Progress 2011 by Tri-City Herald

PROGRESS 2011 tricityherald.com/progress

COMMUNITIES & LI F ESTYLE

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BUS I N ESS & ECONOMY

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SC I ENCE & TEC H NO LO GY

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AGRICULTURE & COMMERCE

Delivering on the

promise of performance for our customers and the community. How does a company become the governmentâ&#x20AC;&#x2122;s leading systems integrator? By finding ways to support our customers and coming through for them. Every day. Like a sunrise. Powered by innovation and guided by integrity, we help our customers achieve their most challenging goals. Efficiently, effectively, and safely. Lockheed Martin. A promise made is a promise kept.

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INSIDE Business & Economy Tri-City Regional Chamber ......................6 Home Builders Association ......................7 Tri-City Association of Realtors ................7 Department of Transportation ................9 TRIDEC ..................................................10 Dade Moeller ..........................................11 Energy Northwest ..................................12 Goodwill Industries ................................12 Tri-Cities Research District ....................13 Benton PUD............................................15 Franklin PUD ..........................................17 Communities & Lifestyle Benton County Commission ..................20 Three Rivers Community Foundation......20 Visitor & Convention Bureau ..................22 WSU Tri-Cities ......................................23 Richland School District ........................25 Columbia Basin College..........................25 Chiawana High School ..........................26 Pasco School District ............................26 Kennewick School District......................27 City of West Richland ............................28 City of Kennewick ..................................30 City of Pasco ..........................................31 City of Richland ......................................31 Tri-Cities Cancer Center ........................32 Kadlec Health System ............................33

Kennewick General Hospital ..................36 Lourdes Health Network ........................36 Agriculture & Commerce Port of Benton ......................................39 Port of Pasco ........................................40 Port of Kennewick ..................................41 Washington Potato Commission ............42 Washington Wine Commission ..............43 Department of Agriculture ....................44 Kennewick Irrigation District ..................44 Science & Technology Bechtel National ....................................46 HAMMER................................................47 Hanford Advisory Board ........................51 River Protection Solutions ....................52 Washington Closure Hanford ................53 CH2M Hill ..............................................54 Office of River Protection ......................55 PNNL/PNSO ..........................................55 DOE Richland ........................................58 Department of Ecology ..........................52 EPA Hanford ..........................................63 Fluor Government Group........................63 Mission Support Alliance........................63 Editorâ&#x20AC;&#x2122;s note: The Pasco Chamber of Commerce and Franklin County Commission were invited to participate but declined or didnâ&#x20AC;&#x2122;t respond.

Rufus Friday Publisher 582-1443 rfriday@tricityherald.com Allison Stormo Progress Editor/Designer 582-1596 progress@tricityherald.com

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ON THE COVER Top from from left, photos courtesy Washington State University Tri-Cities, Herald/Richard Dickin, Herald Paul T. Erickson. Center: Courtesy John Clement. Bottom from left: Courtesy Energy Northwest, Herald/Kai-Huei Yau, Washington River Protection Solutions.

Advertising Index Lourdes Health Network ..............................3 Benton PUD ................................................4 Toyota of Tri-Cities ......................................5 Fluor Hanford ..............................................6 Windermere Real Estate Tri-Cities ................7 Legacy Ford ................................................8 Tri-City Chaplaincy ....................................10 Coldwell Banker ........................................13 Yakima Federal Savings & Loan ................14 Richland Family Medicine............................15 Kadlec Regional Medical Center..................16 Energy Northwest ......................................18 Windermere Real Estate Tri-Cities ..............19 HAPO Community Credit Union ..................21 TRIDEC ......................................................23 Mid-Columbia Libraries ..............................24 Apollo Inc. ..................................................27 Tri-City Area Journal of Business ..............29

David Gilchrist Advertising Director 582-1460 dgilchrist@tricityherald.com Shelley Ransier Advertising Sales Manager 582-1570 sransier@tricityherald.com

Lampson International LLC ........................32 McCurley Integrity Dealerships ............34-35 Agrinorthwest ..........................................37 Randolph Construction ............................38 Denchel Fort Country ................................40 Tri-Cities Cancer Center ............................42 Creekstone ................................................45 Bechtel National ........................................48 Tri-Cities Academy of Ballet & Music..........49 City of Pasco ............................................50 Western States Insurance ..........................51 Three Rivers Community Foundation..........53 Farmers National Company........................56 Pallis Pool & Patio ......................................57 Columbia Basin Hematology ......................58 Valmont Northwest ....................................59 Santillies Restaurant ..................................60 IBEW Local #112..........................................61 Port of Benton/Pasco/Kennewick ..............64 River Protection Solutions ........................66

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Rufus Friday Publisher 582-1443 rfriday@tricityherald.com Allison Stormo Progress Editor/Designer 582-1596 progress@tricityherald.com

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David Gilchrist Advertising Director 582-1460 dgilchrist@tricityherald.com Shelley Ransier Advertising Sales Manager 582-1570 sransier@tricityherald.com

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TRI-CITY REGIONAL CHAMBER OF COMMERCE

Chamber dedicated to benefitting community

Five years ago, the Tri-City Regional Chamber of Commerce was formed through a merger with the Richland and Tri-City Area chambers. Thanks to committed leaders, dedicated staff and volunteers and a wealth of partnerships, the Regional Chamber is thriving with positive energy and resources. Every day, people find new ways to take advantage of opportunities offered, and members are energized by a common drive and vision to make things happen. With one of the largest chamber memberships in the state, the Tri-City Regional Chamber is dedicated to continuing the momentum that began with the merger. Our mission statement — promoting regional prosperity and strengthening our member businesses through advocacy, leadership, networking and innovative business programs — is a commitment to the region. The Regional Chamber leadership understands that what benefits its members ultimately will benefit everyone — therefore, we focus on providing resources and activities designed to grow our region’s businesses. Our Procurement Technical Assistance Center counselor assisted clients from Benton and Franklin counties in receiving $1.9 million in government contracts. In 2011, an additional PTAC program will be offered, where we will facilitate matchmaking forums between government entities and small businesses. Efforts to nurture entrepreneurs are critical components of our partnerships in 2011. The Tri-City Regional Chamber is teaming with Kennewick, Richland, the Tri-Cities Research District and dozens of small-business resource providers to launch a one stop web-based resource for entrepreneurs and develop an economic gardening program. We are in the process of creating a public relations and marketing plan that communicates the value and importance of the chamber. We’re re-engineering the way the chamber will create value and visibility through sponsorship opportunities. In keeping with our mission of offering innovative programs — plans are in the works to launch our First Annual Women in Business Forum. This is a one-day event that will provide mentorship and networking opportunities for women. It will help female business leaders through professional development and entrepreneurship assistance. This fall, the chamber will intensify its focus on growing our membership, when 35 volunteer teams come together with a

goal of bringing in 175 new members. Our last major membership drive was in the fall of 2008 and resulted in 200 new members and an unparalleled surge of energy and engagement from our members and volunteers that lasted months after the event. We are excited about our two big community celebrations during the summer — Cool Desert Nights and the River of Fire Festival. Plans are Lori under way to improve Mattson the entertainment options at Cool Desert President & Nights, provide space for additional show cars and CEO continue to bring visitors to the Tri-Cities. This year will be the 25th Annual River of Fire Festival. The Tri-City Regional Chamber is committed to keeping members informed in respect to proposed legislation and issues, which affect the economic and business climate of the Tri-Cities and the surrounding area. We are working diligently to be the voice of business. We’re accomplishing this goal through member outreach, increasing the number of members who request our assistance in advocating their issues, continued relationships with our elected officials and creating grassroots groups to advocate for specific issues. Working cooperatively and forming strategic alliances continues to be a priority to our leadership. In addition to our continued involvement with the local Tri-Cities Legislative Council and the state’s Association of Washington Business, we have formed a statewide business alliance with the eight largest chambers. This alliance has strengthened our relationships with similar-sized chambers, resulted in meetings with Senate leaders and provided a unique opportunity to advance the TriCities as an economic power in the state. In addition, we’re pursuing alliance opportunities with the Yakima and Walla Walla chambers to formulate ways we can crosspromote and assist those businesses that expand into all three communities. The Tri-Cities is a thriving region filled with risk-takers. Positive energy and camaraderie fuel its spirit. At the center of this spirit are the Tri-City Regional Chamber and a host of other thriving community organizations impacting our region, transforming our future and realizing opportunities that grow our economy and enrich our lives.

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TRI-CITY REGIONAL CHAMBER OF COMMERCE

Chamber dedicated to benefitting community

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HOME BUILDERS ASSOCIATION OF TRI-CITIES

Southeastern Washington has strong housing market

Jeff Losey Executive Director

With a 25 percent increase in housing starts in our region and many new commercial projects, 2010 was a good year for the building industry. Our little corner here in Southeastern Washington has been the envy of the rest of the country — we’re constantly in the headlines due to our vibrant economy, steady increases in home values, stable employment and more. By nature, the housing market is cyclical; booms

in the housing industry are usually preceded by booms in the local economy through economic development. And of course, it’s cyclical for consumers as well. As more people come to this area, whether for a new job or to retire, they need places to live. As families expand, they move into bigger houses. As kids leave the house, couples move into smaller houses. See BUILDERS | Page 9

TRI-CITY ASSOCIATION OF REALTORS

American dream still lives on

Americans are receiving conflicting messages about homeownership, which causes confusion among many people regarding the decision to own real estate. On the one hand, they have been bombarded with messages that owning a home is a part of the American dream and a relatively safe way to build wealth. Yet, for the past three years, news headlines have described hundreds of thousands of foreclosures and have focused on the devastatPaul Roy ing effects that the boom and bust cycle of recent President years has had in many communities in the United States. The National Association of Realtors recently released a survey by Harris Interactive that showed that homeowners and renters agree that homeownership benefits individuals and families, strengthens our communities and is integral to our nation’s economy. And it’s right. In 2007, the median net worth of families who own homes was $234,200 compared with $5,100 for families who rent, according to a Federal Reserve Board report on household finances. Some might suggest that this data is a result of the housing boom, but if you consider that in 1998, before the real estate market’s great expansion, median net worth for families who were homeowners was $168,200, while net worth for renters was just $5,400 (Figures from both years are adjusted to 2007 dollars.) which demonstrates that the boom had nothing to do with these numbers.

Experts agree that the newer Fed data, which was collected in 2010 but likely won’t be released until 2012, may reflect the decline in home values but show a continued widening gap between owners and renters. A quick Google search on “benefits of homeownership” springs back a host of sites, but just about all of them mentions the financial benefits of owning a home — interest deduction, property tax deduction, building equity, etc. But, the National Association of Realtor site addresses the specific psychological and emotional benefits such as: Higher educational performance and better behavior of children. Lower community crime rates. Lessened welfare dependency among households. More household participation in civic affairs. Better household health. For Realtors, there’s no more urgent business in 2011 than debunking the notion that home ownership is no longer part of the American dream. Past research and a recent poll conducted by NAR and Harris Interactive back NAR’s assertion that ownership remains a dream of Americans and makes a positive difference in people’s family relationships, their finances, and their feelings of connectedness to their community. Sustainable property ownership is one of the keys to full participation in our society, and it offers a means of acquiring wealth. Our Tri-City Association of Realtors will continue to lead the way in our community to preserve and protect the promise of the American Dream and the role home ownership in that dream.

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HOME BUILDERS ASSOCIATION OF TRI-CITIES

Southeastern Washington has strong housing market

Jeff Losey Executive Director

TRI-CITY ASSOCIATION OF REALTORS

American dream still lives on

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WASHINGTON DEPARTMENT OF TRANSPORTATION

TRIDEC

Transportation improvements essential to economy

Region in strong position to build healthy economy

In the past, the color orange on constructions signs, cones and barrels was the obvious indicator of progress for improvements to the state and interstate highway transportation system. In the future, alternatives, innovations and efficiencies may change the look of progress. Don In the past Whitehouse dozen years, the Tri-City Regional area has Administrator received a significant number of highway improvements. The first improvements in adding traffic capacity to Highway 240 included: Constructing a new bridge (causeway) over the Yakima River, adding lanes on Stevens Drive and Columbia Center Boulevard, widening lanes and shoulders on Highway 240 between Beloit Road and Kingsgate Way and constructing the Steptoe roundabout. Improvements continued on Interstate 182 at the Queensgate/Thayer interchange as well as Road 100. And finally, adding roundabouts, ramp changes and

Courtesy Washington Department of Transportation

An aerial view of the Highway 240 Yakima River Bridge (causeway).

safety improvements to the Highways 395 and 240 interchange, at the south end of the blue bridge. It has increased mobility and reduced traffic congestion and collisions. In fact, collisions on southbound Highway 395 have been reduced by 41 percent. And since lanes were added on Highway 240, collisions from I-182 to Columbia Center Boulevard have been reduced by 43 percent. Almost all of the projects in the Tri-City area, funded by the 2003 and 2005 gas tax funding packages, are now complete.

This year and next, construction crews will build the remaining major Tri-City area project at the intersection of highways 12 and 124 in Burbank. When the new interchange is complete, traffic will move more smoothly and safely using new lanes, bridges and roundabouts. Details on this project can be found at www.wsdot.wa.gov/ projects/us12/sr124burbank interchange, and weekly construction updates at www. wsdot.wa.gov/Regions/ SouthCentral/Construction. Currently, 76 percent of state

funding to maintain operate and improve Washington highways comes from the gas tax. The remaining 24 percent comes from license fees, weight fees and permits. Recent trends, such as purchasing more fuel-efficient vehicles and vacationing closer to home, as well as statewide goals toward reducing our carbon footprint and national goals of reducing our dependence on oil, have created an interesting highway funding issue. As people use more fuel-efficient vehicles, drive alternative fueled vehicles (biodiesel, electric), car pool or ride public transit and light rail, they purchase less gas. These efficiencies, alternatives and innovations, applauded as progress toward making our environment greener, have the consequence of decreasing the funding to preserve and improve our state highways. Presently, WSDOT engineers search for the most cost-effective methods to repave existing highways. Normally, every 10 to 14 years, state highways are resurfaced with a 2- to 3-inch layer of fresh asphalt pavement, which makes the ride smoother and the road last longer. To avoid the high costs of new asphalt, engineers have adopted a lower cost method of extending the

useful life of the road surface (five to seven years) called chip sealing. Basically, oil is poured into cracks and onto the surface of the roadway, rock chips are spread over the oil and traffic drives the rock chips into the oily pavement. This resurfacing method is only a short-term solution to a long-term deteriorating pavement problem, but is one example travelers will see of how we are trying to stretch our budget. In the future, when a new funding source is identified, WSDOT will seek alternate project delivery methods while maintaining a core work force to ensure a strong owner role in our projects. When an additional work force is required to deliver large projects, WSDOT will contract with private consultants to meet the need. Adding consultants to design and build large projects already is working for WSDOT. For projects funded by the 2003 and 2005 gas tax increases, 74 percent of the project expenditures went to the private sector, and consultants delivered more than half of the design effort. The time is right for new infrastructure investments. The bidding climate is better than ever and a recovered economy will depend on a transportation system that works.

BUILDERS | Members of association don’t just build houses, they create communities FROM PAGE 7

Our area is no exception to these cycles, but luckily, our boom years (2003-05) were not over the top, allowing us to sustain stable levels during the less prosperous years (2006-09). This stability also has allowed us to recover faster than most regions. We saw an increase in housing starts in 2009, but at this time last year, we weren’t sure if that would last. The first time homebuyer tax credit expired in April, which caused some leveling off, but we still finished 2010 with a stronger housing economy than in 2009. So where does that leave us for 2011? I’m hopeful that we will be able to maintain our 2010 levels, and maybe even see some increase. I do know that we will face several challenges in the coming years,

and how we respond to these challenges in 2011 will affect the residual impact of these challenges after this year. Our entire community will be facing the challenge of continuing to diversify our economy from a Hanford-centric model, and how we weather the coming layoffs as a community will be a good indicator of how far we’ve come. Several other challenges that we will face in 2011 and beyond are related to budget issues. With our state and federal governments facing record deficits, we can be sure that an array of tax increases will be on the table. Unfortunately, the tax increases won’t stop at those levels — local governments also will be hurting and will be looking for ways to increase revenue. Many of the tax increases will be disguised as fees, but a fee is just a tax with another

name. Whatever the name, tax increases are not the way to solve budget deficits, especially those that unfairly impact small businesses, and especially the building industry specifically. With nearly 800 members in our local Association, the building industry is made up primarily of small businesses — those businesses employ more than 11,000 people in our region and offer continued support for our economic vitality. In fact, a study we commissioned in 2009 showed that the residential construction industry would be the sixth largest private employer in the area if considered as one employer. It is imperative that we give businesses the tools to succeed, instead of further hindering their progress. Despite these and several other challenges, I am confident that the building

industry will maintain its economic strength as we move forward. We will continue working to promote affordable housing; fewer government restrictions and taxes; economic development for our region; market-driven, not mandatory green building through our Built Green Program, and helping people realize their own goals of home ownership. We will find success in these measures due to the strength of our members and their importance in our local economy. The members of the Home Builders Association of TriCities don’t just build the houses we live in and the buildings we work in — they build neighborhoods and communities. We are proud to be the leaders in building our region and look forward to a 2011 that allows for businesses and individuals to thrive and flourish.

While major metros in Washington and the nation continued experiencing the effects of the recession, the Tri-Cities enjoyed a relatively stable and recessionresistant economy in 2010. Last year was busy for the Tri-City Development Council. We achieved notable successes and continue to work to establish a strong foundation for our future efforts. During 2010, TRIDEC participated in the Vista Field Advisory Committee, the study of possible locations for a new Columbia River Bridge, Carl Adrian assisted the Tri-Cities Airport in attracting a President & new air service with CEO Allegiant Airlines to Los Angeles and helped judge the inaugural Washington Manufacturing Awards. TRIDEC’s economic diversification efforts over the past year extend across the Tri-City region, with our economic development partners assisting to bring in new jobs to our community. Cascade Natural Gas opened its new headquarters in Kennewick’s Grandridge Business Park. Cascade announced its relocation decision from downtown Seattle to Kennewick in 2009. GCL Solar Technology, a Chinese based company, established its first U.S. research office on Columbia Point in Richland. TiLite expanded its manufacturing facilities in Pasco. TRIDEC first started working with TiLite several years prior to its location decision. In 2010, TRIDEC participated in dozens of recruitment and business retention activities including: The governor’s trade mission to China designed to expand exports, encourage new investment and create new jobs in the state. Launched a new TRIDEC website, including available sites and buildings, area demographics and the Tri-Cities Fact Sheet. Promotion of advantages of doing business in the Tri-Cities at numerous events including. TRIDEC’S 8th Annual SmartMap Expo sponsored by Gesa Credit Union. SmartMap is the Premier Manufacturing Networking Event in the Northwest where 120 exhibitors from throughout the region participated. Nearly 300 students participated in The Expo’s Careers in

Manufacturing. In addition, a new event, Girls Learning about Manufacturing, was launched in 2010 with more than 100 participants. With tremendous support from our congressional delegation, the total Hanford funding for fiscal year 2010 came to more than $2 billion — $87 million more than the president’s budget request — and slightly more than the previous year’s budget for Hanford. Recovery Act funding made an immediate impact on Hanford cleanup and on our community this past year. Hanford was awarded $1.97 billion of the DOE Environmental Management ARRA funding, to be spent during a 30-month period beginning in April 2009. More than $100 million was subcontracted to small businesses in the region. For the first time, the end of major cleanup efforts along the Columbia River and in the central plateau is becoming reality. Our community can actually see that the end of cleanup of 90 percent of the Hanford site is within reach! Hanford Cleanup is being accomplished! The Hanford Footprint Reduction announced in late 2008 will make approximately 39,000 acres at Hanford available for industrial use. In early 2009, that announcement caused TRIDEC to call together a group of interested companies, utilities and others to discuss the potential to expand the energy sector of the local economy. The result was TRIDEC’s formation of the Mid-Columbia Energy Initiative. MCEI has the participation of over 70 companies and public utilities working to transform our community into a “carbon friendly” power-producing, energy demonstration, and manufacturing site. MCEI has identified numerous federal and community assets that can be applied to transform the Tri-Cities into the energy capital of the Northwest. In the coming year, TRIDEC will continue to market the community to new employers and assist local business in expansion projects. TRIDEC also will seek congressional support for Hanford funding, furthering the goals of MCEI, and establishing an energy park on excess Hanford Land. We continue to be extremely optimistic about the Tri-Cities’ future. While the TriCities will face many challenges over the next several years, we believe the community is in a strong position to take advantage of our assets to continue to build a healthy and stable economy.

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WASHINGTON DEPARTMENT OF TRANSPORTATION

TRIDEC

Transportation improvements essential to economy

Region in strong position to build healthy economy

Courtesy Washington Department of Transportation

An aerial view of the Highway 240 Yakima River Bridge (causeway).

BUILDERS | Members of association don’t just build houses, they create communities FROM PAGE 7

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ENERGY NORTHWEST

DADE MOELLER

GOODWILL INDUSTRIES

Diversification key to what’s in store for Tri-Cities Broad use of resources needed for energy Goodwill views

Founded in 1994, our company proudly bears the name of Dade W. Moeller, the pre-eminent scientist and educator in the fields of health physics and environmental health. Today, headquartered in Richland, Dade Moeller provides a full range of professional, technical and training services to federal, state and commercial clients in support of nuclear, radiological and environmental operations. Our company has nearly doubled in size in the past 18 months to annualized revenues of approximately $40 million with about 250 owner-employees. Dade Moeller’s local staff has grown from 90 to more than 150, and Dade Moeller employees provide Worker Protection and Quality Assurance as an MSA pre-selected subcontractor. It is noteworthy that almost half the work performed by our Richland staff supports clients located outside the Tri-Cities, and we are proud of our contribution to the local economy. Dade Moeller currently serves 11 federal,

state and local government agencies, and 117 private corporations, through 142 active contracts. The company has offices in 12 states and employs more certified health physicists than any other private U.S. company. Dade Moeller’s plans for 2011 and beyond encompass a range of growth opportunities — Matthew here in the Tri-Cities, and elsewhere — and Moeller include opportunities in the private sector as CEO well as ongoing support for the DOE and its contractors, and other federal agencies. As a result of recent acquisitions and new project awards, Dade Moeller is diversifying its services to include quality assurance and wide-ranging environmental support for federal and state clients, and we are

expanding our medical physics, waste brokerage and training services in the private sector. We believe that diversification is key to our business future, as well as to the economic future of the Tri-Cities. Dade Moeller has been successful in diversifying our clients and services because we have remained centered on who we are and what we do — protecting people and the environment. As Dade Moeller is both a person and a company, our firm’s identity and values also represent Dade’s key attributes: education, good science, integrity, hard work and dedication to client satisfaction. While a strong and positive corporate identify is no guarantee for business success, its absence or ambiguity, can be fatal. We are a services company, and our clients hire our staff to perform a job. Objectively, our corporate culture is the linkage between our employees, old and new, and our company’s reputation and brand image. Our

goal in managing our company is to ensure that the services delivered always are of high quality, added value and commensurate cost, regardless of which particular staff member is providing the support. The result is a business model that strives to provide services that meet or exceed our client’s expectations, consistent with our firm’s identity and values. We believe our model is right for the Tri-Cities and are working directly with other local businesses and community leaders to help define and secure the TriCities’ economic future. Our vision for a sustainable local economy capitalizes on the positive attributes of the Tri-Cities — a highly trained and experienced work force, significant existing infrastructure, plentiful natural resources, including federal lands becoming available following cleanup, and a unified community. Dade Moeller is committed to being a part of that sustainable future.

Last year was a year of transition. I was pleased to join Energy Northwest mid-year as Vic Parrish concluded his successful 14-year tenure as CEO. Many opportunities exist for our team to build upon the foundations laid by my predecessor. It will be my focus to continue Energy Northwest’s more than half-century history of meeting our region’s energy needs with affordable, reliable, environmentally responsible power. I believe meeting those needs will require Mark an “all of the above” Reddemann strategy tapping a broad range of generating sources, from base CEO load nuclear and natural gas to wind, solar and other renewable energy technologies. Our reliance on abundant, low-cost, carbon-free Northwest hydropower to meet future needs is over. That energy source is now fully subscribed with virtually no likelihood of major new hydro projects. The only other reliable, large-scale, carbon-free energy source currently available is nuclear. New reactor designs will dramatically enhance what already is one of the safest technologies and industries in our nation. Of particular interest is development of modular reactor units, which can be built in increments of 50 megawatts. New nuclear is presently our best option for adding reliable, affordable full-time power — and many high-quality jobs. While we continue to explore future nuclear options, our near-term nuclear goal is to renew our original 40-year federal license to operate Columbia Generating Station. If approved by the NRC, that license — set to expire in 2023 — will be replaced with a new license extending operations through 2043. License renewal and improved plant performance require replacing the plant’s main condenser; a major undertaking slated for our biennial refueling outage beginning this April. We will bring in approximately 1,800 additional workers for the 78-day outage. The condenser converts steam leaving the turbine-generator back into water on its way back to the reactor. The new condenser will improve plant reliability and increase Columbia’s power output by approximately 12 megawatts, effectively paying for itself over time. A hallmark of Energy Northwest operations is our ongoing emphasis on safety in all our operations. That focus is evi-

Columbia Generating Station, 10 miles north of Richland, will shut down beginning April 6 for its 20th refueling outage. The outage, which will last about 80 days, provides temporary employment for 1,800 workers, creating an economic boost to the Mid-Columbia region. During the outage, Columbia’s main steam condenser will be replaced, the largest project ever at the station. Courtesy Energy Northwest

dent in our on-site dry storage of used nuclear fuel. The Blue Ribbon Commission on America’s Nuclear Future toured our storage site last summer as part of its efforts to set the vision for our nation’s used nuclear fuel management policies. Our site is providing safe and secure dry storage for our commercial nuclear fuel in anticipation of future recycling or availability of a permanent federal repository. We also are collaborating with the Department of Energy and community partners to secure land on the Hanford site for a clean energy park as part of the Mid-Columbia Energy Initiative. This effort envisions the development of clean energy projects to offset declining Hanford operations. Energy Northwest’s economic and employment base is a significant part of our Tri-Cities economy. Employing more than 1,100 highly skilled workers, we generate more than $440 million in annual sales of goods and services in the local community, while spending more than $10 million locally. Energy Northwest employees also believe in giving back to the community.

In 2010 we raised more than $150,000 in donations to local charities in addition to contributing our time and talents to local interests. Despite our not-for-profit Joint Operating Agency status, we also pay taxes for the privilege of generating electricity in the state. We paid more than $3 million in 2010. Millions more each year is paid in state sales and business taxes, supporting vital services for the people of Washington. Taken as a whole, Energy Northwest is a significant contributor to the economic vitality and quality of life in the communities that surround our projects. I feel fortunate and privileged to join such an extraordinary community and talented team providing reliable, affordable, environmentally responsible power for our region. As an Energy Northwest team, we are pleased to serve Northwest ratepayers while making substantial, non-Hanford contributions to the economic well being of our community. We look forward to continuing our role as an industry leader and community partner in efforts to meet our region’s future energy needs.

partnerships as a path to the future

Throughout Washington, communities are coming to terms with the impact budget cuts will have on services necessary to meet the needs of its people, its infrastructure and future. Tough times call for tough measures and for the 2011 legislative session, legislators I’ve spoken with are not comfortable with the decisions that will have to be made this session, especially when it comes to human services. Budget cuts to human services funding Scott announced by the goverShinsato nor before the beginning of the 2011 legislaAssociate tive session will Executive certainly impact our Director state’s most vulnerable citizens — individuals with disabilities, the elderly, the abused and neglected, students and the disadvantaged seeking employment. Rationally thinking, cuts have to be made and we know it. But because of the uncertainty of what the state budget is going to look like, there remains a very real fear of how communities will meet growing service needs in an age of diminishing funding. So how will we do it? Just as we have in the past when funding for services have been cut or eliminated. By engaging our community and service agencies in dialog, committing to work together and seek partnerships that make our community stronger during periods when our economy is weak and needs are great. Goodwill is well aware of the impact funding cuts are having in our community and, during the past two years, has developed several partnerships with other community organizations to ensure services continue. For example, Goodwill partnered with Lourdes Health Network to provide transitional employment for individuals served at Wilson House. In addition, Goodwill provided funding to help See GOODWILL | Page 12

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ENERGY NORTHWEST

DADE MOELLER

GOODWILL INDUSTRIES

Diversification key to what’s in store for Tri-Cities Broad use of resources needed for energy Goodwill views

partnerships as a path to the future

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GOODWILL | New program will be safety net for the unemployed FROM PAGE 12

Wilson House — a “clubhouse” model of rehabilitation services for individuals with mental illness — remain open to ensure individuals with mental health issues have a valuable community resource to turn to as they seek to remain connected to our community. In return, Lourdes has become an excellent business partner for individuals receiving services at Goodwill. Goodwill also has partnered with Boys and Girls Club of Benton and Franklin Counties to provide financial resources for their Career Launch and Job Ready workshops which are geared to help youth prepare for the challenges of furthering their education and/or going to work. This partnership has also opened doors for our board members and staff to participate in these activities as mentors to kids and have someone to look up to during these important formative years. The support for elementary education programs serving our youth has also been an area of focus for Goodwill. Working with the Mid-Columbia Reading Foundation, Goodwill has provided

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The support for elementary education programs serving our youth has also been an area of focus for Goodwill.

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funding to ensure 60 new elementary teachers grades kindergarten through third will begin the 2011-12 school year with a reading library of 100 books for their students. This initiative supports Goodwill’s mission of education as a part of the overall strategy to help people develop reading skills that will help them succeed in life. In November, Goodwill received notification that program funding through the Washington Department of Commerce was being terminated, thus ending a successful program assisting Temporary Assistance for Needy Families (TANF) recipients in obtaining work experience at nonprofit agencies. In addition, in Janu-

ary, Washington implemented enforcement of the 60 month federal mandate which requires terminating individuals who have received TANF cash benefits for 60 months or more and have not found employment. In response to these changes, Goodwill board members and staff decided to selffund employment services for former TANF recipients and will launch the “Move Forward” program; an intensive job-placement program targeting individuals whose cash grant has been terminated. For these individuals — often young, single women with children who are unemployed — the Move Forward program may be the only “safety net” available to help these individuals go to work. Goodwill is planning to serve up to 120 individuals during the 2011. Your continued support in providing donations of clothing and household items to Goodwill allows Goodwill to continue providing services that work to ensure our community needs are being met. Thank you for supporting us and helping Goodwill continue to change lives in our community.

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TRI-CITIES RESEARCH DISTRICT

Group making things happen

Can you keep a secret? Well we hope not! The word is getting out nationally and internationally about the Tri-Cities Research District, your Washington-designated Innovation Partnership Zone. Even the governor is Diahann using our tag line, Howard “What’s Next, Starts Here.” Why? Because Executive partnerships make things happen. Director The Port of Benton provides a portion of my time to serve the Innovation PartSee DISTRICT | Page 14

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DISTRICT | Cooperation with development partners creates jobs that will diversify Tri-Cities FROM PAGE 13

nership Zone administrator and serve the 15-member community board, which is made up of a dynamic group of people whose organizations are directly involved in the success of the TCRD and the IPZ. The port also provides administrative, financial and professional services that support to the district’s activities. Our job is three fold: First, promote the Research District and the research going on there. Second, to encourage the development of amenities that the TCRD currently lacks. Third, to identify funding to further develop the district. Our primary goals are to use the advantages we already have in the form of land available for development, the assets of Pacific Northwest National Laboratory and Washington State University Tri-Cities, along with a highly educated and trained work force. This is done in cooperation with our local economic development partners to create new jobs that will sustain and further diversify our economy as the Hanford cleanup work proceeds. Our shared vision and master plan con-

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cept got started in planned that will 2010. The city of offer a mix of Richland led the office and laboraIt is our cooperative partnerships tory space. We way with a $2.4 million reconstrucalso are expecting that has driven the success the some new comtion of First Street, a major mercial space to Tri-Cities Research District. east-west corridor be developed this between Stevens year. Drive and George Just to the west Washington Way of new University that was completed April 2010. It is now Drive, the city of Richland and Port of considered one of the major entries to the Benton have partnered on a 10-acre district and WSU Tri-Cities campus. The energy demonstration park around the street has been renamed University Drive utilities substation. Energy technologies to more appropriately reflect its promifrom InnovaTek, Infinia and others are nence to WSU Tri-Cities. expected to be utilized there. The reconstruction of University Drive These and other district highlights paved the way for the private developwere featured during a state-sponsored ment by Innovation Center at TCRD on trade mission that the district partici90 acres on the north side of University pated in to China in September. China Drive. They have identified approxiwas an amazing experience for me promately $65 million in new infrastructure fessionally, and it was impressive to see and buildings to be completed during the positive view of the Washington dur2011. An $8.5 million, 48,000-square-foot, ing our meetings. The shared vision of the research district, the expertise of the LEED-certified, Class A Spec Building is PNNL and the broader potential of under construction to be completed by another local partnership, the Mid April. Two additional buildings are

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Columbia Energy Initiative, was important to the Chinese. They understand what we are trying to do here. This has led to the potential for new foreign investment in energy technologies and possibly expansion of Chinese companies seeking a U.S. presence. There also was a lot of discussion about Washington wine and the potential of the new $24 million, 45,000-square-foot Wine Science Center at WSU Tri-Cities that will be within the district. This next year, we will become more focused on domestic and international marketing and recruitment. We will work with our partners to establish an EB5 program to attract foreign investment. We will continue supporting projects such as the Wine Science Center and the further implementation of the Mid-Columbia Energy Initiative. It is our cooperative partnerships that has driven the success the Tri-Cities Research District to date and will continue to in the years ahead. We look forward to the challenge and looking around the corner to making sure that “What’s Next, Starts Here.”

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GOODWILL | New program will be safety net for the unemployed FROM PAGE 12

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The support for elementary education programs serving our youth has also been an area of focus for Goodwill.

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DISTRICT | Cooperation with development partners creates jobs that will diversify Tri-Cities FROM PAGE 13

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BENTON PUD

Electricity’s role in our lives will keep growing

The role of electricity in our lives is enormous and continues to grow. We have been living better for decades using appliances — from toothbrushes to TVs — to improve our lives and add convenience through electricity. Today, electricity powers our existence in ways that would read like science fiction just 20 years ago. We spend days in front of laptops enabling us to reach out globally. The Jim Sanders way people do business has shifted as more General sophisticated technoloManager gies become available. Behind the scenes, electricity powers it all. The Northwest’s need for power will grow by 4,500 average megawatts in the next decade, requiring utilities to acquire new resources and energy efficiencies, as reported in the 2009 Northwest Regional Forecast. The challenge of preparing for the future is exciting for utilities — and daunting. It is our responsibility to bring on enough electricity supply to reliably power our high-technology economy. We have to have precisely the right amount of electricity in the lines at all times — no less and no more. And planning must be done years in advance. To fulfill future needs, utilities across the region must call on new clean resources and upgrade systems to reap the benefits of a digital world. Our vision for the future includes using new technologies to collaborate with our customers on efficient ways to use energy. As this transition progresses, the Northwest utility industry will stay vigilant about maintaining the reliable performance of the electricity system today. Over the next decade, utilities envision about a third of new energy needed in the region will come from new and accelerated energy conservation programs, such as weatherization and new appliance rebates. Conservation, also referred to as energy efficiency, is the cleanest and most affordable way to add megawatts to our system and further reduce the region’s carbon footprint. New technologies, like Smart Grid, will increase the potential for more efficient use of electricity. Energy acquired through conservation decreases the amount of energy utilities will have to buy. Renewable power also will play an integral part of fulfilling future power needs. Voters approved Initiative 937 in 2006

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To meet renewable mandates, wind farms are being built throughout the region.

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that mandates by 2012, 3 percent of our resources must be from renewable power other than hydropower, with the mandates incrementally increasing over the years to 15 percent of the power resources being from eligible renewable power by 2020. States around us also have renewable mandates, each slightly different. This call for more renewable power adds complexity to an already complex power world. To meet renewable mandates, wind farms are being built throughout the region. But integrating this intermittent resource with the clean hydropower system is expensive and challenging. Wind is a variable resource that can come on line quickly and drop off just as fast, so there must be a back-up resource when the wind doesn’t blow. While the Northwest benefits from clean, renewable hydropower, which can back up wind resources, the hydro system’s ability to integrate more wind is limited because of growing loads and requirements to balance the many other obligations including fish mitigation management, navigation, irrigation and environmental standards. In addition to the need for more baseload resources, there is the need for additional transmission lines, which will increase costs to consumers. To provide the region with adequate electricity, it will take blending existing power resources, extensive conservation, new renewable resources and innovative technologies. Ramping up conservation and adding new sources of renewable energy will require major expenditures. There is no denying that there are some expensive years ahead for the electric power industry and our customers. But as we prepare for the future with careful planning and new technologies, Benton and Franklin PUDs will remain committed to provide our customers highly reliable service at the lowest possible cost by seeking a balance between traditional and innovative technologies to ensure, clean affordable electricity.

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BENTON PUD

Electricity’s role in our lives will keep growing

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To meet renewable mandates, wind farms are being built throughout the region.

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FRANKLIN PUD

Washington PUD Association celebrating 75 years As the Washington Public Utility District Association celebrates its 75th anniversary in 2011, it is a good time for us to reflect on our history and what public power is all about. Public Utilities Districts are consumeror customer-owned utilities in the public power family and are owned and governed by the people and communities they serve. We are united behind one goal — to provide affordable, reliable nonprofit electricity to our consumers. Public power first started in the 1930s, when larger towns had Ed Brost power but rural areas could not get service General because of the high cost. Manager Inspired by the New Deal, energetic leaders, many of them local Grangers, fought the monopolistic stranglehold on electric power. They pushed for the formation of PUDs because private power companies at the time would not bring electric service to rural areas, farms and small communities. There also was a need for PUDs to bring the low-cost hydropower that would be available from the construction of Bonneville and Grand Coulee dams. As our country expanded westward, the federal government built reservoirs and dams to help farmers irrigate land and navigate rivers. The government sold electricity from the dams to pay for these projects. Consumer-owned utilities were formed to pass the benefits of the nation’s rivers to the public in the form of cost-based, nonprofit rates. The government granted “preference” status to nonprofit utilities, which gives our customers the first right to purchase electricity marketed by the Bonneville Power Administration and generated by the federal dams because Congress believed that the benefits of the river system belonged to the public — not to individuals or for-profit companies. Washington’s first statewide initiative, approved by the voters in 1930, gave the people of each county the right to form a PUD. Then locally, after much debate, the formations of PUDs were approved by countywide votes in Benton and Franklin counties. The first commissioners were elected to begin the work to organize the PUDs. Service areas were established, franchises were negotiated and legal and financial challenges were tackled. Through the years, substations and miles of lines were added to accommodate

the growth in agriculture, industry, retail and housing developments. Later, history repeated itself. To help bring high-speed broadband to rural areas, our local PUDs added wholesale broadband along with electrical service. Over time, public utilities’ rights to preference have been challenged and federal power has been sold to other groups, such as private, for-profit investor owned utilities and the region’s aluminum companies, called Direct Service Industries. The benefits to investor-owned utilities drive up the cost of electricity for nonprofit utility consumers. Public power was started on the basis of local people working together to meet local needs. PUDs are locally owned and operated by and for you, our customers. Our commissioners, elected by county residents, establish policy and oversee the overall operation of the utility. We take great pride in our reliable electric service, outstanding customer relations programs, effective conservation programs and active involvement in our communities, which have a positive effect on our local businesses and economy. Through the years, Benton and Franklin PUDs have worked hard to protect our customers’

Above: A. Carroll Northrup, Glenn C. Walkley, Howard R. Cannon and Dan Jolly (at right) were at Franklin PUD’s ground breaking in 1965 at 1141 W. Clark. Left: This logo sign was at the former office on 126 S. Fourth Ave. Courtesy photos

right to preference power and to ensure reliable, efficient, cost-based power is delivered to our customers and will continue to be delivered for years to come. Anything worth having doesn’t come easily, and there have certainly been mistakes and setbacks. It is important to

recall the successes during the past 75 years of progress as we celebrate with our statewide PUD Association. The customers and employees of Benton PUD and Franklin PUD can look back with appreciation and pride in their legacy: affordable, reliable electric power.

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BENTON COUNTY COMMISSION

County improving efficient delivery of services In addition to providing essential public services, Benton County continues to support community-building programs and projects throughout the region. Sustainability in the areas of agriculture, industry, transportation, tourism and recreation are key to our community’s progress during these challenging times. Among our major achievements over the past year has been establishment of our animal control program and opening of the new facility in Kennewick. The community spoke up and said that basic animal control services were needed for our unincorporated areas, and after evaluating a number of options, we have responded with the facility, personnel and budget necessary to meet the need. The county looks forward to this opportunity to help our neighborhoods better deal with nuisance and abandoned dogs, and to maintain an aggressive pet recovery and adoption program. We also will work with our city partners to streamline animal control services throughout the MidColumbia to maximize efficiencies. As the largest employer over the great-

est area for the longest time, agriculture retains it primacy in shaping the culture and economy of our region. For agriculture to remain viable over the long term, dependable water supplies and reliable transportation infrastructure are essential. The county continues its efforts to plan for our community’s water quality and quantity needs, focusing Leo on better conservation, Bowman more efficient delivery and greater storage Chairman capacity. We are involved in planning efforts for both of our major water sources: the Columbia River — which surrounds the county on three sides – and the Yakima River — which bisects the county east to west. These rivers have different dimensions and personalities, and each needs to be managed regionally for fisheries, commerce and hydropower needs.

Safe, modern and well-planned transportation infrastructure is not only key in supporting the farm-to-market part of the economy, but also in enhancing opportunities for industry, enriching the experience for our visitors and improving the commute for our residents. Benton County continues to work with our state and local partners to update and expand transportation networks serving our citizens. Some projects we will be working on in 2011 include the extension of Piert Road in Finley to better serve industrial properties in that area, a continued redesign work on the existing Interstate 82 interchange at Benton City and a new interchange serving Red Mountain and West Richland. Tourism, conventions and recreation steadily become larger slices of the overall economic pie each year in our region. In response to the needs of our citizens and our guests, Benton County continues to upgrade its park system and the fairgrounds to support a variety of uses. In 2010, the Badger Mountain Centennial Preserve south of Richland recorded an

amazing 118,000 visits for the year. Two new trails were constructed on the mountain, and three new parcels were added to the preserve, bringing its total area to 647 acres. This year is another challenging year economically for our community. The county is continuously working to streamline our operations and be more efficient in the delivery of services to the public. Now that the county seat issue has been resolved, we are focusing on our facilities and work force, and have transitioned to a biennial budgeting program. We also are working with our community partners to identify and develop new industries that will diversify the local economy and respond to trends in the labor market. Benton County is proud of our community and the people that make this a great place to live. We enjoy working with our partners on the programs and projects that showcase the progress we are all making together, and we continue to look for creative solutions to our challenges.

THREE RIVERS COMMUNITY FOUNDATION

Tri-City programs have been helped by giving spirit The Tri-Cities is a caring community. I remember that when the Playground of Dreams was damaged by fire, the community came together and rebuilt the playground in a matter of days — an amazing volunteer effort. It is just one of the many examples of Tri-Citians coming together to generously support a cause. Many educational, health and arts organizations have benefited from our giving spirit. But how do we know what is needed in our community? How do we marshal our efforts to be effective? The Three Rivers Community Foundation is a catalyst for local philanthropy. The foundation is a community endowment that is meant to sustain and improve the health of our area. Funds are pooled and invested, and a portion of the earnings on that investment are used each year to benefit nonprofit organizations. The endowment indicates permanence. Think about that — a permanent funding source available to charities. This means that the foundation is well-positioned in the future to do all that we do by engaging our giving spirit. How do we harness that spirit? How is the foundation different from other organ-

ization? We provide a variety services including: Promote and manage endowments to benefit the community. Provide donor education on area needs and nonprofits addressing those needs. Raise awareness of planned giving options for donors. Make grants that effectively meet our changing needs. Help nonprofit agencies establish endowments for sustainability. Carrie Convene partners to address local needs, Green such as our Building Hope initiative. Executive What does the TriDirector Cities giving spirit look like? A partnership between River’s Edge (Richland School District), the Boys and Girls Club, and Southside Church has created Brighter Horizons, a Richland day care for teen parents who would otherwise have to choose between school and parenting. Meals on Wheels is able to provide essen-

tial meals for people of any age who are in need of nutritious meals, not just those older than 60. The Mid-Columbia Ballet’s outreach program to kindergarten through 12th-grade schools, the Peter and the Wolf production, has replaced costumes more than 20 years old, constructed new sets and obtained a colorful trailer to transport the production to our area schools. Babcock Services Inc. has provided almost $80,000 in scholarships to dependents of its employees. The YMCA’s Martin Luther King Center has become a community center in East Pasco. In the past six years, the foundation has awarded more than $1 million to and through these and other agencies in our community. What kind of impact does that have on our community? More importantly, who would not have been helped without that funding? One of the true advantages of the foundation is that we convene our grantees and highlight their programs and successes. Rarely do nonprofits have an opportunity or the time to visit with their peers. Do you know what happens? They realize what they have in common. They

begin to brainstorm and ways to partner become apparent. The Lourdes Summer Day Program addresses adolescents with cognitive disorders, including autism. The Academy of Children’s Theatre has a dramatic program geared toward those with autism. Blue Mountain Wildlife provides wildlife rescue and their staff comes complete with a live American Kestrel bird. How many organizations dealing with kids do you imagine have signed BMW to make visits? By utilizing their peers, these agencies are able to become more effective and their passion for their individual mission is re-ignited. The foundation fully immerses itself in the grant process. We walk away with an urgency to raise more funds to meet the needs. But we also feel such excitement and warmth for this community and all of the effective and innovative programs that are doing good. I said at the beginning we are a caring and generous community. The foundation provides a way to focus that generosity and get fired up about our successes. We invite you to join us in igniting philanthropy.

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THREE RIVERS COMMUNITY FOUNDATION

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TRI-CITIES VISITOR & CONVENTION BUREAU

Collaborative efforts attract visitor spending

The tourism and travel industry in the Tri-Cities acts as a cornerstone of economic stability and a foundation for our quality of life. The main objective with tourism is to get “customers” to come visit for a few days, feel the sun on their faces as they splash in the Columbia River, watch a sports tournament, or visit a few wineries and play a round or two of golf. And while doing it, they will infuse dollars from outside the area into our Kris local economy. In fact, Watkins each year visitors do that President & in a big way. Based on the most recently released CEO statistics, visitors to the Tri-Cities spent $349.8 million with our local businesses resulting in the contribution of $27.7 million in local and state taxes. Not only does tourism create an economic boost to the region, but it also generated 4,470 jobs. However, creating visitor spending does not just happen. It takes the collaborative efforts of many: The municipalities to invest in the infrastructure of the community, private investors to invest in promotion and marketing of the destination and community leadership to set long term strategies. Due this collaborative effort, the Tri-Cities is well positioned to attract legions of new visitors, creating economic stability. Last August, the Seven Basalt Story Circles at Sacajawea State Park were dedicated, marking the Tri-Cities’ importance as one of seven sites of the Confluence Project. The Confluence Project is significant not only because it features the works of world-renowned artist Maya Lin, but also for its power as an added attraction for visitors from around the world who are interested in learning about the heritage aspects of our region. For sports enthusiasts, the recent enhancements to the Southridge Sports Complex, the Richland Babe Ruth Complex and the Pasco Sports Complex also will create a compelling reason to visit the Tri-Cities. Approximately 110,000 athletes and convention delegates per year on average will travel to the Tri-Cities because of the collective efforts of our marketing department and our hospitality partners. The investments we have made in our website, www.VisitTri-Cities.com have resulted in 444,000 unique visits to our website, which was in increase of 32 percent over the previous year; proof that there is an interest in the Tri-Cities as a

Terra Blanca is one of the many wineries that bring visitors to the Tri-City region.

travel destination. In 2011 the Bureau’s Tri-Cities Rivershore Enhancement Council will introduce a revitalized River Shore Master Plan. The plan will encompass all the individual plans of each jurisdiction and will provide a common vision for the community. These efforts will benefit Tri-Citians while also creating a draw for tourists. And while there still is work to be done to support the efforts being made to include the B Reactor as part of the National Parks System, it too will support the economy as a major source of tourism in the future. The Tri-Cities tourism industry will not be without challenges in 2011. In 2010, local hotels were in the enviable position of leading all of Eastern Washington in hotel guestroom occupancy levels. However, because of the potential softening of business travel in the future, primarily because of reduced spending at Hanford, it is important to remain proactive in our destination marketing efforts. We must continue to supplement business travel with an aggressive campaign to increase the Tri-Cities’ market share of leisure,

Courtesy Jackie Johnston

Seven Basalt Story Circles were dedicated in August at Sacajawea State Park as part of the Confluence Project that features the work of artist Maya Lin. Courtesy Tri-Cities Visitor & Convention Bureau

convention and sports travel. The Tri-Cities’ location at the epicenter of wine country, will play a pivotal role in the future growth of tourism, as will outstanding weather and ever increasing outdoor recreational opportunities. To promote this, the bureau will again invest in a TV advertising campaign in the Puget Sound region. This campaign will be com-

plemented by print advertising and webbased marketing in targeted markets throughout the year. The tourism industry will continue to navigate through the challenges with the support of a strong visitor and convention bureau. The community’s support of the tourism industry has provided the foundation for continued success.

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Collaborative efforts attract visitor spending

Terra Blanca is one of the many wineries that bring visitors to the Tri-City region.

Courtesy Jackie Johnston

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WASHINGTON STATE UNIVERSITY TRI-CITIES

Innovations, partnerships help campus head toward direction leaders envision

Just about everything at Washington State University Tri-Cities is growing: enrollment, student involvement, scholarships, academic programs and partnerships. We are making tangible progress toward the vision this community has for this campus. Enrollment has increased 45 percent over five years, with this fall’s record 1,553 students. We are proud that Vicky L. students of color make up 20 percent of the Carwein entire campus and 48 Chancellor percent of the current freshman class. We are the most diverse campus in the WSU system. Such rapid growth, coming during troubled economic times statewide, is not without challenges. At times it feels like a crisis of success. For example, we are hard-pressed to meet the demand for laboratory classes for our science, technology, engineering and math (STEM) programs. In 2007, we had 12 lab classes serving 117 students. This fall, we offered 27 labs serving 396 students. Interest in STEM has ballooned since we started admitting freshmen in 2007. The number of students declaring an interest in engineering and computer sciences is up 290 percent and declared interest in sciences and agriculture is up 100 percent. Generous support from partners, including CH2M HILL Plateau Remediation Co. and Washington River Protection Solutions, is allowing us to hire the professors needed to expand out engineering and science programs. We are positioning our campus to offer a bachelor’s degree in civil engineering. The only thing that isn’t growing at WSU Tri-Cities is the budget. Since 2008, we have sustained operating budget cuts totaling 20 percent and face further reductions by the Legislature. We are weathering the storm with conservative budgeting and cost-saving measures, like switching to an internet-based phone system and strategic reorganizations. Less than a third of WSU’s total budget is now provided by state appropriations, which is why private support is so critical. This year, as part of the Campaign for

WSU, we launched a $25 million fundraising effort. We are 25 percent of the way to our goal, thanks to gifts of all sizes from alumni, friends and businesses. Scholarships are increasingly important as our students bear annual tuition increases. Federal and private grants and contracts also are helping us move the campus forward, boosting our operating budget by almost $8 million last year. These include the GEAR UP early outreach programs, TRIO student support services to low-income and first-generation students, and the Women’s Success Center supported by the Women Helping Women Fund Tri-Cities. Significant community and business partnerships are providing innovative ways to create the campus we envision. EnergySolutions potentially will construct a high-bay engineering testing facility on WSU land across George Washington Way from campus, which eventually will be used by academic programs for much-needed laboratory and classroom space. The Benton-Franklin Community Health Alliance is leading efforts to acquire the resources to finish space in Columbia Basin College’s Health Science Center in Richland, where we would co-locate our nursing program. We are in final negotiations with a local developer to lease to-be-constructed space near campus, which will meet our needs for office, classroom and research space. The state’s wine industry is leading a public/private effort to build the $23 million Wine Science Center at WSU TriCities. Partners include the City of Richland and the Port of Benton. This LEED-certified facility will be a showcase for viticulture and enology research, education and industry collaboration. Columbia Center Rotary Club has issued a challenge grant for a $124,000 outdoor stage to be built on our campus, with construction to start this spring. For every $1 donated, Columbia Center Rotary will provide a $2 match — up to $80,000. WSU Tri-Cities continues to move forward and grow, despite budget challenges. It is clear that this campus is a muchneeded community resource - a place where students can access a major research university while experiencing personalized support from faculty and staff who want students to succeed.

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WASHINGTON STATE UNIVERSITY TRI-CITIES

Innovations, partnerships help campus head toward direction leaders envision

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CHIAWANA HIGH SCHOOL

Innovation, training will add to student improvement Developing a style part of opening new school

Questions I often ask myself and all Richland School District staff are “What are we doing each day to positively impact student learning?” and “How can we improve instruction in every Richland School District classroom?” Our decision-making is centered on these questions. This is our Jim Busey focus. With this Superintendent focus in mind, all RSD teaching staff participated in a “School and Classroom Instructional Study” in February. This study is a key component of the district’s work to accomplish what is stated in the district’s Commitment Statements: Ensuring classrooms with high expectations and clear standards, strong classroom manage-

Mary Kincaid, first-grade teacher at Marcus Whitman Elementary School, helps Angelica Anguiano with Math Blaster, which helps students with basic math skills. Courtesy photo

ment and effective teaching practices. Incorporating new knowledge into practice through professional development and promoting open and shared instructional practices with time to collaborate, evaluate and reflect. The “School and Classroom Instructional Study” involved a team from Baker Evaluation Research Consulting (BERC

Group) making 30-minute observations in each classroom. The purpose of the observation study was to determine the effectiveness of our classroom instruction. BERC Group observers used the STAR2 (Skills and Knowledge, Thinking, Application, Relationships) Classroom Observation Protocol, which focuses on measuring the extent to which powerful teaching and

learning is present. We expended resources on such a study because we want to improve student learning and achievement. District students and staff are engaged in quality teaching and learning, but we are committed to getting even better. When compared to school districts of similar size and demographics across the state, we have identified critical learning targets for improvement. In addition, some of our schools and the district as a whole have not met Adequate Yearly Progress (AYP) as defined by the No Child Left Behind Act. Our goal is to continue to improve student learning and meet and exceed AYP goals. The bottom line is we must continually improve learning and not be content with the status quo. We have asked staff to reflect on the time they spend with students and how they might be more efficient in the delivery of instruction. Every minute of each school day is vital

to our children and their future success. We also have asked staff to analyze state test results and develop strategies to help students improve their skills so they can meet and exceed standards. Our goal is to have every school and the district meet and/or exceed AYP in the 2010-11 school year. We are confident that we can achieve this goal. As Jack Welch, former CEO of General Electric, stated so clearly in his book Winning, “Organizations must be turned into learning laboratories with new ideas. We must be willing to learn from others, never settling for good enough. We must have the intensity every day to achieve excellence in education. As in most organizations and businesses, people are everything when it comes to winning.” In the Richland School District, we will continue to train and help all staff learn and apply new ideas and innovative strategies that will positively impact student learning in every classroom.

Starting a new high school seemed easy enough. You start with the bricks and mortar; add textbooks, technology and teachers. The students will come, go to class and intrinsically engross themselves in the academia we have to offer. As long as there is toilet paper, appropriate temperatures, and short lunch lines, everybody will be happy and life will Teri Kessie be beautiful. Maybe in Principal the 1950s when high school dropouts could make a living wage, but today high academic achievement for all is the paramount mission of our schools. A planning team spent over a year working on what would take place inside the bricks and mortar of Chiawana High School. We researched schools that beat the odds when demographics would suggest the odds were against them. What came up over and over was the importance of school culture as being central to

academic success. The channels by which a school develops that kind of culture are commonly described as developing a set of shared values, rituals and ceremonies to celebrate academic achievement. Such stories and folklore become the traditions that are passed down from one generation of students to the next. We planned for a culture in which kids come together, treat each other with respect and do the right thing. We became painfully aware on the first day that we were going to have to work harder as a staff to develop the norms to build the culture we wanted. During the first few months of operation, it seemed like a daunting task. We had to work intentionally — continually reinforcing the values we wanted to see our students embrace. Staff, students and community members started telling the story through the rituals, ceremonies and traditions we started. We are seeing the fruits of our labor. Probably our proudest moment was the editorial printed in the Tri-City Herald on Dec. 5, 2010. The Editorial Board

said, “For being in its infancy, Chiawana shows remarkable maturity. We see compassion and selflessness… And we like the looks of it.” Bingo! That is what we wanted people to see. It didn’t happen by accident or overnight. Our rituals, ceremonies and traditions make a difference for our school. Giving to others is a constant theme and our students plan and implement a community service project every month. Last year student leaders began an annual Winter Wishes Assembly, in which students submit wishes and leadership students work to grant as many as they can. The most memorable of this year’s 19 wishes granted was the pedal cart purchased for a special needs student who is wheelchair bound. The thrill in his smile as he pedaled across the gym was priceless. Traditions in terms of athletics abound. On Fridays, blue and silver shimmer throughout the hallways. But we celebrate all successes. “Rally tunnels” send off athletes, students in DECA, band, agricul-

ture, speech and debate teams and other clubs headed to regional and state competitions. We have sellout crowds for plays and musicals. Is this all working to increase student achievement? We still are in the process of collecting good baseline data but here is what we do know. More than 800 students were recently honored for GPA, passage of state assessments, attendance and gains made in grades at our first academic assembly. Student attendance is up from last year and tardies are down. Discipline issues resulting in suspension or expulsion are down. The number of students earning a cumulative GPA of 3.0 or higher has increased by 4 percent this year. Are we where we want to be? Absolutely not! We will not be satisfied until 100 percent of our students who start at Chiawana as a freshman are walking across that stage with a diploma in their hands four years later. This brings me to my conclusion. What is the next tradition we will be working on? Graduation, of course!

PASCO SCHOOL DISTRICT

Support needed for growing student population College discovering a new normal in facing budget cuts

COLUMBIA BASIN COLLEGE

Since the beginning of the great recession, Columbia Basin College has met higher demand with fewer dollars. More and more people understand that college is a smart investment with interest payments that last a lifetime. As the state cuts budgets, though, it balances deficits on the backs of students through continual tuition increases. Ironically, every increase of $100 to the student nets back to the college a mere $25 because of the way that Full-Time Equivalent students are funded by the state formula. The bottom line is that college is progressively more expensive with increasingly less access to many of the courses that make up our three-pronged instructional mission in transfer, career and technical, and basic skills education. More budget cuts will occur through at least 2015 and probably beyond. Still, in spite of the state’s dismal economy, we have many reasons to be hopeful about the future. For example, in February we inaugurated our new Center for Career and Technical Education (CCTE). (Please note that capital and operating budgets are

separate state budget acts that do not intermix funds. In other words, we cannot use construction funds for programs.) At approximately 80,000 square feet, the CCTE will house technical programs such as automotive, welding, manufacturing technology and nuclear technology. And now in its second year, nuclear technology is funded by our corporate partners without a dime of state Rich money. Cummins Importantly, the CCTE prepares our community President for the future with a resource that will educate students throughout the entire 21st century for occupations that don’t yet exist in economic sectors we don’t even know about. The economy is rapidly restructuring as disruptive technologies change everything we know. The future will wrestle with energy and water issues, but it’s hard to predict what other kinds of technical programs we will

need by the end of the century. An associate’s degree in space travel marketing? Digital acting? Epidemic quarantine technology? The long-term vision of the CCTE is another example of how CBC is planting trees in whose shade none of us will sit. We have an eye toward shaping the future rather than passively arriving there without a map or plan. CBC is an engine for social mobility and economic development in this community, and this building is a testament to our conviction and a tool for developing that bright future we envision. Other good news is that everyone is responding to this “new normal.” When we asked students to register early, they did. The community and the CBC Foundation also stepped up in a big way with a record-breaking $360,000 in scholarship awards for the 2010-11 school year. Many of the 245 student recipients would not be able to attend college without the scholarship assistance. An historic moment happened this January when the Northwest Commission on Colleges and Universities granted baccalaureate status to CBC at the conclu-

sion of our most recent accreditation cycle. Our Bachelor of Applied Science program, in applied management, is retroactively accredited to its 2009 inception. The first class of 25 students will graduate this June. Through this crisis, we have pursued a vertical budget-reduction strategy. We have chosen to close some services altogether rather than weaken our total effort through horizontal cuts across the full range our mission. We believe that our faculty members are the backbone of the institution because a college is a place where learning is produced, and learning happens primarily when teachers are eyeball-to-eyeball with students. If you tour the CBC campus, you will notice many empty offices but these are not faculty offices. Our faculty is working harder than ever with record enrollments because the community needs us more than ever. This next biennium will bring more major budget cuts to higher education. We may have no good choices left. No matter what, CBC will remain open for business, helping thousands of individuals each year to transform their lives for the better.

The story of the decade in Pasco is growth. On Oct. 1, the official state count date, Pasco School District had 15,127 students enrolled on its 19 campuses. We began the decade in 2000 with 8,850 students. Since 2000, enrollment has increased 71 percent, more than 6,200 students, an average of 620 new students per year — or enough students to fill a new school every year for the past decade. Last November, the district invited community members to weigh in on possible solutions. Eighty citizens representing a cross section of the community gathered to consider possible solutions. A top recommendation of the focus group was to build the needed schools. To that end, on April 26 Pasco citizens will be asked to vote on a $59 million bond. The amount of the bond is $59 million, but the total project costs are $109 million. Pasco currently qualifies for $50 million in state matching dollars that will fund nearly half of the project costs. The estimated rate adds 95 cents per $1000 to existing property taxes. For a $100,000 home the additional cost would be $95 a year or $7.91 a month, about the

cost of two lattes. Bonds are for building. This bond will support building costs, not operational costs. The bond will fund an additional elementary school, middle school, early learning center as well as buy land for future schools and fund several capital improvements and upgrades including the relocation of New Horizons High, Ruth Livingston Elementary kitchen upgrade, Stevens Middle site expansion, add Pasco Sherry High science labs and Lancon portables and upgrade the transportation and School Board maintenance facility as president well as upgrade the heating and air conditioning systems and parking lots at several schools. Some media outlets have suggested that this is an either/or situation. Some have even said outright that if the bond does not pass we will go to other measures, such as multi-track year-round school. This is not quite accurate.

The students are here now. The need exists now. If these three new schools somehow magically appeared tomorrow, they would be full nearly to capacity. All of our schools with the exception of Pasco High, Chiawana High and Captain Gray Early Learning Center are overenrolled; many are 50 percent to 60 percent over-enrolled. Built for 500 students, but serving about 850, Livingston and McGee Elementaries are operating at 60 percent over capacity. McLoughlin Middle School is 50 percent over capacity, and with 1,500 students, is larger than most of the high schools in the state. If you are a parent at any of these schools you know the impact of over enrollment. If McLoughlin were a high school, it would be a 4A school, playing its games against Chiawana. If you are a Livingston or McGee parent, you may have been among those turned away from a recent program because the school could not accommodate all the parents who came to see their children perform. These schools are examples of over-taxed infrastructures. We can add portables, but we can’t add playgrounds, cafeterias, gyms, restrooms or more hours to the day to accom-

modate just one more lunch period or physical education class. Under the guidance of Executive Director of Operations John Morgan, a community task force is studying the feasibility of multi-track year-round school, an option which also was recommended at the November Community Facilities Summit. Other solutions considered include use of existing community buildings, imposing impact fees, double shifting at the schools, grade reconfiguration and online courses. Many of these are under study at this time. There is no one simple answer. But, as we have said repeatedly through this process, this is not just a Pasco School District issue, it is a community challenge and represents an opportunity for all of the stakeholders to work together to find solutions. History tells us that education is important to the citizens of Pasco. The phrase Pasco Pride was born out of a community commitment to our children. We hope that our citizens will rise to this challenge and continue to make decisions that ultimately benefit the strength, future and pride of our community.

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RICHLAND SCHOOL DISTRICT

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CHIAWANA HIGH SCHOOL

Innovation, training will add to student improvement Developing a style part of opening new school

Mary Kincaid, first-grade teacher at Marcus Whitman Elementary School, helps Angelica Anguiano with Math Blaster, which helps students with basic math skills. Courtesy photo

PASCO SCHOOL DISTRICT

Support needed for growing student population College discovering a new normal in facing budget cuts

COLUMBIA BASIN COLLEGE

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KENNEWICK SCHOOL DISTRICT

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CITY OF WEST RICHLAND

District’s mission is to offer base for success Investing in growth will enhance community It’s been an eventful year in the Kennewick School District. As we approach the last quarter of the school year, perhaps the most visible signs of progress in our district are with our facilities improvement projects. We are grateful for the support of the community in modernizing our district’s facilities to provide our students and staff with an optimal environment for teaching and learning. It is the work happening inside those buildings that is at the foundation of our mission — the academic success of our students. This is our primary focus and what we dedicate ourselves to each day and as we look forward. Consider this, when this year’s seniors were in kindergarten, no one was texting, there were no iPhones, and social media such as Facebook and Twitter hadn’t been invented. Look at the way these technologies have changed our world. Students who entered kindergarten this year will graduate in 2023 and enter a work force with demands that we cannot predict. No matter what the future brings, we do know

our students will need to communicate effectively and that starts with mastering reading. Literacy in the early grades is at the core of who we are in Kennewick, because a student first learns to read and then reads to learn. However, fewer than 60 percent of the students who come through our doors as kindergarteners are able to pass our kindergarten Dave Bond readiness test. Therefore, we must reach out Superintendent to families and caregivers to help them prepare their children for success in school. It is much more effective to intervene when students are young than to try getting them caught up once they are in school. Through programs such as the Early Childhood Education Assistance Program, Ready! for Kindergarten, the National Network of Parent Partnership schools and community part-

nerships with agencies like the United Way, we are addressing this challenge. The district also faces the challenge of poverty. Our free and reduced lunch count is now more than 50 percent and as high as 95 percent in some schools. We have families struggling to get by who may not be aware of what they need to do to help their children succeed, or have the time or resources to do so. We have many students for whom English is not their primary language. We have programs in place to help them learn in their native language and in English. Mobility also is an issue. Our data shows if we have students from kindergarten through third grade, we can get them to grade level at reading. However, only two-thirds of the students who start kindergarten in our district still will be with us in third grade. On the other end of the spectrum, we are working to improve our on-time and extended graduation rates. This year, we implemented a new program modeled after one working well for the Everett

School District. Designated success coordinators in each of our three comprehensive high schools work with students to make sure they pass their classes so that they can stay on target to graduate. They are there to encourage students not to give up, keep their grades up, and help them get to the finish line. No matter the challenges today or in the future, we know our children will succeed if they are outstanding readers, good mathematicians and science literate. We must also ensure they understand who we are and where we’ve been as a nation, and know the histories and cultures of other nations as well. Our teaching staff must deliver the highest quality instruction with the best curriculum tools and technology possible. Here in the Kennewick School District, we are honored to do the work we do. With the support of parents and the community, we can succeed in our mission to send our youths into the future, ready to reach their potential as adults through a lifetime of learning.

West Richland recently was ranked the second-best city in Washington to raise a family. The city’s population also is one of the most highly educated, with the highest household income of all of the “quad” cities. Many good things are happening in the city, reflected by the fact that in its first surRuth Swain vey in more than a decade, 85 percent Economic Development reported their quality of life Director was excellent to good, and 90 percent rated their neighborhoods as excellent to good.

Yakima River Gateway Last year’s Van Giesen Redevelopment Phase I included wide-ranging communications with Van Giesen Street stakeholders, citizens, business persons and regional economic partners. After extensive listening, a Phase I report presented “What if?” concepts of what Van Giesen Street could look like, with several reoccurring themes: Create a new look for the city, more activity, vibrancy, commercial investment. “Get started” on the city “gateways” at the Yakima River and Red Mountain. Make the city more pedestrian and bike-friendly. Add native landscaping, distinctive lighting and other unique features. Utilize the Yakima River asset, connecting the river, golf course and trails. Say yes to investment, and no to ideas that don’t meet “development that fits” the community.

Red Mountain Gateway West Richland continues to work with economic development partners on a new Interstate 82 Interchange at Red Mountain, supporting the Red Mountain AVA Vision and the

Courtesy photos

What the gateway on Van Giesen Street to West Richland currently looks like (Top) and a concept of what it could look like (below).

greater region’s tourism and economic strategies. Red Mountain Center, a winethemed development at the city’s Red Mountain Gateway, is the home of Pacific Rim Wine Estates Port of Kennewick property. Pacific Rim continues to

expand production and international distribution, and in 2010 Ascentia Wine Estates built a barrel racking facility housing for its Covey Run and Columbia Wines. Be sure to visit Joel Tefft and Becky Runyan, who opened

Black Heron Distillery on Keene Road at Van Giesen; featuring spirits distilled on-site with a tasting room open daily from 12 to 5. This year an enhancement grant will light the Yakima River Gateway bridge and beautify the

city’s eastern entrance and downtown area. The city also will work with the Benton Rural Electric Association and the West Richland Area Chamber of Commerce to support a new facade and facilities improvement program. The West Richland Golf Course soon will open its stunning new clubhouse, complementing the city’s redevelopment efforts and increasing jobs, services and tourism. Owner Michelle Markum is proud of the fact that her 18-hole par 71 links course on the Yakima River offers “affordable golf for everyone.” Shelby SuperCars LLC plans to expand production, create new manufacturing jobs, and increase exporting through an expansion. The city was successful in getting approval from the Washington State Community Economic Revitalization Board in support of this project. In addition to these and other valuable new “tracks,” West Richland is building new pathways toward a more solid future — alongside others in the region who are working to diversify our economic base, ensure sustainable living-wage jobs, and set the pathway forward. What is the rationale for strategic economic development programs like West Richland’s? Because like every other industry, 74 percent of Washington cities report they are less able to meet financial needs than four years ago. Cities hope to generate retail sales tax, tourism taxes and other revenues as a way to offset rising costs, dwindling revenues and “unfunded” state and federal mandates. By investing today in creating new jobs and commerce, and by encouraging families to spend locally, we can help our communities generate a better tax base, in turn supporting safe neighborhoods, good roads, and even better cities in which to raise families. We trust that the tracks left behind based on values we hold today will ensure a more sustainable future for the generations to come.

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KENNEWICK SCHOOL DISTRICT

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CITY OF WEST RICHLAND

Red Mountain Gateway West Richland continues to work with economic development partners on a new Interstate 82 Interchange at Red Mountain, supporting the Red Mountain AVA Vision and the

Courtesy photos

What the gateway on Van Giesen Street to West Richland currently looks like (Top) and a concept of what it could look like (below).

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CITY OF KENNEWICK

Staff resources being focused on key projects

There are many exciting opportunities in our community. With the leadership of the Kennewick City Council and our community partners, several important programs have been identified to focus our staff resources and efforts on during the 2011-12 biennium.

Southridge Development The Southridge area is funded in part by Local Revitalization Financing, which provides a $500,000 annual sales tax credit from the state to be used for the repayment of bonds issued to construct: Southridge Sports Complex (ballfields, multi-use pavilion, restrooms, plaza building, maintenance building) to be completed in Marie September; Hildebrand Boulevard; and Mosley Southridge Commercial City Manager Roadways. In addition to the state contribution, Benton County, the Port of Kennewick, Kennewick General Public Hospital and several developers in the Southridge area contributed to this project.

Steptoe street connection In partnership with the City of Richland we were able to complete the first phase from Gage to Center Parkway. The city continues to work on design, partnerships and funding for the next two phases of Steptoe (Phase II: Center Parkway to Clearwater & Phase II: Clearwater to 10th Avenue), which eventually will tie into Hildebrand.

Bridge-to-Bridge/River-to-Rail In partnership with the Port of Kennewick, Historic Downtown Kennewick Partnership, property owners and the community, we will be recommending an implementation plan for the Bridge to Bridge subarea plan, which will include a joint project that will continue to redevelop this area.

tinue and include the following initiatives: The city values our community partners and continues to look for innovative ways to deliver services to our citizens in the most effective manner from a regional perspective. The cities of Richland and Kennewick have a combined purchasing and fleet manager, which provides consistent leadership, purchasing policies, practices and philosophies across organizational lines. The local fire departments and districts have partnered to provide a unified fire administrative center. We continue to review opportunities that will deliver services in the most effective manner by working across organizational lines and allocating taxpayer resources for the betterment of our community.

Budget development

Kennewick, in conjunction with Pasco and Richland, are reviewing the potential opportunities for a regional project.

Council and staff have been working on a “budgeting by priorities” model that will help in allocating resources to priority areas and will require community involvement over the next couple of years. The priority areas that have been identified are: community safety, infrastructure and transportation, financial stability and fiscal responsibility, economic development, quality of life, and representative government.

Partnership opportunities

Alignment of resources

Maintaining our priority services is the result of planning efforts that will con-

We have been able to reduce staffing resources through attrition and realign-

Three Rivers Entertainment District The city will continue to work with our partners to evaluate the feasibility of a convention center hotel & expansion.

Regional Public Facilities District

Courtesy photos

Southridge Conceptual drawing and Southridge Sports Complex, at top, and Bob’s Burgers & Brew are examples of what is going into the Southridge Development.

ment of our programs, allowing us to deliver priority services. During the past biennium, the city eliminated 20 positions through attrition. The city continues to evaluate each position vacancy and determine the most effective way to deliver the council’s and the community’s priority programs. The city recognizes vulnerabilities exist and is prepared to address them as we continue to work on our strategic plan. Some of the vulnerabilities that exist for the city include economic uncertainties and impacts to our budget, contracted services, the state budget deficit and potential unfunded mandates.

During this year, council and staff will work with our boards and commissions to focus on a strategic path forward. Those strategies may include budgeting by priorities, alternative revenue sources, evaluation of our fees and charges, enterprising activities and further partnership opportunities. The City of Kennewick is positioned to deliver priority services and exciting initiatives to our citizens with creative solutions during these challenging economic times. We are excited about the potential for this community and will continue “leading the way,” in conjunction with our community partners.

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CITY OF KENNEWICK

Staff resources being focused on key projects

Budget development

Kennewick, in conjunction with Pasco and Richland, are reviewing the potential opportunities for a regional project.

Partnership opportunities

Alignment of resources

Maintaining our priority services is the result of planning efforts that will con-

We have been able to reduce staffing resources through attrition and realign-

Three Rivers Entertainment District The city will continue to work with our partners to evaluate the feasibility of a convention center hotel & expansion.

Regional Public Facilities District

Courtesy photos

Southridge Conceptual drawing and Southridge Sports Complex, at top, and Bob’s Burgers & Brew are examples of what is going into the Southridge Development.

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CITY OF PASCO

City has major projects on tap for 2011

Progress often is measured by visible things — buildings, roads, people, etc. But most progress is preceded by a lot of planning and preparation. Such is the agenda for Pasco in 2011. A major effort of the city in 2011 is start-up of the new downtown authority created by the city recently to reinvigorate revitalization and renewal of the downtown area. The new public corGary poration will pick up the reins long held by the pri- Crutchfield vate Pasco Downtown Development Association City Manager and intends to undertake a broader effort than the private organization was able to mount because of limited resources. Though many of the storefronts in the core of downtown are occupied, the downtown area as a whole lacks a common marketing effort and an active organizational focus through which the varied downtown business interests can pursue

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common goals. Even consumption of limited with the additional water rights. Though resources provided by neither the wastewater Bringing focus to the the city, this new effort plant nor the water will require at least a need for replacement of rights solution will be year of organizational visible accomplishments, the current animal shelter both are essential to progress and an additional 2 to 4 years to operated by the three assure appropriate manrealize measurable and of growth over cities is another planning agement visible progress in the coming decades. downtown revitalizaAn invisible goal for effort for 2011. tion. 2011 is to complete the Another longer-term evaluation of the emereffort to get under way gency communications in 2011 will be resolution of the commusystem (911 and associated radio services). nity’s quest for water rights and planning Pasco initiated this effort in a limited way for its second wastewater plant. in late 2009, but the concept has grown to Though the “quad-cities water right,” involve the region. A grant-funded evaluacollectively granted the Tri-Cities area in tion of the potential to make better use of 2003 resolved part of Pasco’s water right current and future emergency communiproblem, it did not fully offset the volume cations equipment and resources is now of water consumed by the continuing resi- under way. The overriding objective, of dential growth during the past decade. course, is to improve emergency response Thus, the temporary solutions in place to citizens as well as improve safety of the currently must be replaced with permaemergency responders (police, fire and nent solutions and growth must provide others). It is hoped that a conclusion can its own means of offsetting the associated be drawn and appropriate action plans be

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put in place this year and carried out accordingly. Bringing focus to the need for replacement of the current animal shelter operated by the three cities is another planning effort for 2011. The building is not only old, it has significant operational limitations (HVAC, plumbing, electricity, etc.) And, of course, the Tri-Cities urban area it now supports is three times the size the cities were when the shelter was built. The three cities collaborated recently to analyze options and a committee of six city council members (two from each city) helped guide the consultant’s work to the conclusion that a replacement facility will cost about $4 million and should be accomplished within the next few years. It is hoped the three cities can take that work a step further in 2011 to reach a consensus on timing and financing of a new shelter as well as initiating the effort to select and acquire the requisite site. This new year can be viewed much like a river — seemingly calm and smooth on the surface, but with many strong currents of activity beneath.

CITY OF RICHLAND

Singleness of purpose defines Richland’s successes

Vince Lombardi said it perfectly, “Success demands singleness of purpose.” The hallowed Green Bay Packers’ coach was, of course, talking about football, but his quote sums up the City of Richland’s approach to our future. Richland’s constant focus Cindy is on the “seven Johnson keys” of the city council’s strateCity Manager gic leadership plan. This focus helps us make calculated decisions and seize opportunities. Over the past few years, Richland has gone through significant changes, primarily due to constant self-evaluation and to our commitment to provide essential services to our residents. These efforts positioned us well for 2011, as we kept financial stability at the forefront of our concerns.

Despite some local impacts, the economic downturn has not affected Richland as significantly as it has other cities around the country. However, we understand that the economy may take longer to recover, and that recovery may look much different than it has in the past. Thus, the city council and staff must work even more creatively and efficiently to deliver quality services within our budget, while remaining sensitive to the needs of our community. Richland is committed to maintaining the confidence and trust of our citizens and business owners. We are pleased that Richland’s momentum continues to be strong. Our city strives not just to survive, but also to excel, in these times. Richland was able to adopt a balanced budget for 2011 without a property tax increase for the second consecutive year. This was no easy task. Our challenges included such cost increases as health care at 9

percent, purchased power at an additional $2.41 million and labor contracts at 3.5 percent. Even with these challenges, we dedicated more than $31 million to capital improvements in 2011. Council and staff know that investment in the future is essential to our long-term success. Plus, we are contributing to the local economy, keeping people working and building a better city. The city council set aside $417,002 to stabilize Richland’s general fund in case of an extended economic recovery. Our 2011 efforts include no decrease in park maintenance funding. We are committing funds to new projects in existing parks. One example is the spray play area at Badger Mountain Park. We also budgeted $1 million for year two of our five-year Information Technology Strategic Plan. With this money, we will replace our internal network, which also will serve as a sepa-

rate, secure platform for our electric grid management. We have just celebrated the move of our IT division into a new facility, funded by year one of our plan. By revamping our IT services, we can improve business processes and communications and, eventually, offer additional e-services. For the first time in many years, we may see a 2.5 percent system average electric rate increase. This is because of the combined effects of higher wholesale power costs, an expanding customer base and capital expenditures. Our last retail rate increase was in 2004. Richland recently surveyed its businesses to assess their recycling needs. Staff expects to present a proposal for commercial recycling options to the city council next fall. The council’s Capital Improvement Program Committee will continue to explore funding strategies for a fire station at City View, Swift Corridor

improvements, local revitalization financing, Duportail bridge, a potential wine village, the citywide annual street overlay program and parks projects. The city council’s aim is to remain forward acting, to set the goals and take the steps that will enable us to achieve the vision of Richland in 2030. We are realistic; we know that Richland faces potential vulnerabilities. We maintain ongoing oversight of employer retirement costs. We are aware that a major funding source for Benton County Emergency Services, the Chemical Stockpile Emergency Preparedness Program, will end in 2012 and that the city may be among agencies that have to absorb emergency management costs. We know that the economy, including ours, is uncertain. We also know the city council’s strategic leadership plan defines our singleness of purpose — it is our “game plan” to Richland’s success.

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TRI-CITIES CANCER CENTER

Patients find quality, compassionate care

Over the past five years, the Tri-Cities Cancer Center has been focused on growth in patient services and facilities. We have expanded our patient support programs, community education offerings, chaplain services and space. In addition, we have continued to upgrade our radiation equipment, allowing us to maintain state of the art treatment capabilities right here in the TriCities. In 2010, we continued our progress by completing a number of internal renovations. Tom These changes to the Cothran interior of our building have allowed us to Executive expand our library and Director resource center. The size of the library more than tripled and many more cancer reference materials were added. The creation of the resource center, with its beautiful glass storefront, is a welcomed addition and has provided much needed space to display our hats, wigs, scarves and mastectomy supplies. Another significant change this year has been the creation of our patient navigation program. This program involves an interdisciplinary care team comprised of registered nurses, chaplains and a financial counselor. This team interfaces with area hospitals and physician offices to get patients into treatment as soon as possible after diagnosis. Patients first interact with our registered nurses, who work as patient advocates, ensuring barriers to treatment are minimized, providing educational materials, connecting patients with community resources and coordinating medical appointments. In conjunction with our registered nurses, we have other members of our atient navigation team working with patients and their families. Onsite chaplains provide emotional and spiritual support and a financial counselor is available to assist with insurance issues and connect them with other programs to help address the financial stresses that can arise. Patients also have access to nutritional counseling and wellness programs In its first year, 15,348 patient and family visits were documented by our team. Our support services programs contin-

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ued to be a focus area for the center last year as well. Our community education programs were well received by more than 1,081 people attending various offerings. Our no-cost screenings for skin, breast and cervical, prostate and colorectal cancers also were highly attended and reached 611 community members. Many of these patient services are a direct result of the support of our foundation. This hard-working team of staff and board members is dedicated to raising funds to provide support services for local cancer patients. To meet their fundraising goals, they host four events each year. Their newest event is the Run for the Ribbons. This 5K run/walk along the Columbia River raises money and awareness about cancer. It is events like this that give the foundation the ability to fund low- and no-cost support services at the center. We encourage you to learn more about our upcoming events and get involved. In addition to fundraising events, we are incredibly fortunate to have support from the business community. Organizations working with us include HAPO Community Credit Union, CH2MHill, Kennewick General Hospital, Kadlec Regional Health System, Lourdes Health Network, Washington River Protection Solutions, Coca Cola Foundation, Tri-City Americans, the Safeway Foundation and many others. These organizations, either through direct donations or sponsorship, have helped the Cancer Center expand and implement programs designed to benefit cancer patients, their families and our communities. In closing, I would like to remind everyone that the Tri-Cities Cancer Center is their cancer center. Once just a dream of visionary community members, we now stand strong, pursuing our mission of providing and coordinating the highest quality, compassionate cancer care.

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CITY OF PASCO

City has major projects on tap for 2011

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CITY OF RICHLAND

Singleness of purpose defines Richland’s successes

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Patients find quality, compassionate care

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KADLEC HEALTH SYSTEM

Kadlec faces difficult choices, need to grow

When you have added important new health care services, more than tripled your work force in 10 years and have become the regional referral center for Southeastern Washington and Northeastern Oregon, it translates to tremendous progress for Kadlec Health System and the residents of our community. While we are proud of this incredible growth, we also are doing our best to function in a health care world that at Rand its best is on precarious Wortman footing. Our state budget is in crisis, and this could have devasPresident & tating impacts on hospiCEO tals and health care providers. This, coupled with trying to prepare for the newly passed national health reform law, and we have our work cut out for us. I want to share a few of the specific challenges organizations like Kadlec are coping with, and what you can do to help. Our costs of providing care continue to rise, and what we are being paid for that care by Medicare, Medicaid and private insurers is going down. Cuts in reimbursement in 2011 from Medicaid and Medicare will result in a $6 million cut to Kadlecâ&#x20AC;&#x2122;s bottom line. We cannot sustain this model without making some difficult choices.

Investment in the future On the bright side, Kadlec has worked hard to prepare for the day when money gets tight. In the past decade, we have invested more than $152 million in new facilities, technology and staff to provide our community the highest level of health services possible. This investment also has helped us be prepared for the difficult challenges we face to meet the increased need for care.

New physicians and partnerships Kadlec has been successful in attracting new physicians to the community to provide increased access and new specialties. Kadlec Neuroscience Center combines all of the specialties for neurological care at one location. We have brought talented specialists to the Tri-Cities who have trained at some of the finest medical schools in the country. Our efforts in recruiting neurosurgeons have allowed Kadlec the ability to provide around-theclock coverage for emergency neuro care. The multi-specialty Kadlec Clinic has grown its number of physicians and midlevel providers to more than 50. We have

bolstered our team with the recruitment of primary and specialty care physicians to meet the growing needs of our patients. We have strengthened our partnerships with organizations like Seattle Childrenâ&#x20AC;&#x2122;s Hospital, which now have surgeons doing certain outpatient care at Kadlec allowing patients to remain in the community.

Above: Kadlec Health System has experienced a lot of growth but still is facing challenges. Left: Kadlec has been increasing the number of physicians.

Computerized patient chart Kadlec has embarked on an exciting and ambitious project to implement an organizationwide electronic health record system. For years, we have had many components of an EHR, but not under one overall program or from a single vendor. Soon we will. For example, patients will give their personal information just once during a visit, and not be asked for it repeatedly. Plus they will have access to their own computerized patient chart called MyChart. Since September, nearly 100 clinical and information technology staff from Kadlec and Epic have been working to design and build the system that will be used throughout Kadlec Health System, including the hospital and our Kadlec clinics. It is our goal to provide our patients and clinical staff with one central information system where all medical information will be

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securely kept and readily available when needed. This will further enhance the ability for our patients and many of the physicians in the community to easily and quickly access necessary medical information from a single source.

How you can help There are ways you can help cope with the uncertainties ahead. Prevention is vital. It is important to make sure you are getting an annual checkup with your doctor. Eating right and getting regular exer-

cise also are good ways to maintain your health. We obviously need to make sure we are treating the sick, but if we can elevate the focus on wellness it will improve the health of our community. We face challenging times in health care. But the Tri-Cities and Kadlec are in about as good a position as you could be to cope with them and continue to enhance the level of services available. Thank you for the trust you have placed in us, and we will continue to work hard to provide the highest level of care possible.

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KENNEWICK GENERAL HOSPITAL

Expansion an investment in the community Since 1952, Kennewick General Hospital has been providing vital health care services to the Tri-Cities and surrounding communities as the area’s only community-owned hospital. In addition to the anchor facility of the Kennewick Public Hospital District, we provide a continuum of care for patients through our network of health care centers, physician offices, urgent care and walk-in clinics, Glen a medical mall and outMarshall reach programs. KGH continues to grow, CEO expanding existing services and adding new ones to provide the best possible health care for the communities we serve. Our newest service line is endocrinology with the addition of Dr. Irene Feria in October. Dr. Feria’s practice is outpatientbased, providing services in adult endocrinology with special interests in diabetes and thyroid disorders. With the help of KGH’s certified diabetes educators, she is working so that local patients

receive comprehensive diabetes care without having to be referred out of the area. KGH also has added hematology and medical oncology to our growing list of services, offering patients treatment options for cancer and cancer-related disorders. We work closely with the TriCities Cancer Center to offer comprehensive oncology services for everyone. Leading our oncology team are two board-certified medical oncologists — Drs. Stephen Iacoboni and Jose Ness. The final phase of renovation and remodeling has been completed for our Family Birthing Center. This state-of-theart center now features 18 beautifully appointed private rooms for families to welcome their new babies, a 10-bed Level IIA Special Care Nursery and a spacious waiting room, along with a caring team of highly-skilled physicians, nurses and other health care providers. Our Joint Replacement Center was launched in January 2010 and is thriving with a consistent 97 percent patient satisfaction rating. The center offers a goaloriented, team-based process from presurgical education through recovery. Our

program was developed with help from a nationally recognized team of experts whose research and experience has led to dramatic improvements in joint replacement care. An enormous number of procedures are performed each year in our state-ofthe-art Catheterization and Special Procedures Lab. From peripheral angiograms to mediport placements to kyphoplasties, patients are receiving topquality, individualized care in a technologically advanced facility. During the last 14 years, and with Dr. Chris Glenn leading the way, this team has saved many lives and, through the art of medicine, been able to save patients from more complex or added surgeries. The Endoscopy Center at the KGH Medical Mall continues to flourish. Our gastroenterologists continually increase the volume of patients coming through this outstanding outpatient facility that features narrow band imaging, high-definition endoscopes and 32-inch HDTV monitors. This year, KGH was among the first in our area to offer the Bravo pH monitoring system, which is one of the latest advancements in gastric pH testing.

Other new service lines added in this past year include occupational health, neurology and psychiatry — all as part of our growing KGH Physician Clinics, which now employs more than 70 medical providers. During this past year, KGH spearheaded a partnership with Pacific Northwest University for clinical rotations for its osteopathic medicine medical students. The inaugural class of a new generation of primary care physicians already has started their clinical rotations here as part of their medical education. We have several third-year medical students working with physician preceptors to provide practical experience and training over the next two years. This is a first-ever program for KGH, establishing us as a viable teaching facility. As KGH continues to grow, we look forward to “breaking ground” in the near future of our Southridge campus to accommodate the area’s fast-growing population and medical needs. The entire expansion project is not just an investment in the hospital, but an investment in the local economy, creating jobs and reinvesting in our community.

LOURDES HEALTH NETWORK

New technology will continue to be key component of care At a time when many hospitals are struggling across our nation, the Tri-Cities is fortunate to have excellent health care across a full continuum of care. Lourdes, as a faithbased provider, brings a focus of care that John Serle addresses all three dimenPresident & sions of the CEO healing process — mind, body and spirit. By utilizing some of the best technology coupled with outstanding clinical care, led by physicians and

care givers dedicated to addressing all three dimensions of our being, we are able to consistently achieve exceptional outcomes. Along with expanding key service lines, other areas in which Lourdes will be taking strides are continued economic viability, adoption of technology and patient-centered care. All hospitals will be expected to increase efficiency, reduce costs, and maintain/increase quality among other things. Technologically, hospitals will have to make changes that can reduce workload, while at the same time being easily integrated. A few areas where the Tri-Cities will experience that first-hand include some of Lour-

des Health Network’s key service lines such as orthopedics, obstetrics, diagnostic imaging, behavioral health, physician network development and technology. Our orthopedic service has grown dramatically over the past few years, and with the addition of advanced technologies available only at Lourdes with the MAKOplasty robotic assisted partial implant procedure combined with Stryker Navigation technology, we anticipate continued strength and growth of our orthopedic services. We are ensuring growth of this service line through collaboration with the orthopedic See LOURDES | Page 37

The Pampered Pregnancy Program helps put new moms and families at ease. Courtesy photo

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LOURDES | Community should expect continued clinic growth FROM PAGE 36

surgeons on our medical staff. Our goal is to have world-class orthopedic care in an intimate, personalized care environment that is completely focused on the patient experience from start to finish and close to home. Lourdes has been delivering babies for more than 90 years, and obstetrics will remain a critical service line as the area continues its growth. We’ve recently added several board-certified OB/GYNS to meet the needs of our west Pasco population, and we are actively recruiting additional OB/GYNs to meet future needs. In addition to new providers, Lourdes has launched a Pampered Pregnancy Program designed to pamper new moms from the physician office visits to the delivery experience and beyond. This program is unlike any other in the TriCities, and we are proud to create an unique patient experience at such an exciting time for a young family. Elements of the Pampered Pregnancy program include massage chairs in the

waiting rooms, a fit-pregnancy plan, complimentary prenatal massages, complimentary prenatal classes, a gift of a plush spa robe and slippers, a baby blessing and lullaby. This spalike program creates a warm, intimate experience for mom, baby and the whole family. Lourdes continues to add unparalleled technology to our diagnostic imaging services offered at two locations for patient convenience. With a new MRI — one of only 20 in the world — Lourdes has proved our commitment to the best for our patients. And, with many diagnostic imaging services offered in an outpatient setting, we’ve created a diagnostic imaging service completely focused on our patients and their convenience. Expanding access to care through our robust physician network and satellite clinics is another focus. Our community can expect to see continued growth in our clinics and services provided at locations other than the hospitals. Our physician clinics will be available to meet the needs

of our population. The future of health care may be based in patient care innovations, but technology will be the thread that ties those innovations together. Lourdes is committed to improved clinical documentation, computerized records and automated admissions and back-office functions will help make staff more efficient and minimize errors. Technology has the potential to alter every department in our network. In operating rooms, Lourdes has made the leap toward robotic surgery, which is much less invasive and has better results. Lourdes already has operating rooms for the future. Much of the support for the “operation” occurs outside of the actual room. Lourdes is committed to the health of our community, and we will continue to grow to meet our community’s needs much as we have done for the past 95 years. Our focus will continue to be on our mission and our commitment to taking care everyone in our community including a focus on the most vulnerable.

The MAKOplasty helps expand orthopedic services. Courtesy photo

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LOURDES | Community should expect continued clinic growth FROM PAGE 36

The MAKOplasty helps expand orthopedic services. Courtesy photo

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PORT OF BENTON

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Exciting projects on tap from Prosser to Richland The Port of Benton has 10 sites in Benton County and has projects to complete at all of these sites. However, this year we’re focusing on the Richland Innovation Center, Prosser Vintner’s Village Phase 2, Walter Clore Wine & Culinary Center and our TRITON submarine sail exhibit at the Technology & Business Campus in north Richland. Some of you remember the Richland Innovation Center (RIC) location as the old JA Jones Hanford site. The port has invested $1.5 million in upgrading the infrastructure since we Scott Keller acquired the property in 1996. We partnered with the city of RichExecutive land and completed the Director $2.4 million First Street project, which is the main access to the RIC. The name of the street was changed to University Drive because it flows into the north side of the Washington State University Tri-Cities campus. It runs between George Washington Way and Stevens Drive and borders the RIC on the north. As you navigate down University Drive, you will see two multi-story buildings being constructed — one on the north side and one on the south side of the street. This is a result of years of planning between the Tri-Cities Research District (TCRD) and the Port of Benton. Diahann Howard, the port’s director of economic development and governmental affairs, also is the executive director of TRCD and is working with our partners on the strategy for this region. On the RIC side of the street, Columbia Energy & Environmental Services is constructing a 20,000-square-foot office/ warehouse building next to a testing and fabrication facility they built in 2010. This $1.35 million private investment is driving the development of this site. The port has a barge slip on the Columbia River within the Technology and Business Campus in north Richland. This slip has been used predominantly by the Navy to offload spent nuclear-reactor cores from decommissioned submarines and aircraft carriers. We were able to secure the sail and conning tower from the U.S.S. Triton submarine, the first nuclear powered submarine to circumnavigate the globe under water. These components have been reassembled near the barge slip and will be the focus for an educational park to be completed this summer.

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Continued Osprey Pointe growth will attract businesses

Significant activity designed to strengthen and bolster the region’s economy is taking place on many fronts within the Port of Pasco. From kick-starting development of two new business centers to planning for the future of the region’s major airport, the port continues to focus on key projects within the district. Just a year ago, an empty piece of ground lay just west of the Big Pasco Jim Toomey Industrial Center. Today, the site is the home of Director Osprey Pointe, the region’s newest premier business center on the Columbia River. This port-owned waterfront property became a high priority for development a few years ago. Since that time, a site plan was developed, outdated buildings were demolished and regulatory agreements were approved. In February 2010, the port broke ground on a 20,000-square-foot office building that serves as a catalyst for future devel-

opment. In March, the port will move its offices into a portion of the building, with 10,000 square feet available for lease. Osprey Pointe is designed to be a unique blend of business, open spaces and public waterfront trails. We know it will grow to be the home to corporate offices, research and development, professional services, commercial activities, high-tech operations and light manufacturing or assembly plants. It is clearly designed for business with quality of life in mind. We invite you to visit Osprey Pointe. It now looks and feels like the beginnings of a business center. We know you will be pleased with the port’s efforts and commitment to be good stewards of this important piece of property. Watch for details on our upcoming open house when you will have a chance to tour the new building and port offices and experience the uniqueness of Osprey Pointe. Airport Master Plan. Airports play a critical role in any region. They serve as a hub of See PASCO | Page 41 An aerial view of the Port of Pasco’s Tri-Cities Airport.

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The most successful development during my tenure at the Port of Benton is the 32-acre Prosser Vintners Village. It has taken more than 10 years, but we now have Yellow Rose Nursery and 14 wineries at this site, which is a great spot to spend the day. In our efforts to capitalize on the success of this site, the port purchased additional property adjacent to Vintner’s Village for Phase 2. The infrastructure for Vintner’s Village Phase 2 will be completed this spring and the port will begin actively marketing 21 lots. The original Seven Gables house is in the process of being remodeled into a bed and breakfast. We would like to encourage ancillary industries to locate here. A bakery, cheese maker, hotel, bistro … any industry that would complement the existing wineries would be a good match for this site. Another Prosser project we’re working on, in partnership with its board, is the Walter Clore Wine & Culinary Center. A parking lot with landscaping, utili-

Above: Workers construct an event center at the Walter Clore Wine & Culinary Center in Prosser. Left: Columbia Energy & Environmental Services is building a 20,000square footbuilding at the Port of Benton’s Richland Innovation Center. Courtesy photos

ties and lighting has been built, and an outdoor event center is being constructed and should be finished early this spring. The event center will include restrooms, storage, office space, assembly area and a catering kitchen. The main building will be constructed next based on receiving a federal grant from

the Economic Development Administration. This grant, along with previously approved state funds, will complete the main facility. We have some exciting activities going on across our port district. Thank you to our economic development partners and the communities in which we work.

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Continued Osprey Pointe growth will attract businesses

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commerce and as a community’s front door. They support business and leisure travel, general aviation and cargo. A strong airport can help encourage and create economic development. A growing, vibrant region needs an airport designed not only to meet its current needs, but also those well into the future. To ensure that it fulfills this vital role, the Port of Pasco, which owns and operates the Tri-Cities Airport, is updating the airport’s master plan, looking 20 years into the future. The Tri-Cities Airport is one of the few across the country that has continued to experience growth amid national economic stress. In 2010, the airport experienced a 23 percent increase in the number of passenger departures, reaching a record of 308,380. With the record number of passengers, the addition of new airline destinations, and customer service enhancements, updating the master plan is even more important. The project considers all aspects of airport operations including land needs, facilities and forecasting passenger and aircraft needs. The update helps ensure safe and efficient airport operations, while also addressing airport improvements and community concerns. We believe this work positions the airport, and the region it serves, now and well into the future. A public meeting will be held that will provide greater detail on the proposed master plan — watch the newspaper for the announcement of the meeting date. Partnering with local business also is an important role of the port. Sun Pacific Energy Inc., a Tri-City-based wholesale and retail gas company, has recently opened a new SunMart at the Tri-Cities Airport Business Center. The new business offers a convenience store, gas, a car wash and a Brulant coffee shop at 2305 W. Argent Road, near the entrance to Columbia Basin College and the airport. It is the largest SunMart in the area and is open 24 hours a day. The port not only welcomes SunMart for the services and new jobs it creates, but also how it will serve as an anchor for future development of the Tri-Cities Airport Business Center and this area of Pasco. Much has been accomplished at the Port of Pasco in the last 18 months. The future remains exciting as the work that we are doing now builds an important foundation for a strong region.

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PORT OF KENNEWICK

Revitalizing the waterfront On Clover Island, the port constructed the 62-foot tall lighthouse as a fully-functioning, Coast Guard approved, private aid to navigation. The 15,000 square foot Lighthouse Plaza has become a popular; scenic waterfront venue. A bronze statue, titled Call of the River, was placed adjacent to the lighthouse. A wooden-beam and steel-cable shade structure was built over the Metz Plaza. And, in part-

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District working to meet citizens’ needs Washington port districts are public agencies managed by locally-elected port commissioners who are focused on local economic development priorities. At the Port of Kennewick, “local” involves a 1,000-acre district that includes the cities of Kennewick, Tim Arntzen Richland (south of the Executive Yakima Director River), West Richland, Finley, Plymouth and a portion of Benton City and unincorporated Benton County. Throughout its 96-year history, the Port of Kennewick has worked to grow jobs, build infrastructure and improve the region. Today, residents are asking community leaders to diversify the mix of businesses and industries that sustain our community. They are demanding better access to the rivers. And they are clamoring for attractions, public facilities, historic spaces, and amenities which create a “quality of place.” Port leadership is responding to these citizens. The port is helping revitalize core neighborhoods. It is managing air, rail and marine assets. And it is selling land, leasing property, and investing in shoreline improvements for the public benefit.

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An artist’s rendering shows Metz Plaza, which is part of waterfront revitalization on Clover Island.

nership with Columbia Center Rotary and community donors, the port brought a third artwork, titled Family Group, to the island. In partnership with the City of Kennewick and the Washington State Recreation and Conservation Office, the port is making habitat enhancements to the Clover Island causeway. In this project, the causeway’s western embankment was reconfigured, and boulders, gravel, woody debris and vegetation were added to improve salmon habitat. A pedestrian path was constructed, linking the island with the regional Sacagawea Heritage Trail. A viewpoint was completed and interpretive signs soon will showcase the island’s history and habitat restoration efforts. In addition, conceptual plans were developed for The Village at Island Harbor — a future mixed-use development on Clover Island. The goal is to create inviting pathways, courtyards, and meandering open spaces amid retail, commercial and residential buildings near the island’s southern harbor. Water features, an

atrium and pocket landscapes are elements that would create the charm and feel of an island community. And make no mistake — the port is committed to downtown and rivershore revitalization. The community enthusiastically embraced the port’s Columbia Drive conceptual plan, which calls for retail, residential, and tourism-related businesses surrounding Duffy’s Pond. The port envisions a creative neighborhood where stylized, industrial-funk buildings are intermingled with smallbusiness incubators, unconventional galleries, boutique shops and unique restaurants. The idea is to transform tired properties into a renewed commercial district where streetscapes are dotted with delightful lighting, interesting artwork and fanciful signage. We want to create a place where island trails encourage evening strolls, and riverside bistros with outdoor decks offer a glimpse of the diverse wildlife. In fact, the port’s Columbia Drive property was identified as a ‘catalyst’ for Kennewick’s

larger Bridge-to-Bridge, River-to-Railroad master plan. Kennewick addressed the port’s concerns regarding parking structures, zoning and other development issues. Now, the port and city are working to strengthen that partnership with the intent of making downtown Kennewick a truly vital commercial destination.

Maximizing public assets The port continues to focus on economic development and strategic planning districtwide. The port recently welcomed the Black Heron Distillery to its Wine Estates Park in West Richland; Arc of TriCities, Eden Medical Center and Tri-City Chaplaincy to its Spaulding Business Park in Richland; and sold land at its Oak Street Industrial Park in Kennewick to the BentonFranklin Humane Society. In the coming year, the port will update its comprehensive plan; evaluate its property portfolio, identify needs, and ensure all involved have a clearly defined roadmap for future projects.

Drastic diet of potatoes showed they are healthy

Legend and history have it that the ancestor of today’s potato originated about 5,000 years ago in Peru, where they still grow and research the heck out of them. Those early varieties were wild and colorful, and the ancestors of today’s processors freeze dried and stored them in the Andes. The peripatetic tuber reached North America via Europe, where it proved its versatility by showing up as stock feed, a human staple and new-fangled frites. Karen Today, in Washington Bonaudi alone, the potato crop is worth more than $3.5 Assistant billion to the state’s Executive economy, and the frozen Director product is again finding its way around the world as quick-serve French fries. The Washington State Potato Commission works on behalf of the industry to keep the country and the world friendly places to raise and market the vegetable and advance Washington potatoes’ place in people’s hearts, minds and mouths. Like citizens the world over, food producers have noted the power of the social networking phenomenon in spreading ideas and information to mass markets, and wondered how electronic media might be used to disseminate their own messages. Like other food commodity groups, potato commissioners are not generally 20-somethings or even 30-somethings, regularly tweeting, Facebooking or posting videos to YouTube. Nor do they follow those who do. Enter Chris Voigt and his 20 Potatoes a Day Diet. “I just got mad one day,” is how the executive director of the Washington State Potato Commission describes it. “Potatoes were still getting beat up as being unhealthy in spite of all the evidence to the contrary, and I realized I was not being a strong enough advocate for the food I worked for and personally liked.” The popular intel was not good for the potato: they caused childhood obesity and contributed to the diabetes epidemic, potatoes equaled empty carbohydrates and made you fat, and the USDA had prohibited potatoes in the WIC program, eliminated them from school breakfasts

CHRIS VOIGT’S VITALS Weight: Starting, 197; after 60 days, 176 Blood glucose: Starting, 104; after 60 days, 94 Cholesterol: Starting, 214; after 60 days 147 Triglycerides: Starting, 135; after 60 days 75

and restricted them in school lunches. Voigt tends to move from concept to action very quickly and decided the best way to demonstrate the potato’s value to the human body was to eat nothing else. And that’s what he did — for 60 days. He calculated that to maintain his body weight, he would need to eat the equivalent of 20 average potatoes each day and swore off any additives that would provide nutrition during that time. He set up a 20 Potatoes a Day website where he could post links to a Facebook page, post light-hearted and attention-grabbing videos, and blog with any fans and followers who might take notice. And notice they did. The internet knows no borders and social media moves at the speed of, well, fiber optics. For three months, the commission office became a hub of video production, regular electronic media posts and most of all, handling the constant media requests for interviews arriving about every 15 minutes from worldwide. “I thought I would be lucky to get some notice in Washington state, but didn’t know how newsworthy people would find (the diet),” Voigt says. The ancient tuber had gone viral. More instant than potato flakes, world media in multiple cities in North America, Finland, Spain, Scotland, New Zealand, Ireland, Australia and Great Britain, as well as BBC World and BBC Europe, wanted to talk to the Potato Man on air. Why does Voigt think it was so popular in the blogosphere? It was outlandish and entertaining and provided an opportunity for people to interact. It also had a definite start and end time and was transparent, with medical results posted online. The 20potatoesaday.com website still is maintained, with new healthy recipes being added. The campaign cost more in time than money. The total cost for the domain name, website software, video props, logo design, and T-shirts and boxer shorts for prizes came to $1,184.99. And getting to eat potatoes every day? Says Voigt: “Priceless.”

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An artist’s rendering shows Metz Plaza, which is part of waterfront revitalization on Clover Island.

Drastic diet of potatoes showed they are healthy

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WASHINGTON WINE COMMISSION

AGRICULTURE & COMMERCE

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WASHINGTON DEPARTMENT OF AGRICULTURE

Industry reaches new heights despite challenges Consumers throughout state benefit from crops, livestock After enduring some of the most challenging times in recent memory, the Washington wine industry remains poised to continue its phenomenal growth as the rising tide of the economy finally begins to swell. Our industry has faced headwinds on several fronts over the past year — the fits and starts of a fragile economic recovery, a “race to the bottom” with conRobin sumers demanding Pollard more for their money and higher-priced comExecutive petitors slashing prices Director and a “perfect storm” of weather-related challenges for the 2010 harvest. In spite of these obstacles, the Washington wine industry reached new heights last year: The Washington State Liquor Control Board licensed the state’s 700th winery and the Washington State Department of Agriculture surveyed more than 40,000 acres of wine grapes planted throughout the state. We saw continued growth in the marketplace as well. According to Nielsen, domestic sales of Washington wine were up 4.3 percent over last year. Sales of riesling grew 9.3 percent from a year ago, continuing several years of strong sales for one of the state’s leading grape varieties. In fact, growing demand for riesling has even propelled Washington’s own Chateau Ste. Michelle past Beringer of California as the most widely distributed wine brand in chain restaurants across the country. Yet, while we have been fortunate to enjoy positive news during challenging times, our industry refuses to rest on its laurels. We have continued to make investments to help sustain our growth over the long term. Thomas Henick-Kling has quickly taken a key leadership role in the industry as chairman of the viticulture and enology program at Washington State University, spearheading the vital research that will provide the cuttingedge knowledge base and world-class work force to propel our industry forward for generations to come. Lending additional weight to these efforts, the Washington State Wine Commission dedicates 5 percent of its annual grape assessments — approximately $140,000 in 2011 — to fund research projects at WSU and other institutions. The Wine Advisory Committee — adminis-

Agriculture continues to support recovery from Washington’s troublesome economy by providing a stabilizing force for jobs and positive economic activity, including a significant presence in the TriCities. Estimates show nearly $1 billion of agricultural production in Benton and Franklin counties alone — counting the value of crops Dan and livestock produced Newhouse at the counties’ 2,500 farms. Add to that Director 4,600 jobs in the food processing facilities in the region and you have an additional $335 million in sales. Our state’s 39,000 farms annually produce more than $7 billion worth of agricultural commodities. Combined with a diversified food processing industry and other affiliated businesses, the total impacts of agriculture in the Evergreen State is more than $35 billion, or 11 percent of state’s economy. The strength of our agricultural economy lies in the high quality and diversity of products our growers and ranchers

bring to market in international trade and local and U.S. domestic markets. Our state plays a key role in President Obama’s and Gov. Gregoire’s initiatives to ramp up exports. About one-third of Washington’s food and agricultural products are exported, more than $5.4 billion in 2009. WSDA’s marketing programs work in partnership with the food and ag industry to help producers and companies sell their products internationally. As I saw during last fall’s trade mission to China and Vietnam, Washington’s products enjoy strong demand throughout the world. Cherries, french fries and other potato products and wines are continuing to gain popularity. The U.S. brand is very attractive to increasingly savvy Asian consumers, and we are making gains in creating more opportunities. And, Washington’s iconic apples are extensively exported across the globe. To support these exports, our food and agriculture businesses benefit from public investments in transportation infrastructure. Projects such as dredging to accommodate deep-draft shipping at our ports and a major overhaul of locks and dams operated by the Army Corps of Engineers along Snake and Columbia rivers system are vital to continuing large volumes of

agricultural exports. Farmers are used to challenges, from bad weather and pests, to their dependence on favorable prices and changing export markets. In our broader mission, we will continue to serve the people of Washington by supporting the agricultural community and promoting consumer and environmental protection. In my travels throughout the state, I am always seeking ways to promote the success of our farmers and ranchers. Keeping pesticide tools available to farmers in light of policies surrounding the Endangered Species Act is an example. As a grower myself, I am committed to the future of farming that includes sound environmental stewardship. I also want to improve policies surrounding the use of biodiesel fuel, a move that will assure a solid market for canola and camelina growers in Washington and promote processing for our local crushers and refineries. Farmers also look for innovative ways to promote their products. The number of active farmers markets is growing with consumer demand up for buying local foods from producers they know. Washington’s farmers market leaders at their annual meeting in Leavenworth recently,

already were thinking ahead toward another growing season to support sales opportunities for farmers and local food businesses at 150 markets. Consumers also are finding it convenient to purchase subscriptions for weekly produce deliveries through “Consumer Supported Agriculture” or CSAs. Typically, farmers selling CSA subscriptions offer a variety of fruits and vegetables to members who pre-pay for weekly service for a specific time — usually spring to fall. We’ve even had CSA subscriptions delivered to 80 employees here in our office in Olympia. It’s a model that works for employers everywhere. Gregoire and the Legislature understand the important role that WSDA plays to protect and promote agriculture. With budget cuts impacting state government, WSDA will be challenged to maintain all of the critical services needed by the agricultural community. We’re mindful of our responsibility to provide quality service that allows our growers to market their crops. Consumers in every corner of our state benefit from agriculture. You can count on our continuing efforts to protect this important economic sector for family farms and consumers.

KENNEWICK IRRIGATION DISTRICT Goose Ridge Estate Winery near Richland is one of many vineyards now reaching peak production.

tered by the commission, and made up of veteran grape growers and winemakers from across the state — carefully considers a host of very worthy projects each year, providing important feedback and direction to help shape the collective research priorities of the industry. Last year, the commission completed a strategic reorganization to achieve greater synergy across all of its local, national and international marketing programs. To maximize the impact of the industry’s precious marketing dollars, we returned overhead and personnel costs to pre-2005 levels. And in light of the challenges facing many of the state’s small family wineries, who depend heavily on sales in the local market, the commission carried out its first advertising campaign targeted to consumers right here in our own backyard. And, of course, the unwavering support of our local partners here in the Tri-Cities — ranging from the ports, cities and counties to the visitor and convention bureau, the economic development council and chambers of commerce — is absolutely vital to the continued success of our industry.

Kai-Huei Yau | kyau@tricityherald.com

Restructuring helps keep expenses down for customers CHARLES FREEMAN MANAGER

Grapes are harvested at Wallula Vineyard. Paul T. Erickson | perickson@tricityherald.com

But there still is much work to be done. Our industry has less than a 35 percent share of the wine market in Washington. By contrast, the California wine industry enjoys a market share nearly double that in their home state. And there remains significant room for growth in markets across the U.S. and around the globe, as well. Though we are facing fierce competition at every turn from emerging and

well-funded industries such as Argentina, Chile, New Zealand and many others, Washington has established a unique and rightful place among the elite wine regions of the world. Together — growers and winemakers, family-owned businesses and multi-national companies, Eastern Washington and Western Washington — we can meet these challenges and sustain the growth and prosperity of our industry.

The Kennewick Irrigation District continues building momentum, modernizing its delivery systems, streamlining operations and utilizing technology to control ever-rising costs such as energy. Recent changes and projects include: Board of Directors: The board has a new president, David McKenzie, who served as a director for two years before his election as president. McKenzie succeeds John Jaksch, who served for three years as president. While we were sad to see John Pringle retire after 27 years of service on the KID Board, we are equally excited to welcome our newest director, Kirk Rathbun. In addition to his duties as a director, Rathbun serves as the chair of the Water Rate Advisory Committee, which has been meeting for nearly a year. This committee is working with our cost of service/rate consultant on how the district determines assessments. In addition, this committee assists staff in tackling a myriad of issues unique to

the district, such as, why it is better to water your lawn at 3 p.m., contrary to everything you hear about conserving water. This is because the district’s transmission system consists of 80 miles of open canal flowing at 1 mph. The canal acts as a reservoir. More than 21,000 urbanized customers trying to water their lawns at the same time actually will drain the canal that serves them. With a canal system 80 miles long moving at 1 mph, it takes a while for the canals and ponds to refill. Staffing: KID is striving to make the best use of its talented staff. There are five fewer employees with the district since the last publication of the Progress Edition. Existing positions have been refocused to better meet customer expectations. KID has some notable new hires, as well. Ed Everaert was recruited from Montana to be our operations and engineering manager. Before joining KID, Everaert had 30 years experience working as an irrigation district manager, consulting engineer and 15 years with the Bureau of

Reclamation. Everaert has the education, experience and skill set that fits perfectly to the needs of the district. Colleen Storms was recruited from Twisp and is the district’s treasurer/ comptroller. Storms is a certified public accountant and has greatly enhanced the performance of the finance department, providing the board with in-depth, timely reports with the information they need to make good financial decisions. Priorities: During the 2010 strategic planning retreat, the board of directors identified risk management as their top priority. KID is working to identify areas where persons and or property could be at risk, and develop and implement an action plan to mitigate the risk. These actions range from staff training to canal lining. After the retreat, staff worked closely with the board to develop a five-year capital improvement plan. This winter, the plan was initiated with the installation of more than 4 miles of EPDM liner on two at-risk sections of canal. Canal lining will continue over the next several years, not only reducing risk to public safety, but

increasing the velocity of the water flow, which will reduce aquatic weed growth and the need for chemical applications. Red Mountain has been a priority of the district for many years and is nearing the finish line. This local improvement district project, funded in its entirety by the landowners within the project boundaries, will bring water to 1,785 acres of prime wine grape growing land and is a significant development to the local economy. The design and engineering of the system will begin this year, with construction scheduled to start late next year. The future is bright at the Kennewick Irrigation District. The organization has been restructured and costs have been reduced to 2008 levels. This year marks the second year with no rate increases for our urbanized customers and the first year for our agricultural customers. Staff will continue to be held to a higher standard and that standard is enforced. Staff training in ethics, diversity and leadership is on-going and continuous. KID’s goal is to perform exceptionally and professionally at all times in the services we deliver.

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WASHINGTON WINE COMMISSION

AGRICULTURE & COMMERCE

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TRI-CITY HERALD

WASHINGTON DEPARTMENT OF AGRICULTURE

KENNEWICK IRRIGATION DISTRICT Goose Ridge Estate Winery near Richland is one of many vineyards now reaching peak production.

Kai-Huei Yau | kyau@tricityherald.com

Restructuring helps keep expenses down for customers CHARLES FREEMAN MANAGER

Grapes are harvested at Wallula Vineyard. Paul T. Erickson | perickson@tricityherald.com

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SCIENCE & TECHNOLOGY

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BECHTEL NATIONAL

Vit plant construction moves toward 2016 completion Bechtel National, Inc. and its subcontractors are completing design, advancing construction and preparing for commissioning of the Hanford Waste Treatment Plant, also known as the “vit plant.” Our mission for the Department of Energy is to engineer, build and Frank commission Russo facilities that WTP Project will turn millions of galDirector lons of Hanford tank waste into a sturdy glass form, making it stable and impervious to the environment. The vit plant, 25 miles north of Richland on Hanford’s central plateau, covers 65 acres and includes four major nuclear facilities — the Pretreatment, Low-Activity Waste Vitrification and High-Level Waste Vitrification facilities and an Analytical Laboratory, as well as 20 support buildings and underground infrastructure. The facilities are complex and must meet strict nuclear quality standards and regulatory requirements. Bechtel National Inc. and its subcontractors are working closely with DOE, Hanford’s Tank Farm operator and regulatory agencies to ensure the vit plant will operate safely and fulfill its crucial mission. The entire project is nearly 60 percent complete. Design is approaching 80 percent and construction is nearing 55 percent complete. As such, the project is beginning to pivot its focus from design and construction work toward startup and commissioning activities. We are committed to finishing construction of the vit plant in 2016 and achieving operations in 2019. Our employees remain dedicated to safety. Last fall, our construction site was recognized by DOE’s Voluntary Protection Program for exemplary worker safety and health pro-

grams and earned the program’s highest honor — star status. In addition, our office locations reached more than 16 million hours without a losttime injury. These are outstanding accomplishments, and I thank our 3,400 employees for making safety a value and a cornerstone of our nuclear safety and quality culture. Last year, the project closed the last of its major technical issues, which involved the adequacy of mixing technologies, identified by an external review team in 2006. To build additional confidence in the plant’s ability to effectively mix the variety of waste compositions that will be sent from the tank farms, the project is now implementing a large-scale testing program. On the construction front, the pretreatment and highlevel waste buildings will continue to grow as the upper levels of concrete and steel are placed, and civil construction nears completion. Since project inception, our building & construction trades skilled union craft work force has placed 208,000 cubic yards of concrete (enough to fill about 65 Olympic-size swimming pools) and 17,300 tons of steel (enough 1 to build 1 ⁄2 Eiffel Towers). This year, we will place an additional 10,000 cubic yards of concrete and install more than 2,500 tons of structural steel. We will continue to install bulk commodities, such as piping, electrical and HVAC systems, and maintain our steady stream of major plant equipment deliveries and installations. Last year, we received the two 125-ton melter assemblies that will be installed in the Low-Activity Waste Facility. The melters, considered the heart of the vitrification process, traveled from Ogden, Utah, to arrive at the vit plant construction site. Their journeys were documented at www.hanfordvitplant.com/law melterblog. The project also received and installed several giant See BECHTEL | Page 47

Courtesy photo

Vit plant workers installed major pieces of equipment throughout last year The High-Level Waste Vitrification Facility crew installed 8-inch-thick, 15 feet tall and 18 feet wide shield doors. Two of the doors weigh 50 tons, and two weigh 14 tons.

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BECHTEL NATIONAL

Courtesy photo

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HAMMER

Hanford work force safety training crucial

In the two years since the Volpentest HAMMER Training and Education Center was part of Progress, significant changes have taken place at the campus. HAMMER transitioned to the Mission Support Contract managed by the Mission Support Alliance LLC, the Hanford site received $1.9 billion in Recovery Act funding, and HAMMER added Karen three new buildings to McGinnis our campus. Under the direction of Director MSA, HAMMER took on the responsibility of standardizing the required safety and health training courses for Hanford workers. This critical mission assignment has the attention of the Department of Energy complex. Safety and health programs and training are crucial due to the complexity of Hanford operations. As such, MSA and HAMMER have developed and are implementing 14 site-wide safety standards for the most commonly encountered hazards on the site in an effort to improve and stream-

line safety and health programs. This effort began as soon as the MSA took over the contract and much of it already has been implemented site-wide. One of the biggest highlights of this effort was the successful collaborative and cooperative partnership between contractors, DOE and organized labor to achieve the final programs. It resulted in a reduction of redundant training, clearer roles and responsibilities for the workers and ultimately a safer, more efficient and effective work force. Recovery Act funding resulted in hiring hundreds of new workers to support Hanford contractors and subcontractors to accelerate the cleanup mission. These new workers required the same level of safety training as the existing work force. Implementing this surge in new worker training took tremendous coordination and cooperation between all the site contractors, building trades and metal trades unions and HAMMER. HAMMER provided a majority of the safety training for the new workers. HAMMER set a record of 63,500 student days of completed training in 2010, an increase of 49 percent. To date, HAMMER is on track to support more than 70,000 student days in training as Recov-

ery Act work is completed. Inès Triay, DOE assistant secretary for environmental management, committed to supporting HAMMER and has called HAMMER DOE’s “crown jewel” for its standardized training programs, worker trainer program and its partnership with labor, management, tribes, the community and DOE. HAMMER opened a building last year that supports multiple training activities every day, and plans to open another building to house HAMMER operations and training staff. This building will include a maintenance shop allowing for staff and resource consolidation into one building freeing up campus space for supporting additional hands-on training. Other agencies and organizations continue funding HAMMER to manage and deliver their training programs. All of these programs use the strengths of the HAMMER staff, existing Hanford training programs or staff capabilities and facilities for supporting hands-on training programs. International Border Security training, funded by the Department of State and conducted by Pacific Northwest National Laboratory scientists and subject matter

experts, has been delivered effectively at HAMMER since the facility opened in 1997. Because of the success of this program, Department of State funded HAMMER to construct an additional, dedicated building for the program that was dedicated in spring of 2009. As a further commitment to the program, the Department of State committed $2.9 million to HAMMER for construction of a building that will consolidate field training activities presently used in four areas of the campus. The new building will reduce student down time and enhance learning by reducing the impact on training caused by bad weather. Looking to the future, HAMMER will continue focusing on training Hanford site workers. This includes meeting emerging needs of the Waste Treatment Plant work force, and continuing efforts in support of non-Hanford customers such as the National Guard Bureau, PNNL and the DOE Office of Electricity Delivery and Energy Reliability. As the Hanford Site transitions, HAMMER will continue to partner with DOE and community organizations like TRIDEC to position itself in supporting new energy industry missions that may come to the Hanford site.

BECHTEL | Community support remains priority FROM PAGE 46

protective shield doors, equipment for a quality control system and a nuclear-quality duct that is part of a sophisticated air filtration system. This momentum will continue to build as we receive more of the bulk commodities and equipment that are essential to the safety and operability of the plant. Bechtel makes community support a priority and continues to draw on the expertise and skill of area businesses. In 2010, we spent more than $62.5 million using local vendors and $847.5 million since project inception. Another source of pride for the vit plant is the generosity of our employees, who consistently reach new heights of community giving. Most notably, we broke previous project records by donating $524,000 to United Way of Benton and Franklin Counties. We also contributed more than $56,000 to Second Harvest, $16,000 to the March of Dimes and 3,500 toys to Toys for Tots. In 2011, we look forward to executing our plan to advance construction and progress toward commissioning and operations — all while maintaining a high standard of safety, quality and regulatory compliance.

Courtesy photo

The Pretreatment Facility continues to grow as the upper levels of concrete and steel are placed and construction nears completion.

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HAMMER

Hanford work force safety training crucial

BECHTEL | Community support remains priority FROM PAGE 46

Courtesy photo

The Pretreatment Facility continues to grow as the upper levels of concrete and steel are placed and construction nears completion.

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HANFORD ADVISORY BOARD

Conversations, involvement will continue during what will be a year of transitions

What a year 2010 was. The Hanford site landscape is certainly showing change. With so many buildings demolished, construction beginning on the huge ground water remediation facility and continuing progress on the Waste Treatment Plant there is always something different to see. For the Hanford Advisory Board, one of eight citizen advisory boards that make up the Department of Energy Environmental Management Specific Advisory Board, these changes are significant. The HAB Susan workload has grown Leckband right along with the number of changes Chairwoman already seen and those expected in the future. In addition to our regular five meetings scheduled a year, the HAB in 2010 convened an additional one-day HAB meeting focused solely on the Tank Closure and Waste Management Environmental Impact Statement. We also convened committee of the whole meetings focused on single topics — long-term stewardship, 200 Area Burial Grounds and the Tri-Party Agreement Change Package. The change package holds particular interest for the HAB because it supports Hanford site size reduction and the cleanup strategy for the Central Plateau, including multiple Records of Decision.

HAB Advice - 2010 HAB members work diligently to understand the issues and craft advice that captures the essence of their values while honoring each other’s opinions. Dedicated issue managers from each of five subcommittees gather information, draft advice and shepherd that advice through the HAB consensus process. That this consensus process is successful is remarkable given the variety of educating, understanding, listening and negotiating steps that are necessary to produce final agreement. However, in 2010 the HAB successfully brought fourteen pieces of consensus advice to the Tri-Party Agencies on topics as diverse as proposed changes to the TPA on Central Plateau cleanup work, to worker health and safety. I urge you to

visit the HAB website www.hanford.gov/ page.cfm/hab for advice and other HABrelated information. I also urge you to attend HAB meetings; they are open to the public and the public is provided opportunities to comment.

Looking Ahead The HAB views 2011 as a year of transitions. It is the final year for American Recovery and Reinvestment Act (ARRA) funding and the HAB looks forward to much more cleanup with the remaining dollars. The downside to this equation is that an estimated 1,500-plus Hanford jobs are not funded after 2011. To reduce risk to human health and the environment and to protect the Columbia River Hanford cleanup work must continue for decades. Hanford needs a skilled, trained work force to perform that cleanup work and the HAB is concerned as the older, more experienced work force retires, there may not be trained, skilled workers available to take their place. Early in 2011, the HAB began the extensive conversations about tank farm closure. I expect the “tank closure” dialogues and educational efforts will continue through workshops and meetings; the HAB hopes members of the public will join this conversation and education effort. Because getting the waste out of the tanks and into a more stable form for final disposal is fundamental to successful Hanford cleanup the HAB will stay engaged with tank waste closure and many other important issues. Countless volunteer hours are spent by HAB members working on important Hanford cleanup issues. The DOE, the regulating agencies, (EPA and Ecology), and the public are beneficiaries of the hundreds of years of Hanford-related experience held by the interest groups and members who sit at the HAB table. That experience evidences itself in wellconsidered, values based consensus advice provided to the Tri-Party agencies. I am proud of the work and dedication of the Hanford Advisory Board members. I invite you to take a few minutes to visit the HAB website to find the schedule of future meetings. I hope to see you at one of them.

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WASHINGTON RIVER PROTECTION SOLUTIONS

Preparation for Hanford’s future is starting now

The Merriam-Webster online dictionary defines progress as forward or onward movement as to an objective or goal. A gradual betterment. A journey. Washington River Protection Solutions 1 began its journey at Hanford 2 ⁄2 years ago when it assumed responsibility as the site’s tank operations contractor. Since that time, WRPS has achieved a new and exciting level of performance, with 2010 marking the most single-year waste-retrieval Chuck progress in the tank Spencer farms’ 68-year history. Our mission to elimiPresident nate the risk posed by & Project the 53 million gallons of Manager radioactive and chemical waste kept in 177 underground storage tanks begins with waste retrieval. In 2010, workers began removing waste from two single-shell tanks, making them the 12th and 13th such tanks to undergo waste retrieval. The two tanks contain a combined total of 318,000 gallons of radioactive sludge and chemical waste that will be moved to newer, safer double-shell tanks until it can be prepared for disposal. During the past two years, WRPS has initiated or completed waste retrievals to the limits of technology in nine single-shell waste tanks. The accelerated pace of retrieval continues this year, with plans to remove waste from five single-shell tanks in Hanford’s C Farm. WRPS is continuously working to develop and deploy innovative technologies that allow us to do our work safer and faster. In December, crews cut a 55inch diameter hole in the top of singleshell tank C-107, the largest cut ever made into an active Department of Energy radioactive waste storage tank. The hole was cut through 15 inches of concrete and steel rebar and creates access for a new robotic arm set for installation this spring that will further improve our ability to retrieve tank waste. As the waste is retrieved, WRPS is preparing for the commissioning of the world’s largest radioactive Waste Treatment Plant (WTP) now being built at Hanford. Work is now under way to upgrade and install the systems needed to be able to get waste from the tanks to the WTP, where it will be turned into glass through a process called vitrification so it can be permanently stored. Our focus on improved integration with the WTP proj-

Left: Crews construct an evaporation basin that collects rain and snow runoff from a nearby tank farm, preventing the water from entering the soil and pushing potential contamination deeper underground. Below: Workers wearing water-resistant PPE and respirators use a highpressure water lance to flush waste from an SY Farm transfer line, improving safety by reducing potential radiation exposure. Courtesy photos

ect involves activities that include waste transfer planning, technology development, supplemental waste treatment and strategic planning to assure a smooth transition to operations. WRPS will complete the final third of more than $323 million in Recovery Actfunded projects in 2011. These projects include important upgrades to critical operating facilities, systems and equipment needed to successfully complete the long-term mission of tank waste retrieval and delivery. Other projects are aimed at protecting the environment, such as the TY interim moisture barrier. This 4-inch layer of high-density asphalt placed over the top of one of Hanford’s single-shell underground waste tank farms provides an additional measure of environmental protection by keeping runoff from rain and snow from seeping into the soil and pushing contaminants from leak-prone single-shell tanks down toward the water table. Of course, the progress achieved at tank farms would not be possible without people. WRPS’ multitalented work force achieved 100 percent of fiscal year 2010 milestones while setting a new tank farm safety record of more than 3 million hours worked without a day lost to injury. Our tradition as one of the safest work forces

in the DOE complex continues in 2011 while moving forward efficiently with tank waste cleanup. The journey that lies ahead is formidable but certainly not impossible. We know that preparing for Hanford’s future starts now. With construction of the WTP now

more than 50 percent complete, we are moving into a new era of tank waste treatment. With every stride we reduce the risk the tank waste poses to our workers, the public and the environment. With every step we’re making progress. And we won’t stop until the job is done.

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HANFORD ADVISORY BOARD

Conversations, involvement will continue during what will be a year of transitions

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WASHINGTON RIVER PROTECTION SOLUTIONS

Preparation for Hanford’s future is starting now

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WASHINGTON CLOSURE HANFORD

2011 will be busiest year so far for River Corridor Project We have made enormous progress in the last year on the River Corridor Closure Project — the nation’s largest environmental cleanup closure project — and 2011 is shaping up to be the busiest yet. We’re six years into the 10-year project and the job is more than 60 percent complete. That means we are well on track for meeting the Department of Energy’s goal for having the Hanford’s River Corridor cleaned up by 2015. Once that goal is met, Neil Brosee we will have reduced the amount of land under President active cleanup at the 586square-mile Hanford site by 220 square miles. Our goal is to do that in a safe and environmentally compliant manner, preferably at a significant savings to the government and taxpayers. We took the first steps at reducing that footprint late last year when we completed cleanup of 60 square miles, designated as

Segments 1 and 2, in the western part of the Hanford site. Later this year, we will return the land to DOE as the first tracts at Hanford to be declared clean under our contract. We will repeat the process more than a dozen times in the next several years as we clean up the remaining 160 square miles of the river corridor. Another major milestone for 2011 is the completion of construction of super cells 9 and 10 at the Environmental Restoration Disposal Facility. Construction was part of a $100 million facility expansion and upgrade funded by the American Recovery and Reinvestment Act. It is where nearly all of Hanford’s cleanup wastes go for disposal. Recovery Act funds allowed us to expand the facility by 50 percent. It now covers the same area as 52 football fields. New Recovery Act-funded facilities and operational improvements are allowing us to safely handle the increasing volumes of waste while Hanford is being cleaned up. We recently began work in some hazardous waste silos in the K Area. This waste burial ground is thought to contain

some of the most radioactive waste we will encounter in the River Corridor. We’ll finish cleanup at this site later this year. We also will begin work in another highhazard burial ground called 618-11. We know it contains some hazardous and radioactive materials. The first work we will do is to clearly identify what materials could be buried there, followed by actual cleanup. Throughout the cleanup process, our goal is to do it safely and to keep nearby Energy Northwest employees informed during every step of the way. One highly hazardous burial ground where we will start digging in early spring is the 618-10 Burial Ground. This site is similar in many respects to 618-11. Together, they might be viewed as the worst-of-the-worst as far as waste sites go. Late last year, we discovered that significant radioactive materials had leaked into the soil beneath a laboratory building in the 300 Area, just a few miles north of Richland. Although the event happened many years ago, we’ve been able to determine that the material is well-confined

beneath the building. We’re identifying an appropriate technology that will allow us to safely sample the highly radioactive material beneath the building. Once that’s done, we’ll determine the safest course for demolishing the structure later this year. In 2010, we removed the dome from a major Hanford landmark, the 309 Building housing the Plutonium Recycle Test Reactor. This year we will finish removing the above-ground portions of the building, as well as the test reactor. Other major work includes demolition of the 308 Building, where much of the research work was conducted to support the Fast Flux Test Facility. We’re also nearly finished placing the heat exchanger building for N Reactor in interim safe storage with reactor completion by 2012. This year, we will be working throughout the River Corridor and finalizing work in several areas to turn the land back to DOE that was entrusted to us for cleanup. It will be a busy year and one that will keep this important project on track for completion in 2015.

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CH2M HILL PLATEAU REMEDIATION CO.

Extra funding pushed cleanup ahead of schedule CH2M HILL Plateau Remediation Company has been entrusted by the Department of Energy with a significant portion of the nation’s largest and most complex cleanup project here at the Hanford site. CH2M HILL is committed to working closely with DOE, regulatory agencies, tribal nations and regional stakeholders to identify the most efficient and effective strategies for remediation of the Central Plateau. Our goal is to shrink the area to less than 10 square miles, John Lehew down from the current 586 square miles, proPresident & viding a sustainable CEO future for Hanford by making land available for other beneficial uses. CH2M HILL has completed all TriParty Agreement milestones (more than 70) on or ahead of schedule since the start of our contract in October 2008. With the American Recovery and Reinvestment Act of 2009, our contract has grown, allowing us to accelerate clean up at Hanford considerably. This means lifecycle cost savings of millions of dollars per year to the taxpayer as we’re able to safely tear older buildings down rather than maintain or repair them. It also means we’ve been able to put $652 million back into the community in the way of subcontracts — 55 percent of those have been with small businesses — and provided more than 1,600 new jobs since 2009. CH2M HILL has completed a record amount of cleanup at Hanford. We completed removal of all special nuclear material, including 2,300 canisters of plutonium. If the weapons-grade plutonium had remained at the Plutonium Finishing Plant, it not only would have interfered with environmental cleanup plans, but also would have required $100 million in upgrades. Additionally, removing the plutonium meant there was no longer a need for high security at the plant, saving $25 million per year alone. Transuranic waste shipments ceased in 2008 becaue of funding and were not expected to resume until 2014. Recovery Act funds allowed CH2M HILL to resume shipments four years ahead of schedule, and accelerate overall cleanup of Hanford’s legacy waste and fuels, including retrieving, repackaging and shipping transuranic waste off the Hanford Site. So far, we’ve sent 123 shipments averaging five per week. Recovery Act funds also allowed us to clean up the Arid Lands Ecology Reserve

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CH2M HLL is bringing down older structures and facilities at an accelerated pace with the support of Recovery Act funds. The explosive demolition of exhaust chimneys that served the 284-East Power House on the Hanford site is one of many examples.

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and the North Slope, plished as a team over the marking a significant 143past three years is astonishsquare-mile reduction in ing made possible by the Our strategy places a high priority on protecting the temporary boost in funding the Hanford site footprint. We’re ahead of schedule in from the Recovery Act. We Columbia River by controlling the migration of areas are proud of the difference supporting DOE’s 2015 Vision to reduce the footwe’ve made for our commuof ground water contamination. print by about 49 percent nity and our environment. — or about 290 square As Recovery Act funding miles — by Sept. 30, 2011. goes away in 2012, our scope Our team also is focused of work will change, but our on cleaning up what can’t mission remains the same. be seen: the soil and We face a challenging transiteam of engineers, new treatment sysground water. Our strategy places a high tion as our company right sizes down to tems will pump contaminated water from priority on protecting the Columbia River appropriately adjust to the amount of work the ground and remove multiple chemical by controlling the migration of areas of DOE is asking us to perform in 2012. and radioactive contaminants. ground water contamination. In 2010, We are working with DOE as they lead CH2M HILL teams designed and initiCH2M HILL crews treated more than 600 ated construction of the 200 West Pump the Central Plateau Strategy, providing a million gallons of ground water and blueprint for shrinking Hanford’s active and Treat Facility, the largest ground drilled a record high 291 wells at the Hanfootprint by approximately 90 percent to water treatment system ever constructed ford site, some deeper than 500 feet. The 10 square miles in the center of the site, on the Hanford site, five years ahead of wells provide access for the various techmaking remediated land available for schedule. The treatment system will pump niques used to not only prevent contamiother beneficial uses. more than 85 million gallons of contamination from reaching the Columbia River, With the challenges that lie ahead, we nated ground water per month from the but to help maximize the amount of remain committed to the safe and enviCentral Plateau once it begins operating in ground water that can be treated. ronmentally compliant clean up of as a 2012. Designed by CH2M HILL’s national proud member of the Tri-City community. The amount of work that we accom-

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WASHINGTON CLOSURE HANFORD

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CH2M HILL PLATEAU REMEDIATION CO.

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OFFICE OF RIVER PROTECTION

Tank waste cleanup primary priority to ensure safety of Columbia River The Office of River Protection is in the second decade of its congressionally mandated mission to retrieve and treat Hanford’s tank waste and to close the tank farms to protect the Columbia River. Our mission is urgent, essential to the health of our community and remains one of the department’s highest priorities for Hanford and the environmental management program. The costs and risks associated with removJonathan ing and treating Hanford’s 53 million gallons Dowell of tank waste will only increase with time. Acting Our mission is not Manager discretionary — it is a federal obligation to address the largest environmental legacy of plutonium production at Hanford and to honor our commitments to our regulators. In previous Progress editions, we highlighted the progress made on our two major projects — the Tank Farms and Waste Treatment Plant — over the past decade. We closed a congressional watch list of tank safety issues, broke ground and completed the WTP to over the halfway mark, removed all of the pumpable liquids from the single-shell tanks, resolved world-class technical issues with the planned operations of the WTP and started retrieving solid waste from the C and S tank farms just to name a few accomplishments. Taken individually, these accomplishments are impressive, and all are the result of our skilled and dedicated work forces. Indeed, many represent firsts for the Hanford site since the department’s mission transitioned from plutonium production to remediation. But our mission is not just safely storing Hanford’s tank waste, removing this waste from aging single-shell tanks or completing the construction of the WTP. Our mission is to protect the Columbia River and our communities. To do that we must view and operate the tank waste cleanup project as a single system that will remove the waste from the tanks, transfer that waste efficiently and consistently to the WTP where it will be immobilized in glass and safely close Hanford’s 177 tanks. Thus the many accomplishments of

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The Columbia River really underpins DOE’s overall message and is the reason there is an Office of River Protection.

our workers to date on the tank farms and WTP projects are more than individual achievements and risk reduction. They are incremental and necessary progress toward the ultimate completion of our mission. These accomplishments are the foundation for the next and exciting phase of tank waste cleanup at Hanford. ORP’s cleanup vision is to transition from a waste storage to a waste treatment mission by 2016. To accomplish this vision, we must complete the integration of the tank farms and WTP projects into the single system that will operate effectively for the decades necessary to complete tank waste cleanup. Our ability to attain this vision, and ultimately our mission at Hanford, must be reflected in the organization of the tank waste cleanup project and the actions that we will take in the next five years. In this timeframe, we will meet our regulatory commitments and move toward our treatment vision by completing the construction of the WTP, emptying all of the remaining single-shell tanks in Hanford’s C Farm and preparing Hanford’s tank farms feed and delivery systems to transfer waste to the WTP. We will turn over and commission the WTP Analytical Laboratory, Low-Activ-

ity Waste Facility and balance of facilities in preparation for operations as early as 2016 — up to 3 years ahead of the current regulatory commitment. By transitioning these facilities to operations as they complete Operational Readiness Review requirements, the project will gain much-needed operating experience, allowing six years rather than three years to ramp up to full operations in 2022. As we work toward our cleanup vision and treatment mission this year and beyond, we also will continue to develop transformational technologies that have the potential to significantly reduce Hanford’s tank waste treatment mission. Every taxpayer dollar invested in this project is precious, and we must continue to seek opportunities to reduce the lifecycle cost and schedule of tank waste cleanup. I encourage you to read how our contractors, Washington River Protection Solutions and Bechtel National, are making steady progress toward our tank waste cleanup mission. I look forward to sharing our achievements over the next year, and I encourage you to watch the progress for yourselves by visiting the River Protection and WTP sites on YouTube, Facebook, Twitter, Flickr, and at www.Hanford.gov.

PACIFIC NORTHWEST NATIONAL LABORATORY PACIFIC NORTHWEST SITE OFFICE

Diversity has proved to be key to success The past few years have been tough for our country, as we have experienced the deepest recession since the Great Depression. While high unemployment, the crashing housing market and shrinking tax bases captured headlines, we have, by and large, prospered here in the Tri-Cities. Mike Kluse Our region’s PNNL Director diversified economy — highlighted by recessionresistant sectors such as agriculture, food processing, energy, wine and tourism — is key to our success. We also benefit Julie from a vibrant sciErickson ence, engineering and technology PNSO Acting sector. Manager Tri-Cities is vested with considerable technical and entrepreneurial energy, and we are well-positioned for technology-based economic growth. These qualities are substantiated in PNNL’s recently released Tri-Cities Index of Innovation and Technology, which measures many of our region’s key drivers of economic growth. The study (www.pnl.gov/edo) focuses on key indicators of innovation, competitiveness, growth, financial capacity, and quality of life. Science and technology at PNNL

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drives our innovation economy. With nearly 5,000 staff, including 4,500 here in the Tri-Cities, it’s very likely that one of your neighbors is researching global climate system dynamics, developing innovations to reduce our dependence on imported oil, researching technology to counter and prevent terrorism or developing new approaches to reduce the environmental effects of human activity. This important science is not performed in a vacuum. PNNL works under the direction of the Department of Energy’s Office of Science and its Pacific Northwest Site Office. PNSO is a strategic partner that helps establish PNNL benchmarks and measures. Each year, DOE reviews and grades the lab’s performance in scientific management and accomplishment, as well as laboratory operations. PNNL consistently scores high in these reviews, and we are happy to report that for 2010, PNNL received the highest performance grades

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PNNL’s investof all DOE national lab ments in educacontractors. tion — the forAs a partnership, we firmly believe mation of Delta PNNL is managed by in the value of educating the next High School and partnership Battelle, and generation to lead our innovation our with Washingmuch of the economy. We have demonstrated ton State Leadlab’s success ership and can be attribthis through community outreach uted to BatAssistance for and through Battelle’s and PNNL’s Science Educatelle’s philosophy of tion Reform investments in education. Simultaneous (LASER). Excellence — a In his recent deep-seated State of the commitment to Union address, deliver excellence in science and technolPresident Obama emphasized how critical ogy, management and operations and in education and innovation are in meeting community service. Battelle, PNNL, DOE the challenges that face our nation. These and PNSO are honored to be partners in same challenges are driving DOE-funded this community, and we are proud to have research at PNNL. In response to these played a role in our collective success. challenges, lab staff has grown by 900 As a partnership, we firmly believe in over the past three years. And over the the value of educating the next generation past 18 months, seven replacement buildto lead our innovation economy. We have ings opened, completing the Capability Replacement Laboratory project — the demonstrated this through community single largest construction effort in outreach and through Battelle’s and

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PNNL’s history. This is a significant part of our future, providing science and technology capabilities for decades to come. Even with the completion of replacement facilities and the growth of lab staff, the research challenges we face require expanded capabilities as we work to fulfill DOE’s missions of building our energy security future, ensuring nuclear security, strengthening scientific discovery and improving our quality of life through innovations in science and technology. Combining our expertise within PNSO and PNNL, we are focused on working together to define our future science and engineering capability needs and determine how we can secure those capabilities in today’s tight economic times. Our role at PNNL and PNSO is clear: The nation faces challenges in energy, environment, security and scientific discovery — challenges we are working to solve every day. For the Tri-Cities, that means that we will continue to invest in our community, bring new jobs to our area and lead our region’s innovation economy.

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OFFICE OF RIVER PROTECTION

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The Columbia River really underpins DOE’s overall message and is the reason there is an Office of River Protection.

PACIFIC NORTHWEST NATIONAL LABORATORY PACIFIC NORTHWEST SITE OFFICE

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DOE RICHLAND OPERATIONS OFFICE

Visible cleanup progress will be made in 2011

During 2011, we will continue to make visible progress toward our 2015 vision — an ambitious goal to reduce the footprint of active cleanup to less than 75 square miles at Hanford and to be ready to ramp up cleanup on Hanford’s central plateau. Matt Last year, Department of McCormick Energy contractors made Manager great progress with environmental cleanup at the site, reducing Hanford’s 586-squaremile footprint by 115 square

miles with the completion of building and debris cleanup on Rattlesnake Mountain. Also, we changed the skyline of the 300 Area just north of Richland by demolishing three major buildings and their associated infrastructure. In addition, workers removed nine hot cells from the 327 Building, each cell weighing more than 300,000 pounds, before demolition. We continue to dispose of record amounts of contaminated soil and waste at our engineered disposal facility, the Environmental Restoration Disposal Facility. A recent Recovery Act achievement this year was the completion of Super Cells 9 and 10, which were recently declared ready for use. These massive disposal areas are 1,000 feet long,

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Also, we changed the skyline of the 300 Area just north of Richland by demolishing three major buildings and their associated infrastructure.

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500 feet wide, and have a depth of 70 feet. The super cells provide 5.6 million tons of expanded capacity. During 2010 we not only started new cleanup efforts, but also accelerated a number of key

projects across Hanford thanks to $1.6 billion in stimulus funding we received in 2009. In 2010, we made significant progress on our key stimulus projects, and in 2011 we will see these projects completed. While the progress we have made is undeniable, we continue to keep our focus on working safely. Hanford remains one of the largest environmental cleanup efforts in the nation. In fact, when the river corridor is complete, the 220 square miles along the river will be the largest DOE closure project ever completed. It’s challenging work and we want everyone to remain vigilant about safety and to watch out for each other. By the end of 2015, we expect active cleanup along the Colum-

bia River to be completed. Active cleanup means digging up contaminated soil and solid waste and demolishing buildings. Final treatment systems will be in place and will operate for several years until contaminants are removed from ground water. Eight old nuclear reactors will be made as small as possible through demolition, and the remaining buildings around the reactor cores sealed until radiation in their cores can decay. Once active cleanup is complete in the 300-square-mile Hanford Reach National Monument by the end of this year and the 220-square-mile river corridor is done by 2015, we will See DOE | Page 62

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DOE RICHLAND OPERATIONS OFFICE

Visible cleanup progress will be made in 2011

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Also, we changed the skyline of the 300 Area just north of Richland by demolishing three major buildings and their associated infrastructure.

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500 feet wide, and have a depth of 70 feet. The super cells provide 5.6 million tons of expanded capacity. During 2010 we not only started new cleanup efforts, but also accelerated a number of key

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WASHINGTON DEPARTMENT OF ECOLOGY

Maintaining momentum important

Local Union #112 International Brotherhood of Electrical Workers 2637 W. Albany Street, Kennewick, WA 509-735-0512

Inland Empire Chapter, National Electrical Contractors Association No. 1715 Atlantic Street, Spokane, WA 509-328-9670

The following contractors proudly employ union electricians who work and abide by the IBEW CODE OF EXCELLENCE who bring the jobs in on time and budget and in a safe manner. Support these contractors who employ the highly skilled and trained members of your community!

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Absolute Power Allan Electric American Electric Atomic Electric Cheyenne Electric Electrical Unlimited Electro Service H2K Electric JR Electric JT Electric KC Electric Magnum Electric Northpoint Electrical Contracting Phase 2 Electric Power City Electric Sierra Electric Sun River Electric Townsend Controls & Electric

Bailey Electric Cervantes Electric Electrical Frontier Hoydar Buck Knobels Electric Metal Benders Parallel Electric Willco Electric Ziegler Electric HERMISTON AREA Columbia River Electric Maintenance Excel Electrical Services J & J Electric J. L. Brandt Electric NAES Rock Electric

C ome to work on time, fit for duty and ready for work. O bey recognized customer and employer work rules. D emonstrate zero tolerance for alcohol and substance abuse. E xercise proper safety, health and sanitation practices. O wn up to “8 to 8” and be on the job unless otherwise allowed or authorized to leave. F ollow safe, reasonable and legitimate directives. E ncourage respect for customer’s rights and property, as well as for others on the job e X ercise the skills and abilities of the trade. C are for tools and equipment provided by the employer. E liminate waste and other forms of property destruction, including graffiti. L imit lunch and break times to the allotted periods; adhere to start and quit times. L eave inappropriate behavior to those of lessor knowledge. E mploy the proper tool for the job and maintain personal tool responsibilities. N ot solicit funds or sell merchandise without the Business Manager’s approval. C urtail idle time and/or pursuit of personal business on the job. E xpel job disruptions and refuse to engage in slowdowns or activities designed to extend the job or create overtime or any other conduct that would cast the IBEW in bad light

“Bringing the Power to You!”

Some readers may recall this community from the days before Hanford. For most people, though, Hanford and its legacy of contamination from decades of plutonium production are a fact of life in the Tri-Cities. Will it always be this way? Ecology’s Jane Nuclear Waste Hedges Program is working to Nuclear Waste ensure it is not. Program Our primary Manager task is making sure cleanup follows the laws that protect our air, land and water. And we work daily with the federal government and our fellow regulators at the Environmental Protection Agency to ensure the cleanup stays on schedule. Hanford cleanup is a long and difficult job. But it is getting done. Recently, the infusion of $1.96 billion in federal stimulus funds has helped. Hanford workers have made substantial progress in the past two years, and the Department of Energy and its contractors deserve a lot of credit for making good use of the funds. Unfortunately, this windfall is on the way out. With lighter cleanup budgets looming, some tough decisions lie ahead. But maintaining the momentum on cleanup is important to everyone, and we look forward to working with DOE and EPA to prioritize projects, so that the pace of progress at Hanford continues. Here are some other projects Ecology is pursuing in our goal to protect human health and the environment:

Increasing participation through education We strive to provide public education to encourage community participation in cleanup decisions. Due to Hanford’s technical nature, educating the public early and often is critical for meaningful involvement. We reach all age groups through a range of activities:

DOE | Working to shrink the footprint of active cleanup FROM PAGE 58

Ecology’s groundwater model was popular with kids and adults at the TriCities Sportsmen Show earlier this year at TRAC in Pasco. Courtesy photo

classroom and club presentations, community and educational events, conferences and servicelearning projects for students. Seeing today’s youths as stewards of future cleanup, we’re building exciting partnerships with area schools and universities. Call us at 372-7880 or e-mail Hanford@ecy.wa.gov if your school or club is interested in learning more.

Let’s talk about tanks If you’re a longtime Tri-Citian, you may know some of the history of Hanford’s underground tanks and the facility — commonly called the vit plant — being built to treat the millions of gallons of waste in the tanks. A legal agreement finalized last fall between Ecology and DOE set new enforceable and achievable schedules for cleaning up that waste. The Tri-Party Agreement now calls for the first group of tanks to be closed by 2019. To

meet that date, we must have closure decisions in place by 2013. With our partners at DOE’s Office of River Protection and with leadership from the Hanford Advisory Board, we want to work with the public to gather ideas and values. Ecology’s regular updates on tank farm closure, as well as other materials, will help you familiarize yourself with the issues and activities under way. We hope you will consider attending a public meeting on the topic and sharing your opinion about this important decision.

Permit progress Ecology’s tool for regulating Hanford is a permit that controls the treatment, storage and disposal of chemically dangerous wastes. We regulate the mixed wastes, those that contain both radioactive and chemical waste. We have authority through the State Hazardous Waste Management Act for active waste man-

ON THE WEB Ecology Nuclear Waste Program: www.ecy.wa.gov/programs/nwp Public events calendar: http://bit.ly/gZnDn2 Animated video on tank closure: http://bit.ly/fXo6oE Tank closure updates: http://bit.ly/fWP93g Ecology blog: http://bit.ly/gzlajV

agement and disposal and for requiring corrective action to address waste that is already in the ground. Ecology is planning to re-issue the permit later this year. When ready, the draft permit will be available for public comment, and we will hold public meetings around the state. In everything we do at Ecology, the ultimate goal is to ensure Hanford cleanup protects of our families today as well as future generations.

be focused on the inner 75 square miles, or Hanford’s Central Plateau. Plenty of work remains as we shrink the footprint of active cleanup to the inner 10 square miles of the site by 2020. And this innermost area will be a long-term waste management area for the foreseeable future. We are already working on high-priority projects in the Central Plateau. Tremendous progress is being made to clean out the Plutonium Finishing Plant to prepare that facility for demolition. Last year, security equipment, vehicle barriers, razor wire fencing, X-ray machines and other security features were removed from the plant, which was one of Hanford’s most secure facilities. But a number of high-hazard cleanup activities must take place before demolition. We’re building the largest ground water treatment facility ever constructed at the Hanford site to keep contamination in the ground water in the center of the site from moving toward the Columbia River, several miles away. We have built one new treatment facility near the river and are building another. Our ground water treatment capacity has increased from 30 million gallons in 2009 to approximately 70 million gallons now, and is expected to be more than 150 million gallons by next year. We continue to achieve our cleanup goals, reduce our footprint and make plans for a sustainable future, but more challenges are ahead. We will continue to work with our various stakeholders, tribal nations and the public to achieve a safe and effective cleanup.

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WASHINGTON DEPARTMENT OF ECOLOGY

Maintaining momentum important

Local Union #112 International Brotherhood of Electrical Workers 2637 W. Albany Street, Kennewick, WA 509-735-0512

Inland Empire Chapter, National Electrical Contractors Association No. 1715 Atlantic Street, Spokane, WA 509-328-9670

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“Bringing the Power to You!”

DOE | Working to shrink the footprint of active cleanup FROM PAGE 58

Ecology’s groundwater model was popular with kids and adults at the TriCities Sportsmen Show earlier this year at TRAC in Pasco. Courtesy photo

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ENVIRONMENTAL PROTECTION AGENCY HANFORD

FLUOR GOVERNMENT GROUP RICHLAND OFFICE

Support of Hanford contractors continues

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The Environmental Restoration Disposal Facility as seen from the air.

This year will be a stepping stone Last year when asked to write an article for the Progress Report I decided to take a rain check. The primary reason was that I really could not think of anything to write about since the 2009 article. Because of the size and complexity of our cleanup projects, it is Dennis sometimes Faulk hard to measure progress. Program That is not the Director case today! The last year at Hanford has been simply amazing. With the influx of nearly $2 billion in stimulus funding along with the normal

budgets, we witnessed unbelievable productivity and progress at Hanford. With the additional capital from the American Reinvestment and Recovery Act, we were able to expand our ground water cleanup systems exponentially. Stimulus funds are being used to construct a massive ground water treatment facility on the Central Plateau that will have the capability to treat most of the contaminated ground water in this central area of Hanford. In addition, we added two more cells to our on-site disposal facility in order to handle the increase in waste shipments. To date we have disposed of almost 11 million tons of contaminated material with over 1.7 million tons last year alone into the Environmental Restoration Dis-

posal Facility. The skyline of Hanford also is undergoing a dramatic change. Of significant note is the removal of the test reactor dome in the Hanford 300 Area. In addition, the safe storage of the N Reactor is nearing completion as installation of the roof structure takes shape. I had the opportunity to tour the cleanup going on at the 100K Area not long ago, and I was amazed that the equivalent of a small city had developed. There were at least seven crews all working side by side to remove contaminated structures, debris and soil — all in an effort to protect the Columbia River. This year marked the beginning of several high-risk projects. Work to remove the hot cells in the 300 Area resulted in

something of a surprise when soils underneath one of the hot cells were found to be extremely radioactive, which required us to slow the project as we developed plans to remove these soils in a manner that is protective of workers. We also are beginning work on the 618-10 and 618-11 burial grounds. Much of the waste — which came from operations in the 300 Area — was disposed of in caissons, which makes its characterization and removal very difficult. As we look to the future, 2012 will be an important stepping stone as we transition from all of the ARRA work back to a cleanup constrained by budgets. It is important that we do not lose our momentum and focus if we are to keep the vision of shrinking the site by 2015.

Almost daily, the progress Hanford’s contractors are making in shrinking the site’s footprint, tearing down structures and remediating radiologically and chemically contaminated areas is chronicled in the media — locally, nationally and internationally. That coverage is hard earned and well deserved. One just Jim needs to Jacobsen watch Hanford’s skyManager line to see the dramatic changes, especially this past year. The work is difficult, complex and hazardous, and it is being done safely by thousands of skilled craft workers and professionals. While 2010 was the first full year that Fluor did not hold a prime contract at the site, Fluor Federal Services’ 600 employees continued to support Hanford contractors. As an integrated teaming subcontractor to CH2M HILL on the Plateau Remediation Contract, we have more than 450 personnel dedicated to diverse scopes of work focused on cleaning up Hanford’s Central Plateau. Fluor employees have managerial and technical roles for activities to handle transuranic waste, decontaminate and demolish facilities and remediate groundwater. This past year, we played a major role in constructing See FLUOR | Page 65

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ENVIRONMENTAL PROTECTION AGENCY HANFORD

FLUOR GOVERNMENT GROUP RICHLAND OFFICE

Support of Hanford contractors continues

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The Environmental Restoration Disposal Facility as seen from the air.

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MISSION SUPPORT ALLIANCE

New reality includes unprecedented budget challenges “

The Hanford cleanup mission is an undertaking of monumental proportions resulting from more than four decades of plutonium production. What you might not be aware of is the scope and the scale of the infrastructure that is critical to successfully supporting J. Frank cleanup. Armijo Hanford is a large and comPresident & plex city in General itself. There Manager are more than 500 miles of road that require year-round maintenance and repair. Hundreds of buildings and structures totaling 2.4 million square feet require upkeep and utility services such as electricity, sewer and water from its own water treatment plant. We manage communications systems that serve as the backbone for all business communications and emergency response across the 586-square-mile site including its own elite security force and fire departments that responded to

32 fires this past Other year alone. examples The Mission Supinclude As integrator of site services, we approach the mis- expanding port Alliance is responsible for mansion with innovation and work closely with DOE Wi-Fi aging and operating and Hanford cleanup contractors to understand availability this expansive infranearly tenstructure and the their pain points, coordinate their individual project fold across support services site. requirements and offer solutions that make a differ- the associated with it for This ence in cleanup performance and productivity. the Department of increased Energy. It is the first wireless contract of its kindcoverage dedicated solely to from 41 to dends. In 2010, MSA generated infrastructure management — 359 square miles, making informore than $21 million in cost sav- mation access available in even across the DOE Complex. ings resulting from its Lean Six Add to this what I like to refer the most remote areas without to as the ‘new reality’ — a time of Sigma business practices and the need for physical infrastrucunprecedented budget challenges the application of technologies in ture. MSA was able to mobilize infrastructure operations. These more than 3,000 Recovery Act and unemployment nationwide, and you might say we are bracing efficiencies were returned to new hires accelerating the time cleanup in the form of rate for the perfect storm. I prefer to it took to get them on the job site reductions or reinvested in preview it as a silver lining by lookfrom weeks to a matter of hours. ing at this new reality as a time of viously unfunded critical infraGreen is good! MSA reduced new opportunity for Hanford and structure projects. its own carbon dioxide emissions MSA also invested more than the Tri-Cities. 36 percent by using alternative $4 million of its own funds on As integrator of site services, fuels and introduced hybrid vehiinfrastructure improvements we approach the mission with cles to our fleet. MSA also is innovation and work closely with and innovation including the new expanding the green approach, Portfolio Analysis Center of DOE and Hanford cleanup conconsolidating buildings and tractors to understand their pain Excellence, or PACE. This world servers to reduce its own footclass technological collaboration points, coordinate their individprint by more than 50 percent and conference space gives site ual project requirements and and power consumption by more managers for the first time a offer solutions that make a difthan 65 percent. This not only holistic view of cleanup progress ference in cleanup performance helps conserve precious natural across contractor boundaries, and productivity. resources, it also positions our work scope and budgets. Our approach is paying divicommunity for potential expan-

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sion in the attractive and rapidly growing clean energy market. Looking ahead, MSA is structured to seamlessly support DOE’s 2015 vision for cleanup and footprint reduction. Achieving the 2015 vision is not the endpoint, but rather the beginning of the next phase. MSA will play a critical role in this new phase and infrastructure innovations will be the key to success. Specifically, this means infrastructure modernization to support future operations such as the Waste Treatment Plant and its pretreatment predecessor, continued implementation of green technologies and practices to help minimize environmental impacts and enhance sustainability — and where possible — elimination or redirection of assets or services to demolition and removal. With an eye toward a postcleanup future, MSA is partnering with DOE, site contractors and the community to support Hanford’s long-term mission transformation. From implementation of future land-use planning to work force retraining and transition, MSA is prepared to once again turn new realities into new opportunities.

FLUOR | Richland-based employees supported activities worldwide including Afghanistan FROM PAGE 63

two new systems — pump-and-treat facilities — to remove contaminants such as chromium from Hanford’s ground water: Both systems are in the 100 Area, where nine reactors along the shore of the Columbia River once produced plutonium. Sodium dichromate was added to the reactors’ cooling water to prevent the piping from corroding. Normal reactor operations and inadvertent spills resulted in the ground water’s becoming contaminated with the toxic chemical. Construction of the 100-DX ground water treatment facility near the D and DR reactors began in 2009. The facility is a major component of the Department of Energy’s strategy for stopping chromium from entering the Columbia River by the end of 2012. From the start of construction through 2010, our employees worked alongside local construction firms to help complete the 11,400-square-foot process

building and build two transfer buildings. They helped install equipment and laid more than 45 miles of piping between the main facility and a network of 53 wells. The new facility, which went online in December, can treat up to 20 million gallons of ground water a month — removing chromium in the groundwater via a resintreatment process. The $20 million project was funded under the American Recovery & Reinvestment Act. Further, Fluor is supporting the construction of a “sister” unit, also in the 100Area. Ground was broken for the 100-HX plant near the H reactor in July. By October, the concrete footings and slab had been poured, the steel frame for the building erected, and the roofing and walls installed. Fluor craft workers — pipefitters, millwrights, operators, electricians, laborers and Teamsters — then began installing equipment and laying the 58 miles of piping that will transport ground water between the treatment plant and a

combination of 47 extraction and injection wells. The 100-HX plant is being built at about the same cost as its 100-DX counterpart. The plant is scheduled to begin operation this fall. Aside from Hanford work, Fluor’s Richland-based employees supported Fluor activities around the world, including operations in Iraq and Afghanistan, and other DOE projects. At DOE’s Oak Ridge Reservation, near Knoxville, Tenn., our employees are managing the demolition and waste disposition of a 2.8-million-square-foot structure that once produced uranium. At Savannah River, near Aiken, S.C., they provided functional support to the Fluor-led Savannah River Nuclear Solutions team for upgrading business systems that subsequently qualified for DOE certification. And, at the Portsmouth Gaseous Diffusion Plant, near Piketon, Ohio, our personnel provided expertise to transition the contract to the new FluorB&W Portsmouth team. The latter work

— resulting from a DOE procurement won in August — represents a $2.1 billion 10-year contract that includes decontamination and demolishion of three massive structures sprawled across 100 acres, along with remediating contaminated soil and ground water. We at Fluor will remember 2010 as one of transition and partnership at Hanford, other DOE sites and projects around the world. Fluor’s role will differ depending on the work scope and location, but the outcome is always the same — safe work delivering measurable and meaningful progress we take pride in. Fluor employees installed equipment such as these tanks. Ground water extracted from wells is pumped through the tanks that contain columns of specially formulated resins. The resins act like filters to remove contaminants. Fluor craft workers laid approximately 45 miles of piping between the 100-DX Treatment Facility and a network of 53 wells.

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MISSION SUPPORT ALLIANCE

New reality includes unprecedented budget challenges “

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FLUOR | Richland-based employees supported activities worldwide including Afghanistan FROM PAGE 63

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mission forward

Mission Support Alliance, LLC A Lockheed Martin/Jacobs/WSI Company A clean-up mission as large and complex as Hanford’s requires an infrastructure powerful and reliable enough to support it. The Mission Support Alliance (MSA) is responsible for safely and effectively managing and operating that infrastructure… from its modernization and re-use to, where possible, its elimination. MSA does what it does best, strategic leadership and long-term planning…so Hanford workers can focus on what they do best, clean up. MSA: Partnering to move the mission forward.

http://msa.hanford.gov/msa 2011-03-0007