticipates moving forward with a project early this year to add to the great quality of life in Connell.
Investing in Connell
In the northern part of our district, the Port has been sitting down with several community or-
Partnering to create an economic vision
While these efforts are specific and tangible, the Port is part of an important economic development initiative called Somos Pasco – or “We See PORT | Page 34
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Vista Field. This phase will lay the foundation for privatesector development. The Port will reinvest Vista Field land-sale proceeds into the project to continue moving it forward, using a pay-as-we-go approach. And while the entire 103-acre site will take many years to complete, a phase-one groundbreaking this fall will prove a monumental milestone. Along Columbia Drive, the Port and our project partner, the City of Kennewick, celebrated the opening of Columbia Gardens Urban Wine & Artisan Village in Febru-
ary – welcoming two production wineries to Columbia Drive’s historic
waterfront. Since opening, Bartholomew Winery and Monarcha Win-
ery have seen a steady stream of guests to their tasting rooms. And we're not done yet. Last May, the Port and City of Kennewick were honored to receive a $2.1 million grant in Rural County Capital Funds from Benton County. That investment allows the Port to add a loop road, additional parking, sidewalks, lighting, landscaping, artwork, a foodtruck park, and a public plaza. That work will be completed this summer, making shovel-ready parcels available at Columbia Gardens for private-sector investment. Then, in the fall, the Port will use insurance proceeds to construct and lease another winery building, bringing a third tasting room to the waterfront. At The Willows, adjacent to Clover Island, the Port and our project partners, Benton County, City of Kennewick, and Columbia Basin College, are continuing planning efforts for Phase Three infrastructure improvements to facilitate CBC’s Culinary Arts Institute. The Port continues to collaborate with the U.S. Army Corps of Engineers on Clover Island habitat and recreational enhancements – a joint project to extend the public trail and restore shallow water habitat along the island’s north shoreline. Last year, on the island’s south shoreline, the Port installed
future of Pasco for 20 years. By strategically teaming with the Pasco Chamber of Commerce, as well as a number of agencies, businesses, the school district and the
public, we can purposefully create a vision and coordinate the steps we all need to take to get there. Having wrapped up the study portion of the project, we are now
asking for the help and input of the community. What is your vision for Pasco? What would you like to see as a part of a coordinated effort? We invite community members to visit www.So-
mosPasco.org to learn about the project, and take part in one of the “Community Conversations” now underway. This is just a glimpse of the work ahead of us. As a port, we continue to
PORT OF KENNEWICK
Vista Field highlights a slate of big projects for Port of Kennewick BY TIM ARNTZEN CEO
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his year will be one of the most memorable in the Port of Kennewick’s history. Several Port projects will reach tipping points in 2018, helping foster jobs, build infrastructure and enhance the quality of life for this community. Perhaps the most anticipated is Vista Field, which is a culmination of long-term collaborations with the community, City of Kennewick and many other partners. The public’s plea for an urban core will begin to be realized this year as the Port starts Phase One. In preparation for the initial work, we finalized design and engineering and are preparing biddable construction documents and securing our financing package. The first phase will include developing a public plaza and linear parkway, creating a connection across the former runway between Deschutes and Grandridge Avenues, and installing streets, sidewalks, landscaping, and infrastructure required to open 20 acres at the heart of
PORT | FROM PAGE 33
Are Pasco.” It’s an exciting project, which will shape the
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Kimberly Teske Fetrow Port of Kennewick
The Gathering Place on Clover Island shares the story of the Confederated Tribes of the Umatilla Indian Reservation.
Courtesy Port of Kennewick
Winemakers, local officials and members of the community help officially open Columbia Gardens Urban Wine & Artisan Village at a ribbon-cutting ceremony in February. The Port of Kennewick will add more amenities, shovel-ready parcels for private development, and a third tasting room in 2018.
The Gathering Place artwork, lengthened the public pathway, and created a site for privatesector commercial development with residential opportunities. We’re also partnering with the City of Richland on infrastructure and roadway upgrades along Columbia Park Trail to support future growth. In West Richland, the Port supported the city’s efforts to create a park and enhance public access at the Van Giesen waterfront. And at the Port’s former Tri-City Raceway site, we removed property restrictions and adopted a master plan to guide improvements. Major expansion in Kennewick’s Southridge area was spurred by the Port’s multi-year land development efforts. To spark additional investment, the Port will sell our excess Southridge property and use those proceeds to stimulate redevelopment at Vista Field. Our unwavering commitment to drive economic benefits for the Tri-Cities propels us forward. The Port commissioners and staff will continue this important work on your behalf, making smart investments that transform neighborhoods and address evolving community needs.
take our responsibility in economic development seriously and look forward to the progress we know our Port District will experience because of these efforts.
AGRICULTURE & COMMERCE
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Tri-City Herald
KENNEWICK IRRIGATION DISTRICT
KID to increase reliability by powering Chandler pumping plant BY CHARLES FREEMAN MANAGER
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he Kennewick Irrigation District (KID) continues to secure a more reliable and stable water supply in times of drought for its customers. Electrification of the Chandler Power and Pumping Plant, first conceived in the late 1970s and then authorized by federal law in 1994, is in the process to full design. Current estimated cost to complete the project is $23.1 million; earlier estimates ranged from $30–$90 million.
Currently, the Chandler Power and Pumping Plant utilizes water power to operate hydraulic pumps, which lift water into KID’s main canal. This requires that an additional 1 ¼ gallons of “drive water” to operate the hydraulic pumps for every 1 gallon of irrigation water delivered into the KID main canal for our customers. KID diverts both drive water and irrigation water from the Yakima River at Prosser Dam. That water travels 11 miles down the Chandler Canal to the Chandler Power and Pumping Plant. The drive water is
Bob Brawdy Tri-City Herald
A pumping station and filtered intake on the Kennewick Irrigation District's Highlift Canal near the intersection of West 27th Avenue and South Vancouver Street in Kennewick.
returned to the river after it is used to run the Chandler hydraulic pumps.
Electrification of the Chandler Power and Pumping Plant would reduce the amount of
an Urban Wine & Artisan Village
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water diverted at Prosser Dam because only the amount required for irrigation would need to be diverted from the river. A greater volume of water would be left in this critical reach of the Yakima River, increasing stream flows and potentially benefiting native fish populations. KID is only able to divert Yakima River flows that exceed federally mandated target flows as measured at the gauge below Prosser Dam. With electrification, the drive water would be left in the river between Prosser Dam and Chandler Power and Pumping Plant to maintain target flows, and, at the same time, supplement KID’s irrigation needs during a drought. It is a win-win situation for KID customers and the environment. Additionally, this pro-
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ject is now viewed as a “project in lieu of storage.” Without electrification, the Bureau of Reclamation will need to release water from storage reservoirs located high in the Cascade Range to meet KID water supply needs during the next drought. This means there will be less water available in storage for other pro-ratable districts that divert water from the Yakima River. While KID has never used storage water in previous droughts, the impacts of upbasin conservation projects have contributed to lower river flows at Prosser Dam, making storage deliveries necessary in future droughts. The other major initiative underway at KID is title transfer. This proSee PLANT | Page 36
Wineries will connect to city-owned and managed wastewater facility!
The Port of Kennewick, City of Kennewick, and Benton County are developing a wine-centered waterfront destination, where boutique production wineries will connect to a city-owned and -operated winery wastewater treatment facility. Development parcels for sale or lease include three sites: Columbia Gardens (3.5 acres); The Willows (4.69 acres); and Cable Greens (3.23 acres) --all of which can be sold or ground leased in smaller lots. Contact:
Amber Hanchette Director of Real Estate & Operations 509.586.1186 amber@portofkennewick.org
ste r tas ting roo m clu food trucks
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AGRICULTURE & COMMERCE
the international markets, and second, to the burn pile. Increased volumes also dictate a short lifespan for poor coloring varieties, off sizes and low grades. Decreasing retail shelf space and increasing new varieties, limit growers’ sales opportunities.
One primary driver domestically, beyond new varieties, is packaging. High graphic pouch bags are increasing consumer consumption, creating excitement in the apple category for retailers. New packaging has a downside on production efficiency – hardware and software lag behind demand, but
the upcharge today is sufficient to cover operational expense. The unanswered question is, can consumer interest and volume increase in alternative packaging provide the resources to keep pace with demand at price levels that growers need? Washington’s volume
exceeds domestic demand, necessitating international sales to the extent of 40+ million bushels in 2016-17 – we are dependent upon these sales to balance demand and optimize grower returns. New varieties require higher prices to support the capital invested to develop high-density plantings. Purchasing power is generally in the $18 to $22 per bushel range internationally, but future varietal growth sets prices closer to $30 and more in the short term. As the industry aggressively supports varietal diversification, market penetration is limited once prices exceed $24. Packaging is less a factor in most overseas markets because the additional cost is out of the reach of most middle-class consumers. We also need to understand and appreciate strengthening competing regions, specifically the European Union and China. The northern hemisphere is abundant with apple-producing nations – the EU grows three times the volume of Washington, with China being the “bully” on the block at nearly 2.2 billion bushels. The world apple market is, at least from the northern hemisphere perspective, over populated and extremely
The initial phase of title transfer will focus on 70 miles of canal, drains, and wasteways that serve irrigation water to 20,201 acres of farms and residences in areas south of the Yakima and Columbia Rivers in the
Tri-Cities. In 2025, KID will pay off its original 1956 loan from Reclamation for the construction of our project. Funds are in the bank to pay off the remaining loan obligation. Chandler electrifica-
tion and title transfer will lead to better management and conservation of our water resources. Title transfer will empower the KID Board of Directors with the sole decision-making authority over the infra-
structure the district maintains and operates, providing local solutions to local needs. Electrification of the Chandler hydraulic pumps will allow KID customers to have a more reliable water
WASHINGTON APPLE COMMISSION
Variety is the key to success for Washington apple growers BY TODD FRYHOVER PRESIDENT
T
he Washington apple industry is complex, subject to influences outside grower control, and is contracting. Growers must have expertise in horticulture, finance, human resources, government policy and marketing to make the best decisions possible. Long past are the days of “gentleman farming” as the world economy provides consumers with multiple choices from several different countries daily. Competition is fierce on the world stage, and growers need as much information as possible to compete, remain profitable and continue to be relevant. Markets are signaling consumer interest is moving away from mainstream apple varieties. Changing purchasing habits toward new, improved varieties are providing an exceptional eating experience. As a new variety is introduced to the market, mainstream varieties are displaced – first, to
PLANT | FROM PAGE 35
cess will transfer ownership of all district infrastructure from the federal government to KID.
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Courtesy Washington State Apple Commission
Fuji is one of the eight primary varieties of apples grown in Washington, each with its own appeal.
competitive. Our competitors are planting new varieties and often have supporting governmental price mechanisms that provide a competitive advantage. Closer to home, East Coast apple producers aggressively are replanting to new varieties – in many circumstances, the same varieties Washington growers are planting. It’s not unusual to see new proprietary varieties grown in several states, or countries, for continuity of supply. Contemplate the inland freight advantage of New York, Pennsylvania and Michigan to over 200 million U.S. consumers, and Washington has several strong competitors in the East. What does all this mean? The pace of change within the Washington apple industry has hit overdrive. Real change, which frequently is seen in the rearview mirror, is happening today as we speak. A grower’s best tool is to gather, engage, inquire and request input from anybody who can and is willing to assist. Nobody can do it alone. Knowledge is as critical to an apple grower’s future success just as hard work, no debt and luck. It’s not enough to be the best, as Washington’s reputation suggests, because change is happening all around us.
source during the next drought, and will increase flows in the lower Yakima River, providing an environmental benefit in a river on which our families, farms, and fish depend.
AGRICULTURE & COMMERCE
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Hector Castro Courtesy Washington State Department of Agriculture
Barley harvest in Washington.
WASHINGTON STATE DEPARTMENT OF AGRICULTURE
2018 Farm Bill, international treaties shape WSDA priorities BY DEREK SANDISON DIRECTOR, WASHINGTON STATE DEPARTMENT OF AGRICULTURE
O
ur agency’s primary purpose is to support Washington’s agricultural and food sectors while working to foster sound consumer Derek protections Sandison and natural resource policies. I’m pleased to discuss some of our accomplishments and to look forward. Traveling for agriculture
Last May, I participated in a trade mission to Mexico. Led by Gov. Inslee, Washington’s delegation visited Guada-
lajara and Mexico City, meeting with government officials and generally demonstrating the importance of Mexico as a market for Washington agricultural exports, particularly apples and dairy products. I expect to join U.S. Department of Agriculture (USDA) officials on a mission to Guatemala in February and travel to Mexico City with the Western United States Agricultural Trade Association in June 2018 to continue to promote Washington state agricultural products. In addition to driving and flying to many areas of our state, I spend a considerable amount of time in Washington, D.C., meeting with representatives of the Administration, USDA and
other agency officials, as well as members of Congress and their staff. Through these visits, often with industry representatives or my counterparts from other states, I am able to address federal issues affecting our industry such as the Federal Farm Bill, international trade, and regulatory matters. Federal Farm Bill
The farm bill, renewed every five years, is the primary agricultural and food policy tool of the federal government. It includes titles on commodity programs, trade, rural development, farm credit, crop insurance, conservation, agricultural research, food and nutrition and more. I have worked with Washington State Uni-
versity President Kirk Schulz’s office and his staff to develop a comprehensive state farm bill priorities document. It has been sent to members of Washington’s congressional delegation, as well as to the chairs and members of the Senate and House agriculture committees. Given the importance of the Farm Bill to Washington’s agricultural industry, I will be working hard to help ensure a positive outcome for our state. Columbia River
I am pleased that renegotiation of the 1964 Canadian Columbia River Treat recently began. I have advocated for modernization of this very important treaty for a number of years and was part of the team that
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developed the regional recommendations regarding improvements to the treaty. The treaty is not the only ongoing process affecting the Columbia River that bears watching. The Federal Columbia River Power System (FCRPS) Biological Opinion continues to be litigated in the U.S. District Court of Oregon. The presiding judge rejected the existing FCRPS Biological Opinion and required the Bonneville Power Administration, the Corps of Engineers, and the Bureau of Reclamation to prepare an environmental impact statement (EIS) on Columbia River Operations that must consider at least one dam removal alternative. Given the potentially significant ramifications for irrigation and navigation, the Canadian Treaty, the FCRPS Biological Opinion, the Columbia River Operations EIS all bear close watching. Trade
We are in a time of great uncertainty with respect to international trade. With the recent adoption of the TransPacific Partnership (TPP) by 11 nations, Washington’s agricultural industry finds it itself at a competitive disadvantage in the AsianPacific trade arena unless the administration reconsiders its position on TPP, or makes significant programs on developing bilateral agreements with Asia-Pacific countries. The North American Free Trade Agreement (NAFTA) renegotiation has been a tumultuous process and has the potential for undermining the tremendous
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grains that both the U.S.’s and Washington’s agricultural industries have made through the implementation of NAFTA. We are all hopeful that agreement on a modernized NAFTA can be reached without harm to agriculture. Consumer protections
Our new Produce Safety Program operates under a 5-year grant from the Food and Drug Administration. Its mission is to help growers comply with new requirements under the Food Safety Modernization Act. Our work includes workshops for producers on how to meet the new standards. And, our Weights and Measures inspectors are doing more than the usual monitoring of gas pumps and scales for accuracy. The team collaborated with financial institutions to combat fraud by inspecting fuel dispensers for credit card skimmers, which can steal credit and debit card information from unsuspecting consumers. This problem has occurred far too often across the U.S., including the Tri-Cities. New greenhouse boosts tree fruit industry
The 2017 spring dedication of our 4,800 square-foot greenhouse at WSU’s Irrigated Agriculture Research and Extension Center at Prosser is also noteworthy. It replaces a smaller greenhouse we’ve operated there for decades. The $750,000 greenhouse features improved temperature and advanced irrigation controls and increases priSee WSDA | Page 38
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AGRICULTURE & COMMERCE
Tri-City Herald
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BY AUSTIN ALLRED
beyond. Smart farming is good for our planet. In Washington, dairy farmers are on the cutting edge of implementing new ways to manage manure nutrients. On my farm, technology allows us to be socially responsible, economically viable, and environmentally sound. In 2017, we installed a water recycling method called Biofiltro’s BIDA System that turned
my biggest liability, green water, into an asset. It uses 80 percent less energy than other similar systems and could potentially change the agriculture community. In short, you can say that we invested in hungry worms. This system reinforces my farm’s mission to support families everywhere by efficiently producing an essential, natural ingredient for
nutritious living. Worms are key to Biofiltro’s filtration system. They break down the bacteria in our wastewater and produce something we can re-use — irrigation-grade water for locally-grown crops such as corn and hay. The worms also produce a casting, which serves as a high-quality compost for other locally-grown commodities like apples and
hops. Many of the Washington-grown fruits and vegetables you enjoy at the grocery have benefited from local dairy nutrients. Not only has this manure management system had a positive effect on the farm and cows, but it also has given our employees new opportunities. With this new technology we can give them experience with
cutting-edge science that will make them more successful in their futures. We can offer employees unprecedented training and advancement opportunities as farming techniques advance with the times. The workers on my team are vital to the success of our farm. Royal Dairy’s approach to protecting the environment is only one example of many among Washington’s dairy farms. As a whole, we are a group of 400 farmers across the state who are passionate about preserving the land and doing what is best for our cows. Without protecting Washington’s natural resources and ensuring our cows are healthy, we’d have no farm. We’re investing large sums of money to improve our practices and run ecosmart businesses because it makes sense. Dairy farmers, in fact, are Washington’s environmental pioneers. Personally, when I think about preserving the land, I think of my two children. I go to bed every night knowing that I did what I could to look after our corner of the planet for this next generation. Someday, I hope to pass my dairy on to my kids. and watch them farm even better than I do today. After all, this farm is my family’s home.
It was built with fees from the WSDA’s Fruit Tree Certification Program and assessments paid by state nurseries that sell fruit trees.
process of updating our website at WSDA, which hasn’t been revised in at least a decade. Web technology is a dynamic tool, increasing efficiencies for our staff and facilitating online services for our stakeholders—even al-
lowing for renewal of licenses and paying for the license online. And, as Tri-City Herald readers know, the Tri-Cities is an excellent location to showcase Washington’s diverse agriculture. WSDA is
hosting this year’s annual meeting of ag communicators from across the U.S. Starting Sept. 30 in Richland, members of the Communications Officers of State Departments of Agriculture
(COSDA), an affiliate of the National Association of State Department of Agriculture (NASDA), will promote a greater understanding of the role agriculture plays in our economy, food supply and culture.
ROYAL DAIRY, OWNER
F
rom driving a hybrid car to recycling trash, no matter how big or small, we all have a role when it comes to protecting Washington’s natural resources. Dairy farmers take steps every day to make sure our farms are keeping the environment safe and sustainable. We’re committed to being good neighbors, making a positive contribution to the community, and providing the best possible living conditions for our cows. These farms are our livelihood. Dairy farmers protect fresh air and clean water with an eye on the next generation. How? Through cow care and technology, farms are working smarter than ever before. Consider that in 1950, 22 million dairy cows produced 117 billion pounds of milk. Today, there only 9 million dairy cows in the country. Yet with better cow nutrition and herd management, dairy production has increased to 205 billion pounds each year, a 79 percent increase in production. With healthier, more contented cows, we reduced the number of animals and still provide enough milk to supply the needs of the U.S. and
WSDA | FROM PAGE 37
vate industry’s capacity to sell virus-tested, disease-free stock to orchardists and fruit producers.
Courtesy photo
A water recycling method called Biofiltro’s BIDA System turned a dairy farm’s biggest liability, green water, into an asset.
WASHINGTON STATE DAIRY PRODUCTS COMMISSION
This farm is my family’s home
Looking ahead at WSDA
We’ve started the long
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AGRICULTURE & COMMERCE
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WASHINGTON WINE COMMISSION
Washington State’s wine research program grows stronger, benefits state wineries BY MELISSA HANSEN RESEARCH PROGRAM MANAGER
W
ashington state is on the cutting edge of viticulture and enology research. Now in its third year, the Washington State Wine Commission’s dedicated research program is one of a handful in the nation that represents the state’s wine industry as a whole. Every single wine grape grower and winemaker in the state not only has a say on research priorities, but also has access to the results of important research projects dedicated wholly to Washington vineyards and wineries. Funded almost entirely by industry-paid assessments based on grape and wine sales, the Wine Commission represents all wine grape growers and wineries in the state. Its mission is to raise positive awareness and demand for Washington state wine through marketing and education, while supporting viticulture and enology research to drive industry growth. My objective as the wine industry’s research program manager in the first year was to lay a solid foundation and implement strategic communications to raise industry awareness about the value of re-
Andrea Johnson Washington Wine Commission
Ste. Michelle’s Canoe Ridge Vineyard, Horse Heaven Hills, Washington.
Andrea Johnson Washington Wine Commission
Champoux vineyard, Horse Heaven Hills, Washington.
search to growers and winemakers. In the second year, my emphasis was to increase industry
engagement in the research program. A major marker of success was the nearly
doubled attendance at the second annual WAVE (Washington Advancements in Viticulture and
Enology) research seminar. Sponsored by the Wine Commission and Washington State University, the seminar has quickly become the Washington wine industry’s signature research event. The research symposium was so popular that a condensed version— WAVEx—was begun last year, with WAVEx seminars held in Walla Walla and Woodinville. This year, three WAVEx events will be held — in Richland March 15, Lake Chelan March 30 and Woodinville July 11. A full-day WAVE is scheduled April 4 at the Clore Center in Prosser. Industry participation also increased in last years’ second comprehensive industry survey by more than 10 percent
over 2016. The survey was administered by the Wine Commission to seek input for research priorities. The Wine Commission used editorial outreach to help share outcomes from industry-supported research and invited growers and winemakers to hear firsthand from researchers presenting reports and pitching new proposals during the annual Washington State Wine Research Review. The Wine Research Advisory Committee, a subcommittee of the Wine Commission that serves as the industry scientific review arm for research, also expanded its membership in 2017. To share the outcomes of important research projects with the state’s growers and wineries, all media are used, including editorial content in trade publications, a new quarterly newsletter called the WAVE Report, and a weekly “WAVE Minute” radio program on 560/KPQ and 610/KONA that features interviews with scientists. New in 2018 is a series of videos that trace the history of Washington’s premium wine industry, from its roots with Dr. Walter Clore, a WSU scientist who laid the foundation more than 80 years ago for viticulture and enology research, to the innovative techniques used by today’s growers and winemakers. The videos depict scientists working in research vineyards at WSU’s Prosser research station, the crush of research project grapes at WSU’s Wine Science See WINE | Page 41
AGRICULTURE & COMMERCE
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Farmers showing strong progress in environmental leadership BY JASON SHEEHAN YAKIMA VALLEY FARMER
F
armers have been growing food for as long as there has been family, friends and neighbors to eat it. But now, as our population shifts to our cities, food consumers are farther away from their farmers than ever. At the same time, consumers have lots of questions about how their food is grown and produced. We have a great story to tell those who enjoy what we produce, including about progress in environmental performance. Here are a few quick examples:
WINE | FROM PAGE 40
Center, and highlight the recent growth of the wine industry and recognition of Washington’s high-quality wine.
Over-application of fertilizers with heavy rain or irrigation resulted in higher levels of nitrate in years gone by. Farmers now know that applying nutrients at agronomic rates protects soil and groundwater, and may help reduce costs. Farmers are using technical experts and new technologies to map fields, improve soil testing and help ensure proper nutrient application. Supporting organic farming
As more farmers respond to market demand for organic foods, cow manure from our dairies becomes more important. This organic fertilizer is in increasing demand and estimates are one-third to one-half of manure produced by Yakima Valley cows is exported off the farm as organic fertilizer. Courtesy Yakima Family Farmers
Farmers of all types have greatly reduced the amount of water used to make food. Dairy farmers have reduced water use by about 60 percent since the 1950s per pound of milk produced. Farmers raising crops, including feed crops for cows, have switched from inefficient irrigation
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Nutrient management
YAKIMA FAMILY FARMERS
Water conservation
Tri-City Herald
Washington’s dairy cows produce more than great dairy products. The cow manure is organic fertilizer used to grow feed crops for the cows but up to half of it is exported off the farm to be used as organic fertilizer by conventional and organic farmers.
to more efficient forms such as center pivot. Fruit farmers are using micro-drip irrigation, which improves efficiency from 50 or 60 percent to over 90 percent.
The wine industry’s research program is guided by well-defined goals and objectives in a strategic research plan, a report developed for the Wine Commission with broad industry involvement. The plan will be the roadmap for the re-
Soil enhancement and protection
Farmers use of multiple crops and no- or minimal-till practices to build organic matter, prevent erosion and conserve water. Soil
search program for years to come. The overarching goal is to provide science-based tools so that every winemaker can make better wine and every grower can grow better grapes, continuously improving and making Washington state a leader in the
acidification is recognized as a growing problem resulting from years of commercial fertilizer. Applying cow manure helps restore the soil and avoiding having to use lime.
world of wine. Last year, the statewide grape and wine research program provided research grants totaling more than $1 million. The program is funded by a unique blend of public and private monies, including the Auction of Washington
Reducing greenhouse gases
Scientists concerned about climate change point to the role of animal agriculture in contributing to greenhouse gases. Extensive research by the University of California Davis shows that beef cows contribute 2.2 percent and dairy cows just 1.37 percent of greenhouse gases. Even more important,
Wines, Washington State University, and state taxes collected on all wines sold in Washington. The Wine Commission commits nearly 25 percent of its annual $6 million budget to research, which includes the industry’s repayment
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the remarkable productivity of our dairy farmers means we produce far less greenhouse gases per pound of milk than farmers in other countries. Our farmers are twice as efficient as Mexican dairy farmers, for example, and a dairy farmer in India contributes nine times more greenhouse gases per pound of milk produced than our farmers. Our farmers are doing more than ever to improve our sustainability and environmental performance while continuing to feed the world and compete in a global marketplace. Getting our very positive story to our friends and customers in our urban areas is more important than ever. We invite and encourage those who want to know more about how their food is produced to visit a farm or get information from farm outreach efforts like Yakima Family Farmers and Save Family Farming. ◗ Jason Sheehan is a fourth generation family dairy farmer in the Yakima Valley. He serves on the the Lower Yakima Valley Groundwater Management Committee, the Darigold board and the Roza Irrigation District board.
of its $7.4 million pledge to help build the Wine Science Center. The future is bright for Washington State Wine’s research program, as growers and wine grape growers continue on their quest to make the best wine in the world.
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SCIENCE & TECHNOLOGY
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BECHTEL NATIONAL
In 2018, Hanford vit plant continues on path to startup BY BRIAN REILLY SENIOR VICE PRESIDENT AND BECHTEL PROJECT DIRECTOR
I
joined the Waste Treatment and Immobilization Plant (WTP) as the new project director in time to lead some of the most exciting developments we will have achieved in recent years. 2018 marks a significant shift from engineering and construction to startup and commissioning of our facilities. In fact, we will complete physical construction of the Low-Activity Waste (LAW) Facility and transfer control of this portion of the site from construction to plant management. This action demonstrates that construction is finishing and our efforts are intensifying to test and commission facilities required for operations. Vitrifying waste at the WTP through an initiative called Direct Feed Low-Activity Waste (DFLAW) also requires the support of nearly 20 additional facilities, which we call the Balance of Facilities, or BOF. It contains 56 systems, including an electrical power distribution system, backup power, water purification, compressed air, steam, com-
munication and control, and fire water systems. In 2017, we began starting up the systems within these facilities. In 2018, our progress in that work will include: ◗ Complete physical construction of the LAW Facility. ◗ Complete testing of the water treatment building systems. ◗ Complete civil construction of the Effluent Management Facility (EMF), which is part of BOF. ◗ Begin receiving the vessels and equipment that need to be installed in EMF. ◗ Submit the documented safety analysis for LAW and receive approval of this key deliverable from the Office of River Protection (ORP). This document lays out the conditions, safety protocols and hazard controls required to operate the plant safely. ◗ Obtain the operating permit from the Washington State Department of Ecology for the Analytical Laboratory. Underlying our past and future success are positive and constructive relationships with the Washington State Department of Ecology and ORP. We value the work we’ve done together to ensure we are
Bechtel National
Employees lower a rebar curtain into the evaporator capability low-point drain.
Kimberly Teske Fetrow Bechtel National
Bechtel employee Megan Phillips interacts with students at Rowena Chess Elementary as part of the Junior Achievement program.
transparent and meeting requirements of our customer and stakeholders. In 2018, we also anticipate sufficiently resolving the remaining technical issues related to the Pretreatment Facility. Last year, with ORP’s support, we sufficiently resolved multiple technical challenges that would allow engineering to proceed in support of design and safety basis development. We also completed testing and reporting of full-scale vessels that indicate we can meet DOE’s nuclear quality and safety and performance requirements for this facility. During fiscal year 2017, we purchased $211 million in goods and services for the WTP, with nearly 60 percent of those in Washington and Oregon. Of that, $94 million was spent in the Tri-Cities. Our team includes members of the community who work for Bechtel and AECOM and are committed to protecting the river and our communities. In 2017, our employees, along with Bechtel and AECOM, donated nearly $800,000 to Tri-City area charitable organizations and programs, including United Way, Toys for Tots, Junior Achievement and more than 25 others. I’m proud to have joined WTP at a time when we have demonstrated significant progress to the customer and community. We have a strong team in place to realize our plans and to meet our commitments with the highest levels of safety and quality.
SCIENCE & TECHNOLOGY
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Thursday, April 5, 2018
HAMMER
Training to save lives and avert disasters BY KAREN MCGINNIS HAMMER DIRECTOR
BY PAUL VANDERVERT HAMMER OPERATIONS MANAGER
T
he Volpentest HAMMER Federal Training Center has achieved worldclass status and is recognized by the Department of Energy (DOE) for best practices in site-wide safety standards, subject matter expertise, workertrainer programs, partnerships, safety culture, and as a best-in-class facility. HAMMER’s mission is training to save lives and avert disasters. HAMMER operates as a re-
nowned partnership, and AFL-CIO President Richard Trumka has designated HAMMER as “the single most important partnership between Labor and management in the country.” In 2017, HAMMER developed the Industrial Hygiene Technician Fundamentals training program to address tank farm vapors and other hazardous work at Hanford. The program was developed with worker involvement and is designed to ensure workers receive high-quality, consistent training that prepares them to work safely. HAMMER also conducted two successful health physics technician trainee program cycles
and two rookie fire recruit classes in 2017. Meaningful worker involvement is key to HAMMER’s success. Workers are involved in all aspects of program development and problem solving, which fosters respect, trust, partnership and collaboration. With new projects on the site and large portions of the Hanford workforce reaching retirement age, HAMMER anticipates significant increases in training. HAMMER delivers rigorous, immersive training to ensure new workers are confident and prepared for the risks they face on the job. HAMMER’s Emergen-
“
(HAMMER is) the single most important partnership between labor and management in the country. Richard Trumka, AFL-CIO president
” cy Services team was activated in August in response to the devastation caused by Hurricanes Harvey, Irma, and Maria, and the team continues to provide
energy support in Puerto Rico and the U.S. Virgin Islands. Lifesaving efforts included supporting restoration of critical energy infrastructure, emergency power generators for hospitals, and fuel for emergency responders. HAMMER’s critical DOE support garnered interest from Secretary of Energy Rick Perry, who toured HAMMER last summer with Sen. Maria Cantwell, D-Wash., Congressman Dan Newhouse, R-Wash., and Congressman Greg Walden, R-Ore. In September 2017, HAMMER celebrated its 20th anniversary, with a celebration and remarks from Gov. Jay Inslee,
along with labor, tribal and government leaders. As part of the celebration, HAMMER dedicated its Indigenous Restoration Area in honor of tribal leaders Bill Burke of the Confederated Tribes of the Umatilla Indian Reservation, Russell Jim of the Yakama Nation, and the late J. Herman Reuben of the Nez Perce Tribe. Their commitment, leadership and support served as a foundation of HAMMER’s partnerships. Sen. Patty Murray, D-Wash., who joined the ceremony via video stated, “HAMMER’s mission is critical to the lives and well-being of Hanford workers.” As Hanford moves into its next phase of cleanup operations, HAMMER will be here to support workers through quality training.
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SCIENCE & TECHNOLOGY
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Dept. of Energy Richland Operations Office
In July, workers safely removed a Hanford landmark when they demolished the ventilation stack at the Plutonium Finishing Plant (PFP). The PFP was the last stop for plutonium production at Hanford, and the 200-foot exhaust stack serviced PFP for all of its 68 years of operation.
Dept. of Energy Richland Operations Office
An aerial view of workers placing grout in PUREX Tunnel 1. Workers began placing grout in Tunnel 1 in early October and finished on Nov. 11. The Department plans to stabilize a second waste storage tunnel with engineered grout in 2018.
DOE RICHLAND OPERATIONS OFFICE
Highly skilled workforce makes significant strides in Hanford cleanup BY DOUG S. SHOOP MANAGER
A
s I sit down to write about the tremendous progress made by Hanford’s highly skilled workforce this past year, the safety of our workforce is at the top of my mind. Demolition work at the Plutonium Finishing Plant (PFP) has been halted since mid-December because contamination was detected outside the posted radio-
logical boundaries of the project. This is not acceptable, and my focus reDoug Shoop mains on ensuring the workers, public and environment are fully protected. I have convened a group of technical experts from across the country to review controls and procedures at
PFP, and demolition will not resume until I’m convinced it can be done in a safe manner. I do want to thank the workers for the progress made at PFP, because once PFP is demolished, it will eliminate one of Hanford’s biggest risks. It is very significant that Hanford’s workers made this progress while also making significant progress on the last few high-hazard River Corridor cleanup projects. Last fall, after more
than eight years of cleanup at Hanford’s 618-10 Burial Ground, sampling results confirmed that the cleanup is complete, and workers began backfilling the massive excavation. Altogether, more than 500,000 tons of contaminated soil and debris, including nearly 100 highly contaminated verticals pipe units, were removed, packaged, and disposed of. In addition, after several years of planning, fabrication and testing,
workers are finishing preparations to begin moving the highly radioactive K-Area sludge away from the Columbia River this year. Throughout the year, Hanford workers at the 324 Building continued to make great progress removing waste from the building’s airlock and hot cells in preparation for remotely excavating the highly contaminated soil underneath the building. At present, workers are installing the remote excavation equipment in a mockup facility, so that it can be tested and workers trained in a clean and safe environment prior to use at the 324 Building. Another very significant achievement last year was the treatment of more than 2.2 billion gallons of contaminated groundwater to continue to protect the Columbia River. The treatment removed more than 145,000 pounds of contaminants from the groundwater, including radioactive elements. Back in May, the Hanford site received worldwide attention when the roof of a waste storage
tunnel at the Plutonium Uranium Extraction (PUREX) Plant partially collapsed. There was no spread of contamination after the collapse or during emergency response work, and no workers were injured in the incident or response. To further stabilize the tunnel and provide additional radiological protection, workers pumped engineered grout into the tunnel, fully encapsulating the materials inside. The Department of Energy plans to do the same to stabilize the adjacent, much larger, tunnel that also stores highly contaminated materials from the PUREX Plant. The grouting of these tunnels does not limit future remedial actions or final closure options. The common denominator in all of these accomplishments is our committed, dedicated and highly capable federal and contractor workforce. My hat goes off to them, and I want to thank them for all that they do for our community and our country to clean up the legacy of plutonium production here at Hanford.
SCIENCE & TECHNOLOGY
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CH2M HILL PLATEAU REMEDIATION COMPANY
Building on our Successes and Challenges BY TY BLACKFORD PRESIDENT AND CEO
C
H2M HILL Plateau Remediation Co. (CHPRC) is committed to safe, efficient and compliant performance. This year, we will learn from our challenges, build on our past successes, and demonstrate our ability to safely reduce risk on the Hanford Site on behalf of the U.S. DepartTy Blackford ment of Energy (DOE). The safety of our employees and the protection of the environment is our top priority, and one of our company’s primary focuses this year is to recover from contamination spreads that occurred during demolition of the Plutonium Finishing Plant (PFP). In mid-December 2017, radiological contamination spread outside controlled areas at PFP, and we halted operations to ensure the safety of our workers. CH2M is committed to completing recovery actions, identifying and understanding the root causes, and implementing measures to ensure the safety of Hanford employees, protection of the environment, and that we can prevent any additional issues. We will not conduct any further PFP demolition work until we receive DOE approval Our parent company, Jacobs Engineering
CH2M HIll
Workers removed more than 500,000 tons of waste from the 610-10 Waste Site, which is now in the process of being backfilled with clean soil.
CH2M HIll
Workers remove large waste items from the 324 Building to allow for the installation of remote operated soil removal equipment. This work will help advance the removal of contaminated soil from beneath the building.
Group (Jacobs) is taking the lead to manage recovery activities at the PFP demolition site. John Fulton, former
CHPRC president, is leading the corporate recovery team. The PFP team is the best in the business, and I have no
doubt they will succeed with additional safeguards in place that will allow them to finish demolishing one of the
most hazardous buildings in the DOE complex. Soon, we will start removing highly-radioactive sludge away from the Columbia River. We will begin this important work well ahead of our current schedule, due to the workforce’s extensive use of “mock-ups” (a test facility) to ensure the sludge removal equipment works as designed before installation and use. Work crews are in the final stages of testing that equipment at the 100K West Reactor, where the sludge currently sits, and at T Plant, where workers will receive the sludge for safe, interim storage. A similar mockup strategy is helping to improve safety and reduce project risk at the
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324 Building. Crews are testing remote-operated equipment at a mock-up structure and refining processes and procedures before installing equipment in the 324 Building later this year. The building sits just north of the City of Richland, and the highly radioactive soil beneath the building must be removed before the building can be demolished. In 2017, our workforce responded safely and rapidly to a complex challenge – the partial collapse of PUREX Tunnel 1. Our workers developed mockups and engineered, tested and developed processes to use engineered grout to safely stabilize the tunnel and eliminate risk to workers, the environment and public. Our commitment to our community is also an important goal. I enjoy participating annually with members of our team in the Special Olympics Polar Plunge and have been thrilled with the workforce’s active support of Science, Technology, Engineering and Math educational experiences for area children. We support many other community efforts. In 2017, 734 employees gave more than 2,680 hours to our community. Our team is making tremendous progress cleaning up the Hanford Site. We have exciting work ahead of us, and I know we can complete it safely, efficiently and compliantly. I cannot fully express my appreciation to the CHPRC workforce for their continued dedication to the protection of the Columbia River and the community in which we live.
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Tri-City Herald
SCIENCE & TECHNOLOGY
MISSION SUPPORT ALLIANCE
Focusing on what matters BY BOB WILKINSON PRESIDENT
T
he Mission Support Contract, led by Mission Support Alliance (MSA), is a first-of-a-kind contract structure created by the Department of Energy Richland Operations Office (DOE). The purpose: focus on cleanup priorities while ensuring the reliability of essential systems such as Bob water, Wilkinson power and transportation, through integrating site services, resulting in reduced taxpayer costs. With this being my first year as president of MSA, I felt it appropriate to focus on ways in which we, as the site services provider and integrator, have helped cleanup success. Building on several years of experience, MSA achieved progress last year by focusing on things that matter. Experience in integrating services, small business partnerships, community outreach and cost savings were the areas where we excelled. Experience matters.
MSA understands the complexity of Hanford. We have a highly qualified and skilled workforce that has provided critical support to multiple cleanup projects across many prime contracts. Our employees consistently
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ing water, developing safety/security related explosive demolition plans, testing air-purifying respirators, preforming air monitoring and installing cameras to capture the progress. ◗ Supported Tank Farm milestones such as the water service building startup for sustained operations, the design and deployment of an advanced employee notification system, and increased servicing of self-contained breathing apparatus by 33 percent to ensure worker safety. Small Business matters.
Mission Support Alliance
As the services provider at Hanford, Mission Support Alliance provides sitewide assistance, including the removal of overhead power lines as a part of the demolition work at the Plutonium Finishing Plant.
and safely complete complex tasks that make cleanup possible. ◗ Partnered on the PUREX tunnel stabilization project by activating the Emergency Operations Center in response to the partial collapse and providing support to DOE and other contractors, including numerous personnel and subject matter experts, to help stabilize the collapsed tunnel. MSA’s critical activities ranged from environmental monitoring and providing critical lift plans to assisting in filling in the collapsed area and installing a protective covering. ◗ Provided specialized services for PFP demolition efforts such as identifying and implementing new methods for supply-
MSA understands small businesses are essential to both the cleanup mission and the prosperity of our community. We exceeded our overall 2017 subcontracting goals by more than 73 percent, with over $155 million in subcontracts. Our community received 58 percent of our procurements, amounting to over $90 million being spent locally. Of greatest significance, both our HubZone and small disabled-veteran-owned business contract awards significantly exceeded our goals, with total subcontracts to these two categories exceeding $73 million in fiscal year 2017. Community matters.
Mission Support Alliance
Mission Support Alliance employees routinely volunteer with community organizations, including Second Harvest where they help sort and prepare meals for people in poverty, the working poor, elderly and disabled people on fixed incomes, and children and families in temporary crisis.
MSA manages a robust community program, providing both financial and volunteer support to more than 50 local organizations annually. MSA Cares, our volunteerism program, more than doubled its employee participation in 2017 and our employees were the top fundraisers for several local charities. Connect Tri-Cities showcased the first community-wide alliance dedicated to
ensuring an available local workforce in the future by bringing together 34 business partners and nearly 60 vendors. Cost matters.
MSA understands it’s not just about saving money—it’s knowing how to spend the right amount of money at the right time to ensure continuity of essential services. To date, MSA has realized nearly $500 million in cost savings and avoidance since contract inception, with $108 million realized in 2017 alone. This was done while submitting 275 contract deliverables at a 99.6 percent on-time
“
I am proud of MSA’s commitment to both Hanford and our community.
” delivery rate, managing usage-based services to ensure the organizations are right-sized to maximize customer savings and managing our infrastructure reliability program efficiently. Having lived in the Tri-Cities most of my life and working at Hanford for 24 years, I am proud of MSA’s commitment to both Hanford and our community. It’s clear we have helped develop something that benefits the government, the taxpayer, and community, and we continue to move DOE’s vision forward in advancing the cleanup mission.
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Courtesy Pacific Northwest Site Office
Construction is well underway on Discovery Hall with the building schedule for occupancy in the early spring.
PACIFIC NORTHWEST SITE OFFICE
Prioritizing campus planning to support important research BY ROGER SNYDER MANAGER
R
ight here in our own backyard the Department of Energy’s Pacific Northwest National Laboratory (PNNL) continues to produce technological advancements and discovery in a variety of scientific fields. Year after year, PNNL is scored as one of the highest rated among all 17 DOE national labs and because of its diverse
work portfolio, this means a broader impact on DOE’s mission and the national challenges it addresses. At the DOE’s Pacific Northwest Site Office (PNSO,) executive branch staff from Office of Science continue to support and enable these successes through thorough planning and partnership with a variety of stakeholders. PNNL is a laboratory that tackles some of the most pressing challenges that face our nation,
including national security efforts such as limiting the spread of nuclear weapons and materials (nonproliferation), to addressing an aging infrastructure, including our national power grid, through research and development. At PNSO, our staff of 31 federal employees supports those efforts by ensuring the 4,500 PNNL scientists, engineers, and support staff have up-to-date facilities, cutting edge capabilities
and equipment they need to be successful. Our staff works with the contractor and various stakeholders to conduct thorough planning efforts. The result of this planning is development and execution of a Campus Master Plan, which helps us navigate uncertain times, shifts in science priority, and fluctuations in funding. Through this process, over the last several years, we have been able to continue to expand the
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campus, adding new facilities, and modernizing capabilities in a way that positions us for the future and be ready to address unseen challenges. This year we are completing construction of a major modern facility, the Discovery Hall. Discovery Hall is a state-of-the-art facility that will function as the gateway to our campus. Housing the welcome center, badging office, and orientation center, Discovery Hall will enable visiting dignitaries, scientists, and engineers from across the world to connect and collaborate like never before. Flexible meeting spaces within the facility will allow scientific workshops and conferences while encouraging impromptu conversation and connection with its open atmosphere and collegial climate. The campus will also see the removal of an outdated set of facilities known as the RTL (the Research Technologies Laboratory) complex. The demolition activities to take down the series of facilities are already well underway. Constructed in the mid 1960s, the facility no
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longer fits the needs of the mission and is so antiquated a renovation to modern standards would be too costly to taxpayers. Removing the facility opens the southern portion of campus to future development more suitable to our current endeavors and ultimately is more favorable to the public. To continue to prepare for the future, we are working toward a consolidated campus, ensuring our policies and procedures are consistent with existing state and federal requirements while remaining as open and welcoming as possible. This is an ever evolving process that requires constant engagement and continuous effort from our staff and our contactor counterparts. With these continuous efforts and a strong partnership with local and headquarters stakeholders, our federal staff help ensure the Laboratory is well positioned to tackle the challenges that face our nation and execute the vision defined by strong leadership set on delivering continuously advancing scientific discovery and supporting our country.
DEPARTMENT OF ECOLOGY
Looking back on 2017 to see the path forward for 2018 BY ALEX SMITH WASHINGTON STATE DEPARTMENT OF ECOLOGY NUCLEAR WASTE PROGRAM MANAGER
E
ven more than usual, 2017 was a year of change for cleanup operations on the Hanford Nuclear Reservation. A new fed-
eral administration and new leadership at two of the four major on-site players both promise new opportunities to improve working relationships critical to making meaningful progress on safe and effective cleanup. The U.S. Department
of Energy is charged with the actual cleanup work, which it accomplishes through two on-site divisions – the Office of River Protection and the Richland Operations Office. Our agency shares regulatory oversight responsibilities with the U.S. Environ-
mental Protection Agency. During 2017, a new leader – Brian Vance – took the helm at river protection, and in early 2018, Dave Einan was named to manage EPA’s Hanford operations, replacing Dennis Faulk, who retired this fall.
Meanwhile, I’ve been in my position just two years, about the same as Doug Shoop, manager of Richland operations. Together, we represent a new era of leadership for what has turned out to be a multi-generational cleanup at Hanford. The new perspectives
we bring give us an uncommon opening to examine how we have been doing our work, how we have been interacting and what our priorities are moving forward into a new year, possibly forging new and See ECOLOGY | Page 48
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professionals at ORP, and I’ve been working with them to get up to speed on our tank farms and Waste Treatment and Immobilization Plant (WTP) projects. I’ve been consistently impressed with their knowledge as I’ve focused not only on the technical elements of our effort, but also on our strategy
for moving the mission forward safely and efficiently. Our focus continues to be on producing lowactivity waste glass as soon as 2022 through an initiative called Direct Feed Low-Activity Waste (DFLAW). Vitrification is a process in which the waste is mixed with glass-forming materials,
heated to 2,100 degrees Fahrenheit, and poured into stainless steel containers where it cools to a solid glass form for long-term storage or disposal. For a long time, the ORP team has been focused on oversight of facility design and construction activities. Now, as systems and facilities
are completed, we are making the important transition to startup and commissioning with the operations of DFLAWrelated facilities at the WTP in sight. I think that many who do not visit the site regularly would be impressed to see how much progress has been made and how close we are to treating waste. At Hanford’s tank farms, we recently completed retrieval efforts in the last of 16 C Farm tanks, and we are also preparing for future waste retrievals. Our tank integrity programs for Hanford’s set of double-shell tanks remain critical, and we will remain vigilant and engaged, actively assessing tank conditions to protect the workforce and the public as we make preparations to feed tank waste to the WTP. ORP and its contractors will continue to have a strong commitment to the safety of our workforce. As I’ve observed work in the field, I’ve been impressed by the skill and experience of our team as they safely conduct important work in the tank farms and at WTP.
PUREX Tunnel 1 roof, are harder to foresee. Still others, such as the spread of contamination from demolition of the Plutonium Finishing Plant, are a reminder that even the best plans can be frustrated by Hanford’s difficult conditions and that we must always plan for contingencies. The PUREX tunnel
prompted us and other Hanford agencies to focus more directly on identifying potential hidden hazards and incorporating them into a revised integrated priority list. When finished, this list will give us new focus for our collective work and help ensure that we’re addressing issues in an order that reflects the potential hazards they represent. A recent analysis, known as System Plan 8,
took a close look at Hanford tank waste, examining how different approaches to tank waste cleanup would affect both the timeline and the cost of that cleanup. We’re using data from System Plan 8 to inform negotiations with DOE to reset tank waste cleanup priorities, with the goal of formulating a new set of milestones to govern that cleanup and keep it on track. Under even the most
optimistic scenario, we are still decades away from final cleanup of tank waste. Over such a long period, technologies and knowledge evolve, making it critically important to periodically reassess those cleanup plans and ensure they are aligned with current realities. These negotiations will impact the path forward on tank waste cleanup – which includes incorporating that waste into glass that will keep it
DOE OFFICE OF RIVER PROTECTION
Shifting from construction to startup of waste treatment facilities BY BRIAN VANCE MANAGER
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t has been a very busy few months since I joined the U.S. Department of Energy’s Office of River Protection (ORP) as manager in November 2017, and I’m very excited to be leading this team during such a critical and important Brian Vance time. ORP and our contractors, Bechtel National Inc. and Washington River Protection Solutions, are poised to achieve significant progress in 2018 in our critical cleanup mission to safeguard the Columbia River and safely process 56 million gallons of radioactive and chemical waste in Hanford’s 177 underground tanks. We have a very talented and capable team of
Dept. of Energy Office of River Protection
Federal project director Bill Hamel and former Bechtel National Inc. project director Peggy McCullough announce the assembly of both nuclear melters inside the Waste Treatment and Immobilization Plant’s Low-Activity Waste Facility at an event last fall. The melters are the most complex pieces of equipment for the LAW facility, which is on track to be finished with construction in June 2018.
ECOLOGY | FROM PAGE 47
better paths for this critical mission. The past year also reminded us how difficult this work can be, and of the many challenges remaining. We know many of the demands and have planned for them. Others, such as the partial collapse of the
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I appreciate the perspectives of our regulators – the Washington State Department of Ecology and the Environmental Protection Agency – and look forward to strengthening those relationships as we move closer to the startup of the WTP. I also greatly value the engagement from members of our congressional delegation and our Tribal nationals, along with our local community leaders and the numerous other stakeholders who have an interest in our work at Hanford. These relationships are very important to the success of our mission and we will continue to work collaboratively as we move forward. I’m joining the ORP team at a momentous point in its history, and I’d be remiss not to thank all who have worked for such a long time to create the opportunities that are now within our reach to deliver.Treating waste is not a future activity – it is near-term and it will be this team. I’m very glad to be here and I’m looking forward to a very successful 2018.
stable for the hundreds and thousands of years it will remain radioactive. I look forward to discovering the potential 2018 holds for fresh starts and renewed resolve at Hanford. I would love to end the year with reinvigorated working relationships among the agencies and contractors involved in this work, and seeing significant progress on cleanup as a result.
SCIENCE & TECHNOLOGY
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WASHINGTON RIVER PROTECTION SOLUTIONS
WRPS makes significant strides at Hanford’s tank farms BY MARK LINDHOLM PRESIDENT & PROJECT MANAGER
W
hat makes me most proud as president and project manager of Washington River Protection Solutions (WRPS) is the opportunity to be part of a team that demonstrates a steadfast commitment to safety while tackling one of the most challenging projects in the environmental cleanup industry. As the Mark tank operLindholm ations contractor for the U.S. Department of Energy’s Office of River Protection (DOE-ORP), WRPS manages 56 million gallons of chemical and radioactive waste stored in 177 underground tanks. This involves removing waste from Hanford’s singleshell tanks and transferring it to more robust double-shell tanks and building a waste-delivery system to support the Waste Treatment and Immobilization Plant. Award-winning safety innovation
Since the beginning of our contract in 2008, WRPS, an AECOM-led company that partners with Atkins and AREVA, has built a reputation as one of the safest cleanup contractors in the DOE complex. In fact, we fin-
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that come with self-contained breathing apparatus (SCBA) gear, which is heavy, cumbersome and restricts movement. The cartridges have been tested and the results show they can last several hours before they need to be changed, whereas SCBA bottles must be changed out every 30-60 minutes. This decision to deploy FFAPRs was made with our partners – the Hanford Atomic Metal Trades Council – and supported by months of data gathered during extensive respirator cartridge testing. We also made great strides in advancing vapor detection and monitoring technologies in several tank farms. Retrieving tank waste
Washington River Protection Solutions
WRPS used an innovative suite of tools to remove a highly contaminated pump from double-shell tank AW-106. This photo shows a field worker, second from left, operating a mechanical lever to close foam insulation that wraps around the pump column. Meanwhile, health physics technicians take readings prior to the operators installing the zip ties around the foam.
ished third in the DOE Office of Environmental Management’s prime contractor safety rankings for 2017. We’ve accomplished this with a simple philosophy: Plan each job thoroughly, address all possible hazards, and use the best tools to get the job done safely and efficiently. In the past year, WRPS received safety innovation awards from both the Campbell Institute at the National Safety Council and the Voluntary Protection Program Participants Association for developing a program that further protects our workers from heat stress. During our hot summer months workers are equipped with real-time monitoring that measures the level of heat strain in
Washington River Protection Solutions
A mosaic from inside double-shell tank AY-102 after the completion of waste retrieval operations.
response to heat-stress conditions. This information allows a worker to exit the tank farm before the threat of a heat-related ailment. Protecting against chemical vapors
We continue to make
improvements to our industrial hygiene program. We recently began using full-face air-purifying respirators (FFAPRs) in one of the tank farms for specific work scope. FFAPR cartridges eliminate some of the industrial hazards
In February 2017, ORP and WRPS completed a legal agreement with the state to remove waste from tank AY-102, one of Hanford’s oldest doubleshell tanks. The job required nearly two years of work to remove old, highly contaminated equipment; and design, fabricate and install new equipment to safely retrieve the waste. Last October, the Project Management Institute (PMI) named the AY-102 Recovery Project its Global Project of the Year. The award recognizes large, complex projects that cost more than $100 million and demonstrate superior performance of project management practices, superior organizational results and positive impacts on society. PMI also recognized WRPS’ AP Farm Exhauster Upgrade Project with an award for Project Excellence – one of only three global awards for projects with a budget of
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less than $100 million. WRPS completed several other high-profile retrieval projects over the past 12 months, including the completion of waste retrieval from single-shell tank C-105. With the completion of C-105, waste in all 16 tanks within C Farm has been retrieved, making it the first Hanford tank farm to be retrieved. After documenting completion of retrieval operations at C Farm with the state and the Environmental Protection Agency, ORP and WRPS will develop a process, with concurrence from the state, for final closure of C Farm. Progress planned for 2018
This year, we look forward to addressing more cleanup challenges, which I’m confident will continue to bring out the best in our talented team. This work will include: ◗ Supporting ORP’s sequenced approach for treating low-activity waste as soon as 2022. ◗ Building the infrastructure for the next tank farms to be retrieved. ◗ Completing two 242-A Evaporator campaigns to create storage space in the double-shell tank system. ◗ Continuing to aggressively target new technologies that support our tank integrity program. Our sustained record of accomplishment is possible because of the resources we receive from our parent companies and the community, the skills and commitment of our workforce, our partnership with the unions, and the support of DOE and our regulators. Together, we take pride in the safe, effective and cost-efficient progress in the tank farms.
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PACIFIC NORTHWEST NATIONAL LABORATORY
Advancing science and technology for a more prosperous, safe and secure world BY STEVEN ASHBY DIRECTOR
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t’s easy to have a vision — to imagine a brighter future and how you might contribute. But it takes hard work, constant focus and informed decisions to achieve it. At the Department of Energy’s Pacific Northwest National Laboratory, our vision is to deliver science and technology that inspires and enables the world to live prosperously, safely and securely. Every day, our 4,500 scientists, engineers and support professionals are driven by this vision as they work across a variety of programs to advance scientific discovery, improve energy resiliency and enhance national security. For example, they are inventing efficient catalysts, developing sustainable biofuels, synthesizing new materials for energy storage, strengthening cybersecurity and watching for illicit nuclear trafficking. Of course, achieving our vision will take more than just good research. Like any organization, we have decisions to make, investments to prioritize, partnerships to build and sponsors to please. Our strategy for success is based on four critical elements: science and technology leadership, world-class capabilities, strong partnerships, and a culture of innovation. Our science and tech-
nology leadership is demonstrated in many ways. Our researchers are advancing the frontiers of science through thought leadership and scholarship. We are modernizing the power grid and creating novel energy storage solutions to help improve the resiliency of our energy system. And we are collaborating with others to develop and deploy technologies that will counter nuclear proliferation and strengthen cyber security, both essential to our national security. We steward capabilities that span a range of disciplines in the physical and life sciences, computing, and engineering. PNNL is especially known for our expertise in chemistry, earth sciences and data analytics. Our investments in the exceptional people, stateof-the-art equipment and modern laboratories that comprise our 19 core capabilities are investments in our future. The campus transformation underway has included the construction of several new facilities and plans for a new $90 million Energy Sciences Capability project. Partnerships are imperative to our success. By leveraging the strengths and capabilities of our partners, we can do more together than any of us could alone. We collaborate with other national laboratories, academia and companies across the
Pacific Northwest National Laboratory
Pacific Northwest National Laboratory microbiologists Sarah Fansler (left) and Vanessa Bailey use instruments at PNNL’s Biological Sciences Facility to study microbes that typically live in soils. Drawing upon PNNL’s core capability in Biological Systems Science, scientists are gaining a fundamental understanding of biological systems to more effectively use microorganisms for renewable bioenergy and carbon management and to predict how carbon, chemicals and nutrients will move into groundwater.
Abraham Martinez, a mechanical engineering student at Washington State University Tri-Cities, runs and maintains the X-Ray Photoelectron Spectrometer at Pacific Northwest National Laboratory with the help of his mentor, PNNL researcher Shuttha Shutthanandan. Martinez is one of more than 1,100 people who participated in PNNL’s Work-Based Learning opportunities in fiscal year 2017.
Pacific Northwest National Laboratory
nation and around the world. We have been keenly focused on expanding partnerships
with the region’s major research universities. For example, two new joint institutes have
already been formed this year. The first, with the University of Washington, is focused on materi-
als science. The second, with Oregon Health & Science University, focuses on precision medicine. We expect to announce more with Washington State University in the weeks ahead, building on the Distinguished Graduate Research Program we launched last fall. A culture of innovation is the final ingredient in our recipe for success. We pride ourselves in bringing together experts from different disciplines and across organizations. We encourage creativity and collaboration, and we promote diversity and inclusion within our organization and throughout the community. We also support science, technology, engineering and mathematics education – or STEM – because we recognize the importance of developing tomorrow’s scientists and engineers. Last year, for example, more than 1,000 students and postgraduates spent time at PNNL. A vision statement may define a successful future state, but the work is never really done. Bill Gates said, “If I’d had some set idea of a finish line, don’t you think I would have crossed it years ago?” At PNNL, we will continue to set our sights on a future where we all can be more prosperous, safe and secure. Along the way, we are grateful and confident that we can count on the support of our community, the confidence of our sponsors, and the dedication and innovation of our employees.
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HANFORD ADVISORY BOARD
Board members look out for the public’s interests BY SUSAN LECKBAND CHAIRMAN
T
he year 2017 was marked with many transitions, changes and challenges for the Hanford Advisory Board (HAB), which consists of three TriParty Agencies: the Department of Energy (DOE); the Environmental Protection Agency (EPA); and the Washington State Department of Ecology (Ecology). Some agency managers have retired or transferred to other places and new folks have taken their places. The facilitation team that supported the HAB for more than 20 years has been
replaced by a new contractor. The former chairman of the Board, Steve HudSusan son, is now Leckband fully retired and traveling the world. In 2017, the HAB selected Susan Leckband as the newly elected chair, returning to the leadership position during challenging times. Member appointments to the HAB were delayed in 2017 as new Department of Energy staff worked to get up to speed with the advisory board appointment process. As a result, the
board was unable to convene meetings for some months in 2017 until the appointments were completed. Members returned in November 2017 to a full Hanford Advisory Board meeting with renewed vigor and commitment to participate in Hanford cleanup activities, sharing knowledge with the larger community and providing the Tri Party Agencies with informed, policy-level advice and recommendations. The HAB has 5 standing committees: River and Plateau; Tank Waste; Budgets and Contracts; Health, Safety and Environmental Protection; and Public Involvement.
“
We always have the long-term cleanup goals in our sights as we work on current year topics and issues.
” The committees are formed by volunteers from the HAB based on their interest and background for the topics. Some committees meet more often than others as committee workplans require, emerging issues
appear and additional cleanup information is learned. Board members maintain their knowledge base through discussions at board and committee meetings, agency briefings, on-site tours, and public meetings. Committee meetings and HAB meetings are always open to the public. Meeting schedules, past HAB advice and much more information about the HAB can be accessed on the HAB website: www.hanford.gov/page. cfm/hab. Committee meetings are typically held at the Richland Public Library, and the venue for the HAB meetings changes locations
during the year. Issues and topics the HAB considers and may provide advice or recommendations about include worker safety; the demolition of the Plutonium Finishing Plant; and the spread of nuclear contamination that recently came to light on the Hanford site; the challenges to removing contamination under the 324 building; the tunnel roof collapse at PUREX tunnel #1; Direct Feed Low Activity Waste stabilization; public involvement and transparent information sharing; sitewide cleanup priorities and much more. See BOARD | Page 52
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FRAMATOME
Embracing the past, but still on the cutting edge BY RON LAND RICHLAND SITE MANAGER
I
f you are used to seeing the big ‘A’ as you cruise down Stevens toward the Hanford site, or past our facility at 2101 Horn Rapids Road, you might have noticed a change recently. The big red ‘A’ – our AREVA logo and brand identity at the Richland nuclear fuel manufacturing facility for the past 11 years – has been replaced by a name from our past that some of you may be familiar with: Framatome. In January, as part of our new ownership by Electricite de France (EdF), Mitsubishi Heavy Industries (MHI), and Assystem, we returned to the name Framatome, a name we operated under from 2001 to 2006. With the name Framatome, we proudly embrace our heritage. It is a well-known brand and unifying name that inspires respect and has international reach. This is not the first name or ownership change for this plant. Our rich history dates back to 1969 when Jersey Nuclear built our fuel
manufacturing facility. Through the changes in our name and owners, we remained the same committed community partner and employer, manufacturing and delivering nuclear fuel products to customers around the world. We continue to partner with government agencies and other industry experts to design and develop new, innovative fuel designs. This year, we expect one of our busiest manufacturing years since 2010, and look forward to advancing our technologies right here in the Tri-Cities. We are preparing to build our first set of fuel test assemblies with enhanced safety features as part of the U.S. Department of Energy’s enhanced accident tolerant fuel program. The program’s goal is to design fuel that is more durable under severe accident conditions, as experienced by the Fukushima power plant in 2011. Last year, we signed a contract with Southern Nuclear to build four test assemblies with chromiaenhanced pellets and chromium-coated rods that will be put into a
reactor beginning in 2019. This is a significant milestone for us as we continue to research and develop innovative solutions that not only reduce costs for our customers, but also increase the safety of our industry. Through our joint venture “Enfission,” announced in January, we are working with Lightbridge Corporation on a unique metallic fuel design to bring their innovative solution to market. We continue to support NuScale Power, who submitted a design certification application (DCA) for their small modular reactor to the U.S. Nuclear Regulatory Commission (NRC) last year.
HAB is convening a “meeting of the whole” on April 10 on the WSU campus in Richland to learn about and understand what is being planned to achieve success for this priority
project. We also seek to understand how this project fits into the tank farms system and infrastructure. Board members request this kind of one-day meeting to work with the agencies to understand a topic that is complex and cuts across the interests of
BOARD | FROM PAGE 51
The DOE’s Office of River Protection has identified Direct Feed Low Activity (DFLAW) as their priority for tank waste remediation. The
We eagerly anticipate the loading of our latest fuel designs – ATRIUM™11 for boiling water reactors (BWR) and GAIA for pressurized water reactors (PWR) – into nuclear reactors for full reloads in 2020 and 2021, respectively. These upcoming opportunities make it an exciting time for us. We are also encouraged by recent actions from the state and federal governments which, through legislation, have demonstrated the importance and value of nuclear energy. Recent bills passed in Illinois and New York provide a level playing field to nuclear power operators and are key legislation enabling
reactors to continue operation. Southern Company recently announced it is going forward with its plan to build two new nuclear reactors – Vogtle 3 and 4 – in Georgia, anticipated to go into service beginning in 2019. These will be the first new reactors constructed in the U.S. since Watts Bar 2 went online in 2015 in Tennessee. The Nuclear Energy Institute recently released a study of Washington’s own Columbia Generating Station. The report demonstrates not just the generation value of nuclear energy, but the economic and employment benefits Columbia and other such plants provide. Columbia Generating Station supports thousands of jobs in Washington and the rest of the country through its operations, and produces significant economic benefits for Washington. To ensure we can support the existing fleet of nuclear operators and meet the needs of our customers, we continue to upgrade and invest in our facility. For example, just last year we began construction on a new
scrap uranium recovery facility that allows us to recover and purify uranium from our own plant and those of our customers. In addition to important investments in our facility, we also remain committed to investing in our future workforce, and preparing students for a career in the nuclear industry. We continue to sponsor outreach initiatives and partnerships focusing on science, technology, engineering and math (STEM) education as well as trade and manufacturing positions, with the goal to develop a talented pipeline of our next generation of employees. Each year brings new opportunities, not only for our customers, but also for our employees and the communities in which they live. Working as Framatome and grounded by our heritage, we are the same passionate, knowledgeable and experienced people committed to the safety and quality of the nuclear industry, and dedicated to improving our communities.
the various standing committees. The organizations, volunteers and stakeholders who make up the Hanford Advisory Board understand that safe, environmentally sound, fiscally responsible cleanup is a marathon – not a sprint.
We always have the long-term cleanup goals in our sights as we work on current year topics and issues. HAB members will continue to listen and learn; the members are committed to working together to developing consensus advice to assist the Tri-
Party Agencies to understand and use stakeholder, public and tribal values while decisions are being developed and actions implemented to achieve the long-term goal of waste mitigation and the environmental restoration of the Hanford Site.
Courtesy Framatome
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WASHINGTON STATE STEM EDUCATION FOUNDATION
An example for the rest of the nation BY BOB WILKINSON MSA PRESIDENT AND STEM FOUNDATION BOARD SECRETARY
T
he Washington State STEM Education Foundation (STEM Foundation) was established in the Mid-Columbia nearly a decade ago, long before many knew STEM stands for science, technology, engineering, and mathematics. Now, 10 years later, the Tri-Cities is home to a world-class STEM high school and an accompanying foundation. This foundation supports not only the school, but is a national model for generating passionate support of STEM education for every student, every day. The Battelle Foundation provided seed funding to launch the project. The STEM Foundation brings together nearly 175 local partners from business, education, labor, government, and community-based organizations to close the region’s STEM skills gap and ensure every young person experiences the power and possibilities of STEM. Our impact is leveraged by working as the Mid-Columbia STEM Network, one of 10 STEM networks across the state benefitting from Washington STEM’s leadership.
Our STEM high school, Delta High, has led the way for four STEM elementary schools and a STEAM (STEM+Arts) middle school. Additionally, Columbia Basin College offers degrees and certificates uniquely tailored to prepare students for in-demand jobs within our local STEM economy. At Washington State University-Tri-Cities, nearly 70 percent of students are pursuing STEM-related degrees. Working with our partners over the past year, a local investment of approximately $100,000 to Foundation operations resulted in a return of more than $5.2 million in STEM education investments in the Mid-Columbia from businesses and government sources across the state. That’s an ROI worth celebrating! We remain focused on three strategic initiatives: 1) Build bridges to connect STEM resources to students, teachers and our community; 2) Promote STEM advocacy and awareness; and 3) Expand career-connected learning experiences. Career-connected learning offers countless volunteer opportunities. Have you considered coaching a robotics team or helping students code? How about judging a
Washington State STEM Education Foundation
Chief Jo Middle School students learn about manufacturing careers during their recent STEM Like ME! program.
Washington State STEM Education Foundation
STEM Like ME! students at McLoughlin Middle School receive “hands-on” practice in environmental restoration careers.
science or engineering fair? Interested in sharing the secrets to your
career success? These are just a few of the options available.
Participation in the STEM Like ME! program offers a rewarding experience for both the volunteer and the student attendees. This program was designed here in the Tri-Cities, and is now in action across the state after being honored in the Governor’s Learning Labs, showcasing best practices in STEM education in Washington. STEM Like ME! volunteers commit to a twohour visit with middle schoolers, demonstrating hands-on learning opportunities that help inspire students to consider STEM-related careers. The team building, com-
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pany pride and creativity this program has sparked has made STEM Like ME! not only a winner for the students, but also for organizations across the region. Our community consistently demonstrates a passionate commitment to work together to ensure all students graduate STEM literate, no matter their chosen career path. STEM builds critical thinking abilities, creativity and collaboration skills. Gaining STEM proficiency provides the basis for these skills and builds the flexibility for future workers to adapt quickly to frequent changes in the labor market. My interest is supporting a STEM-conscious community bridges both my personal and professional lives. I come from a multi-generational STEM-based family. My father came from a STEM-based profession as a pipefitter. I graduated in electrical engineering. My wife teaches at a STEM school, encouraging young minds, and both my daughters are focusing their studies on STEM-based careers. I know firsthand the importance of STEM education, and at work I recognize the need for a well-trained and capable workforce. Creating a STEMcapable workforce supports a vibrant local economy, attracts new businesses and outstanding professionals to our region, and provides young people with the promise of a bright future. To learn more and make a difference in the future, visit washingtonSTEM education.org.
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FRANKLIN PUD
Our Future: Challenges and OPPORTUNITIES lie ahead BY TIM NIES GENERAL MANAGER
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he new year is a great time to reflect on the past and formulate plans for the future. Decisions at the Franklin Public Utility District are not made lightly. The Board of Commissioners and staff carefully review events, forecasts, and past decisions when setting future goals on behalf of Franklin PUD. In 2017, we completed a major overhaul of our Strategic Plan and direction for our future. At the top of our list is safety.
We believe the health and safety of the public and employees is paramount in Tim Nies our business. Franklin PUD maintains a culture that promotes safety in all aspects of our operations, while stressing the importance of every person going home safely each night. Other top goals include maintaining reliable power for our customers, ensuring stable power rates, continually striv-
ing for a positive customer experience, and fostering an engaged and productive workplace environment for employees. We are also working with state and federal representatives to protect our customers from laws that would be detrimental to our region. We are watching to see how many carbon reduction bills will be introduced by the state Legislature this session, or whether a ballot initiative will be attempted in 2018. Climate and energy policy have impacted our industry and ultimately, our customers.
As it seems inevitable that carbon reduction legislation in some form will pass, saying “no” to any and all energy policy proposals is neither productive nor realistic. We believe our hydropower system will be more highly valued if and when the state goes to a carbon-pricing system. These dams provide vital economic benefits to a multi-state region, including carbon-free baseload power generation, navigation, irrigation and recreation. How we proceed in achieving leastcost carbon emission reductions consistent
with the public power principle of local control remains the question for the 2018 legislative session and beyond. Franklin PUD supports policies encouraging a least-cost lowcarbon future for the electric industry that builds on the region’s existing low carbon power resources including maintaining system reliability, conservation, and that provides benefits to low-carbon electric providers to partner in achieving our desired policy outcomes. Franklin PUD joined other utilities, Energy Northwest, and TRIDEC to form the Electric Vehicle Infrastructure Transportation Alliance (EVITA) to advocate for a sustainable electric transportation infra-
structure. EVITA applied for a Washington State Department of Transportation (WSDOT) grant for a pilot project for electrical vehicle fast charging stations to be installed along interstate and major highway corridors and was awarded a $405,000 grant. The grant money will be combined with public and private matching funds to install nine fast charging stations linking Eastern and Western Washington. In 2018, two of the charging stations — in Connell and Pasco — will be served by Franklin PUD. At the federal level, of utmost importance to Franklin PUD is preserSee FRANKLIN PUD | Page 57
Live Life A Whole Lot
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TOURISM WORKS FOR THE TRI-CITIES
$444.3 million in visitor spending Contributes $50.7million local and state taxes Employs 6,150 local residents
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Visit TRI-CITIES (509) 735-8486 (800) 254-5824 7130 W. Grandridge Blvd., Ste. B Kennewick, WA 99336 www.VisitTRI-CITIES.com
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ENERGY NORTHWEST
Focus is on customers, with an eye toward the future BY SID MORRISON
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EXECUTIVE BOARD CHAIR
W Kimberly Teske Fetrow Benton PUD
Benton PUD’s SmartHub provides customers with an easy way to monitor usage in addition to making payments and managing their account.
BENTON PUD
Smart move for Benton PUD customers CHAD BARTRAM GENERAL MANAGER
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raditionally, Benton PUD’s responsibility as a utility was to keep the lights on and the rates low. While providing reliable and affordable electric service may have been enough in the past, today’s utility customers want more. Utilities recognize that new technologies have changed consumer expectations. As consumers pursue electric vehicles, decide to add rooftop solar or want realtime information about their accounts, utilities must be able to handle
these changing expectations and be an information resource for their Chad customers. Bartram Today’s customers expect more when it comes to communications. As your trusted energy partner, our staff at Benton PUD wants to respond quickly and accurately to your questions and assist you as needed. We also want to be able to proactively notify you of key events and account status changes as well as provide you ways to review
your account and usage details anytime, at your convenience whether it’s in person, on your computer or on your smart phone. In March 2017, Benton PUD customers were introduced to SmartHub®. This online tool, available on a computer, tablet or smart phone, provides customers an easy way to manage their accounts, make payments and access billing and payment history. In addition, customers can monitor their hourly, daily and monthly electric usage. By watching how their usage trends over time, SmartHub® users are able to take
steps to reduce consumption and lower their bills. More recently, Benton PUD added an outage center to our website featuring a near-realtime outage map, which displays the general location of an outage. This same outage map is available in SmartHub®, where customers can also report an outage and sign up for notifications by text or email when an outage occurs at their service address or is restored. In less than a year, over a third of our customers have enrolled in SmartHub® and are using it to pay their bills, manage their accounts, monitor usage and track outage information. This tool is a good example of how Benton PUD is using technology to meet our customers growing expectations and striving to be our customers’ trusted energy partner.
e’ve seen the performance of our state’s nuclear power facility near Richland get better and better throughout the past eight years. In addition to remaining the best-cost option over any other electric resource in our region, Columbia Generating Station achieved annual generation records in 2012, 2013, 2014 and 2016. The more than 1,100 men and women of Energy Northwest are directly responsible for this superior performance – at the nuclear plant as well as at the agency’s top-performing wind project south of Kennewick and its hydro facilities throughout the state and Portland. This performance reflects a culture shift that today has a singular focus on excellence – a change implemented by CEO Mark Reddemann, who took the reins of Energy Northwest in 2010. When he announced his retirement last fall, it caused me to reflect on the significant milestones achieved during his leadership. In addition to generation records, we’ve seen a continuing reduction in
Things are different from where we were eight years ago.
” power costs to help keep our electric bills the second lowest in the United States, second only to Louisiana. Smart, collaborative business practices with the Bonneville Power Administration, combined with other cost reductions, will save electric customers more than $2 billion between 2012 and 2024. And 27 public utilities in Washington – all members of Energy Northwest – under Mark’s leadership became the center of a renewed customer-focused effort to further reduce costs through aggregated service and innovative energy initiatives by this joint action agency of Washington state. Safety
Starting with safety – our highest priority – we’ve garnered multiple industrial safety records, See ENERGY | Page 57
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NV5 GLOBAL, INC.
Delivering solutions — Improving lives BY SUSAN WINSLOW VICE PRESIDENT, ENVIRONMENT, SAFETY & HEALTH
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017 was a year of change as we completed our rebranding as an NV5 Company. We are very proud to be part of NV5, a multifaceted engineering firm delivering infrastructure and energy solutions to customers around the world. Our integration with NV5, manifest in the phrase “delivering solutions – improving lives,” provides continuity for us and our legacy of health and safety protection as Dade Moeller & Associates. We begin the year having completed more than 2.3 million safe work hours, and we will continue to ensure the safety of our employees and the people who work around us. Through 2018 and beyond, you can look for NV5 to expand the solutions we deliver and increase our focus on objectives that are important to our community. Keeping our own family safe is just part of NV5’s mission to improve the lives of our customers, associates and neighbors. Over the course of 2017, we successfully expanded our safety and environmental services to include many more firms throughout the Northwest, and we are grateful for the trust that all our clients place in us to fill such a crucial role. Our industrial hygienists and safety professionals provide hands-on expertise to regional
Courtesy NV5
Catie Carlisle (L) and Susan Winslow (R) help local students spot safety violations in photos at the “Safety Connect” event.
businesses, in addition to supporting complex and high-hazard projects at Hanford and across the country. Helping to ensure worker safety and environmental health at the Hanford Site, as we have done since 1994, remains a significant focus. NV5 will continue to provide
essential operational safety and environmental support to the Hanford prime contractors and their subcontractors, while we serve commercial firms doing business elsewhere in our region and throughout the Northwest. Safety and progress are inseparable, and that
is why NV5 will continue to advocate our safety values in the community during 2018, as we did in 2017 at Safety Connect, Connect Tri Cities, STEM classrooms and other public venues. Earlier this year, the U.S. Department of Energy announced its acquisition plans for the next 10
years; they are ambitious and will result in significant changes and opportunities for the TriCities. Our community will grow and evolve in response, just as it always has. A critical element of the community’s response will be to foster a robust and renewable
local workforce. We will need both old and new skills and competencies, and it will be up to us to discover, develop and deliver needed talent. Success of the Hanford cleanup depends on this, and it will also fuel our regional economic engine, which continues to produce consistent growth and diversification. During the coming year, NV5 will actively promote development of our future workforce. One way NV5 is already helping is through increased support for scholarships at Columbia Basin College. In 2018, NV5 is funding one 4-year and two 2-year scholarships for deserving students pursuing degrees in STEM and radiation safety-related programs at CBC. NV5 employees will again participate in Junior Achievement, support the Mid-Columbia STEM Network, and contribute personal time to help encourage lasting connections with our local youth. As a member of the Tri-Cities Local Business Association, the Tri-City Development Council, and the Regional Chamber of Commerce, we also understand the value of and will strongly contribute to businesswide collaboration in this community. In the coming year, NV5 expects to work more closely than ever with all our business and social partners. We look forward to helping the Tri-Cities advance the Hanford cleanup, grow our regional economy, and sustain the community we call home.
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FRANKLIN PUD | FROM PAGE 54
vation of the four Snake River dams. We have an uphill battle to contend with when the court views listed salmon as being on the verge of extinction and has put Snake River dam removal back on the table. We have watched with grave concern as litigants continue to challenge
ENERGY | FROM PAGE 55
such as most days worked without a lost time injury – 1,475 – which is more than four years. The Association of Washington Business honored Energy Northwest with its Better Workplace Award for safety in 2014. In addition, the agency received first-place safety awards from the Northwest Public Power Association in 2015 and 2017 and from the American Public Power Association in 2012, 2015 and 2016. Generation Projects Columbia
POWER magazine named Columbia a Top Plant in 2017 for pursuit of excellence and commitment to nuclear reliability, predictability, cost-effectiveness and safety. As a result of strategic investment in upgrades and maintenance, Columbia now delivers approximately 60 more megawatts of carbon-free electricity to the regional power grid than it did in
existing Biological Opinions (BiOps) at everincreasing costs to Franklin PUD customers. We support efforts to bring stability and certainty to the Federal Columbia River Power System (FCRPS) including implementation of the Endangered Species Act Committee, and legislative efforts like H.R. 3144 to codify the 2014 Biolog-
2010. The increase alone is equivalent to the amount of electricity generated by a large wind farm. Aggregated Demand Response Pilot Project
In partnership with Bonneville and participating Northwest utilities, Energy Northwest successfully concluded demand response demonstrations in 2016 and 2017. Demand response uses control and communications technology to shut off, shift the use of, or reduce energy consumption of equipment during peak electrical use. The coordinated decrease or increase of many electric loads at once sustains overall efficiency and reliability in a power system and provides flexibility. As a result, demand response can serve as a cost-effective alternative to building new power generation or transmission infrastructure, resulting in overall cost savings for Northwest customers. The Peak Load Management Alliance, a national community of experts and practitioners, recognized the
ical Opinion until 2022. While yesterday, today, and tomorrow may look drastically different in many respects, one thing remains the same. Franklin PUD Board of Commissioners and staff are committed to serving our public power customers with safe, reliable power. We understand the importance of reliable power in every part of our daily lives.
project as one of the nation’s most creative and successful energy achievements of 2015 with its national Pacesetter Award for Innovation and Excellence. These outstanding results were achieved while Energy Northwest continued to reduce costs and deliver tremendous savings to the region. Since fiscal year 2009 – through deliberate and careful planning – Mark and the agency’s team reduced Columbia’s cost of power from a two-year cycle average of 5.7 cents per kilowatt hour to 4.3 cents per kilowatt hour. Things are different from where we were eight years ago. With Mark’s retirement this June, we won’t be looking to change course, but, rather, to maintain our momentum along the path Mark set us on eight years ago. He leaves behind 1,100 men and women whose pride in their work and excellence in performance will continue to reap economic and environmental benefits for all of us for many years to come.
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Safety. Progress. Sustainability.
Safety Everyone, with the right training and support, can learn, live, and work safely every day. At NV5, safety will always be our highest value.
Progress Cleaning up the Hanford Site, helping local businesses protect their workers, and sharing what we’ve learned with others – NV5 knows that true progress improves lives.
Sustainability Diversifying our economy, reimagining the future, and building new spaces together are keys to a sustainable community. NV5 is invested in our long-term regional growth.
NV5.com
Construction QA | Infrastructure | Energy | Program Management | Environmental
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VISIT TRI-CITIES
Searching out new opportunities for tourism success BY KRIS WATKINS PRESIDENT & CEO
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s residents, we’re so accustomed to the Tri-Cities’ great weather, riverside trails, minimal traffic, relaxed atmosphere and unique attractions that we occasionally take these community features for granted — at least until we realize they are the very reasons our community is selected for conventions, sports tournaments and leisure travel. Visitors to our region not only remind us that we live in a world-class destination, but also make us aware that tourism is a driving force in bolstering the local economy and sustaining our desirable quality of life. Last year tourism generated more than
$444 million in visitor spending in the Tri-City region. Convention delegates, sports teams, business and leisure travelers from throughout the Pacific Northwest (and even the world!) stayed in our hotels, dined at our restaurants, sipped at our wineries, enjoyed local attractions and so on. More than $50 million in local and state tax receipts were collected from visitors. This revenue supports local infrastructure, fire and police departments, transportation and education, and reduces our overall tax burden. An energized tourism program also supports a diverse and prosperous business community where small and mediumsized business, such as coffee shops and boutiques, flourish due to the
Mitch Lewis Courtesy Visit Tri-Cities
Visitors to the Tri-Cities area can enjoy a leisurely bike ride through one of the numerous wineries.
financial support of visitor spending. In turn, employment opportunities are created. Tourism sustains more than 6,150 jobs in the Tri-City region, which will continue to grow with the addition of new attractions, restaurants and hotels. Our region boasts an inventory of more than 4,000 guest rooms. Hotels experienced a 62.6 percent occupancy rate in
2017, a 7.4 percent growth over 2016. To maintain this success, it is vital for Visit TRI-CITIES to further develop marketing programs to continually attract visitors to the area. One such program is regional wayfinding, which will help move visitors and residents throughout the Tri-Cities so they can make their way to attractions, shopping districts and gather-
TRIDEC
Building the Tri-Cities since 1963 BY CARL ADRIAN PRESIDENT & CEO
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he mission of the Tri-City Development Council (TRIDEC) is to facilitate job creation and capital investment (tax base) in Benton and Franklin counties. As the Associate Development Organization (ADO) for Benton
and Franklin In addition to Counties, we are our economic deresponsible for velopment role, we marketing the serve as an adregion to business vocate for federal and industry as funding for Hanwell as developing ford and Pacific a Tri-Cities reNorthwest National Carl Adrian sponse to develLaboratory and a opment opportunichampion for comties coming through the munity initiatives. Washington State DeDuring the fall of 2017, I partment of Commerce. had the privilege of par-
ticipating in two celebrations marking the completion of two projects in which TRIDEC played a key role – Lamb Weston’s Richland plant expansion and AutoZone’s distribution center. Combined, these projects totaled an investment of over $250 million and added 375 jobs.
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ing places and increase local economic impact. The regional wayfinding plan was completed through a collaborative effort between the cities of Kennewick, Pasco, Richland and West Richland; the Port of Benton, Port of Kennewick and Port of Pasco; Benton and Franklin counties; and coordinated by Visit Tri-Cities staff. Regional Wayfinding signage will start to show up as early as the end of this year. Progress continues in the development of the Manhattan Project National Historical Park. Visit Tri-Cities and its counterparts in Los Alamos, N.M., and Oak Ridge, Tenn., created a unified brand for the three park sites to increase awareness. And with the appointment of a National Park Service manager at the Hanford unit, the Manhattan Project National Historical Park is closer than ever to the elevated visitor experience envisioned. Wineries are one of the most popular attractions in our region. Visitors stay in the Tri-Cities to enjoy the more than 200
wineries and vineyards within a one-hour drive and to enjoy the authentic wine country experience. Earlier this year, the community welcomed the Columbia Gardens Wine & Artisan Village, a joint effort between the Port of Kennewick and the City of Kennewick. The village features two wine tasting rooms and production facilities with future plans for additional amenities such as artwork, a public plaza and a food truck cluster. Columbia Gardens not only enriches the visitor experience, but the revitalization of the historic waterfront creates a vibrant gathering place for the community. Tourism not only serves as an economic driver, it is a reflection of community pride. Whether it is a regional wayfinding plan or the development of an attraction, tourism can unite a community to achieve common goals. Just one more reason the Tri-Cities has enjoyed impressive growth in the tourism sector year after year!
When these types of projects happen, a variety of Tri-City companies benefit by selling additional services or products, creating a positive ripple effect. In addition, when TRIDEC lobbies for additional Hanford and PNNL funding, local businesses – ranging from retail to subcontractors – benefit from the increase in customer spending. In 2017, the Tri-City economy added 3,500 jobs – growing 3.2 percent. The Tri-City econo-
my has experienced equally impressive job growth for each of the last four years. Since December of 2013, employment has grown by nearly 12 percent, or over 12,000 new jobs. Growth in the Goods Producing sector, and particularly manufacturing, is TRIDEC’s key measure that the economy is healthy. Businesses in this sector typically sell goods or services outside the area and import See TRIDEC | Page 59
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Tri-City Herald
ceed. The Tri-City Regional Chamber has charted an aspirational path to be the catalyst for community development and business growth. As a catalyst for business growth, we strive to be a proven hub of information for businesses. We provide many programs
and resources to businesses that create the jobs that strengthen the Tri-Cities. In 2018, we’ll continue our innovative Economic Gardening Program, Business Development University and Meet the Buyer. Through our Procurement Technical Assistance Center, we will
launch a new program; Procurement Power Hour, where government contractors/subcontractors meet with peers and procurement professionals to discuss ideas, challenges, successes to advance their achievement in the government contracting arena. The Regional Chamber
is a convener for leaders and influencers, and the community at large, fostering a culture of collaboration to address challenges and create solutions. We recently held the first of planned quarterly meetings for the region’s business building organizations. Our goal is to foster collaboration, create awareness of available programs and resources, identify gaps and form partnerships to better serve the businesses in the region. It takes a champion to defend business values and make bold steps forward on matters that are important to the business community. The Regional Chamber is that champion. Our advocacy efforts continue at all levels of government as we promote policies supporting job creation, retention and economic growth. A project that exemplifies our role as catalyst, convener and champion is the Regional Vision Project, “MyTri2030.” A group of diverse business leaders formed our Regional Affairs Committee with the goal of creating a shared vision for the region and amplifying our
Another indicator that the Tri-City economy continues to grow is a study recently released by Policom Corporation entitled “2018 Metropolitan Micropolitan Economic Strength Rankings”. Using a variety of indicators, this report ranks the strength of each of the nation’s 383 Metropolitan Statistical Areas and 550 Micropolitan Statistical Areas. The Tri-Cities was the only Eastern Washington
MSA ranked in the top 100 – coming in at 82. The Spokane-Spokane Valley MSA was next at 161 and Yakima fell in at 233. In 2018, TRIDEC will continue marketing the community for new investment, advocating for federal funding for programs important to PNNL and adequate funding for Hanford Cleanup. In alignment with our target industries, TRIDEC will be marketing
the Tri-Cities at trade shows like the Natural Products Expo West and PowerGen, the nation’s largest energy-related show. We will continue building relationships with corporate real estate executives and site location consultants highlighting the benefits of a Tri-City location. As a champion for community initiatives, we will continue advocating for the U.S. Army Corps of Engineers to return
the Columbia Rivershore to the local communities and local control and will support the Tri-Cities Airport in efforts to attract new and to improve existing commercial air service. A new initiative for 2018, TRIDEC will establish a Task Force to evaluate the community’s efforts at encouraging entrepreneurism. Much is already going on in the community ranging from FUSE’s co-working space
TRI-CITY REGIONAL CHAMBER OF COMMERCE
Catalyst, Convener and Champion BY LORI MATTSON, IOM PRESIDENT/CEO
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here’s a saying in the Chamber of Commerce industry: “If you’ve seen one chamber, you’ve seen one chamber.” Our scope of work reflects the needs of our region and our chamber member businesses. At the Lori Mattson direction of the board and executive committee, and with the support of our members, we carry out a mission that focuses on business and community development, advocacy, and member services. The Tri-City Regional Chamber is committed to providing the highest level of return on member investment, and has a unique and valuable role in providing the tools that business needs to suc-
TRIDEC | FROM PAGE 58
money back to the community. This creates a multiplier effect, resulting in as many as four additional new jobs for each job they create. The Goods Producing and Manufacturing sectors grew by nearly 9% and 7% respectively in 2017.
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Rich Breshears Tri-City Regional Chamber of Commerce
Time for a selfie at our Annual Meeting.
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collective impact. We are working to build strong community support through a series of meetings with organizations, leaders, governmental entities, and individual citizens to leverage the scale and diversity of our entire region. Soon, the communitydriven project will go live with a community questionnaire available to every Tri-Citian, leader interviews, a big vision workshop and much more. The process will identify opportunities, gather insights, seek feedback, focus on a few key themes that will resonate across the region, and embrace the collaborative spirit of the Tri-Cities. With support from more than 1,300 members, we deliver unmatched programming, host exceptional events, and advocate on behalf of the regional business community. We are a results-driven organization that continues to make steady progress with our strategic plan – Chamber 2020 focused on being a catalyst, a convener and champion for business and the region.
to increased efforts to transfer technology developed at PNNL. The Task Force’s charge will be to catalog what is existing and make recommendations on what is needed to support and strengthen the entrepreneurial community in the Tri-Cities. TRIDEC is committed to being an advocate for business and a catalyst for progress. We look forward to 2018 being “Brighter and Bolder!”
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PASCO CHAMBER OF COMMERCE
Putting economic development front and center BY COLIN HASTINGS EXECUTIVE DIRECTOR
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his year, we are proud to have the leadership of Dennis Gisi of John L. Scott as the 2017-18 Pasco Chamber of Commerce board president. He has a long history and experience in the region volunteering in area business, development and community organizations. Late last year, the Chamber Board of Directors evaluated the chamber’s mission for 2018 and beyond. For over 100 years, the Chamber has embraced the economic growth our founders had predicted. As the Tri-City area’s oldest business advocacy organization, the Pasco Chamber strives to adapt to changes over the years to better serve our thriving community. Our major focus in 2018 will continue be economic development for the Greater Pasco Area. Our Economic Development Committee, in conjunction with our community partners, will begin to implement its goals from information derived from the Somos Pasco visioning project. Opposition to the Lower Snake River Dams remains a threat with the expanded influence for the removal of our clean hydropower system. To that end, we plan to create a “River Fest” event highlighting the vast array of interests benefiting from the Columbia-Snake River system. The effort aims to bring together a diverse
Courtesy Pasco Chamber of Commerce
The Pasco Chamber hosted the Mid-Columbia Agriculture Hall of Fame to honor our Agriculture Industry. The banquet honored a group of deserving individuals crucial to the agricultural industry of the Mid-Columbia area.
group of organizations to showcase the importance of the river to our area in an outdoor community event venue. This concept was successfully launched last year, led by the Port of Whitman, at Boyer Park just down river of Lower Granite Dam in Whitman County. Successfully producing a Tri-City event will provide more visibility to the issue, and potentially launch an event further down river to further educate more populous areas. Be on the lookout for more information,
because this event likely will take place in early autumn. In January, the Eastern Washington Ag Expo drew over 2000 visitors from the Pacific Northwest as agriculture industry representatives showcased new products and advancements in the agribusiness industry. Attendees sat in on informative seminars about precision ag, better business practices, pesticide credits classes and live cattle-handling demonstrations. We added two new
large partners to the event – Lamb Weston and US Cellular. Thanks again to Les Schwab Tires for their continued support with thousands of bags of complimentary popcorn for the attendees. The importance of agriculture is growing in our area as companies are relocating here for our abundant water and accommodating climate. It is important that we continue to develop ag technology and manufacturing advancements here to keep our economy growing as the mis-
sion at Hanford evolves. The Pasco Chamber also is host for the MidColumbia Agriculture Hall of Fame to honor our Agriculture Industry. The banquet in January honored a group of deserving individuals crucial to the agricultural industry of the MidColumbia area. The evening honored Jim and Ann Moore, [Pioneer Award recipient], Don Kinion [Ag Advisor], Allen Olberding [Stewardship Award] and Visionary Award recipients Dave Roseliep from
the Ag Forestry Program. Congratulations to all the honorees and thank you to the Port of Pasco for supporting this event. August of 2017 was a hot month for us, too! We partnered with the Port of Pasco in a Solar Eclipse Viewing at Osprey Pointe that drew more than 1,000 people – and we also launched our new Crawdad Fest where attendees dined on hundreds of pounds of delicious local crawdads. We will be sponsoring the Crawdad Fest again in September! June 15 will be the 7th Annual Sagebrush Scramble presented by Gesa Credit Union at Sun Willows Golf Course, offering a chance to get some business done on the links. Mark your calendars as well for our Annual Sunshine Meeting scheduled for Sept. 10. The Pasco Chamber 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. We enthusiastically continue that tradition and carry on those goals as we seek to further incubate and endorse the kind of free enterprise and economic vitality that makes Pasco such a great place to live.
BUSINESS & ECONOMY
tricityherald.com
Courtesy TCLBA
Using a model of a Small Module Reactor, Shawn Jerrow of NuScale Power, LLC, told TCLBA members about NuScale’s development of small, safe, highly-efficient systems for power production. The nuclear-powered reactors could be manufactured in the Tri-Cities and are ideal for microgrids serving hospitals, data centers, and military bases.
TRI-CITIES LOCAL BUSINESS ASSOCIATION
Building a future with local business BY STEVE ANDERSON PRESIDENT
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eaders of local tech companies and organized labor are collaborating through the Tri-Cities Local Business Association (TCLBA) to advocate for the interests and goals of business and our regional commerce. In 2017, TCLBA focused on completion of Hanford cleanup; a postcleanup transition of the Hanford workforce, land and infrastructure; and efforts to diversify and strengthen our regional economy. Activities con-
centrated on opportunities for local business growth. New Hanford prime contracts are taking shape, which will significantly affect the vitality and sustainability of the Tri-Cities economy. TCLBA has worked closely with the Energy Communities Alliance and our community partners, TRIDEC and the Regional Chamber, to provide input on DOE’s acquisition strategy. Our input encourages DOE to include specific provisions in contract solicitations and the subsequent determina-
tion of prime contractor annual award fees. We have asked for provisions that incentivize the prime contractors to subcontract as much meaningful work as possible to local businesses, including small businesses. Increased local business involvement in Hanford cleanup will contribute innovative solutions and added capacity to completing the challenging work. Furthermore, it will help local businesses expand their capabilities, which aids their pursuit of non-Hanford work that can enhance local economic growth. Many TCLBA member companies are already doing just that. As cleanup winds down, the high-tech, well-paying Hanford jobs that currently fuel our local economy will need to be replaced. We envision future business growth areas related to PNNL’s technology generation, Washington State University-TriCities’ and Columbia Basin College’s growth, clean energy, agriculture, wine, health care, manufacturing and environmental protection. These areas build on the knowledge and skills of the Hanford workforce and leverage Hanford land and infrastructure that may become available with cleanup success. In partnership with Visit TRI-CITIES and others, TCLBA initiated a forum to discuss ideas for showcasing and advancing our community’s growing Science Technology Engineering and Math (STEM) identity. We believe our STEM identiSee TCLBA | Page 62
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The dams support us...
Save the Date:
WeareDamProud
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TRI-CITIES RESEARCH DISTRICT
Partners ready to create opportunities BY DIAHANN HOWARD EXECUTIVE DIRECTOR
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t will be an exciting year for the Tri-Cities Research District (TCRD). The District board and several community partners have been busy identifying new opportunities and ways to connect and engage entrepreneurship within our community. The first step is collaborating with our higher education partners Washington State University (WSU) and Columbia Basin College on our mission and philosophy. Actively developing opportunities together with WSU centered on commercialization that will allow us to actively pursue deeper discussion focused on the topic. Identifying technologies is the base to connecting the entrepreneur to the best environment space to facilitate business growth. Establishing technical teams to support this mission is key to jump start entrepreneurial efforts and fully realize the technology potential sooner rather than
TCLBA | FROM PAGE 61
ty differentiates the TriCities and promotes tourism, entrepreneurship, manufacturing and more. Additionally, a strong STEM education system helps companies recruit, develop, and retain high-quality em-
Courtesy Tri-Cities Research District
View of North Richland looking south
years later. Columbia Basin College efforts to connect students by creating learning opportunities within key industries of interest will be one pipeline that will feed this concept. The District’s goal is to continue to foster desire in developing creative mak-
er space facilities that also offer support in the machining industry, such as CNC or logistics training. We will be working with both WSU TC and CBC along with private industry to move this forward. Parallel with education and workforce devel-
opment efforts, the District is also working to create a small business equity fund. The i6 Challenge was launched in 2010 by U.S. Commerce Secretary Gary Locke to help spur the industries and jobs of tomorrow by awarding the most innovative ideas to drive
technology commercialization in regions across the country. The greatest job and value creators of the future will be activities, jobs, and even industries that do not exist today. The U.S. Economic Development Administration and Office of Innovation
ployees. This last year, TCLBA, as a non-profit 501(c)(6), added key administrative and support staff. We also adopted use of social media to promote our member companies and enhance communications. At TCLBA meetings, guests covered diverse topics such as Small Modular Reactors, Han-
ford tanks closure, FUSE’s approach to nurturing entrepreneurial businesses, area tribes’ involvement in Hanford lands stewardship, DOE’s procurement perspectives, alternatives for treatment of low-level radioactive waste, and organized labor’s innovative workforce training programs. We also convened a
meeting of our area’s four mayors with Pacific Northwest National Laboraroty officials to discuss collaborations between our business members and local governments to commercialize innovative technologies developed at the Lab. We will be working with Lee Cheatham, PNNL’s Director of Technology Deployment and
Outreach, to foster and implement ideas generated in the meeting. In 2018, we will continue to strengthen our membership, networking, and influence. We will promote opportunities for our members to access information and interact with key decision makers. We will partner within our community to advance our STEM iden-
and Entrepreneurship (OIE) administer the grant. The Port of Benton, in collaboration with community partners, was recently awarded the 2017 i6 Challenge – Seed Fund Support Grant in the amount of $300,000 and one of 15 recipients from across the nation. The grant will offer opportunity to support the creation of the fund and not only provide businesses with capital, but also will help place them in an environment that creates teams to enrich their growth and development. The District is engaging marketing efforts, and will organize a series of entrepreneur’s events and networking to bringing together entrepreneurs, supporters and investors to share stories and convey the message of opportunity in the Tri-Cities. This is the role of the TCRD. As a state designated Innovation Partnership Zone, our shared vision together and its future potential is to achieve our mission and create not only jobs but also a rich entrepreneurial culture for the TriCities: “What’s Next, Starts Here!”
tity, transform emerging technologies into STEM startups, and leverage the Hanford workforce, land and infrastructure. By capitalizing on the proven potential of local tech businesses, the Tri-Cities has a smart strategy for creating jobs and achieving sustained economic growth.
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BENTON-FRANKLIN COUNCIL OF GOVERNMENTS
Planning for growth — 400,000 residents by 2040 BY BRIAN MALLEY EXECUTIVE DIRECTOR
Y
ear after year, we continue to be one of the fasting growing regions in the Pacific Northwest. Our area is now home to more than 280,000 people. Commercial and industrial developments are in progress across all of our cities. Our area will pass 400,000 total residents by 2040, projections from the Washington State Office of Financial Management estimate. That will require space for new homes, apartments, schools and employers. Our role at the Benton-Franklin Council of Governments is to facilitate and coordinate transportation planningrelated activities, strategies and investments for the Tri-City metropolitan area, rural Benton and Franklin counties and to support the region’s economic growth. 2017 was a productive and rewarding year for our office, which included the adoption of Transition2040, our Long Range Metropolitan/Regional Transportation Plan. Transition2040 identifies the mobility needs of our region, providing a policy framework for the investment of anticipated federal, state and local funds. The primary goals of the plan are: safety and security; preservation; mobility and accessibility; freight movement and economic vitality; and community and
Courtesy Benton-Franklin Council of Governments
BFCG transportation staff conducted several public outreach efforts, shown here at the Richland Farmers Market on a hot summer's day.
environmental sustainability for our entire regional transportation system. In June, BFCG was awarded the Excellence in Regional Transportation award from the National Association of Development Organizations for our Active Transportation Plan. Recently, our public engagement efforts were shared with thousands of attendees at the annual meeting for the Transportation Research Board, a division of the National Academies of Science, Engineering and Medicine in Washington, D.C. This upcoming year will include continued implementation of
Transition2040, development of our Congestion Management Process and taking a look at our regional bicycle and pedestrian levels of service. Thanks to the Active Community Environment grant from the Washington State Departments of Transportation and Health, we will be host for a workshop this spring for Complete Streets. Staff will also research forecasting models this year, which will be an opportunity for our region to take a look at scenarios linking planned land use, growth and transportation planning. 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 Committee includes representatives from several jurisdictions within our membership — tourism, area lenders, small business, minority interests, workforce, higher education, labor, and the private sector. The CEDS includes strategies, projects and goals for the near and longterm 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. 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. The EDD administers revolving loan programs that may be able to provide financial resources to businesses, including start-ups, and often partners with lending institutions to provide larger loans. These loans help create jobs in the community and additional access to capital for many businesses. We are available to assist with alternative financing,
with loans ranging from $2,500-$300,000, including a women and minority-owned small business microloan program. Interested in learning more? Visit us on the web (www.BFCOG.us) and sign up for our newly monthly update briefs! BFCG is designated as the Metropolitan Planning Organization, Economic Development District and Regional Transportation Planning Organization 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 – who work together to advance the agency’s core plans and programs.
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Tri-City Herald
BUSINESS & ECONOMY
tricityherald.com
HOME BUILDERS ASSOCIATION
A bullish outlook for home building in 2018 BY JEFF LOSEY EXECUTIVE DIRECTOR
T
he Tri-Cities as a whole continues to sparkle when it comes to new singlefamily homes being built. Families are offered some of the most energyefficient homes in the country as Washington State has one of the most stringent energy codes in the U.S. Even with another positive year of new starts, there have been some challenges that have slowed down what could have been an even bigger increase in starts. In 2017, we saw an increase of 4 percent over 2016 with 1,446 new single-family home permits pulled for the TriCities region. This was a bit of a surprise, as most of 2017 found the industry playing catch-up from one of our worst winters in recent decades. The winter’s devastating effect on scheduling lingered for most of the
Tri-City Herald file
Construction workers work on the roof of a new home in Kennewick. In 2017, the Tri-Cities region saw an increase of 4 percent over 2016 with 1,446 new single-family home permits.
year. Permits were pulled at the beginning of the year to start but some went well into the year before anything could begin as the ground stayed frozen, making concrete foundation pouring nearly im-
possible. Another factor in slower growth has been the lack of available readyto-build lots. There hasn’t been as much platted and ready to go. One of the most telling Cities was Kennewick.
Tri-Cities showed an increase of 4 percent, but Kennewick plunged over 50 percent in 2017. Most of Kennewick’s new growth will be in Southridge, which had been waiting for the completion of Bob Olson
EMPLOYMENT SECURITY DEPARTMENT
Region had stable economic expansion in 2017, with positive outlook for 2018 BY AJSA SULJIC REGIONAL LABOR ECONOMIST
I
n economic analysis, 2017 marks a decade since the peak economic activities happened in the nation, state, and Tri-City re-
gion. What is worth mentioning is that Tri-City region has gone through some of the worst economic contractions and best economic expansions in recent history with a jetpack in the economic forefront.
The average annual rate of nonfarm job growth for the Tri-City region has been 2.1 percent over the last decade. Tri-City regional growth is almost double that of Washington state’s growth of 1.2 percent and three times faster than
the nation’s growth of 0.6 percent. Current economic conditions are showing robust nonfarm employment activities and great improvements in the labor market. Local nonfarm job growth has been wide-
Parkway to open up the area for development. Now that the road is open and plats are ready, we feel that Kennewick will rebound in 2018. Pasco is the only city over the past 4 years that has seen growth every
spread in 2017, however the main driver of growth was the construction industry, with a 15.6 percent increase over the year. This marks fifth year of rapid job expansion in construction activities in the region. Both homebuilding and commercial building for the Tri-Cities area have done quite well, while at the same time showing a trade skills gap and growing labor force demand, which were created by employment declines during the 2008 reces-
single year. It has been 7 years since they instituted the $4,700 school impact fee that sent new home starts plummeting over 60 percent in the first two years it was in place. As Pasco still owns the distinction of the youngest of all our cities with a median age of 28.7, it’s easy to see why the need for housing continues to increase. Shortage of labor continues to plague the construction industry. With a median age of 55, skilled labor in the trades might end up being the biggest Achilles heel over the next few years as the reason new home production might lag. From the local to national level, the construction industry is doing all it can to help our next generation get acquainted with the trades where possible. The HBA is supporting Tri-Tech Skills Center Construction class and the Walla Walla CarpenSee HBA | Page 65
sion. More homes were sold in the past three years than in all years of 1980s. In the1980s, home prices were four and a half times less expensive than the average $267,051 home cost in 2017. While the inventory of homes is the lowest since the early 1990s, the number of housing permits increased along, with total value of the permits. Real estate prices are continuing to increase, See STABLE | Page 65
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HBA | FROM PAGE 64
try foundation in educating the next work force as they are paramount for replacing an aging construction industry work force. In spite of all these challenges, the Home Builders in Tri-Cities over the last 4 years have built 5,009 new single-
STABLE | FROM PAGE 64
along with the population and business demand for more real estate availability. In the meantime, other industries have shown significant gains in employment, including education and health services, which expended by 2.4 percent over the year and 3.6 percent a year over the past 10 years. Local health care services are becoming a regional hub by bringing in more specialized services that were not available before. At the same time, local school districts are working on facility expansions and renovations and also building new facilities to accommodate a growing student population. Leisure and hospitality and local government are yet another group of industries that are growing mainly due to population demand. Total population was estimated at 283,800 in 2016, an increase of 11 percent since 2010, compared with the state’s increase of 8 percent and
family homes with a valuation in new property taxes of nearly $1.5 billion dollars. With a new tax plan in place for 2018 and a national economy that is red hot, we are expecting a couple of increases to the federal funds rate this year. We don’t feel that the increases will be very big, and the net
“
Projected growth rate for the Tri-City region is between 1.8 percent and 2.0 percent.
”
the nation’s 4.5 percent. Median age is 33 years for the two-county region, compared to median 37 years of age in the state. Overall, the Tri-Cities has seen good expansion in the past couple years. Even when compared to the 2007 peak, the region has continuously reached new growth levels in both business and workforce development. The growing business market supported expansion in the labor market, which increased by 1.8 percent. This marks three consecutive years of steady expansion in labor market, which also brings early signs of skill gaps and tightening of the labor market supply. Economies and consumers are vulnerable to shocks of different inside and outside variables, which have weakened
effect on home buying will be negligible. Interest rates for new homes are still at an all-time low. Weather so far in 2018 has been very favorable, and our state is projected to add 20,000 to 21,000 new jobs in 2018. We are very bullish on new home starts in 2018 and forecast that this year will see another increase in starts over 2017.
economic growth in certain industries, including professional and business services, and financial services. However, inflation is still in check, which helps boost household confidence in their future opportunities. In 2016, average household income was over $75,700, an increase of 2.1 percent from 2015. Increasing household income and local payrolls (up by 5.0 percent over the year) contribute greatly to consumers’ ability to grow discretionary spending in local and regional economic markets. What to expect in 2018? It is one of many good questions that we all have. However, current employment and unemployment trends, along with population growth are showing very positive outlook. Projected growth rate for the Tri-City region is between 1.8 percent and 2.0 percent. Some of the industries that are expected to continue to grow in 2018 include accommodation and food services, health care and social assistance, educational services, transportation and warehousing, construction, and wholesale trade.
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GOODWILL INDUSTRIES
There’s more behind the store for job seekers BY JOEY EDMINSTER COMMUNITY AND MARKETING SPECIALIST
M
illions of Americans are addicted to drugs, but Nancy’s success story is a special one. “I was addicted to meth for over 25 years but I woke up one morning and decided that enough was enough, I would never touch the drug ever again,” she said. Nancy woke up one morning with the determination to get her life turned around and went to her local Goodwill for help. Despite her past, she was offered a position with the team and was given the skills she needed to change her life for the best. “The skills that are given to me, I’ll be able to succeed every day that I’m there” she believes. Goodwill Industries is dedicated to helping individuals in our community find gainful employment. Our Employment Connection Center (ECC), at 3521 W. Court St., Suite B, assists job seekers in finding work in the communities that we serve. The ECC is a FREE, walk-in job search assistance program which helps job-seekers create resumes, prepare for interviews and provide access to community
resources and information. The ECC also provides access to a computer lab, computer tutorials, skills assessments and internet job-search services designed to improve job-seeking skills to help you get that job! Nancy’s story is a true testimony of the mission of Goodwill Industries in action – “Changing Lives through the Power of Work.” We have enjoyed an almost 50-year relationship with the TriCities and surrounding areas, and truly value the support we receive from these communities. Generous donations from our local residents fuel our store sales, which in turn pay for the free services available to anyone that visits our Employment Connection Center. In 2017, our Mission Services team served almost 4,000 people and helped place 552 people into jobs. Our goal in 2018 is to help even more individuals remove barriers and find work in the New Year, and we look forward to the challenge of accomplishing this goal. Another exciting project is the expansion of our Mobile ECC, which provides our programs to smaller communities across the region. By partnering with local libraries, we offer many of the same employment
Courtesy Goodwill Industries
Goodwill Employment Specialist Ginny Nicolls assists a job seeker in the Pasco Employment Connection Center.
Mobile Employment Connection Schedule Monday
10 am – noon
Sunnyside library, 621 Grant St.
Tuesday
1 pm – 3 pm
Prosser library, 902 7th St.
Wednesday
1 pm – 3 pm
Benton City library, 708 9th St.
Thursday
noon - 2 pm
Grandview library, 500 W. Main St.
Friday
1 pm – 3 pm
West Richland library, 3803 Van Giesen
services as in the TriCities. These free services include walk-in job search assistance, resume creation, interview
preparation, and access to community resources and information. The Mobile ECC also provides access to a computer lab, computer tuto-
rials, skills assessments, and internet job search devices. Goodwill Industries looks forward to 2018 and the exciting opportuni-
ties the New Year brings. We are thankful for the generous and supportive communities in which we operate. Our mission is as strong as ever, and we are excited about being a part of more success stories like Nancy’s. Her feelings about Goodwill Industries are strong, when she says, “I owe everything to Goodwill.” Now you, too, can see why...“There’s more behind the store.”
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