Progress 2017

Communities & Lifestyle | Business & Economy | Science & Technology | Agriculture & Commerce

PROGRESS 2017 tricityherald.com/ progress

Powering

Our Clean Energy Future.

We’re celebrating

60

years as a Washington state

joint action agency and we’re honored to partner with our 27 members to serve more than 1.5 million customers.

Thank you to the Tri-Cities for your continued support.

Member Utility Generation Project

www.energy-northwest.com • www.northwestcleanenergy.com

W E T R E AT P E O P L E , N O T PAT I E N T S

…and we’ve been doing it for over 100 years.

PERSONAL. FOCUSED. CARE.

yourlourdes.com

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COMMUNITIES & LIFESTYLE City of Kennewick City of Pasco City of Richland City of West Richland Benton County Commission Franklin County Commission Kadlec Regional Medical Center Lourdes Health Network Trios Health Tri-Cities Cancer Center Columbia Basin College WSU Tri-Cities Richland School District Pasco School District Kennewick School District The REACH United Way Boys & Girls Club Habitat for Humanity Mid-Columbia Ballet Mid-Columbia Mastersingers Mid-Columbia Libraries CBC Arts Center Richland Players Camerata Musica

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AGRICULTURE & COMMERCE 6 6 7 8 9 10 10 12 12 14 15 16 16 17 18 20 21 21 22 23 23 24 25 26 26

State Department of Agriculture Washington Apple Commission State Dairy Products Commission Washington Potato Commission Washington Wine Commission Kennewick Irrigation District Columbia Irrigation District Port of Kennewick Port of Pasco Port of Benton

28 28 29 30 31 32 32 33 34 36

SCIENCE & TECHNOLOGY DOE Richland Operations Office HAMMER CH2M HILL Plateau Remediation Mission Support Alliance DOE Office of River Protection Washington River Protection Solutions Department of Ecology Bechtel Pacific Northwest Site Office PNNL Areva Fluor Veolia

Kennewick School District

38 38 40 41 42 42 43 44 46 46 47 48 49

Washington STEM Education Foundation

BUSINESS & ECONOMY Energy Northwest Tri-Cities Research District Manhattan Project National Park TRIDEC Visit Tri-Cities Tri-City Regional Chamber of Commerce Pasco Chamber of Commerce Toyota Center Department of Transportation Tri-Cities Local Business Association TerraGraphics Engineering Freestone Environmental Services NV5 AS Klein Engineering Employment Security Department BF Council of Governments Home Builders Association Goodwill Industries

51 51 52 53 55 56 57 57 59 59 60 61 61 63 63 64 65 65

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Port of Pasco

Areva City of Kennewick

COVER PHOTO CREDITS Top Row L-R: Bechtel, Manhattan Project National Park, Port of Kennewick Center Row L-R: Pasco School District, Washington Wine Commission, Port of Benton Bottom Row L-R: WSU-Tri-Cities, AS Klein Engineering, PNNL

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THURSDAY MARCH 23 2017 TRICITYHERALD.COM

CITY OF KENNEWICK

Building momentum, sustaining growth

By Marie Mosley City Manager

W

e are very fortunate to have had another incredible year of growth and opportunity.

We have been in the headlines for new jobs, retail sales and growth in the housing market. So what are the keys to our success? Simply put, council vision and policies, strategic planning, community engagement, partnerships and investments we made yesterday are paying off today. With that formula for success, we are able to build momentum and sustain growth.

Some significant goals for 2017 include: Bob Olson Parkway A huge celebration is coming as we will be completing the final phase of the Bob Olson Parkway by early summer.

This has been a top priority for council and is a tremendous transportation accomplishment for not only Kennewick but the entire region – improving access and connectivity between Highway 240 and 395 that will also significantly spur new economic development activity.

20 Year Comprehensive Plan Kennewick’s population is expected to grow by 33,754 new residents by 2037.

Kennewick's Comprehensive Plan serves as a blueprint for the future. It helps guide decisions on land use, transportation, housing, economic development, sustainability and the environment. The city has been receiving public input and will be adopting a 10year update to the plan.

to achieve the goals and priorities regarding level of service. During the biennium we will be providing council with options and recommendations on sustainable funding for construction and staffing.

Future Fire Station #6 In 2016 city council unanimously approved the purchase of land in Southridge for Fire Station #6. We continue to collect data regarding response times for fire and emergency medical services that will assist in developing a strategy

Vista Field A master plan to develop Vista Field into a regional hub will be proposed by the Port of Kennewick. The community’s voice will continue to be heard through this process and the city will continue to be a partner with the port.

Reconnecting to the Waterfront Efforts to develop a brighter, bolder and stronger “sense of place” includes our partnership with the Port of Kennewick on Phase I of the Columbia Gardens Wine Village. 2017 will see the Criminal Justice Sales Tax We will continue with implementation streetscape and the wine effluent preby hiring four new officers in 2017, for a treatment system completed. And buildtotal of 15 new police officers funded ing on that momentum, we will begin with criminal justice sales tax. We will the implementation of Phase II in partalso be starting a police cadet training nership with the Port of Kennewick and program for candidates between the Columbia Basin College Culinary Arts ages of 18 and 21 to prepare for eligiusing Rural County Capital Funds and bility to become entry-level officers. developing infrastructure.

Strategic Planning The city will continue to work with property owners and developers in preparation for realignment of the Urban Growth Area, south of Interstate 82. Our priority is to facilitate the opportunity for providing family wage jobs, specifically focused on warehousing and distribution centers. We will also continue efforts to seek legislation for a Local Revitalization Financing (LRF) funding tool which will provide an opportunity to replicate the success of the LRF in our Southridge area.

Opportunity can also bring challenges.

Some of the top challenges we face include identifying funding for critical transportation infrastructure and capital priorities. Another challenge facing all municipalities is the state’s budget challenges, and we will be closely monitoring proposed legislation that would impact us negatively. Despite challenges, we have every reason to be optimistic for another successful year – the keys to our success remain the same and our opportunities have never been greater!

CITY OF PASCO

Focusing on quality of life, economic development

By Dave Zabell City Manager

P

olicy goals established and refreshed biennially by the Pasco City Council have guided the direction of the city through a phenomenal expansion over the past three decades. These goals guide foundational decisions on budget and policy, as well as the efforts of city staff. In 2016, the council adopted goals addressing Quality of Life, Financial Sustainability, Community Safety, a Multimodal Transportation Network, Economic Vitality and Community Identity.

These broad goals are achieved through a series of supporting projects and initiatives. Below is a sampling of the projects and activities which are building toward achievement of the city’s goals.

Progress was made on several quality of life issues in 2016 which will continue into 2017.

• The cities of Kennewick, Pasco and Richland, as partners in the Tri-Cities Animal Control Authority, reached agreement last year that will lead to the design and construction of a new animal shelter for the Tri-Cities. A feasibility study will be completed in 2017 with design and construction to follow.

• The city is partnering with the Downtown Pasco Development Authority, local businesses and property owners to reform downtown Pasco into a true “town center,” with facilities to accommodate special events and festivals, thus bolstering the economic vitality of the downtown area. As a first concrete step, Peanuts Park and the farmers market in downtown Pasco will begin a major transformation, beginning with a master plan to be completed in 2017 and construction of improvements in 2018.

• The city council recently named a committee of its members to work with

the Pasco Public Facilities District Board and Parks and Recreation Advisory Board members to fine tune a proposal for a possible $26 million aquatic/recreation facility. The project, if approved by the city council for submission to voters, could include both indoor and outdoor pools, slides and other aquatic features, as well as a community use gymnasium, and space for recreation programming and community education.

Economic development continues to be a priority. The anticipated opening of the new AutoZone parts distribution center this spring will add more than 200 family-wage jobs to the community and is an excellent addition to the already booming King City industrial area. Meanwhile, planning efforts for the Broadmoor Boulevard/Road 100 area continues. Covering approximately 2,000 acres, the area is in the early stages of planning for development as a

top-quality local and regional destination for shopping and entertainment.

The recent Department of Natural Resources auction opened some 230 acres of Road 68 oriented property for residential development and 55 acres for commercial lease.

Community safety is the city’s most critical role. Accordingly, considerable investment and effort is focused on these services. Two major efforts of special note are: • Completion of the city’s new Police Community Services Building will accommodate natural growth in the Police Department for the next 20-30 years.

The City Hall space vacated by the department presents the opportunity to remodel some much-needed space in the city’s main facility to better accommodate citizens needing to conduct SEE PASCO, 7P

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THURSDAY MARCH 23 2017 TRICITYHERALD.COM

CITY OF RICHLAND

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Looking forward to an exciting year

PASCO business with the city and the employees who serve them.

• Plans are underway to activate the fire station at Road 48 and Octave to provide ambulance rescue unit services to the Riverview area. The addition of the unit will significantly reduce response times for emergency medical calls from the area, as well as other areas of the city.

Including an election cycle that will include all city council seats, the year ahead will see great progress made on the city council’s goals for the community, most particularly the city’s primary goal of providing high-value service to its residents and businesses.

By Cindy Reents City Manager

M

other Nature certainly manifested herself this winter!

Despite the challenges presented by the record snowfall, endless school and facility closures and freezing temperatures, Richland still anticipates exciting opportunities and progress on significant milestones in 2017. The City of Richland continues to grow not only in population, but in diversity of business, culture and needs.

It is our responsibility to manage this growth strategically and thoughtfully.

We have stability, we have sustained economic growth, sound public safety, but most importantly, a united commitment to maintain an excellent quality of life.

In 2017, Richland will continue to prioritize economic development and focus on several key infrastructure pro-

jects. We will maintain momentum on the development of the Swift Avenue Corridor. With the recent completion of the Kadlec tower expansion and parking structure, progress on the second CBC Health Sciences Building, as well as our plans to break ground on the new Richland City Hall, this area continues to be a vital corridor in central Richland. We anticipate completion of needed street improvements as well as further opportunity for commercial development that will contribute to our vibrant and accessible waterfront.

Continuing progress on the Duportail Bridge project remains a priority. With the completion of the Duportail extension in 2016 and design nearly complete for the bridge, this important piece of infrastructure will be essential to linking South Richland to our waterfront. Funds were raised through state and local programs, yet we are still faced with a budget shortfall. Staff and city council continue to research available resources

to fill the remaining funding gap. We are confident we will identify the right solution, allowing us to complete this significant project that benefits our entire region.

We are pleased to see continued growth in South Richland with retailers such as ULTA Beauty, MOD Pizza and Panera Bread expected to open this year. Expect much needed traffic improvements along Queensgate Boulevard that will assist with easing congestion and accommodating the growth.

Washington remains a top-ranked state for small business enterprise. We have a dedicated Business and Economic Development team who maintains our recently updated business portal on our website (www.richlandbusiness.com). We continue to recruit and provide resources to individuals interested in starting a small business in our community.

SEE RICHLAND, 8P

#EXPLORERICHLANDBUSINESS

GO TO WWW.RICHLANDBUSINESS.COM Business Resources

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Available Properties

Grant Programs

2100 ACRES of land available for development in the Horn Rapids Industrial Park and the Horn Rapids Business Center in north Richland.

Home to leading companies in energy, technology, manufacturing, food processing, and research and development.

The average sold price for a home (mid-2015 through mid-2016) $289,000

REAL ESTATE

TOP EMPLOYERS

Pacific Northwest National Laboratory (PNNL) Kadlec Regional Medical Center Bechtel National Inc. Washington River Protection Solutions (WRPS) Mission Support Alliance (MSA)

EDUCATION

Richland has an oustanding public school system with significant local support.

13,000 students

Population: 54,248 Median Income: $69,372 Educational Attainment: 95.5%

1,500 employees

$140,000,000 operating budget

Home toWashington State University-Tri Cities, now a 4 year institution.

Columbia Basin College, rapidly expanding in Downtown Richland.

Facts and Statistics Source: United States Census Bureau and City of Richland

CITY OF RICHLAND, WASHINGTON | WWW.RICHLANDBUSINESS.COM

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THURSDAY MARCH 23 2017 TRICITYHERALD.COM

CITY OF WEST RICHLAND

Celebrating accomplishments and focusing on the future

By Brent Garry Mayor

W

est Richland is a community that not only offers a unique lifestyle but also has economic offerings. With the booming growth of the Red Mountain AVA, the wine industry is proving to provide West Richland with an opportunity to capitalize on a multimillion dollar industry.

In August 2016, the city completed the construction of a $3.1 million Industrial Wastewater Treatment Plant (I-Plant). The plant has the ability to treat and process water/wastewater from not only wine production facilities, but also from breweries, distilleries and creameries. We are very proud to have been awarded the 2016 Infrastructure Assistance Coordinating Council (IACC) Capital Facilities Project of the year for the I-Plant project. Before this project was completed, Crimson Wine of California purchased property at Red Mountain Center and started construction on a $6 million wine production facility for their Double Canyon label.

Red Mountain Center is also home to Black Heron Distillery and Sugar Horse Cellars.

The Richland School District also sees a bright future for West Richland. Construction of the new Leona Libby Middle School at Belmont and Keene is coming along and will open this fall for the 2017-2018 school year. The school will employ approximately 90 teachers and staff members, and it is anticipated 800 students will be enrolled at the new middle school. The new school will

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RICHLAND With the acquisition of lands from DOE this past year, our efforts to promote large parcels of property in North Richland remain a priority. We are tracking the current expansions at Preferred Freezer and Lamb Weston and look forward to other large manufacturers choosing to call Richland home. The Tri-Cities region experienced one of the

relieve the pressure of overcrowding at Enterprise Middle School. The city and the district also partnered on the construction of a 10-foot wide asphalt pathway from Willowbend Street to Belmont Boulevard. The new pathway will be constructed this spring and will provide safe pedestrian and bicycle access from the neighborhoods south of Keene Road to the new middle school. In summer of 2016 the Richland School District also purchased 70 acres adjacent to Leona Libby Middle School for the next high school in the Richland School District.

With the continued growth of our city, we have outgrown our city campus.

Construction is coming along well on the new Municipal Services Facility located at Belmont and Keene that will house both the engineering and maintenance divisions of the Public Works Department, Community Development and Building Department, Finance Department, Administration and City Council chambers. The new council chambers was designed to be a multiuse facility with the ability to host events such as town hall meetings, training sessions and seminars.

With the construction of the new city campus, the city council is excited to market the Belmont Business District, which has the capacity to support an estimated 60,000 gross square feet of commercial floor area. This will also open up opportunities to market the existing maintenance shop facility and city campus to increase economic development, since it is considered prime commercial real estate.

The Yakima River Gateway is another exciting project underway in West Richland. This project serves to acquire land

fastest growing job markets in 2016, and we attribute a portion of this to these large employers.

Pacific Northwest National Laboratory (PNNL) remains the largest employer in Richland, generating over $1 billion of economic output into Washington state. Their advancements in science and engineering continually earn prestigious national and international recognition. This is happening right here in our community!

We continue progress on updating our Comprehensive Plan. Interested citizens are encouraged to join us for our public

Courtesy City of West Richland

Construction continues on the new Munincipal Services Facility.

for a trail and riverfront park development with water access amenities along the Yakima River including walking, biking, fishing, swimming and picnicking along with parking and public restrooms. The city solicited bids for the project and in November awarded the project to Moreno & Nelson of Walla Walla. The anticipated completion date in the fall of 2017 will provide enhanced recreational opportunities along the Yakama River for all.

As mayor, I am honored to lead a committed city council as they concentrate on their strategic focus areas while delivering on their goals and objectives, and I am proud to lead a talented senior staff and their committed teams. I am excited about what 2017 will bring for our residents and businesses. There are many exciting projects and opportuni-

ties that will increase the quality life in West Richland.

Residents and visitors have seen our Hogs and Dogs, Veterans Day Parade, Time of Remembrance, Harvest Festival, National Night Out, sports events and festivals in our city parks grow and become more popular year after year. I am proud of the foundation of cooperation and civic pride that has been a trademark of our city for many years.

The city is also fortunate to have so many community partners like the West Richland Chamber of Commerce, Benton REA, Port of Kennewick and MidColumbia Libraries who give so much toward providing the wonderful quality of life that we enjoy in our community.

Visit our website at www.westrichland.org and like us on Facebook.

open houses. Here you can review draft recommendations and provide input on planning for Richland’s future.

What else can you expect from Richland in the coming year? Look for additional free, family-friendly events at the HAPO Community Stage and John Dam Plaza. This couldn’t be possible without our partnerships with HAPO and other local businesses. In additional to our seasonal signature events, we’ll expand to include other multi-cultural public events, concerts, community dances and programs to enhance health and safety in our community.

We love our community and our citizens and we look forward to an exciting year ahead!

For more information regarding upcoming Richland events, projects and priorities, visit www.ci.richland.wa.us.

THURSDAY MARCH 23 2017 TRICITYHERALD.COM

BENTON COUNTY COMMISSION

Innovation shaping 2017

By Jim Beaver Benton County Commissioner, Chairman

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enton County elected officials and employees have worked diligently for the past year to bring the county’s services and infrastructure into the 21st century.

From updated transportation and election systems, to the implementation of social media, Benton County has upped its game in the technological realm.

We hope to continue this momentum into 2017 as we work to rebrand, launch a new, redesigned website and provide our constituents with fast and easy access to all of the important information they need.

Technology and Communications Benton County has made enormous strides in our technology and communications – we now have Facebook and Twitter accounts, where current information is posted to engage the public

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on important topics of discussion.

Facebook: @BentonCountyWA Twitter: @BentonCo_WA Along with updates to our online presence, many employees now have access to mobile workstations in the form of laptops, tablets and smartphones that allow constant connectivity and immediate response.

The county is also working to begin development of a new brand, logo and standardized formatting to be implemented county-wide – from web graphics to press releases to business cards.

We think a standardized brand is important not only to create consistency internally, but also to ensure that the public receives a clear understanding of who we are, what we do and what our mission is.

Parks and Fairgrounds A new summit trail on Candy Mountain trail is expected to be open for use this spring.

Two Rivers Park and Vista Park both received significant improvements as well, with modern play structures that are safer, space saving and easier to maintain.

The Benton County Fairgrounds is the host of various events throughout the year and has also been home to many recent improvements. A new RV camping area was completed in 2016, providing much-needed capacity for campers to stay on the grounds during large events like the fair and Creation Festival; and restoration on the 24,000 square-foot expo hall is underway, with projected completion this June.

Public Safety Sales Tax The Public Safety Sales Tax has been a major topic of discussion within the community, especially the Benton County Gang and Crime Prevention Initiative, which was officially launched in April 2016. This initiative is part of the overall public safety tax approved by the taxpayers to improve public safety and reduce gang and crime within the county.

The Gang and Crime Prevention Initiative has allowed local non-profits

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to contract with Benton County to provide prevention services to the community, and we have seen great success from these programs. A new request for proposals was opened in September 2016, putting the total number of contracted programs at seven – each with a different purpose and angle on gang and crime prevention.

Departments within Benton County benefit from this tax, including the Benton County Sheriff’s Office, Clerk’s Office, Office of Public Defense, Prosecuting Attorney’s Office and Superior and District Court. The cities within Benton County receive 40 percent of the revenues from this tax, to be used for public safety within their individual municipalities.

For more information about the Gang and Crime Prevention Initiative as well as detailed financial reports on departmental spending associated with the tax, visit our website at www.co.benton.wa.us and click on the “Public Safety Sales Tax” tab.

Thank you to all of our elected officials, administration and staff at Benton County as well as our partners and our community for the continued support.

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FRANKLIN COUNTY COMMISSION

Proud to serve our community

By Robert Koch Franklin County Board of Commissioners Chair

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017 has begun with snowstorms resulting in more snowfall than our area has seen in many years.

While this precipitation will perhaps be more appreciated at harvest time, it has kept our county roads and facilities departments and traffic safety personnel busy ensuring the safety of our citizens, visitors and employees.

While 2016 was less eventful weatherwise, there was indeed a significant amount of activity in Franklin County government.

The Superior Court Clerk’s office continues to improve its case filing processes, utilizing the statewide case management system known as “Odyssey,” and is working with other county clerks prior to and during their respective “go live” dates to demonstrate Odyssey’s functionality and efficiency.

The Superior Court Clerk’s office also completed the move of the Legal Financial Office in 2016 from the third floor to the second floor of the Public Safety Building to provide better service to the public. As a passport agent for the United States Department of State, the Clerk’s office processed more than 2,600 passport applications in 2016, an increase of more than 800 passport applications processed in 2015.

In November, county planning and building departments relocated from the courthouse to 502 Boeing St. near the airport. This relocation was designed to allow easier access for citizens seeking building permits and inspections or plan reviews, and more efficient coordination with the public works department. At the end of 2016, longtime Planning Director Jerrod MacPherson and Deputy Planning Director Greg Wendt both left Franklin County for professional opportunities with neighboring Benton County. The county is currently recruiting for their replacement.

In January 2016, Franklin County created its own independent Office of Public Defense, which historically had operated under a joint office with Benton County. Long-time local and highly respected attorney Larry Ziegler was contracted to set up and manage Franklin County’s Office of Public Defense, to provide legal representation to indigent defense clients.

Franklin County is continuing the implementation of new financial software, which is streamlining accounting processes. While this project has taken several years and has incurred significant challenges, it is a necessary step in bringing county financial management into the modern era and allowing us to better serve the public. The county went live with accounts payable and human resources/payroll modules in 2016 and anticipates adding procurement, budgeting and other modules in 2017.

The TRAC Facility continues to be an important part of economic development in Franklin County, attracting local and out of town visitors. TRAC creates millions of dollars in economic impact to our community and improves our quality of life. As Franklin County continues to grow, TRAC is being selected more often as the venue for a larger variety of trade show and entertainment functions. Strategic planning for how TRAC will best serve our community going forward is underway. We are replacing the flooring in the expo hall and the temporary overlay floor in the arena to provide better, safer and more functional floor coverings.

Sheriff Jim Raymond continues to improve law enforcement and corrections center operations. Much effort has been focused on improving policies and practices in the Correctional Center to meet the requirements of a legal settlement surrounding conditions and procedures in the jail facility. In 2017, there will be continuing effort to improve physical conditions in the jail, which will add to the safety of our staff and inmates and provide essential changes necessary to meet the county’s legal and risk management requirements.

Brad Peck, Rick Miller and I continue to serve the county through our appointments to nearly 20 boards and committees each, including county, bi-county, state and federal appointments. The attendance at these meetings, together with the research, correspondence and interaction that is required of the appointments, keeps the commissioners aware of programs, grants, progress, legislation and opportunities for our residents.

We look forward to the challenges and rewards 2017 has in store and are proud to be an integral part of Franklin County and of service to our community.

THURSDAY MARCH 23 2017 TRICITYHERALD.COM

KADLEC / PROVIDENCE ST. MARY MEDICAL CENTER

Providing safe, passionate care

By Lane Savitch Chief Operating Officer, Southeast Service Area

I

’m extremely proud to share the incredible progress Kadlec has made in delivering on our mission of providing safe and compassionate care to our patients. Our services, staff and facilities, both on our hospital campus in Richland, and clinics throughout the Tri-Cities area, are poised to deliver on our promise of knowing, caring and easing the way of our patients.

Kadlec’s River Pavilion expansion brought 94 new private rooms, expanding our acute and intensive care. We also added to our primary and urgent care capabilities with a new clinic to serve west Kennewick and south Richland. An innovative service was introduced in the Queensgate and Canyon Lakes areas called Express Care.

Patients can now schedule same-day appointments online, providing faster service and extended hours for patients needing to be seen right away.

We are pleased to welcome two new leaders at Kadlec. Brian Barry is the

new chief operating officer of Kadlec Clinic, our primary and specialty care practices, and Reza Kaleel, chief administrative officer of Kadlec Regional Medical Center. Kadlec is fortunate to have the experience, compassion and creativity these leaders bring to our community, joining our skilled and talented leadership team.

We will continue to provide life-saving cardiac care, neurosurgery, cancer care and neonatal and adult intensive care to help patients stay close to home while receiving care at Kadlec.

Kadlec and the community have received enormous benefit as a result of the affiliation with Providence Health & Services. We have been able to expand the number of inpatient beds, build the parking garage and complete other capital projects years ahead of schedule.

Patients are also seeing enhanced care coordination through Epic, our electronic medical record, and benefit from advanced collaboration and innovation with Providence partners like Providence St. Mary in Walla Walla, Sacred SEE KADLEC, 11P

KIMBERLY TESKE FETROW Courtesy Kadlec

Kadlec’s River Pavilion Tower expansion opened October 2016.

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KADLEC Heart in Spokane and Swedish in Seattle.

In 2017, Kadlec caregivers and leaders will focus on our new mission of providing safe and compassionate care to our patients. In 2016, every caregiver received additional training in patient safety and high reliability. We were honored to receive for the fifth year a grade A in patient safety from the Leapfrog Group, a recognition few hospitals in the country have.

Compassion is the other important component of our mission. Every day, we reinforce the tenants of our Planetree standard of patient-centered care.

The designation recognizes the strict set of standards our caregivers have met to put the patient at the center of everything we do. It is at the heart of the design of our facilities. It also means we provide unique offerings like sleep kits and aromatherapy, and special pro-

grams that help in healing like pet visitation.

We continue our commitment to partnering with our community and training the caregivers of the future. We are proud of our history in reaching future healthcare providers with Kadlec Academy in our elementary schools, Experience Healthcare camp for high school students and our partnerships with Columbia Basin College, WSU Tri-Cities and the University of Washington’s Family Medicine Residency Network.

We at Kadlec are honored to meet the needs of our region now and into the future. It is the passion and commitment of every member of our team that allow us to continue to provide safe and compassionate care. With more than 4,000 caregivers who work and volunteer at Kadlec, we recognize the important role we have to care for the sick and injured, keep people healthy and stand ready to care for you and your family when you need us, every minute of every day of the year.

KIMBERLY TESKE FETROW Courtesy Kadlec

Kadlec Express Care opened December 2016.

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THURSDAY MARCH 23 2017 TRICITYHERALD.COM

LOURDES HEALTH NETWORK

Lourdes treating patients’ minds, bodies and spirits

By John Serle President and CEO

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ast year Lourdes celebrated our 100th anniversary with the entire community - our patients, staff, neighbors and family. This year, we embark on our second century of caring for this community. While technology and medicine have evolved immensely, our mission has never wavered.

The Sisters of St. Joseph of Carondelet established Our Lady of Lourdes Hospital in 1916, making our mission an extension of the healing ministry of Jesus. We respond to the healthcare needs of our community with compassion and a Christian spirit… It’s what sets us apart.

Our mission and values are embodied in our associates and at the core of every decision we make. We don’t try to be everything to everybody. Instead, each day we ask God to guide us in responding to the healthcare needs of those we serve. Then, we focus our intention and energy on providing care that serves our community’s best interests.

That means ensuring our rapidly growing community has access to the right care when they need it. We focus continually on expanding our network

of primary care providers and recruiting specialists our community needs.

This year we established the area’s only Center of Metabolic and Bariatric Surgery, with Dr. Wanda Good serving as medical director. Dr. Good is fellowship trained in robotic surgery and is one of the few surgeons in the region performing robotically-assisted weight loss surgery.

Our list of specialists providing robotic-assisted surgery to their patients continues to grow. Lourdes urologists, general surgeons and gynecologists work with our phenomenal surgical staff to offer this option for minimal scarring, reduced blood loss, less pain and quicker recovery.

Lourdes’ mission calls us to continuously improve community behavioral health services as well.

Last summer Lourdes opened a 12bed facility offering social detox for alcohol and drugs. In the fall we took over operation of Crisis Services for Benton/Franklin Counties, providing on-site intervention for those whose mental state endangers themselves or others.

By 2018, we will complete a total integration of our behavioral health and primary care clinics, establishing easier access to vital services. Integrating behavioral health and primary care sends a clear message – mental health

Courtesy Lourdes Health Network

Significant renovation of Lourdes Counseling Center was completed in January.

care is as necessary and acceptable as family medicine or orthopedic care.

Removing the stigma around this type of treatment makes it easier for people to get help they need.

Simply expanding and adding new services is not enough. Lourdes has gained national recognition for our exceptional performance and outcomes in several areas: • Lourdes’ Telestroke program was honored by Providence Healthcare Telestroke Network for prompt patient care. Of the network’s 16 hospitals, Lourdes delivered clot-busting medication the fastest – earning us the “doorto-needle” award. Faster times equate to better outcomes in stroke patients.

• For the third consecutive year, Lourdes was designated among the top 100 hospitals in the nation for joint replacement and orthopedic surgery by Healthgrades®, the leading online resource for information about physicians and hospitals.

• We earned the highest possible rating (5 stars) from Healthgrades® for: Gynecologic surgeries and procedures, spinal fusion, total knee replacement, total hip replacement, hip fracture treatment In healthcare, safety is a critical component of quality.

• Lourdes was given Healthgrades® Patient Safety Excellence Award™ for the past two years. This distinction places us among the top 5 percent of hospitals in the nation in the prevention of serious, potentially preventable complications during hospital stays. We are the only hospital in the area to receive this honor.

At Lourdes, we treat people, not patients…mind, body and spirit. These values and our enduring faith in God will lead us in caring for our neighbors for another century to come.

TRIOS HEALTH

Answering the call for convenient healthcare access

By Wassim Khawandi, MD Medical Director, Trios Medical Group

W

e live in a time that prioritizes efficiency. We wear many hats, juggle many balls and try to fit more and different things into our lives to keep our own sense of balance. More than ever, we appreciate—even expect—the ability to handle many things in daily life more quickly and easily. Technology has and will continue to be something we rely on to enable and support our

increasing penchant for multi-tasking, and it has permeated the marketplace across countless industries as we learn to automate and digitize more aspects of our lives and work.

The healthcare industry is no exception to the continuing evolution of technology’s role alongside human activity.

And Trios Health is excited to be jumping in with both feet to a new service model that melds technology and medical expertise for a convenient, effective patient care experience.

Launched in January 2017, Trios Ur-

gent eCare is the first local service to offer virtual healthcare visits by telephone or video chat. Telemedicine, as this model of care is characterized in our industry, has emerged around the nation as a viable alternative to bricks and mortar provider visits in certain health scenarios. Now, it’s available to you, our community.

Imagine your child waking in the middle of the night on a Saturday with all of the classic symptoms of an ear infection, or arriving at work one morning with a painful urinary tract infec-

tion. These are normally things you might go to your primary care provider or an urgent care facility to have treated, and are fairly common scenarios.

It may also happen that your primary care provider isn’t available or the travel and waiting associated with a trip to urgent care is a challenge you’re not feeling up to. Now, imagine that the provider can come to you: Welcome to the virtual world of Trios Urgent eCare.

It is designed to offer the same level of SEE TRIOS, 13P

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TRIOS care offered by your primary or urgent care provider in cases of common ailments, with the added convenience of a virtual visit regardless of day or time.

Now you can initiate and complete a visit with a board certified medical provider from the comfort and convenience of wherever you are in Washington or Oregon, as long as you have access to a telephone or a computer or mobile device enabled with internet and web chat technology. You access the service by dialing in or clicking a link to establish a connection via the web, enter requested personal and payment information, and wait a short amount of time for a provider to contact you, usually within 15 minutes.

Another convenience of this new service is its financial simplicity. You pay a flat fee of only $39 for your visit, regardless of insurance coverage, which is comparable to many co-pays. If your eCare provider determines within the first three minutes of your visit that

your current health concern is not appropriate for a virtual visit, you will be referred to alternative service options and will not be charged the $39 fee.

If your eCare provider determines that you need a short-term prescription—with the exception of narcotics or refills—they can electronically send that to the pharmacy of your choice. If you need follow-up care, they can help make any necessary referrals to additional local providers or services.

Our hope is that you’re as excited about this as a convenient healthcare option as we are to offer it to you. It has remained our priority to continue evolving with our community and industry, and to make sure you have the convenient access you want to the services you need—however, whenever and now wherever you need them. We will continuously strive to build and improve upon the care and services we have to offer you.

I encourage you to visit our website to learn more about this exciting new service option at www.trioshealth.org/UrgentEcare.

The dams support us... it’s time to support them!

The Columbia and Snake river dams produce 60% of the Northwest's reliable, carbon free electricity and 90% of its renewable energy.

The hydrosystem is the backbone of river navigation, irrigation, commerce and recreation in the region.

Recent fish restoration programs have successfully improved fish runs. Overall salmon returns in 2015 were the highest on record since counts began at Bonneville Dam in 1938.

WeareDamProud Courtesy Trios Health

Trios Urgent eCare is the first local service to offer virtual healthcare visits by phone or video chat.

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TRI-CITIES CANCER CENTER

Improving community health

By Chuck DeGooyer CEO

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s I reflect back on 2016, I recognize it as being a year of “firsts” for the Tri-Cities Cancer Center. Last year we were the first cancer center in the nation to receive the American Society for Radiation Oncology (ASTRO) Accreditation for Excellence (APEx®). Nationally recognized institutions like MD Anderson Cancer Center followed us in achieving this prestigious accreditation. 2016 also marked the first time our original clinic has been renovated and expanded. We offer a truly world-class service, which focuses on patient privacy, comfort, convenience and the very latest in cutting edge cancer treatment. Learn more about our many “firsts” at tccancer.org.

As I look forward, 2017 promises to be another exciting year for your TriCities Cancer Center as we have devel-

oped partnerships and programs to improve the health of our community.

Just as it was nearly 23 years ago when we opened our doors, the milestone achievements of the Tri-Cities Cancer Center are possible due to the outstanding support of our three owner hospitals, Kadlec, Lourdes Health and Trios Health, and our community.

On March 18th we hosted our second Colorectal Cancer Pre-Screening Event in partnership with our owner hospitals.

Our region has a high incidence of late stage colorectal cancer. This disease is the second leading cause of cancer death in the U.S. and is also very preventable through screening. With your help, we can improve. Our free event provided an expedited pathway for people to get their colonoscopy. I regis-

Courtesy Tri-Cities Cancer Center

The team at the Tri-Cities Cancer Center offers world-class service.

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Comprehensive Cancer Care Complementary Services Integrative Oncology Services There are a number of names used to describe the supportive care we have been providing our community since we opened our doors 23 years ago.

We like to call it: Taking care of the whole person, so you can get back to you and the things you love to do! Learn more at tccancer.org. It’s Your Tri-Cities Cancer Center.

7350 W. Deschutes Ave. Kennewick, WA | (509) 783-9894

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COLUMBIA BASIN COLLEGE

Expanding strategic partnerships

By Rich Cummins President

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017 will be remembered as a momentous year for Columbia Basin College and the wonderful community we serve. Projects completed this year will send ripples into our region for decades.

One Institution for Seamless Medical Education June will bring the completion of the four-story Wortman Medical Sciences Center in Richland, adjacent to the Health Sciences Center and across the street from the original Richland campus, which will soon house the Health Sciences Academy for the Richland School District.

The concept is simple: Expand the portfolio of physicians in our community while preparing the next generations of healthcare workers at every level, from phlebotomists to doctors from WSU’s new medical school in Spokane.

Kadlec will house up to 36 general practice physicians completing their residencies in the first two floors of the new building. The third floor will be for expansion of current CBC programs and development of new ones. The fourth floor will be a Medical Running Start Center, which, in a unique project with Richland School District, will help local high school students interested in medical careers to begin developing their pathways.

Imagine a “9th through 16th learning center” where young people interested

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CENTER tered and participated. It was great to see so many community members take part in our pre-screening event. Be proactive. Be healthy. Get screened.

Together, we are building a healthier community.

This spring the Tri-Cities Cancer Center’s Breast Cancer Program, offered in partnership with our owner hospitals, begins the next step towards accreditation as a nationally recognized Breast Center of Excellence. This program includes participation by more

Courtesy Columbia Basin College

Construction is underway at Columbia Basin College’s Wortman Medical Science Center. The facility is scheduled to open in June.

in medical pathways start at the Health Sciences Academy and then graduate with medical certificates, associate and applied bachelor degrees from Columbia Basin College. Imagine young people starting here and then transferring to degree paths in pre-med, pre-vet, pharmacy and other medical tracks.

A New Alternative High School in Pasco In January, Pasco School District began leasing our CH2M Hill building as a new home for New Horizons High School (NHHS), currently in portable trailers at the bottom of the Argent Road exit off Highway 395.

Together, we are creating a second than 30 physicians and ancillary staff who specialize in the treatment of breast cancer. Patients benefit by having multiple second opinions provided by specialists from Kadlec, Lourdes, Trios and the Tri-Cities Cancer Center, all in a single setting. Nationally, programs like ours have improved time to treatment and patient outcomes. This is world-class care.

Overcoming cancer and achieving “survivorship” is something to be celebrated. However, life after cancer is different. How do patients best manage the side effects of treatment or avoid a recurrence of cancer? Who follows their care post-treatment and how can physicians be best apprised about a cancer

“9th through 16th learning center” that promises to blend the quarterly and hourly matrices of the two institutions so that at any given hour a student might be either a high school or college student … or both! The “big idea” is for every NHHS student to graduate with at least one college credential. CBC’s dual-credit programs will create many tuition-free opportunities for students to graduate high school work-ready or able to continue easily with higher education.

A Residential Village with Sigma and Paragon Housing Two longtime community businesses have joined forces with the college to survivor’s unique needs? Our new Survivorship Clinic is the answer to these questions. This spring we are expanding our Survivorship Program and offering our new Survivorship Clinic, staffed by Lisa Rootvik, ARNP, a seasoned survivorship provider who will work closely with you and your doctors. Life after cancer just got even better.

Lung cancer remains the leading cause of cancer death in the U.S. and survivorship often begins with early detection. We are expanding our early detection lung cancer screening program by closely partnering with our owner hospitals to expand screening to their locations while continuing to offer screening at the Cancer Center.

begin the construction of a “College Village” across the street from our main campus. Five acres, just north of the Best Western hotel, will be developed over the next several years to accommodate as many as 400 residential students. This need is spurred by the projected growth of the community and college, which increasingly offers bachelor degrees to support niche labor markets such as cyber security, project management and other areas important to the regional economy. A vibrant residential district will also spur economic development in this part of Pasco as student demands for retail services increase. The first building, with 47 units and 123 beds, will be ready this fall.

Redesigning Pathways Recently, we became one of six community colleges nationwide to be selected by the Aspen Institute and Gates Foundation to work at redesigning the “choice architecture” for student achievement at CBC. While not as easy to describe but frankly more important than anything else, we are engaging in efforts that will continue to make us national leaders in student progress and completion.

As always, Columbia Basin College focuses on moving our community forward in an economy that requires a post-secondary credential from 70 percent of its citizens. We thank you for the opportunity to serve.

Through this program we are able to find lung cancers early when they are very treatable. Positive findings are presented at our Thoracic Center of Excellence, which includes physicians from all three owner hospitals and the Cancer Center, who specialize in the treatment of lung cancer. This life saving program is available to everyone in our community who meets screening criteria.

We have more in development for 2017. Please join us as we work together to improve the health of our community. We are the community leader in cancer prevention, early detection, world-class treatment and survivorship.

We are your Tri-Cities Cancer Center.

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WASHINGTON STATE UNIVERSITY TRI-CITIES

Growing opportunities so more may succeed

By H. Keith Moo-Young Chancellor

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ashington State University Tri-Cities is different from many universities across the nation. We serve a higher rate of students who identify as firstgeneration and those who identify as minorities compared with many others.

As we’ve grown significantly in recent years, that continues to be on the forefront of our minds in our roles as educators so that we can meet the needs of all our students from throughout the region and state.

We grew by 17 percent this fall compared with fall 2015, and among our nearly 1,870 students, 33.5 percent identify as minorities and 38.4 percent identify as first-generation. In an effort to increase access and opportunity for not only those students, but students of all types and from all demographics, we have increased our programming, infrastructure and extracurricular learning opportunities so that all students will flourish. In the coming year, we plan to do even more.

Expanding facilities In 2016, we broke ground and are now in the process of constructing two facilities that will have a profound impact on our student’s college experience. With the construction of the student union building nearing completion, students will have a space of their own to study, relax and meet with one another, as well as a place to grab a bite to

eat or a coffee to go.

We also broke ground on our first student housing complex, which we expect to be completed next school year. With the housing complex, students will live close to resources including WSU Tri-Cities’ new success center, which provides students with tutoring, mentorship, advising, studying spaces and technology for studying and preparing for presentations, in addition to their courses. Their close proximity to university resources will also encourage them to get more involved through clubs, intramural and club sports and other university extracurricular activities that take place outside of the classroom.

What sets our university residential housing experience apart from other universities, however, is that ours is just up the street from many of the state’s leading research and innovative organizations. Some of those include the Pacific Northwest National Laboratory, LIGO Hanford, Hanford Site contractors and the Kadlec Regional Medical Center. Students that live in our campus housing will have the ability to walk or ride their bikes to world-class internships and co-op experiences for nearly all degree programs offered at WSU Tri-Cities. No motorized vehicles required.

Expanding programming This year, we introduced two new degree programs: fine arts and biology.

While we held many courses affiliated with these majors before, students now have access to the full range of pro-

Courtesy WSU Tri-Cities

A ribbon cutting at the School of Engineering and Applied Sciences inauguration included WSU Tri-Cities vice chancellor Michele Acker-Hocevar, left, regent Lura Powell, SEAS director Joseph Iannelli, college dean emerita Candis Claiborn, Tri-Cities chancellor Keith Moo-Young and WSU first lady Noel Schulz.

gramming associated. Our engineering and computer science program also became established as its own WSU Tri-Cities School of Engineering and Applied Sciences just months after the program received its own accreditation last year. The fact that the program has developed into a school of engineering showcases its reputation for excellence, its academic rigor and its high standards for student achievement and success.

This year, we also established a partnership with WSU Pullman’s Office of International Programs Intensive Amer-

ican Language Center (IALC) for an English as a second language program.

The IALC expanded their services to WSU Tri-Cities this January. The program provides students with courses to build their skills in the English language, while also acting as an incentive for international students who wish to study at U.S. colleges and universities, but may not have met English language requirements to do so.

The 2016-17 academic year at WSU Tri-Cities has proven to be one of promise and excitement. We are very excited to see what the next several have in store for us.

RICHLAND SCHOOL DISTRICT

Supporting students to become “future ready”

By Claudia Cooley Career and Technical Education Director

T

he Richland School District’s Career and Technical Education (CTE) program prepares students for the world awaiting them. CTE faculty are focused on helping students become college and career ready. Students are taught academic and industry-based standards along

with 21st century employability and leadership skills.

Several CTE courses offer college credit. Other courses offer students the opportunity to earn industry-standard certifications.

Richland School District CTE includes STEM-related disciplines such as engineering, robotics, health sciences and manufacturing. Students also take courses in marketing, business education, family and consumer science and the arts.

CTE students participate in workbased learning opportunities such as internships, field trips and job shadow experiences. These are valuable experiences as students connect with business professionals who are experts their fields.

In the classroom, students learn what professionals do in their related careers.

Hanford High School junior Anna Mae Brazil takes biotechnology and said, “The biotechnology class gives me insights into what I’ll be doing as a foren-

sic scientist. I get to use the same technology that’s being used in science labs.”

Microsoft Office Specialist (MOS) courses provide students the opportunity to receive professional certifications.

These are corporate level certifications highly respected in the business world.

Richland High School senior Brandon Nelson said, “Students will stand out in SEE RICHLAND, 17P

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PASCO SCHOOL DISTRICT

Maximizing student success

By Michelle Whitney Superintendent

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e are Pasco, Pasco Pride, Proud of Pasco… These are not just tag lines or T-shirt slogans. For us, it is a way of being that represents our collective commitment.

In Pasco, we are committed to breaking the cycle of circumstances that keep any of us from reaching our full potential. We are committed to changing the future and to making the world better for the generations that come after us. We live this commitment every day by learning and growing, and then teaching.

If I had to use one word to sum up these first months of serving as superintendent of the Pasco School District, it would be grateful. It is an honor and a privilege every day to work on behalf of Pasco’s students, families and community members. It is a joy to visit our schools to see our students engaged and learning thanks to our dedicated teachers and employees.

This is an exciting time in Pasco.

Every classroom in the district has new language arts and math curriculum. Teams of educators and parents are working on the next phase of our curriculum adoption which will include new art, leadership, music, physical education, science, social studies, technology and world languages curriculum. We have come a long way in a short time and are grateful to the teams that have worked so hard to chart the course for the future of Pasco schools. This intensive curriculum initiative will literally retool the entire

system by defining a foundation instructional experience for all Pasco students.

Last year, the board identified measureable outcomes for the district’s Strategic Improvement Plan. This year, in the first weeks of school, our board approved Results Policies, more commonly known as our Outrageous Outcomes. They are: • 100 percent of students are engaged in extracurricular activities • 100 percent of all 3rd graders will read on grade level in their language of instruction • 100 percent of students will pass Algebra by the end of 9th grade • 100 percent of 9th graders will end the school year on track for graduation • 100 percent of students will graduate with a career path Courtesy Pasco School District Work is underway at every level to identify specific action steps and strategies to make Work is underway at Pasco School District to ensure 100 percent of students will graduate these goals a reality. These with a career path.

Outrageous Outcomes will also shape and inform the work we do dedication are our future doctors, district office to sign up or gain more in the coming years. This year, our engineers, scientists and visionaries information. who are sitting in classrooms right Our test scores have increased budgeting process will be focused on now soaking up the knowledge they across the grades and our graduation achieving these academic goals. With will need to become the leaders of the help of a stakeholder group we will rates continue to climb. I am proud to tomorrow. This is why I believe that determine where resources and public stand shoulder-to-shoulder with all the work we are doing is critical to the Pasco School District employees to funds should be focused to maximize support them in the legacy they create future success of not only our commustudent success. Pasco residents who nity, but our world. every day. are interested in being a part of this The beneficiaries of this employee exciting new process can contact the

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fications as certified athletic trainers.

“I have discovered a field I love and am hoping to pursue a career in medicine thanks to this class,” said HHS student Katrina Taylor. “I have signed up for a three-week medical summer internship because of how much I learned.”

CTE also provides career planning activities. Career Centers housed at both Richland and Hanford High Schools support students with their High School and Beyond Plans. Ac-

RICHLAND a crowd by having MOS certifications.”

Sports medicine provides students with opportunities to learn and apply skills and standards needed in a variety of careers. Teachers Matt Gray, Hanford High, and Dawn Morales, Richland High, hold professional certi-

cording to Karen Richardson, Career Specialist at Hanford High School, “No matter what route students take, whether it’s college, apprenticeship, military or workforce, we guide students and help set them up for success.”

The Richland School District CTE program is committed to providing relevant, rigorous and engaging courses. As technology, engineering, mathematics, science and the arts become integrated, and the call for students to

be able to communicate fluently in a world where problem-solving and innovative thinking is the norm, CTE courses provide a place for students to engage in and practice these skills.

Together with a comprehensive program of study, our students are ready to take their next steps in fields of their choice.

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KENNEWICK SCHOOL DISTRICT

Preparing students for successful futures

Courtesy Kennewick School District

Sage Crest Elementary, Kennewick School District’s 15th elementary school, is located near Southridge High School and opened in the fall of 2016.

By Dave Bond Superintendent

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ur district is setting records in enrollment, staffing, student success and more, and we are thankful to our Kennewick community for supporting our efforts to adapt to the increasing and changing demands for quality education.

We have opened three new school buildings since August 2016. The relocated Desert Hills Middle School on Clodfelter Road and the district’s 15th elementary school, Sage Crest Elementary near Southridge High School, welcomed students on the first day of school this fall. Students of the district’s fifth middle school, Chinook Middle School, moved into their new home on 27th Avenue when classes resumed from winter break, having spent the first half of the school year at the former Desert Hills campus.

All of those projects were made possible because Kennewick voters saw the

need for new and renovated schools in our community by approving an $89.5 million bond in February 2015.

Two bond projects remain to be completed: a rebuilt and larger Westgate Elementary on Fourth Avenue is scheduled to open in the fall of 2017. The district’s 16th elementary school will be built in the Clearwater Creek development between Steptoe Street and Leslie Road and open in the fall of 2018.

The new and enlarged schools are certainly needed: more than 500 additional students were counted in our schools when school resumed this fall compared to the same time last year, and that growth is expected to continue in the coming years.

In the spring of 2016, the state awarded the district a $51.1 million grant, the largest grant award of any district in the state, to build enough classrooms to reduce classroom sizes for students in

kindergarten through third grade. That money will be partially used to pay for additional classrooms at the new elementary school planned at Clearwater Creek, a new 17th elementary school for the district’s Dual Language program at the former Desert Hills campus and a 20-classroom addition at Amistad Elementary.

Our eyes are on the future with a bond planned for 2019 that would address the rebuilding of Kennewick High School and new and remodeled schools elsewhere in the district.

All these additional classrooms and buildings require qualified teachers, paraeducators, custodial staff, secretaries and others. The district hired more than 100 new staff members before the current school year began and recruitment continues. A new recruitment website, choosekennewick.org, aims to show those interested in careers in edu-

cation not only that our district is a great place to work but that our community is a great place to live.

Our students are being better prepared to live and work in the 21st century thanks to a more rigorous approach to math that has most students studying algebra before high school and a focus on technology with technology specialists in our elementary schools. All three of the district’s comprehensive high schools recently achieved extended graduation rates above 90 percent— a district goal— and will continue to build on that accomplishment.

The district has a long history of wisely using taxpayer dollars. Our goal is to ensure students have safe schools and leave them prepared for whatever path awaits them. It is our duty, and we are happy to carry it out for such a supportive community.

I

Campbell & Company Celebrates 35 Years of Dynamic Growth

n his early 30’s Mike Campbell, a WSU grad with a growing family had faith the Tri Cities had a bright future. He was old enough to have experienced the Hanford economic roller coaster, but was optimistic his hometown was a unique community with plenty of opportunity for expansion. This vision proved right.

What started out of a garage in Pasco, Campbell & Company is today, a highly efficient, full service regional service business focused on providing the highest quality Heating, Cooling, Electrical, and Plumbing Services, throughout Washington, Oregon, and Idaho. Additional growth has also occurred with a Yakima branch providing Heating, Cooling and Electrical services throughout the Lower Valley and into Ellensburg. While Campbell & Company specializes in residential HVAC, they are also highly respected experts in Commercial mechanical services.

This year Campbell & Company is moving their sheet metal fabrication into a newly acquired building, across the street, to free up much needed room in the Pasco warehouse. The expansion comes on the heels of a remodel of their home office in Pasco.

Improvements include: adding a residential sales office, increasing the size of the Dispatching office, increasing the size of the Call Center, creating a new reception area, increasing Accounting office space, adding file server control center, and, finally, redesigning the women’s restroom.

(509) 631-8329

“Today our team consists of over 175 people who are dedicated and committed to working together as a team,” Mike Campbell says with pride. “Our growth and diversification over the past 35 years has been inspired by the talent and determination of our employees.”

Son Brian Campbell, now in his early 30’s, is working alongside his dad to continue the tradition of excellence. “Our passion in business has been and will continue to be to create lifelong relationships and raving fans. As a company, we strive to treat each customer, vendor and Campbell & Company employee this way.

The choice to remodel our current building and expand across the street was rooted in our desire to provide the resources our employees need to effectively serve each of our customers.”

Campbell & Company has received the Dave Lennox award 18 times, was voted one of the top 100 business to work for in Washington State, was the national 2012 Residential Contractor of the Year by Contracting Business.com and received the 2012 Super Service Award from Angie’s List.

TrustCampbell.com

LIC# MCAMPCI963RA

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THE REACH

Embracing our history

By Nick Ceto Interim Executive Director

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n late 2012 when I left the Tri-Cities for retirement in the Cascade foothills, plans were being finalized for construction of The REACH Museum. I had been involved with the project for a number of years, including a stint on the Richland Public Facilities District (PFD) Board of Directors. I was thrilled that after years of uncertainty The REACH was becoming a reality, and in July of 2014 The REACH opened its doors to the public for the first time. The commitment of the community, local government and private partners to the vision of sharing the rich history of our region in a beautiful facility along the Columbia River had prevailed. As I write this article I am working here at The

REACH serving as volunteer interim executive director and witnessing firsthand that same commitment by staff, volunteers, the PFD and our partners in the community to deliver quality REACH programs to locals and visitors alike.

In 2016, 24,000 individuals and 1,360 students visited The REACH. Our education staff worked with an additional 650 students through our mobile classroom program. Countless other children enjoyed visits to The REACH with family and friends. In support of our programs, 200 individuals contributed to The REACH for All fundraising campaign. An additional 50 patron and individual donations, as well as a number of corporate donations, were also received in 2016.

With their support, The REACH has continued to enhance our exhibits, education programs and local tours.

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partnership with MCBONES, focuses on the research of fossils, soil composition and paleo-ecology at the Coyote Canyon Dig Site. Visitors will see the humorous bone and other artifacts on display in the rotating gallery. In Gallery 2, The Manhattan Project, Hanford and Cold War exhibit illustrates a transformative time in the community, nation and world. The Iron Curtain and Berlin Wall, complete with barbed wire, contrasts pop culture figures such as Marilyn Monroe, He-Man and Jon Bon Jovi. Guests are encouraged to use the touch-screen in this exhibit to play videos of Tri-Cities residents’ interviews.

Hands-on learning is also characteristic of the events developed by the Education Department each month. For preschoolers and their parents, Little Explorers is every second and fourth Wednesday morning. Story-time, crafts and trips through the galleries and outdoors engage kids in learning and play. Fish in the river, burrowing owls and Washington apples have been among the favorite topics. Saturdays at The REACH is every third Saturday from 11 a.m. to 2 p.m. The Great Backyard Bird Count and Seed

Swap has arts and science activities for kids of all ages. These events are similar to the STEAM Family Fun Workshops, which also take place once a month.

Topics that focus on science, technology, engineering, art and math include rocks and minerals, clouds and weather, crystals and animal tracking.

The newest addition to The REACH Tour program, the Alphabet Homes Tour, is sure to be a hit, too. Guests will be transported back in time while riding an authentic 1954 GMC bus through Richland just like the workers who rode out to the Hanford area. Expect to learn about the development of Richland from a local historian and resident who lives in an “L” house himself. The REACH will also be offering geological, agricultural and jet boat tours in 2017.

In the coming year The REACH looks forward to enhancing our programs, working with local partners to tell the stories of the community and welcoming YOU to visit us, become a member and join The REACH family!

Einan’s at Sunset Gardens has been devoted to helping celebrate lives for more than 60 years in the Tri-Cities and the surrounding region.

We are committed to being creative, innovative, open-minded, forward-looking and empathetic in meeting the needs of our families. If you can dream it, we can do it.

Therefore, in 2016 we moved forward with phase 2 of the remodel and expansion of our funeral facilities: • New reception area with a warm and upscale lodge feel

• On-site state-ofthe-art crematory

• New arrangement rooms with spectacular views of the mountains and cemetery

• Top notch technology providing superior • State-of-the-art Sunset Chapel video, audio and computing capabilities for all celebrations with all natural light In 2017 our staff will continue to strive toward excellence in customer service and to stay abreast of emerging trends. We care about the community we serve — therefore when you come to Einan’s at Sunset, we treat your family like OUR family.

915 Bypass Hwy, Richland, WA 99352 (509) 943-1114 ph | (509) 946-5678 fax

C R E AT I V I T Y

INNOVATION

O P E N - M I N D E D N E S S

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UNITED WAY OF BENTON AND FRANKLIN COUNTIES

Bold approach for a brighter future

By LouAnn Ayers President and CEO

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bright future. That’s a unifying theme across our community.

It’s what parents want for their children. It’s what owners want for their businesses, teachers for students, coaches for athletes and more.

It’s what we all want for ourselves and our community.

Our community continues to make progress in so many areas. As TRIDEC notes, “The Tri-Cities economy continues to out-perform its neighbors.” Our counties experienced a 26 percent increase in population from 2005 to 2015.

That growth provides both challenges and opportunities.

Not all progress has been positive.

During that same time, we’ve experienced a 23 percent increase in the number of unemployed adults and a 47 percent increase in the number of people living in poverty. Poverty is closely tied to educational attainment; one in five adults does not have a high school diploma, and our high school graduation rate is lower than the state average.

More than 21,000 children live in poverty in our community. Children living in poverty are five times more likely to drop out of high school and only 9 percent will finish college.

We’ve had a slight reduction in the

number of people who don’t have enough to eat. But, one in five kids still regularly goes hungry. We also have other challenges. We have more uninsured adults, teen births, sexually transmitted infections and alcohol-impaired driving deaths than the state average.

These trends affect us all. High poverty, poor health and low education rates impact both the quality of our workforce and our quality of life. So, how do we change those trends that threaten our bright future? How do we ensure that all families can succeed?

There is some sunshine brightening this picture. Every day, Tri-Citians provide time and resources to help meet critical needs. For example, Second Harvest and the Tri-Cities Food Bank feed more people because of donated food and thousands of volunteer hours.

The Boys and Girls Club, Junior Achievement and the Children’s Developmental Center are a few of the organizations that equip kids for a brighter future. Generous donors also contribute nearly $4 million a year through United Way to invest in education, health and financial stability for all Tri-Citians.

What a difference we collectively make!

Many organizations have plans to improve lives. Twelve years ago, United Way collaborated with more than 600 people to create a comprehensive health and human services plan, called Com-

munity Solutions, to drive its efforts.

Strong organizations, like our educational institutions and local governments, and healthy non-profits, like Benton Franklin Community Action Committee and the Benton Franklin Community Health Alliance, also have their own strategic plans. Could we be Courtesy United Way more effective if we joined forces, A client receives a warm meal delivered to her home shared plans, identified thanks to Meals on Wheels. gaps and built a unified gate this challenge—so can we! plan?

United Way is focusing its partnerThe data tells us that even with great ships and resources toward this resolvpartners and plans, we are losing e—a better future for all. We bring best against poverty. Needs are increasing practices and data into the conversaand resources are shrinking, making tion. We provide a neutral, safe place collaboration and coordination more for candid conversation and serious important than ever to ensure a strong safety net and to invest in strategies that planning. We invite all who are committed to sustainable change to join this remove barriers to self-sufficiency. For campaign for a bright future. a brighter, better Tri-Cities, we need a Invest time now to make our future bolder strategy. even brighter. Find out how you can be Let’s break the cycle of intergenerational poverty and move our communi- involved at brightfuture@unitedwaybfco.com. ty forward with a bold, unified plan.

Other communities successfully navi-

BOYS & GIRLS CLUB OF BENTON AND FRANKLIN COUNTIES

Empowering our youth to great futures

By Adrianne Deen Director of Marketing and Special Events

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wo decades ago, our community was facing unexpected challenges among our young people. A surge in gang activity coincided with widespread awareness of increasingly risky behaviors by teens. This convergence inspired a series of programs to reverse the trend.

Establishing the Boys & Girls Club of Benton and Franklin Counties was part of that solution, and we’re proud to remain a partner with parents, schools,

law enforcement, businesses and civic groups. We have offered youth programming throughout the Mid-Columbia region since 1996, providing a safe place for kids and teens to go after school; empowering working parents by providing a productive space for their youth; and helping our community turn the tide on trouble into a generation of responsible adults.

More than 2,400 kids attended the club in 2016. More important than how many kids we see is how often we see them. Our goal is to be a constant in the lives of our children and teens, walking

beside them on their way toward a great future.

Our Boys & Girls Clubs offer youth programming to hundreds of kids, with an annual membership fee of only $20 per child. We have four traditional clubhouses: two in Pasco, one in Kennewick and one in Prosser. These clubs are strategically located in areas where after-school programs are needed the most.

Additionally, we have six schoolbased clubs throughout west Pasco.

These clubs offer before- and afterschool youth programs at a weekly rate

and are licensed by the state. Though the cost is different from that of our traditional clubs, the commitment of empowering youth is the same.

Our Boys & Girls Clubs also provide care for infants, toddlers and preschoolers with nurseries at Tri-Tech Skills Center and New Horizons High School.

We provide childcare for the children of parenting teens so that they can remain in school. We also offer a preschool at our Main Branch Club in Pasco.

All our Boys & Girls Clubs are committed to empowering all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. The club focuses programming on three priority SEE CLUB, 22P

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TRI-COUNTY PARTNERS HABITAT FOR HUMANITY

Providing families with a place to call home

CLUB

By JoLynn Amend

Courtesy Boys & Girls Club

Juan Vega, 13, loves attending the Boys & Girls Club.

outcomes: ACADEMIC SUCCESS: We want to be sure that our members are on track to graduate and achieve their great future. We offer homework clubs, tutoring and personalized success plans for teens.

HEALTHY LIFESTYLES: We encourage our youth to take care of themselves. Our kids learn to eat healthy and stay active through fun activities.

GOOD CHARACTER & CITIZENSHIP: Our kids learn that they can make a difference in their community. Our club members are active volunteers and often become leaders in their schools and peer groups.

Because we believe in our youth, they are empowered to believe in themselves. We know that our members are more than just great kids. When we look at them, we see our future leaders. Our mission is to empower the kids that need us most. This may be a child living in extreme poverty who comes to the club because we serve dinner every night and she would not eat otherwise.

Alternatively, it might be the teen who does not lack resources, but feels lost because he doesn’t not see himself fitting in anywhere. Regardless of age or economic situation, we are proud to offer a safe place to learn and grow.

Our community’s ongoing investment in our young people relies on you. Every time you give your time, talent or treasure to our Boys & Girls Clubs — whether you spend an hour a month as a mentor or write a check at a fundraising event — you give one more child the chance to succeed. You become a child’s hero. Your investment in clubs saves lives every day by providing youth a safe and affordable place to go after school, and an opportunity for our kids and teens to achieve their great future.

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artnering with the community has emerged as the theme for the upcoming year at Tri-County Partners Habitat for Humanity. With Lisa Godwin at the helm as executive director, she is setting the stage for what might be seen by some as making a dent in low-income housing in our community. One of Lisa’s favorite quotes comes from Bill Gates which says, “As we look ahead into the next century, leaders will be those who empower others.” That is precisely what Tri-County Partners Habitat for Humanity is doing. They are empowering their homeowners, their volunteers, the staff and the community.

The mission for Habitat is that everyone deserves to have a simple, decent and affordable place to live. We bring people together to build homes, communities and hope. This is exactly what is driving every decision made at every level.

The vision for 2017 surrounds Habitat’s two year, $2 million capital campaign called The Power of One. The Power of One campaign is just as it states, powerful. It takes many individuals giving just small amounts to make a huge difference. If everyone in the community gives, we can accomplish much together! 1 person + 1 dollar = 1 home With only 36 units available in our cities for every 100 needed by low income families, we have a lot of work ahead of us. That is why we are currently working on completing a 24-home community in Pasco and getting ready to build on three properties in Kennewick right next to the future Boys and Girls Club facility. To explain the significance, this means 24 qualified families are being given an opportunity for a hand up, not a hand out. Becoming homeowners promotes stability, provides a healthy and safe living environment and safety through the Habitat Homeownership Program. These families go through a rigorous process to qualify for a no-interest mortgage and provide 500 sweat equity hours.

Courtesy Habitat for Humanity

A group raises a wall on a house that was sponsored by several insurance agencies from the community.

When one of the homeowners was recently asked what moving into a Habitat home meant to her she responded, “New life.”

With all of that said, it is equally important to note the affiliate has a zero foreclosure rate and is working on completing its 100th home since 1994. This is an organization that is moving forward by leaps and bounds, and will continue to do so over the next year.

One might ask what it takes to complete a home; while the answer seems simple, it is not. Each home needs approximately $96,000, more than 250 volunteers and 2,000 hours worked.

This is why it will take an entire community’s participation to complete this audacious 24-home project. There are so many ways for individuals to get involved, and we invite everyone to do so in whatever capacity they are gifted or comfortable with.

Keep an eye on the Habitat store

located on Wellsian Way. In addition to the treasures we obtain on a daily basis, we are adding clothing and art. We are excited to expand not only in these two areas, but also with DIY (do it yourself) projects. We will be hosting events surrounding the idea of DIY using items in the store for supplies. If you are interested in participating in any of these events or want to donate gently used furniture, building materials, appliances and home accessories, we welcome everyone in the community. For more information, check us out at www.habitatbuilds.com.

Over this next year we hope to partner with businesses and other nonprofits in the community who serve the same segment of the population. There is power in numbers and we hope that fighting the social issues in our community together will help us find success.

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MID-COLUMBIA BALLET

Ballet beyond the studio

By Renee Adams Director of Programs and Outreach

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age, age 11, was so excited on his first day of INCLUDE that before class even started he was already showing off his dance moves to class assistants. INCLUDE is part of a suite of new outreach programs being conducted by Mid-Columbia Ballet (MCB). Serving children ages 8 to 11 with special needs such as autism spectrum and related disorders, this workshop was developed as part of MCB’s efforts to reach out to new groups within our community who would benefit greatly from exposure to the arts and dance in particular.

The success of workshops such as INCLUDE confirms MCB’s commitment to developing outreach programs for the Tri-Cities community. In 2017, MCB’s outreach programs will make strides towards moving ballet into environments such as schools, community sites and senior homes. The goal for this community engagement is to bring dance experiences to those who normally don’t have the opportunity to participate in the arts due to physical, social or economic limitations.

Excited about the buzz INCLUDE generated among families in the special needs community, MCB added their first-ever sensory-friendly performance to their mainstage production this March with a relaxed performance of Little Red Riding Hood. The full produc-

tion, entitled Spring Mixed Repertory, included Swan Lake Act II, Little Red Riding Hood and choreography by Rex Wheeler and alum Philip Strom.

Dancers in these productions range in age from 9 to 21, and are placed by audition in the Junior, Intermediate or Senior Company. In addition to the many hours they spend in training with Tri-Cities Academy of Ballet and in rehearsal with MCB, each dancer participates in at least one outreach program.

Junior Company members also participate in a year-long program, Ballet Beanies, in which they knit hats for those in need.

There are four other programs that make up Educational Outreach for 2017: • Dance Speaks is a new on-site performance program featuring a series of short dances to the music of the 40’s and 50’s performed at senior living facilities. This program bridges generation gaps by pairing residents with dancers after the performance.

• The Science of Dance introduces dance through the lens of science. In April 2017, MCB will partner with LIGO Hanford Observatory and Highlands Middle School’s 21st Century Program.

Students will study gravitational waves with LIGO’s Education and Outreach Coordinator and create a piece of representational choreography with MCB Teaching Artists. The residency will culminate in a performance open to the community at the Observatory.

• The Ugly Duckling is performed an-

PHOTO BY KATIE GING

Each year Mid-Columbia Ballet participates in a dance festival through Regional Dance America/Pacific in which the dancers are exposed to some of the highest caliber of training, networking and performance for ballet and dance on the West Coast. Pictured from left to right: Willow Whitney, Emma Branson and Bradley Streetman

nually for approximately 2,500 elementary school students. Complete with narration and sets, this performance delivers a powerful message about respecting diversity in our community.

• Nutcracker Suite serves 3,000 area fifth graders annually. For many this is their first dance production and students enjoy excerpts from The Nutcracker and a demonstration of production elements.

Generous donors and corporate sponsors have allowed MCB to become a thriving artistic force in this region. As a result of MCB’s Educational Outreach Sponsor fund drive, during the 2016-17

school year, eight low-income schools will benefit from performances and residencies provided to them at no cost.

Donors, including the Mid-Columbia Ballet Guild, allow the company to annually engage in a full performance season. This includes The Nutcracker, a spring performance of mixed repertory, participation in the Regional Dance America/Pacific Festival and the Garden Party Fundraiser. To learn more about MCB’s work in the community and on stage, visit www.MidColumbiaBallet.org.

MID-COLUMBIA MASTERSINGERS

Unity through the power of choral music

By Justin Raffa Artistic Director

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or the Mid-Columbia Mastersingers, the past year has been exhilarating, heart-rending, at times discouraging, but ultimately inspiring. As we move into the brave new world of 2017, we are determined to redouble our efforts to change lives and unite our community through the power of choral music.

This year the Mastersingers will join the Mid-Columbia Symphony to celebrate the 10th anniversaries of both the Mastersingers Artistic Director, Justin Raffa, and the Symphony conductor, Dr. Nicholas Wallin. Festivities to honor this double milestone will include the commission of a brand new piece of music for the Symphony and Mastersingers to perform together.

In this spirit of collaboration, the Mastersingers will continue our focus of working with our sister performing arts

organizations on projects and banner themes that will address social and cultural issues that affect members of our community, state and nation. Part of this will include the presentation of another concert inside the Hanford B Reactor.

Within the framework of our fiveconcert series, our choral workshops for singers of all ages and other special musical events, we plan to expand our support of music education by growing our Mid-Columbia Boys’ Choir and

exploring the possibility of adding a chorus for school-age girls.

A steady undercurrent through all our work continues to be the building of a local Performing Arts Center. The potential economic, cultural and artistic benefits to the Tri-Cities are immense and this hope gives us energy to continue to work with the Arts Center Task Force and other community and arts organizations to make it a reality.

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MID-COLUMBIA LIBRARIES

Community engagement revolved around reading

By Kyle Cox Executive Director and CEO

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he mission of Mid-Columbia Libraries is to enhance quality of life by providing excellence in books and services for our residents and communities. An intercounty rural library district, Mid-Columbia Libraries provides our resources and services to the residents of Benton, Franklin and Adams counties of eastern Washington. In 2016, we fulfilled our mission while continually striving to improve and grow our innovative programs and partnerships.

2016 marked the beginning of the City of West Richland’s contract that should guarantee library services until 2021. Items in the contract included opening the branch on Sundays and adding a full-time librarian, Tom Moak, to the West Richland Branch. Citizens of West Richland also approved a lift of the city’s levy to generate the necessary funds for the contract with Mid-Columbia Libraries. With a secured revenue stream the residents of West Richland can expect a remodel of the branch in the very near future.

The residents of Kahlotus voted in November 2016 to annex into the library system. Annexation will essentially guarantee services indefinitely and allows Mid-Columbia Libraries to work with the City of Kahlotus on a new library location that will provide more floor space, an improved collection and more computer stations.

We proactively engage our customers through targeted on- and off-site programs for adults and children. We create and sustain strong reciprocal partnerships with local organizations and businesses. Mid-Columbia Libraries seeks ways to plug in and stay relevant in our customers’ busy lives by providing new and popular materials and services in the most effective way possible.

Building upon our current activities, Mid-Columbia Libraries expands resources and opportunities to create, celebrate and share the written and spoken word. Examples include community activities and partnerships such as creating readers’ advisories for the Columbia Basin Badger Club, BARchitects Adult LEGO League, Li-BREWERY Trivia Nights, May the Fourth, Mid-Columbia Reads, TEDx Richland,

Courtesy Mid-Columbia Libraries

Kyle Cox

hosting a Sasquatch lecture by Dr. Jeffrey Meldrum and Conozca Su Comunidad/Know Your Community Spanish language workshops.

Mid-Columbia Reads, which we celebrated throughout October 2016 and hope to make an annual event, engaged our communities with the book Circling the Sun by Paula McLain. Author of the New York Times and international bestseller The Paris Wife, McLain brings to life a fearless and captivating woman, Beryl Markham, in her latest novel. The book was named one of NPR’s best books of 2015, and McLain spoke about her journey as a writer during her visit to Kennewick. By bringing McLain and her work to our residents, Mid-Columbia Reads builds community through the collective experience of reading, thinking and discussing ideas and themes that raise important social issues, while building future readers and writers in the region.

Mid-Columbia Libraries partnered with the Tri-Cities Cancer Center to place our first eBook Power Tower on the TCCC campus. The Power Tower affords patients, family, staff and visitors to the Cancer Center the opportunity to browse and checkout an eBook or eAudiobook. Mid-Columbia Libraries cardholders and non-cardholders can access the digital collection of more than 50,000 books free of charge. The Power Tower is a self-service eBook kiosk that also serves as a charging station for digital devices such as iPads, Kindles and other similar eReaders.

Mid-Columbia Libraries was instrumental in establishing a new writers group called Tri-Writers as part of the goal of establishing a literary arts center in the region. The Tri-Writers meet at 6:30 p.m. the first Thursday of the month at the Kennewick library, located at 1620 S. Union Street in Kennewick.

The meeting is open to the public.

In 2016 Mid-Columbia Libraries was critical in launching TEDxRichland. We will continue our partnership, expand upon its success and will increase the audience size for future events.

We were proud to see a large increase in active cardholders in 2016, along with a steadily growing social media following and record turnout at many in-branch programs. The enthusiastic response to new partnerships and activities further demonstrates that libraries are the lifeblood of our communities, serving as trusted providers of critical resources, educational training, skills development and civic and cultural enrichment.

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COLUMBIA BASIN COLLEGE ARTS CENTER

Remaining strong and dedicated to our educational mission

By Bill McKay Dean of CBC Arts and Humanities

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olumbia Basin College Arts Center students— they are in our plays, our concerts, our gallery events and our debate tournaments. The students are the focus of the mission of the CBC Arts Center and the focal point of what we do.

These same students are active as artists in our community; involved in community productions, playing at wineries and eating establishments and working with community partners. They are the CBC Arts Center and make our community a better place to live. We, the faculty and staff at the CBC Arts Center, are very proud of them and are here to assist them in achieving their individual goals. The list of CBC student success in the arts is long and impressive. I only wish I had the print space to personally applaud each one.

CBC Arts Center full-time and parttime faculty- they are working professional artists and educators, academically prepared and passionate to bring their personal experiences and expertise to the classroom. The energy and excitement they create in the CBC Arts Center is infectious. Over the past three years, there have been new faculty appointments to the CBC Arts Center. The visual art department has two new faculty, Rachael Smith and Cozette Phillips, who bring a wealth of instructional expertise and innovative ideas to the visual arts. The new music department faculty include Bruce Walker and, currently on a one-year faculty appointment, Dr. Collin Wilson. The Columbia Basin Concert Band is under the baton of Russ Newbury, a well-known local band director and Pasco School District arts administrator. The communication department’s new faculty include Julie Bacon and Kori Thornburg, who also heads up the debate activities. Our other full-time faculty and part-time faculty, who are familiar faces in our region, are very present in area arts organizations, commissions and productions.

The CBC Arts Center is grateful for the support and encouragement we receive from our President, Dr. Richard Cummins and our Vice President of Instruction, Dr. Virginia Tomlinson.

Additionally, our relationship with our own ASCBC provides us funding, which is so important to achieve our mission.

We thank the students of the ASCBC for their support and recognition of the importance of the arts in these evolving times.

Our region is growing rapidly. As a result, the arts are growing and expanding across our community. Arts organizations are finding their niche and continually reframing their missions. The CBC Arts Center is always reflecting back and moving forward at the same time. The arts are the means by which we may define who we are as a culture.

The arts make us laugh, cry, debate and think. The CBC Arts Center provides a unique training vehicle by which future artists can make an impact on society and entertain all at the same time. It is a powerful voice in our culture and needs nurturing and support. Columbia Basin College provides this foundation for our students, faculty teaching artists and community.

The CBC Arts Center challenge is simple and complex at the same time; to continue to provide educational and thought-provoking events for our students and community, to remain flexible and creative in a time with uncertain elements which need artistic response, to ensure our students are well-prepared for the professional world or to successfully transfer to a baccalaureate institution to continue the artist path. Finally, we thank our donors who share our passion and mission: the Hoch family, Don and Barbara Wood and others to be announced at a later date.

We are fortunate to have community members like them who provide their support and encouragement.

CBC Orchestra

Courtesy CBC Arts Center

CBC Jazz Band

Courtesy CBC Arts Center

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RICHLAND PLAYERS

THURSDAY MARCH 23 2017 TRICITYHERALD.COM

CAMERATA MUSICA

Bringing music to the masses Entertaining, inspiring and educating audiences

By Nancy Doran Chair

By Christina Humann Marketing Chair

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fter 73 years, more than 2,900 performances and serving more than 8,000 patrons a season, all the Richland Players can say is thank you! Thank you for the thousands of volunteer hours you have donated each season to enrich our community. Thank you for the endless talents you have offered to make each production a work of art. Thank you to our patrons for supporting the arts– laughing, crying, solving mysteries and living life with us. It is because of each of your contributions that the Richland Players continue to achieve success.

The vision that created the Richland Players in 1944 remains at the heart of our organization today. Our mission is to entertain, inspire and educate audiences and artists through the shared experience of live theater. The primary achievement of this goal is through producing five diverse plays each season and making them accessible to the masses. We have two productions remaining in our 2016-2017 season: “Calendar Girls,” a heartwarming comedy based on true events, and the literary classic “One Flew Over the Cuckoo’s Nest.” The Richland Players has announced the 2017-2018 Red Carpet Season featuring five crowd pleasing shows about life in the theater. Each production, the Richland Players partner with organizations such as The United Blind, local schools and retirement homes to make performances easily accessible to patrons who might otherwise have difficulties attending live theater. We are committed to breaking down barriers that exist for our community to access live theater.

Behind the scenes, the Richland Players has experienced an organizational realignment. Our committees are pursuing the best path forward to ensure that we provide great experiences for our volunteers. In the past year we have stepped outside of our walls to make ourselves more visible. Volunteers represented us at the Women’s Expo, Night at the Arts and the farmers’ market, among other community events. We realize that being valuable in the com-

munity is more than just rehearsing and performing plays; it is about becoming involved. As we embark on these journeys, we also face obstacles. We are one of the few arts organizations in the Tri-Cities that own its performance facility. That blessing also brings the unglamorous challenge of maintaining the aged historical building for the comfort and safety of our artists and patrons. The Richland Players continues to seek funding sources and unique partnerships to aid in maintaining our infrastructure and producing quality art.

We are looking for opportunities to gain, retain and train a strong support network of irreplaceable volunteers that keep us operational. We persistently seek innovative and cost-effective strategies to market our theater to potential audiences. We accept these obstacles as part of being a successful non-profit, and we realize that we can only overcome them through the support of our resourceful community.

As we strive to improve your live theater experience and evolve into an invaluable organization in the region, we encourage feedback from our community. For more information about the theater, visit our Facebook page or website at www.richlandplayers.org. Here you will find a calendar of upcoming events, including auditions, performances and the occasional special event, as well as board meetings. We would love to hear the creative ideas, concerns and opportunities you may have for our organization. Our president is always available by e-mail at president@richlandplayers.org and our general manager (generalmanager@richlandplayers.org) can be found at the theater most days.

The Richland Players is proud to be the longest continuous running community theater in the state of Washington.

We are honored and privileged to continue providing quality live theater in the Tri-Cities. We look forward to seeing you at the theater!

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ast forward to the fourth Saturday in September as 275 to 300 people gather in the Battelle Auditorium for the opening concert of Camerata Musica’s 49th season. We don’t know who the musicians will be, but everyone there is confident that it will be an exciting, enjoyable program. Afterwards, as musicians and audience mingle in the lobby, no one, except Camerata’s Board, will know how much work went into getting to that point.

Camerata faces challenges every year– organizational, financial, artistic.

As a performance presenting organization, our most critical issue is finding the musicians; getting that right makes the difference in whether or not people will support the series with both their presence and their pocketbooks.

September seems very far away. Recent efforts have been focused primarily on ensuring that the current season runs smoothly, but we’ve already taken the first steps to prepare for the following one. We’ve reviewed this season’s donations to date to evaluate prospects for the next one, and the artists’ budget is set.

In mid-January, a committee began searching for the right mix of soloists and small ensembles. Camerata presents a broad range of chamber music, so we think carefully about groups who have performed for us in the past, how they were received and which new groups we can introduce to our audiences. What should the series look like?

Are there combinations that haven’t appeared recently? How long since we heard brass? A piano quartet? Are there specific past performers we want back?

What new groups have asked to perform?

The winnowing process is hard, although the Internet has made it easier.

We can find information about musicians from all over, and they can find us. We receive emails throughout the year and save them for review. A lot of CDs and YouTube videos are reviewed, and we start to put together our wish list.

The committee works by consensus; one unenthusiastic response is usually enough to remove a name from consid-

Courtesy Camerata Musica

Camerata Musica brought The Vienna Piano Trio to the Tri-Cities last year.

eration. As we start contacting artists and agents, a juggling process kicks in.

The easiest performers to eliminate are artists from overseas who need visas but do not have agents experienced in dealing with the legalities. We simply don’t have the time, expertise or funds to do that ourselves. We try to find out who will be touring in the west, which can lower travel costs. Will their schedule fit ours, which generally features concerts on the fourth Saturday of the month?

Can we change our dates? Often two groups, both of whom we want, are only available at the same time. Tough choices are made (but the loser may be considered the following year.) Where are they coming from? How do we factor in winter travel? Do we dare book groups traveling over Snoqualmie Pass in the winter? Is the stage big enough to accommodate a large ensemble? Are there special instrumental requirements–second piano? Organ? Is there an alternate location that could accommodate those needs? Can we get enough volunteers to house members of a large ensemble for multiple days?

Not surprisingly, artists have their own concerns: What is Camerata? Is it reliable? How can they get to Richland?

Can they easily get to their next engagement from there? How will they be treated during home stays?

This process goes on for weeks or months; eventually issues are resolved and the series is set. There’s still paperwork to deal with–contracts, publicity, grant applications–but the critical decisions are done. Come September, we’ll feel confident that once again Tri-Cities audiences will respond favorably to what we are presenting.

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STATE DEPARTMENT OF AGRICULTURE

Growing export markets, facing environmental challenges on the agenda for 2017

By Derek Sandison Director

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ince joining the Washington State Department of Agriculture in 2015, I’ve been inspired by the dedication of the staff here at WSDA and the work they do to support agriculture and consumers. We work in partnership with a broad list of organizations that includes the U.S. Department of Agriculture, Washington State University, the Washington State Conservation Commission, 23 commodity commissions and other agricultural support organizations. In addition, we partner regularly with several state and federal agencies as well as local government agencies, municipalities and counties.

All of them are needed to help us fulfill what I see as our three primary roles: regulator, facilitator and advocate.

Regulation As a regulatory agency, we focus on education before enforcement, while striving to provide a level playing field for the agriculture and food industry. In the coming year, one of our major efforts will be to assist the ag industry as it adapts to requirements of the Food

Safety Modernization Act, a major update to rules of the Food and Drug Administration (FDA).

WSDA adopted the FSMA rules under state code. Now we are reaching out to licensed food processors and growers to educate them on the requirements. We have also worked with the FDA to seek clarity on the rules and created a new Produce Safety Program to provide guidance about these new requirements, as well as fair and effective enforcement.

Another federal agency, the Environmental Protection Agency (EPA), recently updated protection standards for workers that apply pesticides. Beginning in January, WSDA has been required to enforce these new standards and has provided extensive outreach to the industry.

Facilitation Some issues affecting agriculture don’t have an easy solution. One role WSDA often plays is as facilitator, bringing different groups together to discuss difficult issues and build bridges as we seek consensus on a path forward.

One such issue is the effect of dairy manure on water quality.

The state’s Dairy Nutrient Management Act requires dairies to develop

plans to manage the manure produced by their cows. WSDA’s Dairy Nutrient Management Program enforces this act and works with the state Department of Ecology to enforce parts of the state’s Water Pollution Control Act related to dairies.

To ensure our program is as effective as possible, in late 2016 WSDA created a Dairy Nutrient Advisory Committee.

Meeting regularly, this group represents a diversity of interests and reviews the work of our program. The goal is for the group to identify areas that could use improvement, and make recommendations to that end.

Advocate Advocating for Washington agriculture can mean making sure decision makers at other agencies are aware of the impact their regulations have on farmers and ranchers, but it can also mean promoting agriculture, both at home and abroad. Washington agriculture exports 30 percent of what’s produced in our state. Trade missions help sustain and build demand for these products.

Japan, Canada, China, the Philippines and South Korea are Washington’s top export markets for agricultural products. Maintaining relationships with key

government officials, import buyers and others involved in moving our food products to these foreign markets is often the focus of the trade missions we join.

This year, we are preparing for more potential trade missions to key markets for our products. A trade mission with Mexico, Washington’s seventh largest agricultural export market, is one possibility.

Coming trends and opportunities Agriculture, in Washington and elsewhere, faces a number of ongoing challenges including environmental concerns, a growing population to feed and the increasing age of the average farmer.

But there are opportunities, too. Technology is increasing precision agriculture, improving efficiency and bringing down costs. And while farmers are aging, demographics are changing, too.

More women are entering agriculture, as are military veterans, people new to farming entirely and others who began working at farms as laborers and have become farm operators themselves.

To address these issues, or take advantage of the opportunities, it will require that we rely more than ever on our partnerships and the strength of the agriculture community.

WASHINGTON APPLE COMMISSION

Leading the way for apple production

By Rebecca Lyons International Marketing Director

2

017 promises to be another exciting year filled with challenges and opportunities for the Washington apple industry. Technological advances in the orchard and the packing house continue to help Washington stay at the forefront of the apple category for consumers in the U.S. and beyond. New varieties continue to be introduced, giving consumers more choices than ever.

Challenges and opportunities come from both within and outside the U.S. With the Food Safety Modernization Act

and retail requirements, growers are increasing their documentation of their food safety programs and the use of third party food safety certified audits.

Fruit packing facilities continue to use multiple third party food safety audits.

Recent recalls associated with listeria monocytogenes in cucumbers, frozen vegetables and berries have only served to reinforce the industry’s commitment to ensuring their fruit deserves consumers trust.

One of the biggest challenges every season is dealing with the hand Mother Nature deals out–whether frost in the spring (that can kill developing buds), excessive heat in the summer or during

harvest, or early frosts in the fall that shorten the harvest window. During the summer of 2016, ideal weather created a scenario where apples continued to develop and grew larger than the usual size. Unfortunately, no one has yet been able to develop a weather “crystal ball” to let growers know how they should manage their orchards in advance!

Washington state has reached the “new normal” of crops exceeding 120 million 40 lb cartons (2.4 million tons) as new orchards and replanting of old orchards in higher density plantings now come into full production. Although Red Delicious still accounts for the majority of production at approxi-

mately 30 percent, the variety mix is evolving. Gala continues to increase in production and is now the second highest. New varieties like Honeycrisp are also increasing along with the so-called “club varieties” – branded varieties that are limited in production and distribution. Some of these varieties (which are not promoted by the Washington Apple Commission) include Jazz, Ambrosia, Kanzi, Smitten, Pinata, Sonya and Lady Alice.

With roughly one-third of the Washington apple crop exported, the Washington apple industry is vulnerable to the ups and downs of the international economy–for example, the strong dollar, while great for U.S. residents traveling overseas, makes Washington apples SEE WA APPLES, 29P

FROM PAGE 28P

WA APPLES more expensive in the local currency.

Political turmoil in the Middle East, import bans in Russia and other world events have all impacted Washington apple export shipments during the past year and will continue to challenge the industry in 2017.

The Washington Apple Commission is charged with developing new market opportunities and increasing the Washington apple brand presence in more than 25 different countries around the globe. Leveraging industry investment with USDA funding, the commission uses a network of 12 representatives to implement activities with retailers such as sampling, cooking events and colorful displays. In some markets, “road shows” help introduce new consumers to the delights of Washington apples where organized retail stores are still limited.

In many countries, importers and

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wholesalers are the main distribution channel to get Washington apples into the market.

The commission works with these trade members to provide information to help them increase their sales of Washington apples. Activities such as decorating importer delivery trucks provide a way to get “mobile billboards” out among consumers and promote the Washington apple message to “Go Healthy.”

The Washington apple industry works hard to produce a safe, wholesome fruit and enjoyable eating experience.

And WAC is committed to communicating that message to international consumers and trade members to enhance the export opportunities for Washington apples in 2017 and years to come.

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Courtesy Washington Apple Commission

The Washington Apple Commission works to develop new market opportunities and increases the Washington apple brand presence in more than 25 countries.

WASHINGTON STATE DAIRY PRODUCTS COMMISSION

Rhythm of farm life continues amid changes

By David Newhouse Washington Dairy Federation

T

he rhythm of life on our family’s dairy farm is much the same as it was when our grandfather first milked cows on it in 1918.

We still milk the cows twice each day, feed and care for the cows and calves, plant crops in the spring and harvest alfalfa in the summer and silage in the fall. But the challenges facing the dairy industry are much more complex than in the past.

We, as dairy farmers, have concerns that are shared by most people. Concerns about the environment, health and welfare of our cows and the safety of our employees. It is gratifying to see how dairy farmers have responded to these concerns and are innovating to improve things today to ensure a better future.

Dairy farmers in record numbers are pursuing continuing education via seminars and workshops to improve management skills and methods. Seminars/ workshops sponsored by the South Yaki-

Cows at Coulee Flats Dairy in Mesa.

ma Conservation District, Washington State University, Natural Resources Conservation Service and others help us manage the nutrient cycle on our farms.

Scientific methods of soil testing are used to determine the proper amount of manure to apply to ensure the soil has enough nutrients to produce a good crop. The crops provide feed for the cows to complete this nutrient cycle.

Every dairy farm in the state has a Dairy Nutrient Management Plan that

ELSIE PUIG

customizes best management practices to fit the unique situation of that specific dairy. This helps to avoid the “one size fits all” errors of some regulatory programs. Meeting government regulations requires the same hours and expense for a small dairy as a big one, thus placing a heavier burden on small farms. This is one of the reasons why many small dairies are going out of business or being consolidated into larger ones. It is essential that govern-

ment agencies avoid duplicate regulatory programs.

Dairy farmers continue to adopt new innovations for better resource management and protection of the environment. GPS is utilized to accurately apply nutrients (manure and flush water) to the soil evenly and at the proper agronomic rate. Innovative equipment is used to immediately incorporate nutrients into the soil so they stay where they are needed. These innovations help us maintain a properly balanced nutrient cycle from cows to soil to crops to feed and back to cows. It is a partnership of nature and science that provides nutritious food for people while protecting the environment.

In order for our farm to be successful, we have to ensure that our cows are comfortable with all their needs met.

Animal welfare is a top priority. The work conditions on our farm are another priority. Most of our employees have worked with us for years. Our employees are like family and their safety is paramount.

By focusing on innovation to meet each challenge, there is a bright future for the dairy industry in central Washington.

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STATE POTATO COMMISSION

Washington Grown showcases Washington ag

By Ryan Holterhoff Director of Marketing and Industry Affairs

W

hen you ask the average person in Washington state about what industries or companies are most important to our economy, you will hear a variety of responses. Many would say the aerospace industry, or you will also certainly hear some people refer to the technology sector and the economic impact those leading global companies have in Washington and beyond.

However, most will likely overlook the importance of agriculture. A majority of the general public in Washington is unaware that there are more than 37,000 farms throughout the state producing some 300 different crops.

According to the Washington State Department of Agriculture, the state's $49 billion food and agriculture indust-

ry employs approximately 160,000 people and contributes 13 percent to the state's economy.

That is why the Washington Grown initiative was launched. During the past few years a collaboration of farm groups from Washington united to help connect Washingtonians with the farmers and ranchers who are found throughout every region of the state. The goal is to showcase the amazing food scene and community that makes Washington state such a unique place by highlighting the importance of agriculture to the economy and more. To do this, the Washington Grown television show was launched. Thus far, 52 episodes have been created, and each episode highlights a different commodity grown or raised in Washington.

Some of the greatest culinary experiSEE POTATO, 31P

Courtesy State Potato Commission

Host Kristi Gorenson with farmer Rob Davis of Connell during farm segment filming.

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FROM PAGE 30P

POTATO

ences in America can be found right here in Washington thanks to our renowned restaurants, chefs and the abundance of fresh local crops. That is why this timely project captures the interest of the general public. Washington Grown provides the perfect format to show consumers how and where their food is grown, while collaborating with local chefs to demonstrate how that crop is used within our meals, all while letting viewers learn how many ways local farmers support our communities.

The show initially launched in 2013 airing on Northwest Cable News (NWCN) and Spokane’s PBS affiliate KSPS. However, this year with NWCN going off the air, Seattle’s ABC affiliate, KOMO-TV enthusiastically agreed to be the broadcast partner in Western Washington. KOMO-TV will air Washington Grown throughout 2017 as a lead in program to their evening news on Sunday. They will also use elements from Washington Grown within feature segments in their locally produced show, “Seattle Refined,” which airs weekday afternoons. Additionally, the partnership with KOMO-TV, which is owned by Sinclair Broadcast Group, will allow it to air on Sinclair’s stations in Yakima and the Tri-Cities, KIMA/KEPR. It is scheduled to air Saturdays at 5:00 p.m. in those markets. It will also continue airing on KSPS and other PBS stations throughout eastern Washington. Check your local listings for specific air dates and times as schedules are subject to change.

Beyond the traditional media approach, Washington Grown is also able to provide touchpoints from a variety of other social mediums. Its website, www.wagrown.com, and YouTube channel also have each episode available for viewing. The production format that Washington Grown follows lets individual segments be easily posted and shared on social platforms, allowing people to more freely interact and engage with elements of the show in smaller segments.

This multifaceted approach to disseminate through traditional media sources and social media platforms ensures the project is reaching a broader audience to educate consumers about farming and ranching in Washington, how agriculture positively impacts our economy and what the farming and ranching community bring to our culture.

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WASHINGTON WINE COMMISSION

Providing research access for Washington’s wine industry

Courtesy Washington Wine Commission

A panoramic view of the Spice Cabinet Vineyard of Mercer Estates, located in Horse Heaven Hills.

By Melissa Hansen Washington State Wine Research Program Manager

T

he Washington State Wine Commission celebrates 30 years in 2017. Much credit goes to the industry visionaries who brought both growers and wineries together under a statewide marketing board and dreamed of possibilities for the young wine industry. But even the originators would likely be surprised at the industry’s explosive growth of more than 5 percent annual compound growth rate and more than 50,000 acres and 900 wineries, widespread acclaim for superior wines and the amplified focus on viticulture and enology research.

The wine industry pioneers recognized three decades ago that more than marketing and promotion would be needed to grow the burgeoning industry and secure its future. From the beginning, research was included in the Wine Commission’s enabling legislation, a move that has provided invaluable return on the research investment. Examples of industry-supported, game-changing viticulture and enology research outcomes include 80 percent reduction in pesticide usage, up to 50 percent savings in water on red wine grapes and wine quality improvement. Even more, the research directive helped develop a partnership between the wine industry, the Wine Commission and Washington State University, a partnership strength-

ened with the Wine Commission’s amped up research program now in its second year.

The Wine Commission and WSU share the vision of creating a worldclass wine research program. The industry and WSU worked together to build the new wine science center at WSU Tri-Cities in Richland, a facility made possible by the state’s growers and wineries’ $7.4 million commitment to help construct the $23 million facility.

Additionally, the Wine Commission provides more than $200,000 annually to fund viticulture and enology research. Almost 25 percent of the Wine Commission’s $5 million annual budget is spent on research, including the wine science center repayment.

The wine industry’s research program essentially provides each grower and winery with access to research and development, something that most small wineries or growers are illequipped to fund or operate. This R & D involves industry-wide effort to set research priorities and combines it with synergy of creative researchers and academics to solve pest and disease problems and more. In the past, communication was missing from the industry’s research program. Thus, as research program manager for the Wine Commission, one of my tasks is to make sure all growers and wineries are aware of current research and know how to access it.

In 2017, our research program goals are to increase industry involvement

with research, further elevate the awareness and value of research and involve a broad base of industry members to develop short and long-term research objectives needed to leverage industry support into federal grant awards.

We’ve created multiple opportunities for wineries and growers to access research. The research-focused seminar WAVE (Washington Advancements in Viticulture and Enology), launched last year to highlight current work by WSU scientists, was a sell-out success and is now an annual event. WAVE 2017 is scheduled for April 19 at the Walter Clore Center in Prosser.

Industry members can also attend the annual Research Review (held in January) that features reports and proposals presented to the Wine Research Advisory Committee as part of the competitive grant research program.

The Wine Commission’s website was redesigned to include an archive of research reports and news to make access easy (www.washingtonwine.org/ research/reports). Additionally, the Wine Commission’s digital newsletter includes research information each month.

The founders of the Wine Commission knew research and development would help solve vineyard and winery challenges and emerging threats. But 30 years later, the ultimate research aim is to provide tools specific to Washington state to help our growers and wineries produce the best wines in the world.

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KENNEWICK IRRIGATION DISTRICT

Kennewick Irrigation District turns 100

By Charles Freeman District Manager

K

ennewick Irrigation District turns 100 years old this year. In our long history, KID has always been serious about risk management and protecting our irrigation water supply. Here are some ways we are working towards those goals: Grants KID continues to maximize benefit from customers' capital improvement charges by leveraging them with grants.

We were recently awarded three grants totaling $2.85 million.

• Two WaterSMART Grants from the U.S. Bureau of Reclamation (USBR), leveraged with those funds, will allow us to line miles of canal. We have installed impervious liner on more than 18 miles of earthen canal since 2010. We anticipate it will take six more years to line all of our earthen canal sections.

• Geotechnical evaluation and design of a new reservoir adjacent to Steptoe Boulevard will be funded by a Washington State Department of Ecology grant leveraged with capital improvement funds.

Electrification Lining and reservoir construction are good projects, but more is needed to protect our water supply. Our irrigation water comes largely from return flows,

and conservation efforts further up the Yakima Basin have negatively impacted those flows. Up-basin lining, piping, re-regulation reservoirs and target flow enhancement, where the state and federal government spent over $100 million so far, have threatened KID’s water supply. Impacts of those conservation efforts were felt in 2015, when the district struggled to meet demand due to very low river flows. Prior to 2015, the return flows that supply us were more reliable and predictable.

Electrification of Chandler Pumping Plant is our interim supply solution that will mitigate the aforementioned upbasin conservation; it will “fix” our low-flow year supply for the foreseeable future.

Our irrigation water is diverted from the Yakima River at Prosser Dam and flows down an 11-mile canal to Chandler Pumping Plant. There it drops down through two penstocks and spins turbines, which turn pumps to deliver water into KID's main canal. This system resourcefully uses no electricity, but is inefficient with water. It takes 1.5 gallons of water to pump one gallon of water into the main canal.

With electrification, the water previously used to spin turbines will remain in the 11-mile stretch of river between Prosser Dam and Chandler Pumping

Plant, enhancing aquatic life during droughts while providing KID with a full water supply.

KID has begun the process to select an engineering firm to work with the USBR on environmental review, design and permitting for electrification. The USBR previously estimated the electrification project cost at $30 million to $60 million. Recently, KID contracted with a local TRI-CITY HERALD FILE engineering firm to reevaluate the project scope and the new estimate is A Kennewick Irrigation District worker operates an less than $25 million. excavator near a concrete foot bridge over the canal New Water near Creekstone Drive and South Irving Steet in While these efforts are Kennewick. underway, work continues landscape and the 10,000 acres of on the next big water proproduction agriculture that depend on a ject; the Columbia River Initiative. reliable supply of water. In order to The KID Board recently approved build a Columbia River project, all “new creation of a new Water Infrastructure and Supply reserve fund and transferred water” has to be mitigated; KID will have to acquire existing water rights; $100,000 to start the fund this year. then build a water conveyance system The district will charge all customers a flat rate of $2.50 per account and $4.54 estimated to cost in excess of $100 million. This fund will provide the necper acre or fraction thereof. Over time, essary resources needed to protect our this fund will grow to be used to conwater supply for the next 100 years. struct a large scale water supply project that will protect Kennewick’s urban

COLUMBIA IRRIGATION DISTRICT

Making improvements to local canals

By Howard Ellison District Manager

C

olumbia Irrigation District was organized under Title 87 of the Revised Code of Washington as a quasi-municipal corporation in 1917 and obtained all interests of the Northern Pacific Irrigation Co. in 1918.

It exists primarily to deliver irrigation water to more than 7,000 parcels and approximately 11,000 acres in an efficient manner at the lowest possible cost. To date the CID operates with one of the oldest water rights from the Yakima River.

The system begins at Wanawish Dam

(formerly known as Horn Rapids in West Richland) where water is diverted from the Yakima River into the main canal. The main canal consists of open canals, both lined and unlined, and totals approximately 41 miles in length.

Some CID lateral pipelines, mostly gravity flow, also exist to distribute water from the canals. CID operates and maintains 50 Local Improvement Districts (LIDs) that provide irrigation water to parcels of land in specific boundaries.

The aging system creates continual challenges to keep infrastructures whole and usable for long term use. During

the 2015-2016 winter season, the District contracted with Poland and Sons to rebuild the Elite Sod Spillway, one of three used to maintain the level of irrigation water in the canal system as it runs through south Richland.

The Divide at 8th Avenue in Kennewick, where Lateral 1 and Lateral 2 come off the main canal, was upgraded to a moving screen with new gates to better control the water levels. This helped clean up the water for better, consistent flow.

CID crews replaced 500 feet of pipe and installed new delivery gates for LID #04. This serves 206 parcels and nearly

547 acres of land north of the main canal and east of Nine Canyon Road.

During the 2017 off-season, CID will replace the gates at the Elite Sod Spillway. The existing gates are approximately 100 years old.

CID crews will continue to rehabilitate the main canal system. Current work will primarily be done between Gum Street and Oak Street and east of Nine Canyon Road in Kennewick and Finley.

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PORT OF KENNEWICK

Delivering positive returns on community investments

By Tim Arntzen CEO

R

esidents are asking community leaders to diversify the businesses and industries that sustain the Tri-Cities. They are demanding better access to rivers and clamoring for amenities that add to our quality of life. The Port of Kennewick is delivering.

The port’s mission is to support sound economic growth strategies that create jobs, add infrastructure and enhance our community. But we don’t do this important work alone.

Our partners in West Richland, Richland, Kennewick, Benton City and Benton County collaborate with us to make bold, strategic investments, which are transforming tired properties into vibrant destinations.

At Vista Field, the port is teaming

with stakeholders and the City of Kennewick to redevelop the former airfield into a regional town center.

This year, we will focus on completion of the Vista Field master plan, financing, phase one construction design and recruiting developers. While we are all eager to break ground, this type of development is unprecedented locally, requiring significant behind-the-scenes preparation. This heavy lift now will ensure we meet our community commitments while generating positive economic returns–without increasing taxes or costs to taxpayers.

For several years, a partnership of public, private and tribal agencies has been working on Historic Kennewick Waterfront revitalization projects and amenities on Clover Island, around Duffy’s Pond and along east Columbia Drive. Together, we are reinvigorating this economically distressed, industrial neighborhood.

Courtesy Port of Kennewick

Construction of three winery buildings and east Columbia Drive streetscaping is underway at Columbia Gardens Wine and Artisan Village near Clover Island.

As part of these efforts, at the Columbia Gardens Wine and Artisan Village, construction is underway on three portowned winery buildings and a new city-

Columbia Gardens... an Urban Wine & Artisan Village

managed winery wastewater discharge and treatment facility. Two winemakers SEE KENN. PORT, 34P

Wineries will connect to city-owned and managed wastewater facility!

The Port and City of Kennewick are developing a wine-centered waterfront destination, where boutique production wineries will connect to a city-owned and -operated winery wastewater treatment facility. Development parcels for sale or lease include three sites: Columbia Gardens (3.5 acres); The Willows (4.69 acres); and Cable Greens (3.23 acres) --all of which can be sold or ground leased in smaller lots.

phase one

Contact:

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Amber Hanchette Director of Real Estate & Operations 509.586.1186 amber@portofkennewick.org

food trucks

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PORT OF PASCO

Completed airport expansion brings economic opportunities

By Randy Hayden Executive Director

I

n late January, the final ribbon was cut on the nearly $42 million expansion of the Tri-Cities Airport.

The 2 1/2 year renovation was the largest project in the Port of Pasco’s history. It doubled the size of the terminal, reconfigured the public entry area, expanded the concourse and boarding areas, increased space for TSA screening, renovated the baggage claim and vehicle rental areas and improved amenities such as snack bars and restaurant service on the secure side of the terminal. There’s even a children’s play area for the littler travelers.

It’s not just functional, it’s beautiful, too. It has a distinctive Mid-Columbia feel that is reflected in the river design running through the flooring, large photographs of our natural landscape and 42 unique art tiles, each designed by a local artist.

The airport serves, according to Kris Johnson, president and CEO of the Association of Washington Business, “as a front porch to the region. It’s the first experience for an out-of-town visitor and serves as a welcome home for business travelers and vacationers. This remodel sends the message that this is a place with its act together, and that it’s

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KENN. PORT have been accepted as phase one tenants. The port is negotiating with a third winery and in discussions with other businesses about future tenancy.

Columbia Basin College is in early planning for a $10 million, 20,000square-foot Culinary Institute on adjacent port-owned land at The Willows.

The port and city are jointly applying for Benton County Rural County Capital Funds (a .09 percent sales tax rebate—not an additional tax) to support improvements at The Willows and Colum-

a progressive, growing and vibrant community.”

Economic Impact of the Expanded Airport Passenger activity is a powerful predictor of a community’s growth according to a study by the American Real Estate and Urban Economics Association, which also found that a growing airport can be a function of, as well as a cause of, growth.

During the past seven years, boardings at the Tri-Cities Airport have reached record-breaking numbers, averaging 7 percent growth per year. For 2016, enplanements hit an all-time high, reaching more than 374,000.

For 2017, the airport itself has an operating budget of nearly $8 million.

Between 2008 and 2016, the airport has made $90 million in capital improvements. A study by the Aircraft Owners and Pilots Association indicated that for every dollar invested in an airport, the economic benefit is more than $2.

More than 450 people work at the site, which includes the Airport Industrial Area, home to numerous businesses and industrial activities.

The airport’s economic impact goes well beyond its site, too. With the expansion comes greater opportunity for new flights to new destinations and opening up new markets for regional businesses.

A strong regional airport such as ours helps retain and grow the businesses we have and attract new ones.

Carl Adrian, president and CEO of the Tri-City Development Council, commented recently on the airport’s role in the region’s economic devel-

opment efforts.

“The airport is important infrastructure,” he said. “Many of our local businesses rely on the airport; it makes them more efficient. They are more

bia Gardens phase two.

Together, these projects will expand needed workforce training, spur employment, grow the wine industry and increase regional tourism spending.

They will also provide a lively waterfront gathering place with boutique wineries, tasting rooms, restaurants, shops, art and a scenic trail.

On Clover Island, the port and U.S. Army Corps of Engineers are undertaking a habitat restoration and recreation project this spring. This effort will recondition about a half-mile of shoreline and extend the island’s north shoreline riverwalk. In addition, the port will begin the Gathering Place project, which will extend the south shoreline

trail, install artwork honoring heritage of the Confederated Tribes of the Umatilla Indian Reservation and remove the former port office building from the island’s northwest corner.

We have nearly completed Spaulding Business Park on Columbia Park Trail, a joint effort with the City of Richland. To date, $37 million in private investment has built 165,000 square feet of buildings, with another 42,000 square feet under construction. The city and port are now seeking another project of mutual benefit.

In West Richland, renovation priorities for the Tri-City Raceway were identified last fall as part of the port’s comprehensive public planning work-

shop. During the next four years, the port will earmark funding for a future joint project.

In all we do, the port remains mindful that we are stewards of the public’s trust. We will continue to exercise careful planning, give diligent consideration to potential projects and ensure resources and developments are economically sustainable, delivering a positive return on investment for the communities we serve.

Courtesy Port of Pasco

The Tri-Cities Airport’s $4.2 million expansion was completed in January.

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FROM PAGE 34P

PASCO successful because of the airport and the commercial service available. Companies looking at the community for a new investment almost always ask about commercial air service, and I am sure it becomes one of the factors that breaks a tie between our community and others without service.

“The new terminal shows we are a community where an investment would appreciate rather than depreciate and that we value air transportation,” he said.

U.S. Sen. Maria Cantwell agrees and made a special trip to Pasco to attend the ribbon cutting event on January 27.

“The Tri-Cities is a regional hub; it’s the fourth largest airport in our state.

These improvements will keep it growing,” she said. “We want businesses to know there’s a first-class facility in the Tri-Cities that encourages other business to take a look at this as a destination. We also want home-grown busi-

nesses to know that they have good access to get where they need to go for business, whether that’s in LA, Seattle or elsewhere.”

As stewards of this community asset, we recognize that our airport is a vital economic driver. While our passengers and guests at the expanded airport enjoy the new facility, we also know it is just the beginning of the value it brings to our region.

Courtesy Port of Pasco

The final ribbon cutting for the Tri-Cities Airport took place in January. The project took 2 1/2 years to complete.

First Class Amenities.

Even if You’re Flying Coach.

The expansion and renovation of your Tri-Cities Airport (PSC) is complete, and we’re excited to unveil all the extras. More dining options, a new lounge, and a children’s play area to keep you comfortable. Unique art installations, designs and décor that celebrate the beauty of the Tri-Cities. Plus thoughtful technological touches such as modern seats with integrated charging stations. Thank you for your patience and support during construction, and we think you’ll agree: this is the perfect start for any journey.

flytricities.com

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PORT OF BENTON

Port of Benton projects on the horizon

By Scott D. Keller, PPM Executive Director

A

t the November 2016 Commission meeting the Port of Benton commissioners passed the largest budget in the port’s history: $14.7 million, with $10.7 million dedicated to capital projects. The following are the major projects planned in 2017: The port’s Technology and Business Campus located in north Richland is primarily office space with some light production space. The port has been working to create development facilities for startup companies. This effort will be focused within port owned facilities located at 2952 and 3100 George Washington Way. Another key project is the future expansion plans for the USS Triton Sail Park that is part of the Manhattan National Park tours.

As the port continues its efforts to support companies such as Total Energy, Veolia and Atkins Global, we recognize the need to have our land reflect this mission. We have changed the name of the Manufacturing Mall to the Port of Benton Business Park located

west of Stevens Drive.

During 2017, we will be completing our planning efforts with the City of Richland for the 1,341 acres that were recently transferred for large industrial sites to support regional economic development efforts. We are also working with the city to extend roads and develop rail master plans to open up property for industrial development.

The port recently received congressional approval to begin working with the Maritime Administration (MARAD) to remove limiting deed restrictions on its 71-acre Richland Innovation Center.

Thank you to Congressman Newhouse for his support in getting this legislation passed. This will allow the port to move forward in working with local companies desiring to grow and make investments.

Richland and Prosser Airports have big plans for 2017. The port received a $2.5 million grant from the Federal SEE BENTON, 37P

Courtesy of Port of Benton

The Port of Benton acquired a $650,000 grant through the state’s Recreation and Conservation Office to add 12 boat slips of various sizes to the marina at Crow Butte Park.

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BENTON Aviation Administration (FAA) for hangar taxi lane infrastructure and pavement rehabilitation at the Richland Airport. One of the main efforts at the Richland Airport will be reconstruction and landscaping of the main entry off the Bypass Highway. This is an important element, along with our plans for extension of broadband infrastructure to make the airport’s commercial area business-ready as it is home to many small companies.

With $600,000 in grant funding received from the FAA, the port will complete the required Master Plan for the Prosser Airport and will also be constructing additional hangar taxi lanes and infrastructure.

Vintner’s Village in Prosser continues to be a dynamic area for the port, with wine tasting rooms, restaurants and events. The port plans to construct a 7,500 square foot multi-tenant devel-

Courtesy Port of Benton

The Port of Benton plans to construct a 7,500 square foot multi-tenant development building to support agritourism-related businesses located in Vintner’s Village.

opment building to support agritourismrelated businesses. The building will also accommodate space needs for Prosser Economic Development Association (PEDA). Construction is anticipated to be completed by fall of 2017.

The port will actively continue its partnership in Benton City with downtown acquisitions of vacant buildings, thus spurring revitalization efforts and

economic development opportunities.

The buildings will be remodeled and used to assist small businesses in the area.

Finally, the Port of Benton was successful in acquiring a $650,000 grant through the state’s Recreation and Conservation Office to add 12 boat slips of various sizes to our marina at Crow Butte Park. This completes most of the

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DOE RICHLAND OPERATIONS OFFICE

Hanford cleanup moves forward thanks to engaged, motivated workers

By Doug S. Shoop Manager

T

hanks to the dedication and hard work of federal and contractor employees, we have continued to significantly advance the cleanup of the Hanford Site.

The work is very complex and hazardous. Yet site employees continue to set records for safety, and our contractors are industry leaders in safety, as recognized by the U.S. Department of Energy’s Voluntary Protection Program.

These are good signs of a strong safety culture, one that is reinforced and strengthened even more by the training employees receive at the Volpentest HAMMER Training Center.

One significant sign of success in cleanup over the past year was the start of demolition of the Plutonium Finishing Plant (PFP) in November. We have so many people to thank for the years of hard work in very hazardous conditions to stabilize and package 20 tons of plutonium material, ship special nuclear material off the site and clean out and remove hundreds of pieces of

highly contaminated processing equipment. Demolition is well underway, with the goal of completing demolition of the PFP to slab-on-grade by the end of September 2017.

Not far from PFP, our employees have upgraded the ventilation system at the Waste Encapsulation and Storage Facility and are preparing to move nearly 2,000 cesium and strontium capsules that contain more than a third of the radioactivity at Hanford from a water filled-storage pool to much safer and cheaper dry storage.

This year we will complete remediation of the very challenging 618-10 Burial Ground and two other nearby waste sites, which will culminate the River Corridor Project and cleanup of the vast majority of the 220-square-mile river corridor. The project will be completed more than two years ahead of schedule and millions of dollars under budget.

Two other important projects within the River Corridor include the K Area sludge removal project and removal of the very highly radioactive soil under the former nuclear fuels laboratory, the

324 building, in the 300 Area near the city of Richland.

The sludge removal project entails the transport of 35 cubic yards of highly radioactive sludge from the K Area, very near the Columbia River, to the Central Plateau, for future treatment and disposal. All the equipment needed to remove the sludge has been designed, built, tested and installed in the K Basins, and a facility to transport the sludge has been built. We expect to complete all of the readiness activities this year, nearly two years ahead of schedule and on-budget, which will allow the beginning of the sludge removal in 2018.

For the waste site under the 324 Building, this year we will complete the construction of the mockup facility and clean out the radiochemical engineering cell airlock, to reduce fire loading and allow access to two cells for equipment removal.

Both in the River Corridor and on the Central Plateau, we continue to operate and enhance our groundwater treatment systems. More than 2 billion gallons of groundwater were treated last year, and we expect to treat even more this year. Most of the groundwater

treatment systems are working better than anticipated, due in large part to our employees who continually find better ways to do things. Our workforce continues to develop state-of-the-art systems to protect the Columbia River.

Another key to cleanup progress has been identifying critical infrastructure that needs upgrading, including electrical, water, sewer and other systems needed to sustain Hanford’s long-term cleanup mission. Some of the systems were constructed during World War II, and we will be devoting sustained and substantial resources over the next several years to various projects to modernize and improve our infrastructure.

Just as a reliable infrastructure allows us to move forward in our important mission for the nation, strong partnerships with other DOE offices, regulatory agencies, states, tribal nations, the community and stakeholders are essential to our mission. Our workforce and contractors have demonstrated they are more than up for the challenge, and I look forward to working with our many partners to reach our goals and fulfill our commitment to our community and the nation as we safely and effectively clean up the Hanford Site.

HAMMER

Providing 20 years of training expertise and best practices

By Karen McGinnis Director

T

he Volpentest Hazardous Materials Management and Emergency Response (HAMMER) Federal Training Facility is operated by contractor Mission Support Alliance for the Department of Energy’s Richland Operations Office. At HAMMER, we say, “Saving lives and averting disasters is our mission,” and to most of us it is a calling.

The center’s critical mission supports not only the needs of Hanford, but also benefits other national and international agencies. HAMMER was recognized in 2016 by DOE as a Best Practice for collaboration in worker health and safety, site wide safety standards, subjectmatter experts, safety training pro-

grams, safety culture and for its worldclass facility.

Last summer, HAMMER hosted several high-level and distinguished guests, who all spoke highly about HAMMER’s collaboration between labor leaders and management, the worker-trainer model and realistic training, while noting the staff’s and worker-trainers’ spirit and their value to the agency.

More than 90 percent of HAMMER’s training is for the Hanford Site workforce. The high-demand training is provided through flexible scheduling, innovative mock-ups and quality courses.

A prime example of an innovative partnership was the self-contained breathing apparatus (SCBA) vendor showcase and trials, which HAMMER provided as support for protection of workers in Hanford’s tank farms. The

next phase will continue with field evaluations of proposed new devices whose implementation will lead to effective resolution of the vapor issues. HAMMER fit nearly 10,000 respirator masks last year and stands ready to prepare respirator users with fit tests for the new SCBA equipment.

HAMMER’s best-in-class programs are being used across DOE to share advanced safety training practices through the DOE Training Institute (DTI), a virtual organization between HAMMER and the DOE National Training Center. In 2017, DTI will continue providing common core training and instructor certification at various locations throughout the nation to reduce training redundancies, time and money.

HAMMER also offers emergency management expertise crucial for training for the nation’s energy disasters and

served a critical role during last year’s hurricane season, by preparing and deploying responders, providing communication support and conducting after-action reviews, particularly with Hurricane Matthew.

HAMMER also supports the U.S. Department of Transportation, working collaboratively to provide education and outreach for the emergency response community and protecting the public from incidents involving transportation of hazardous materials.

Partnerships with labor, management, tribes, federal and local agencies and universities have created HAMMER’s identity and reputation as a trusted partner finding effective solutions. The expertise, precision and care of HAMMER’s staff have revealed its true value: the ability to work with people.

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CH2M HILL PLATEAU REMEDIATION COMPANY

Hanford cleanup: Reducing risk across the site

By Ty Blackford President and CEO

T

his year marks a return home for me. While my time at the Savannah River Site provided wonderful experiences and memories, nothing beats the Tri-Cities area. I’m proud to be back, leading the CH2M HILL Plateau Remediation Company (CH2M) team. We have a history of significantly reducing risk and advancing cleanup on the Hanford Site for the U.S. Department of Energy’s (DOE) Richland Operations Office. Despite performing some of the most hazardous work across the DOE complex, safe performance remains our strongest commitment, which is a testament to our workers who forward our mission daily.

This year will mark an important achievement for DOE, CH2M and the community when we finish demolishing the Plutonium Finishing Plant (PFP).

Our goal remains to perform this challenging work safely and compliantly, and the tremendously talented PFP team is making great progress. Their experience will be invaluable as we finish this important project and look to support DOE’s effort in initiating the disposition of former processing canyons remaining on the site.

We continue to complete DOE’s highest priority projects along the River Corridor. When we assumed the River Corridor Closure Contract scope from Washington Closure Hanford (WCH) in 2016, we retained the talented WCH employees who made significant progress and continue to do so. At the 61810 burial ground, we will finish removing highly contaminated waste-filled vertical pipes. This is a critical risk reduction activity, due to its proximity to Richland.

On the Building 324 disposition project, also just north of Richland, we will focus on cleaning out a highly radioactive former processing cell, which sits atop highly contaminated soil. We are procuring the equipment to access and remove the soil and will field test it in a mock-up structure. The mock-up will

Courtesy CH2M HILL

Installation of sludge removal equipment in the 100 K Reactor fuel storage basin.

allow us to develop the processes and conduct training to safely remove the hazardous soil, followed by eventual building demolition.

We will advance efforts to transfer highly radioactive sludge in the 100-K Reactor Area away from the Columbia River to T Plant on Hanford’s central plateau; we are currently installing the receipt and storage equipment at T Plant and the retrieval and transfer equipment in the 100-K Reactor Area.

A key Central Plateau risk-reduction project is the transfer of highly radioactive strontium and cesium capsules from the Waste Encapsulation and Storage Facility (WESF) to dry storage. We recently awarded a subcontract for the design and fabrication of casks that will

be used for dry storage and are also completing efforts to stabilize legacy contamination at WESF. This will facilitate safe transfer of the capsules, reducing risk to workers and the environment by providing a safer, more efficient and lasting alternative than continued underwater storage of the capsules.

Since 2009, CH2M has removed more than 320 tons of contaminants by treating billions of gallons of contaminated groundwater, dramatically decreasing concentration levels and the size of contamination plumes. While we continue the focus on protection of the Columbia River, this year we will begin work in some areas of the Central Plateau to help determine the extent of

groundwater contamination to assist future cleanup decisions.

Our commitment to our community is also an important goal. I enjoyed participating with several members of our team again this year in the Polar Plunge, benefitting the Washington Special Olympics. This is only one of the many community events we support. In 2016, 592 employees gave more than 2,000 hours of volunteer service to our community.

This dedication to our community is one reason I’m so thankful to be part of this amazing team. I’m glad to be back in the community I have proudly come to call my home, and I look forward to our accomplishments this year.

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MISSION SUPPORT ALLIANCE

Connecting communities through our mission

By Bill Johnson President and CEO

A

t Mission Support Alliance (MSA), we connect communities through our mission, people and innovation. As the Hanford Site integrator, we streamline services and find new and better ways to support the Hanford cleanup mission for the Department of Energy. Ensuring a culture of safety and security for our workers, our Hanford customers, our community and our environment is key to our success, as we demonstrated this past year.

Mission MSA’s support at Hanford is integral to enable cleanup and ensure a promising future for decades to come. We manage and maintain the Hanford

Site’s infrastructure, provide critical safety and security services, operate and right-size public works systems and incorporate the latest in information technology.

People As service providers, we recognize that our people are our greatest asset.

The dedication and commitment of our employees helps us to provide excellence both on the Hanford Site and throughout our community.

Innovation MSA brings innovation to the Hanford Site, adding value, reducing costs and focusing on safety. From offering best-in-class cybersecurity practices and information-technology mobility, to maintaining a fleet of alternative-fuel vehicles and managing sitewide recy-

cling and reuse programs, MSA leverages technology to serve cleanup contractors.

As the active footprint of Hanford Site cleanup continues to shrink, the customers’ needs evolve, allowing MSA to continue to adapt and improve, as our work in 2016 proved. The increasing need for reliable water delivery to Hanford’s Central Plateau to enable ongoing cleanup activity necessitated both replacement and improvement of water supply lines and water treatment systems. MSA responded, implementing improvements and new technology to cost-effectively upgrade water systems.

In similar fashion, modernization and improvements to electrical systems continued to ensure capacity and reliability. Long-term sewer system mod-

ifications began, while short-term mitigation strategies were also implemented. MSA will continue to maintain, modernize, upgrade and right-size products and services to support Hanford cleanup. These improvements, upgrades and ongoing maintenance will be essential to supporting the Department of Energy’s vision for the future of the Hanford Site.

We are proud to serve the cleanup mission for the Department of Energy and all Hanford contractors. By connecting communities through our mission, people and innovation, we will continue supporting DOE’s legacy of success.

Partnering with the U.S. Department of Energy in achieving safe and compliant risk reduction at the Hanford Site.

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DOE OFFICE OF RIVER PROTECTION

Maintaining momentum in 2017

By Kevin Smith Manager

A

fter a busy and productive 2016 at the Department of Energy’s Office of River Protection, I expect more of the same in 2017 as we continue making steady progress on our critical cleanup missions to safeguard the Columbia River and safely process 56 million gallons of waste in Hanford’s 177 underground tanks, a legacy of more than 40 years of plutonium production during World War II and the Cold War. We’re excited about the strides we’ve made toward our goal of beginning to safely and efficiently vitrify a portion of Hanford’s tank waste as soon as 2022 at the Waste Treatment and Immobilization Plant (WTP) through an initiative called Direct Feed Low Activity Waste (DFLAW). Vitrification is a process in which the radioactive liquid waste is mixed with glass-forming materials, heated to 2,100 degrees Fahrenheit, and poured into stainless steel containers where it cools to a solid glass form for long-term storage or disposal.

The DFLAW approach will allow us to get a “head start” on significantly reducing the volume of Hanford’s low activity waste (about 90 percent of the tank waste) while we continue to resolve technical issues associated with the Pretreatment and High-Level Waste

facilities at the WTP. A critical WTP capability to vitrify the low activity waste from the tanks, the Low Activity Waste (LAW) Facility, has seen real progress, with the installation late last year of its last major piece of equipment, the large vessels to support the melters. Construction activities on the LAW Facility are expected to be completed in 2018, which will support our DFLAW approach.

In other progress involving the DFLAW effort, the Low Activity Waste Pretreatment System (LAWPS) is expected to achieve the 60 percent design phase in the first half of 2017. LAWPS is a key facility for DFLAW, and will separate out solids and cesium from the tank waste before sending it to the LAW Facility.

We’ve also successfully resolved three of the eight technical issues that stopped work on the Pretreatment Facility in 2012. Work toward resolution of a fourth issue also is making good progress as testing began on a full-scale mixing vessel prototype in mid-December of 2016.

This is an exciting time at WTP as we expect to see a significant increase in the pace of construction, startup and commissioning activities over the next few years.

On the tanks side, only one of the 16 tanks in the single-shell C Tank Farm remains to be retrieved after C-111 was completed last year. Retrieval activities will continue in the farm’s last tank,

C-105, with the goal of completion by the end of 2017. This means we’ve essentially “emptied” some of our oldest single-shell tanks and successfully consolidated that waste into newer and safer double-shell tanks.

Meanwhile, crews have been busy preparing infrastructure and conducting other activities in A/AX farms to support the next single-shell tank retrievals.

Taking lessons learned from C Farm will make retrieval efforts in A/AX much more efficient.

We are also on track to complete retrieval from double-shell tank AY-102 to meet our settlement agreement with the state of Washington. I am proud of how safely and efficiently our workforce has managed this project, especially under what were some very challenging weather conditions this winter.

STEM Initiative We are very excited to be inspiring individuals in the science, technology, engineering and math (STEM) community through our Regional STEM Consortium.

ORP has been collaborating with universities, contractors, national laboratories and community leaders to develop the Regional STEM Consortium outreach program in order to attract, engage, educate and inspire future generations about the exciting and meaningful careers in the energy workforce at Hanford. Over the past several months we have been working with WSU Tri-Cities, WSU Pullman and

Columbia Basin College to broaden the relationship with ORP and inform the faculty and students of Hanford’s mission and the opportunities available for STEM graduates.

Mission Focused ORP’s hard-working federal workforce and our prime contractors remain committed to stewarding taxpayer dollars to best effect in accomplishing our safeguarding and cleanup missions.

We’ve continued progress in maximizing efficiencies with our resources.

This year we will hold our fifth Grand Challenge Competition, which solicits the best ideas in the country to make our mission more efficient and accomplished sooner. Previous winning ideas from the Grand Challenges Competition have resulted in significant improvements to the program.

Our federal and contractor workforce remains committed to our critical mission and are performing at a very good level. I am confident we are executing due diligence in our oversight of the cleanup work, and we remain focused on safety as our bedrock foundation.

Hanford cleanup continues to be highly complex and challenging, but we expect 2017 to be another rewarding and productive year as we move ever closer to completing retrievals in our first tank farm and delivering the waste processing capability so critical to DOE’s work at the site.

WASHINGTON RIVER PROTECTION SOLUTIONS

Tank farms team overcomes challenges while safely working and making progress

By Mark Lindholm President and Project Manager

A

s the Tank Operations Contractor for the Department of Energy (DOE) Office of River Protection, Washington River Protection Solutions (WRPS) manages one of the nation’s most challenging environmental projects: 177 underground tanks in 18 “farms” containing 56 mil-

lion gallons of radioactive and chemical waste from nuclear defense production during World War II and the Cold War. The key to our success is teamwork.

WRPS has one of the strongest teams in our industry, and engaging our workforce is critical to working to safely reduce the risk to the environment.

Keeping workers safe Safety is the cornerstone of everything we do. WRPS employees worked

nearly 2.5 million safe hours last year, placing the company’s safety performance at the top of all environmental cleanup contractors working on DOE nuclear projects nationwide.

WRPS also enhanced its safety reputation over the past year by maintaining its Voluntary Protection Program (VPP) Star of Excellence rating with an injury rate 96.5 percent better than the industry average. We have also initiated a

better communication tool on the status of the sensors and mitigation methods being employed at the tank farms, HanfordVapors.com.

Protecting against chemical vapors Hanford’s unique work environment presents a number of hazards, including potential exposure to chemical vapors.

DOE has invested $50 million in the past two years to increase staffing, implement engineered controls to move and keep vapors away from workers, test technologies to detect and monitor SEE RIVER, 43P

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DEPARTMENT OF ECOLOGY

Nuclear Waste Program: A year in transition

By Alex Smith Manager

T

ransitions can be daunting for all involved. In my case, I knew I had a lot to live up to, coming in to fill the very big shoes of the retiring Ecology Nuclear Waste Program Manager Jane Hedges.

But transitions can also be a time for new directions and renewed commitments. I was lucky to assume program management at a time of major changes on the Hanford Site north of Richland.

For example, right before I joined Ecology, litigation between the state and the Department of Energy over cleanup milestones ended.

The end of that litigation freed the parties to talk with one another again, without legal constraints. This has allowed me to dive in feet first to build relationships with the various players and stakeholders involved in the complex issues surrounding Hanford cleanup.

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RIVER vapors, and further evaluate respirators and other protective equipment.

We are also working with labor union leadership and increasing communications with employees and stakeholders on the steps we are taking to continue to protect workers.

Accomplishing the mission The tank farms mission consists of five strategic priorities: • Complete retrieval of waste from C-Farm tanks • Maximize usable storage space in Hanford’s double-shell tanks • Improve tank farm infrastructure • Begin the next round of single-shell tank retrievals • Continue to integrate with the Waste Treatment and Immobilization Plant (WTP).

Waste retrieval WRPS has retrieved waste from 15 of 16 tanks in C Farm while preparing to retrieve waste from single-shell tanks in the A and AX tank farms. WRPS has completed retrieving more than 800,000 gallons of waste from AY-102,

Here are some of my observations after most of a year on the job at Ecology.

• Hanford is different In many ways, Hanford is a world unto itself, with a complex network of governmental entities, contractors, communities, workers and stakeholders all part of the complicated work of cleaning up the Hanford Site. Coming from prior jobs where large Superfund cleanup sites were much smaller and less contaminated (comparatively speaking), Hanford is a whole new kind of complexity – but what a fascinating challenge!

• Everyone has an opinion One of the great things about Hanford–people care very deeply about it and ensuring that the cleanup is successful. However, opinions vary widely on the details of how and when cleanup activities take place. A lot of the tough but important–and, yes, challenging–work at Hanford is working through these differences.

• The more things change, the more they stay the same Although some of the details change over time, a

a double-shell tank leaking waste between its inner and outer tank shells.

Maximizing storage space and improving infrastructure WRPS created more than 2 million gallons of double-shell tank storage space for waste from single-shell tanks in the past 18 months by operating the 242-A Evaporator, which removes water and concentrates liquid waste.

We also upgraded infrastructure, restarted the Effluent Treatment Facility, installed exhausters and other safety-related equipment and continued upgrades to Hanford’s 222-S Laboratory – the site’s only full-service laboratory that can handle high-level radioactive waste.

Integrating with the Waste Treatment Plant DOE, WRPS and Bechtel National formed One System as an integrated project team to manage the effort to treat and disposition tank waste as soon as practicable. A major milestone is the recent 60 percent design certification of the Low-Activity Waste Pretreatment System (LAWPS). LAWPS will pretreat tank waste so it can be solidified into glass at the WTP’s Low-Activity Waste Facility.

lot of the issues I have faced in my nine months are the same (or darn similar to) issues that have been faced before, and will be faced again, at the site. Issues like constrained federal budgets for cleanup work, the need to finish the high-level waste vitrification facility and maintain the budget for it, the need to retrieve waste from the tank farms before the tanks degrade much further, etc. The good news is that many very smart people successfully worked through these issues before, and there are a lot of equally talented, dedicated people working today to resolve current challenges.

• Some incredibly impressive work has been done at Hanford This was one of the best revelations. I have had my metaphorical socks knocked off seeing some of the incredible work that’s been done. River corridor cleanup to protect the Columbia River. The 200 West Groundwater Pump and Treat System that can treat over 100 million gallons of groundwater per month,

removing nine different contaminants.

The incredible planning and work that has allowed demolition of the Plutonium Finishing Plant to begin. I look forward to many future successes at the site.

• It is a lot colder, snowier and icier here than I expected I have been told repeatedly that this winter is an anomaly, which I am choosing to believe! I have gotten more use out of my snow boots and snow shovel here in the Tri-Cities than I ever did living in Olympia. Still–I, along with everyone I know, am looking forward to summer.

• There are great people doing great work at Hanford I have been so impressed with the smart and dedicated people working on the Hanford cleanup, at all levels. I’m happy to be a part of this Hanford community and hope to add value to the cleanup efforts. I’ll do all I can to help ensure that we sustain meaningful cleanup progress at the site.

Courtesy WRPS

WRPS workers sampling chemical vapors from inside Hanford’s tanks to update analyses of the types of chemicals found.

Investing in our community WRPS is an invested partner in the Tri-Cities community. Our support of community initiatives is broad, focusing on education, business support and enriching the quality of life. Since 2008, WRPS has contributed $5.8 million to community programs.

WRPS also awarded $139 million to small area businesses.

Managing Hanford’s tank farms is an unprecedented challenge. With our dedicated and experienced workers, backed by some of the world’s preeminent engineering firms, AECOM, Atkins and principal subcontractor AREVA, I am confident our tank farm team will continue to make safe and productive progress at Hanford.

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BECHTEL NATIONAL – WASTE TREATMENT PLANT PROJECT

Investing in Tri-Cities’ future

By Peggy McCullough Project Director, Waste Treatment Plant Project

I

t’s an exciting time for the Waste Treatment and Immobilization Plant (WTP), or Vit Plant. Bechtel and the Department of Energy recently completed a new contract modification that formalizes work we began in 2014 on a new sequenced approach called Direct Feed Low-Activity Waste (DFLAW). The significant progress we’ve made the past few years, and the new contract, position us to begin vitrification of low-activity waste as soon as 2022.

Under the DFLAW approach, we will complete construction of the WTP LowActivity Waste (LAW) Facility and support facilities before finishing the Pretreatment and High-Level Waste facilities. The original WTP plan called for all of these facilities to be completed and brought online simultaneously.

DFLAW allows waste from the tank farms to be delivered directly into the LAW Facility for processing rather than first being processed in the Pretreatment Facility.

Our success with DFLAW will serve as the foundation for completing the Pretreatment and High-Level Waste facilities as we leverage the expertise and learnings gained through that first phase.

I’m confident in our ability to make glass as soon as 2022. Bechtel and AECOM share a workforce of nearly 3,000 people who are dedicated to making it happen.

The Vit Plant, when complete, will be the world’s largest and most complex vitrification facility. And the waste is the most complex in the world–with a mix of radioactive constituents, as well as more than 1,800 different chemicals to process and treat. When operational, the Vit Plant will process daily 30 times more waste than the world’s current largest vitrification plant.

In 2017, we will complete installation of the last engineered piece of major equipment in the LAW Facility and complete the final structural assembly of two melters that serve as the heart of LAW–with completion of that facility

Courtesy Bechtel

The Low-Activity Waste Vitrification Facility exterior is seen at sunrise.

anticipated in 2018. We will continue our efforts to restart construction for the remaining facilities with a year-long vessel testing campaign for the Pretreatment Facility and continuing civil construction build out of the High-Level Waste Facility.

The success of DFLAW–and our ability to begin making glass in as soon as five years–depends upon our performance, as well as the collaboration of our stakeholders around the community and country. A mammoth undertaking such as the Vit Plant requires the involvement and support of all of our employees and the hundreds more with DOE, oversight boards and our regulators. We value the continuous sup-

port we receive from Hanford Communities and the Tri-City Development Council (TRIDEC) in representing to other constituencies the progress and priorities of the Vit Plant.

Beyond their dedication to the Vit Plant, our employees are some of the most generous I’ve ever worked with in my career. In 2016, Bechtel and AECOM employees donated more than $584,000 to nonprofits in the TriCities, as well as thousands of volunteer hours. They spearhead fundraisers on a regular basis, gathering donations at the holidays for special campaigns and throughout the year. On top of individual employees’ donations, Bechtel provides charitable donations to nearly

50 organizations and causes in the TriCities, including the United Way, Friends of Badger Mountain, Second Harvest, Columbia Basin College and the Washington STEM Education Foundation.

We look forward to the continued physical progress we’ll make this year toward achieving DFLAW as soon as 2022 and to continuing this journey with our employees and with the TriCities community.

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PACIFIC NORTHWEST SITE OFFICE

Creating collaboration with campus modernization

By Roger Snyder Manager

A

s we transition to a new administration, the federal staff at the Pacific Northwest Site Office is working with Battelle to ensure that the Pacific Northwest National Laboratory (PNNL) continues to operate smoothly and efficiently. Advancing the many endeavors that PNNL has initiated over the last few years, our efforts remain focused on preparing to meet the needs of the future, ensuring an enduring legacy of this national asset.

Thoughtful and thorough planning is a key factor in the campus strategy, which consists of identifying gaps, ensuring optimal utilization of laboratory space and understanding current and emergent infrastructure and facility needs. Providing essential capabilities, a collaborative environment and an integrative facility configuration that drives and accelerates scientific discovery in the DOE Basic Energy Science, Biological and Environmental Research and Advanced Scientific Computing Research Programs, are the objectives of a new capital acquisition being conceived at PNNL. The Energy Sciences Capability (ESC) would elevate the impact of chemical conversion, energy

conversion and holistic multi-scale system studies. This effort and outcomes are significant, and could be the largest investment in the campus in more than a decade.

Due to the larger scale of the project, there are a number of critical decisions the proposals will go through including reviews by the department headquarters. The last project of this scale to be completed on the PNNL campus was the Physical Sciences Facilities complex in 2007, which totaled approximately $180 million. While the ESC project won’t need that level of funding, the proposed request will be in the range of $10 million to $100 million. Over the past several years, including 2016, the lab has initiated development on four new facilities under $10 million each, including the Systems Engineering Laboratory, General Purpose Chemistry Laboratory, an office building and Collaboration Center, which is currently underway. Each new facility thoughtfully addresses mission needs and includes efforts to modernize capabilities ensuring scientists, engineers and researchers are supported by the equipment and technology needed to encourage innovation. With existing infrastructure and aging facilities on the south end of campus, the bulk of the revitalization efforts have been focused at the north

end of campus and are part of a comchallenges and missions of the future. As prehensive campus master plan guiding details and strategies remain uncertain, the long-term vision for PNNL. the importance of maintaining, updating Larger projects require more stringent and expanding the capabilities of our planning and oversight to ensure the national assets remains. As stewards of a national asset, we work tirelessly to enprojects address the specific needs and leverage taxpayer support to the fullest. sure taxpayers’ funds are used efficiently and thoughtfully in order to ensure PNNL As the critical decision process on the remains a premier national asset and ESC continues, determination on the member of the national lab complex. siting is anticipated for late summer.

The potential siting of ESC and other future facilities will be considered in an ongoing NEPA (National Environmental Policy Act) analysis. Although the majority of campus is in the city, PNNL continues to utilize four facilities in the 300 area of the Hanford Site and anticipates continuing occupancy beyond 2045. With modernCOURTESY PACIFIC NORTHWEST SITE OFFICE ization efforts and a campus strategy focused on preparing The 24,000 square foot Collaboration Center will for the future, planaccommodate events up to 450 people, with seating up to ning efforts remain 250, and will house a number of conference rooms and concentrated on gathering areas, including an outdoor terrace. Expected to ensuring lab capabe completed in late 2017, the center will begin hosting bilities and staff are events, as well as badging and welcoming visitors, as early prepared to tackle the as spring of 2018.

PACIFIC NORTHWEST NATIONAL LABORATORY

Skating to where the puck will be

By Steven Ashby Director

T

he “Great One” of hockey fame, Wayne Gretzky, said the secret to his success was skating to where the puck would be, not where it has been. Great organizations are similar: they anticipate their customers’ needs and then meet those needs before— and better —than anyone else.

At the Department of Energy’s Pacific Northwest National Laboratory, we have a 51-year history of doing just this for our many sponsors. We work together closely to understand their needs,

envision the future and then exceed their expectations in making that future a reality. As a result, our 4,400 talented and diverse employees have earned PNNL an outstanding reputation for performance, positioning us well for the future.

DOE’s most recent evaluation of Battelle’s management of PNNL supports this assertion. We were among the top-ranked Office of Science laboratories with respect to the quality and impact of our science and technology.

DOE’s decision to extend Battelle’s contract to operate the laboratory through 2022 validates our consistent performance with regards to research,

as well as our ability to operate safely, securely and efficiently.

Looking to the future, we are focused on the enduring needs of our nation and planet. We are focused on advancing scientific frontiers and delivering solutions to some of the most challenging problems in energy, sustainability and security. Guided by Albert Einstein’s words, “Look deep into nature, and then you will understand everything better,” we seek to understand, predict and control the behavior of complex adaptive systems—especially the energy, earth and security systems that are vital to our society.

For example, partnering with DOE,

industry and others, we will realize the robust, resilient and secure electric grid of the 21st century. We are leveraging our work over the past decade, including tools to better understand real-time grid performance. We will demonstrate the potential of “transactive” energy, which uses two-way communication between the grid and the various loads on it to shift when and how energy is used for increased efficiency, reduced costs and additional flexibility. And drawing upon our cybersecurity expertise, we will make the grid even more secure.

We will focus our chemistry and materials capabilities to develop more sustainable fuels. For example, we are seeking more efficient catalysts that SEE PNNL, 47P

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AREVA

Pursuing innovation

By Ron Land Richland site manager

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ucked away on Horn Rapids Road, AREVA’s nuclear fuel facility has quietly been manufacturing nuclear fuel and fuelrelated products for customers throughout the world for almost 50 years now.

And like most others in the nuclear industry, we are facing several challenges. But several of these challenges and the state of the industry have driven us to seek new opportunities, develop new products and expand our customer base.

Several U.S. utilities announced they plan to shutter their reactors for a variety of economic reasons. The expected and sometimes unexpected closures of these facilities only make the existing market that much more competitive and reinforce AREVA’s continued focus to further strengthen our quality and performance.

It was a busy production year for our 550 employees at the Richland site. Last year we pressed more than 92 million pellets of uranium. That was enough pellets to manufacture more than 2,300 fuel assemblies to supply fuel to nuclear power reactors around the world. To put

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PNNL

work at lower temperatures, thereby reducing the cost of possibly turning waste carbon into commercially viable energy sources. And we are advancing battery technology, from the kind you might find in cell phones to those used in electric cars or for storing energy for the electric grid.

In the area of sustainability, we will apply our expertise in earth systems to improve understanding of terrestrialaquatic ecosystems— where land and water meet —to explore how we might mitigate impacts of extreme weather events such as drought and superstorms. These important ecosystems are environmentally sensitive and where much of the population lives.

In a last example, we aim to better understand the behavior of irradiated materials. This fundamental research is

this in perspective, it takes about five of these cylindrical pellets, each about 1/3 inch in diameter, to power a household for an entire year.

We expect to have similar production in 2017, including some new fuel contracts and new opportunities with emerging technologies in the nuclear industry.

In each case, we have relied on what has made the Richland site a staple in the community since 1969–the expertise of our people.

One of the major highlights for AREVA happened just recently as NuScale Power, based in Corvallis, Ore., submitted a design certification application (DCA) to the U.S. Nuclear Regulatory Commission (NRC) for its small modular reactor (SMR) design. NuScale’s light water reactor design is the first SMR submission to the NRC and could revolutionize the nuclear energy industry, providing an economical, factorybuilt and shippable scalable reactor that would improve the safety and reliability of nuclear energy.

For more than two years, AREVA has partnered with NuScale, providing licensing, testing and fuel expertise to help with the historic submittal. A lot of

that work took place at our Richland fuel manufacturing facility where we built and tested fuel assemblies using our state-of-the-art testing facilities.

We continue to work with the U.S. Department of Energy (DOE) to develop enhanced accident tolerant fuel (eATF), an advanced fuel design for today’s reactors. The goal of this program is to design fuel that is more durable under severe accident conditions.

We have made great strides in these areas with research and testing activities. We have also partnered with other companies to improve the safety and reliability of our products as well as those in the industry.

We continue to invest in our facilities with ongoing upgrades to our equipment and facilities. This spring, we will break ground on a new $12 million scrap uranium recovery facility. This facility will replace our existing solvent extraction facility where we recycle uranium from our own plant as well as other companies.

Along with investing in our products and operations, we remain committed to investing in our future workforce, preparing them for a career in the nuclear industry. In 2016, we launched several outreach initiatives and partnerships focusing on science, technology, engineering and math (STEM) education and the importance those

applicable to Hanford cleanup, nuclear power production and nuclear nonproliferation. The endeavor builds on our unmatched expertise in radiochemistry and unique experimental facilities.

It takes collaboration to deliver on these promises and meet national needs. Even the “Great One” relied on teammates that shared his passion and dedication. We will therefore strengthen our partnerships with other labs, industry and academia. In particular, we look forward to establishing joint research programs with Washington State University and the University of Washington.

At the heart of PNNL’s success are our employees. Their passion, dedication, creativity and innovation are truly inspiring. I am grateful for everything that they and their supportive families have done for PNNL, the amazing things they do every day and the impact they will make well into the future.

PNNL materials scientist Xiaochuan Lu assembles a sodium-beta battery in a glove box. Researchers at PNNL are advancing energy storage technologies that could be used in consumer electronics, for transportation and to store energy, including that generated by renewable resources, so that it can be used when and where it is needed on the grid.

Courtesy AREVA

This past year AREVA manufactured more than 2,300 fuel assemblies and 92 million fuel pellets.

roles play at AREVA. We also spearheaded the “Careers in Manufacturing” initiative with Columbia Basin College and other manufacturing companies and local area schools, which exposes students to manufacturing careers. This hands-on workshop for high school students introduces them to welding, testing, designing and other careers that are vital to the nuclear industry and the Richland site.

As we move forward in 2017, we will continue to do what we do best, and pursue opportunities for innovation, growth and industry leadership for our operations and our employees.

Courtesy PNNL

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FLUOR

New opportunities, new challenges

By Greg Meyer Senior Vice President, Operations, Environment and Nuclear

T

he word “new” is used to describe many things, from books, to ideas, to eras. Yet saying that 2017 is a “new year” is definitely an understatement. A new president, new secretary of energy, new management in DOE’s Forrestal Building and new vision for our country combined with a new procurement strategy for Hanford, all promise burgeoning new opportunities, especially for the TriCities. Many of these opportunities are predicated on the upcoming change in contracts at Hanford that have current and potential contractors, including Fluor, on high alert.

Fluor’s presence in the Tri-Cities has changed since we became a Hanford prime contractor in 1996. We’ve gone

from a major employer in the MidColumbia area to a critical support office in Richland that provides select technical and functional services to Fluor projects around the world.

Throughout those years, we have never shied from Fluor’s mantra of giving back to the communities where our employees live and work. We have continued to support TRIDEC, the TriCity Regional Chamber of Commerce, the Tri-Cities Visitor and Convention Bureau, the Association of Washington Business and Hanford-focused activities such as golf events and the Safety Expo.

Further, our employees actively participate in and contribute to community organizations such as the United Way, Boys and Girls Club, Washington State STEM Foundation, Columbia Basin College, the Tri-Cities Chaplaincy and Women Helping Women. It’s our way of continuing to share resources to help

make the Tri-Cities an economically sustainable, educationally advanced and family-friendly community.

As all growth-focused enterprises do, Fluor is evolving. The Fluor that the Tri-Cities knew from 1996-2009 has grown in size, competencies and reach.

However, the dedication and performance of the Fluor Hanford workforce laid the foundation for Fluor’s growth in environmental and nuclear work in domestic and international markets.

With the acquisition of new companies such as Netherlands-based Stork and Oregon-based NuScale Power, our employee base has risen from 40,000 to 60,000 employees in 100 countries around the world. Our environmental and nuclear portfolio of capabilities and projects has also expanded. Since 2008, we have added three new clients and eight new projects across 29 new locations in the U.S, Canada and the United Kingdom.

Our missions are diverse and run the gamut from being the management and operations contractor at the Savannah River Site in South Carolina, to man-

THURSDAY MARCH 23 2017 TRICITYHERALD.COM

aging our nation’s Strategic Petroleum Reserve headquartered in New Orleans, for DOE’s Office of Fossil Energy. We are also working at DOE’s Idaho Cleanup-Core Project near Idaho Falls to ship transuranic waste out of the state and start up the Integrated Waste Treatment Unit for processing 900,000 gallons of sodium-bearing liquid waste, and with the UK Nuclear Decommissioning Authority to clean up 12 legacy sites in England, Scotland and Wales.

For Fluor, the past eight years have provided new opportunities for success and new challenges to overcome. Now, Fluor is looking forward to being part of the new chapter for Richland. We are excited about the expanded resources and capabilities we can bring to bear, and the emerging possibilities and potential that 2017 presents for the Hanford site. We are factoring them into our roadmap in planning for the future.

Fluor’s goal is simple: we want to play a major role in this resilient and vibrant part of Washington that we have called home for more than 20 years.

From the past, to the future...committed to enriching our community

Forwarding DOE’s mission

Giving back to our community

Working safely

Enabling professional growth

www.fluor.com ©2017 Fluor Corporation. All Rights Reserved.

ADGV143617

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VEOLIA NUCLEAR SOLUTIONS

Eliminating environmental threats at home and abroad

By Billy Morrison President

I

t is an honor and a pleasure to be writing this article as the recently appointed president of Veolia Nuclear Solutions, Federal Services.

You may remember us as Kurion with local ties in the Tri-Cities doing nuclear clean-up across the globe from Japan, to Sellafield, England, and here in the United States including the Hanford Site.

About a year ago, Veolia purchased Kurion. Veolia, founded in 1853, is a vast global company that has more than 170,000 employees with an annual revenue of about $30 billion. Veolia’s core business is water, waste management and energy services. For example, Veolia is the world’s leading provider of water and wastewater technologies and services. Veolia manages more than 8,500 water/wastewater facilities and systems, including providing water treatment to more than 530 communities and more than 100 major manufacturers in North America alone.

Veolia Nuclear Services combines all of Veolia’s nuclear business lines, including Kurion, into a single offer. The Veolia Nuclear Solutions entity represents an integrated offering that includes the world’s most comprehensive range of technologies, expertise and services dealing with facility restoration, decommissioning of plants and the treatment of liquid and solid radioactive wastes. Nurtured by nuclear experts and

backed by thousands of Veolia staff worldwide, Veolia Nuclear Solutions’ Value Chain is comprised of initial investigation and characterization, the use of advanced remote access technologies and the separation and stabilization of nuclear waste, all provided through a global management and operations capability.

The Tri-Cities is a key technical center for Veolia with more than 80 engineers, scientists and project managers providing solutions throughout the world, including radioactive water treatment systems at Fukushima Daiichi nuclear power plant in Japan, a batch vitrification system at the Sellafield Site in England and the design of a remotely operated decommissioning system to support the Hanford Building 324 waste site remediation project.

Veolia Nuclear Solutions supports Veolia’s broader mission of “Resourcing the World” by helping preserve resources through addressing pollution in its most complex form, decommissioning nuclear facilities and containing health hazards and unwanted environmental impact. As the world leader in optimized resource management, Veolia is committed to developing, preserving and replenishing the world’s resources. Veolia is honored to be a part of the Tri-Cities community and looks forward to partnering with the DOE, other cleanup contractors, the local community and other stakeholders in helping to eliminate the environmental threat at the Hanford Site.

Nuclear SolutioNS

Veolia’s Nuclear Solutions is a leading worldclass player in nuclear facility clean-up and treatment of radioactive waste.

We base our technology and performance platforms in the Tri-Cities, providing solutions throughout the world. www.nuclearsolutions.veolia.com

Courtesy Veolia Nuclear Solutions

Veolia’s detritiation demonstration facility is located in Richland.

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WASHINGTON STATE STEM EDUCATION FOUNDATION

STEM education offers competitive advantage

By Matt Hammer Board President

T

he Mid-Columbia has much to gain from its growing reputation as a leader in STEM (science, technology, engineering and mathematics) literacy. Long before most communities were placing emphasis on STEM education, Tri-Cities leaders were hard at work designing our region’s award-winning STEM school, Delta High, which opened in 2009.

Delta High put the Mid-Columbia on the STEM map and led the way for numerous STEM elementary schools that followed. A new STEAM (science, technology, engineering, arts and mathematics) middle school is scheduled to open in the fall. The outstanding STEM offerings at Columbia Basin College and Washington State University TriCities are the capstones of our local STEM education portfolio.

Washington State ranks No. 1 in the concentration of STEM-related jobs. Yet our state ranks low in the production of computer science, engineering and health degrees relative to job openings in those fields. Because of this, Washington, on a per capita basis, imports more STEM-educated workers than any other state in the nation.

Locally, we anticipate what has been dubbed “the silver tsunami:” too many skilled STEM workers leaving the workforce with not enough trained replacements developed locally to fill these high-paying careers. At Hanford alone, 60 percent of the workforce is eligible to retire within the next five years.

Since its establishment in 2008, the Washington State STEM Education Foundation has worked toward fostering a 100 percent home-grown STEM workforce. This is part of the vision of becoming a national model for passionate support for STEM education We support a view that STEM literacy is a foundational skill that matters for all careers. STEM builds critical thinking abilities, creativity and collaboration skills. Gaining STEM proficiency provides the basis for these skills and builds the flexibility to adapt quickly to frequent changes in the labor market.

The foundation’s first project was to support the funding and launch of Delta High. In 2014, the foundation expanded its impact by forming the Mid-Columbia

Courtesy Washington State STEM Education Foundation

STEM Like ME! volunteer, Mark Haag, Washington River Protections Solutions, demonstrates STEM skills at Chief Jo Middle School in Richland.

STEM Network, one of the now 10 STEM Networks across the state led by Washington STEM, a Seattle-based non-profit. Working in partnership with leaders from business, education, government and community-based organizations and volunteers across the state, we deliver STEM resources and opportunities to the Mid-Columbia through three key strategies.

Build a bridge to connect STEM resources to students, teachers and our community We supported legislation to fund a $3 million STEM facilities remodel at River View High in the Finley School District.

We also spearheaded a 300 percent increase in local applications for STEM scholarships, resulting in more than $1 million in aid to local students through the Washington State Opportunity Scholarship. In addition, nearly $100,000 in grant money has been

awarded to support computer science, early math and classroom teachers who are creating innovative STEM programing.

Expand career-connected learning experiences The foundation works with business partners to promote internships and STEM volunteerism to prepare students for the working world. We also developed a STEM volunteer program called STEM Like ME!, which was recently honored with a National Governors Association Policy Academy grant as one of 21 STEM learning labs across our state.

Advance the Mid-Columbia as national leader in STEM literacy The foundation supports a variety of awareness events, including our STEM Celebration Dinner, Women in STEM Town Hall, OSPI Candidate Forum, Health and Safety EXPO and Legisla-

tive “Fly-In” to Olympia. In addition, we drive STEM support through English and Spanish ads, articles, media spots and presentations.

Talented young STEM professionals have cited our region’s proactive approach to STEM education as a key factor in their choice to relocate to the Tri-Cities. International business leaders have toured the region, Delta High and our higher-ed institutions and made the same claim. Our region’s dedication to ensuring all young people experience STEM’s power and possibilities is paying off. And we are just getting started!

To learn how you can become involved in supporting STEM education in the Mid-Columbia, go to washingtonSTEMeducation.org

THURSDAY MARCH 23 2017 TRICITYHERALD.COM

TRI-CITY HERALD

ENERGY NORTHWEST

Safe, reliable power generation

By Mark Reddemann CEO

O

n Jan. 31, 1957, the Washington state director of Conservation and Development signed the order that created the Washington Public Power Supply System, now Energy Northwest. The primary mission of the state agency would be to meet the needs and aggregate the resources of public utilities statewide and, through cooperative action, build and operate electrical generating and transmission facilities. Our name was officially changed in June 1999, but the mission remains the same: to provide public power members and regional customers with safe, reliable, cost-effective, responsible power generation and energy solutions, while keeping pace with changes in the world.

We focus on our mission by selecting, developing and retaining the right people, and promoting workforce diversity through hiring programs, such as internships and veteran hiring. Energy Northwest was recently named the 2016 Employer of the Year by the Association

of Washington Business.

As a 24/7 operation, it can be challenging to implement innovative job retention, creation and compensation plans that foster a thriving work environment. Our workforce wouldn’t be as successful as they are without the understanding and support of their family members.

Power Generation The agency owns and operates four facilities–nuclear, hydroelectric, wind and solar–that together generate more than 1,300 megawatts of carbon-free power, enough power to serve the continuous energy needs of approximately 1 million households. Columbia Generating Station, the third largest generator of electricity in the state, produced more clean energy for the Northwest power grid during 2016 than any other year in its 32-year history. Columbia sent more than 9.6 million megawatthours of electricity to the grid, beating the previous generation record set in 2014 (9.5 million MWhrs). Columbia has set new generation records four out of the last five years.

Columbia’s electricity output has steadily increased throughout the past

five years in part due to work performed during the plant’s biennial refueling and maintenance outages, work that added roughly 40 megawatts to its capacity since 2011. Columbia now has an output of 1,190 megawatts (gross) while operating at a capacity factor above 93 percent since 2012. Columbia will shut down for its next refueling and maintenance outage May 13.

All of Columbia’s electricity is sold at-cost to the Bonneville Power Administration. Columbia represents about 12 percent of BPA’s firm energy and 9.5 percent of Bonneville’s sustained peak capacity. Ninety-two Northwest utilities receive a percentage of its output.

Economic Impact Today Energy Northwest employs more than 1,100 local residents. The economic benefits of this workforce, combined with the agency’s tax contributions, amount to nearly a half billion dollars every year to the local economy.

The agency pays a privilege tax that is levied on organizations that enjoy the privilege of generating, distributing or selling electricity in Washington, and is authorized in the Revised Code of Washington. Privilege taxes collected by

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the state on Columbia output were distributed, as authorized by the RCW, with 44.9 percent of the payment ($1.96 million) going to the state school fund and 10.2 percent of the payment ($449,479) going to the general fund.

The remaining 44.9 percent of the total taxes (another $1.96 million) will go to jurisdictions within a 35-mile radius of the Benton County intersection of Stevens Drive and Horn Rapids Road, with distribution based upon the population in each area.

The 39 separate jurisdictions receiving payments within the 35-mile radius of Columbia include Benton, Franklin, Grant, Walla Walla and Yakima counties; and the cities of Richland, Kennewick, Pasco, Benton City, Prosser, West Richland, Connell, Mesa, Grandview, Sunnyside and Mabton. Nineteen-pointeight percent of the tax is distributed to counties ($862,998), 20.6 percent to cities ($902,226), 2.7 percent to fire districts ($117,681) and 1.8 percent to library districts ($78,454).

We’re about sustaining excellence across our organization. While we work to improve efficiency and reduce costs, we will continue to focus first and foremost on safety and reliability to remain a viable future resource for the region.

That remains our principle focus today as we proudly enter our 60th anniversary year.

TRI-CITIES RESEARCH DISTRICT

Working together to achieve our shared future potential

By Diahann Howard Executive Director

2

017 will mark the 10th anniversary of the Tri-Cities Research District (TCRD). In December 2007, TCRD’s new board first approved its Vision and Mission Statements, target industry goals and an annual Action Plan. An updated version of that plan is reviewed and approved annually by the TCRD Board of Directors.

The concept behind the creation of the Tri-Cities Research District was not new. The idea originated in the late ‘80s by the then Pacific Northwest National Laboratory (PNNL) lab director Bill Wiley, Adrian Roberts of PNNL, Jim Cochran of Washington State University

Tri-Cities (WSU TC) and private developers George Garlick and Dick Hoch, along with the City of Richland and Port of Benton. The goal was to have other companies in and around the lab to provide economic diversification for the region and less reliance on Hanford.

In 1989 an effort was made to bring these entities together under one umbrella organization with the creation of the Tri-Cities Science and Technology Park. That organizational model was revised after a 2006 strategic economic development study recommended the creation of a new research district focused on marketing and economic development regionally. Looking back, it is difficult to imagine the progress that SEE RESEARCH, 52P

Courtesy Tri-Cities Research District

The Tri-Cities Research District in Richland is celebrating its 10th anniversary in 2017.

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RESEARCH has been made over the past 10 years.

The 2017 Action Plan actually lists four pages of single-spaced activities, including the dramatic expansion of the PNNL campus, the equally dramatic physical and academic growth of WSU TC, the development of the Port of Benton and the City of Richland’s Horn Rapids Business and Industrial Parks, new commercial and residential development, the designation of the district as a Washington State Innovation Partnership Zone (IPZ), the launching of the Mid-Columbia Energy Initiative and the recent transfer of 1,341 acres from the Department of Energy to the City of Richland and Port of Benton and its incorporation into the TCRD boundaries.

The four goals of TCRD’s annual Action Plan involve (1) activities that promote its vision and mission, (2) marketing activities, (3) IPZ activities and (4) training and human resource development activities.

Important goals for 2017 include: supporting the completion of WSU TC’s new student housing and student union building, completing the transition of a Port of Benton facility to WSU TC for use as a makerspace, supporting additional private development within the TCRD, the growth of the Manhattan National Park and continuing our collaborations with FUSE co-working space, Columbia Basin College, Eastern Washington University and WSU TC. We hope to partner to the highest degree possible with PNNL’s new Startup Challenge and Collaboration Center, attracting needed neighborhood development such as a 24-hour gym, preschool and a new hotel. Our greatest challenge is establishing a stable funding source for the TCRD. This would allow us to further market, drive activity, investment and support entrepreneurship.

It is great to review the positive impacts of the last 10 years, but it is even more exciting to look forward to 2017 as we strengthen our partnerships and create a sense of place within the TCRD. Each of these initiatives has involved multiple partnerships and has justified the original purpose of the TCRD and its role in helping everyone associated with it to work together to share their future potential and achieve our mission.

TRI-CITY HERALD

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MANHATTAN PROJECT NATIONAL HISTORICAL PARK - HANFORD UNIT

Sharing an important piece of our history

By Colleen French Hanford Unit Manager

I

t’s the contrasts that make this National Park so exciting. Bright yellow school buses filling the parking lot in front of grey, industrial buildings. Visitors from 80 countries around the globe heading out to one of the most top-secret locations of World War II. The beauty of the shrub steppe desert landscape and Columbia River framing the stark outline of the 72-year-old reactor building. And, perhaps most of all, the bright shiny faces of our youngest visitors, welcome at last in the world’s first full scale nuclear production reactor.

It was such a thrill to kick off our first year as part of the Manhattan Project National Historical Park during the National Park Service’s 100th year.

Here at the park’s Hanford Unit, which also includes a handful of buildings from the towns that existed along the Columbia River before being acquired by the government for the top-secret Manhattan Project, we were able to expand tour seats by 40 percent to about 14,000. We were also able to eliminate the age requirement for our visitors so that schools and families with kids of all ages could come learn about this important piece of American–and world–history. With the strong encouragement of our community leaders, the Park also penned an agreement with American Empress Cruises to enable the company to transport its own visitors to B Reactor during its stops in the Tri Cities, further increasing visitor numbers. Together, these initiatives made Hanford the most accessible of the three MAPR locations, which also include Oak Ridge, Tennessee, and Los Alamos, New Mexico.

Thanks to terrific community partners, we didn’t stop there. We were proud to host a choral concert series by the Mid-Columbia Mastersingers inside B Reactor–the first full scale concerts ever held inside a decommissioned nuclear reactor. The impactful program told the story of the dawn (and consequences) of the atomic age. It was an unforgettable evening, and helped us introduce the Manhattan Project story to a whole different audience. Then, on a blustery day in October, we pulled off

Courtesy Manhattan Profect National Historic Park

Staff at the Manhattan Project National Historic Park were able to eliminate the age requirement for visitors so that schools and families with kids of all ages could visit and learn about this important piece of history.

something once considered impossible–a 20-mile public bike ride on the roads around B Reactor sponsored by Bike Tri Cities and REI. The event raised more than $6,000 for park educational programs and activities, and demonstrated the importance of incorporating recreational opportunities into the visitor experience. We hope to build on the popularity and success of these events in the years to come.

The upcoming year will be another big one for us. We’ll finish the multiyear rehabilitation of the White Bluffs Bank, built in 1907 in the pre-war town of White Bluffs, and open it to visitors for the first time. We’ll welcome the public to our remodeled interim visitor center–improved through the generosity of our partner the Port of Benton–and have space for a small retail area to support sales of National Park merchandise, passports and Manhattan Projectthemed items (this has been the number one request of our visitors for the last several years). Partnerships and educational programs will expand. And, we

will welcome our full-time National Park Service Site Representative, who will be responsible for heading up interpretation and visitor services and will join me in representing the Hanford Unit on the DOE/NPS Joint Park Management Team.

I’m so grateful to the organizations and individuals who refused to give up on the idea of saving the B Reactor National Historic Landmark and advocated for a unit of the National Park system to commemorate Manhattan Project. Their vision and tenacity has paved the way for exploring and learning from one of the most complex stories in human history. The National Park is a premier resource for our community. I hope you’ll come see what we’re up to, and give us your ideas on programs, tools and volunteer opportunities you’d like to see us bring to the Hanford Unit in 2017 and beyond.

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TRI-CITY HERALD

TRIDEC

Bolder and brighter future ahead

By Carl Adrian President and CEO

I

n February TRIDEC held the 18th Annual Economic Outlook. Experts from various sectors of the local economy discussed where we’ve been and predicted where the community is headed.

Tri-City employment grew by 3.6 percent during 2016, best in the state.

An important indicator for TRIDEC is that goods producing employment was up nearly 15 percent, and manufacturing employment was up 10 percent. As a general rule of thumb, every manufacturing job is responsible for an additional 2.5 jobs locally. We believe the Tri-Cities is poised for another strong year of employment growth.

In January 2016, AutoZone announced their decision to build a major distribution center in Pasco. That facility will open later this year, and when fully operational will create 200 new

jobs. In June 2016 Lamb Weston announced it had selected its Richland potato processing facility for a new $200 million investment/expansion that would add 125 jobs to its existing workforce. In both cases the decision to invest in the Tri-Cities was not quick.

AutoZone’s process took well over 18 months and Lamb Weston recognized the need to increase capacity long before Richland was selected. We celebrate these successes but must recognize that growing the Tri-City economy is a long-term process.

TRIDEC’s Mid-Columbia Energy Initiative (MCEI) will be entering a new phase in 2017. MCEI will be the catalyst for attracting and retaining energy sector businesses by capitalizing on local infrastructure, resources and expertise.

During 2017 TRIDEC will continue to emphasize the importance of the food and beverage industry to the community. The third annual FABREO Expo is scheduled for June 14-15, connecting

food buyers and brokers with local processors and producers.

As part of TRIDEC’s business recruitment efforts, staff will attend the Winter Fancy Food Show and the Natural Products Expo West. There we will promote the Tri-Cities as the location for new food and beverage processing facilities. The community’s success with AutoZone has encouraged us to do further research on other companies with growth sufficient in the Northwest to justify distribution facilities. We will continue to position the Tri-Cities as the perfect location to corporate site selectors and real estate executives on sales calls and at various national venues.

Every year is challenging as TRIDEC advocates for federal funding in program areas important to PNNL and adequate clean-up funding for Hanford.

It now appears that Congress will not pass a fiscal year 2017 federal budget which means that funding will likely remain at fiscal year 2016 levels. However, a Continuing Resolution prevents new programs/activities from being started and often leaves money in the wrong category to be effectively used.

Any time the federal administration

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changes, TRIDEC and the community must be proactive to ensure programs important to the community and our local economy are protected.

Advocates for returning Corps of Engineer-owned river shore property back to local control received a yearend boost. The 2016 National Defense Authorization Act contained a provision instructing the Corps to provide Congress details on property ownership, method of acquisition and how much was paid for Tri-City riverfront on or before March 1. Armed with this information, local officials can begin to make informed decisions on the risks and rewards of property reconveyance.

TRIDEC will continue to support the Tri-Cities Airport and efforts to attract new and improve existing commercial air service. Daily non-stop service to Los Angeles is the primary target at this time, but we are always looking for new opportunities, new routes and new carriers. The new airport terminal is a tremendous asset for the community and is the perfect example of why the TriCities has a bolder and brighter future ahead.

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VISIT TRI-CITIES

Future looks bright for Tri-Cities

By Kris Watkins CEO

T

ourism is a significant contributor to the Tri-Cities’ regional economy. Every year more visitors come to our community to attend conventions, sports tournaments and events, and to conduct business and explore local attractions, spending $432.9 million annually in Benton and Franklin counties. That spending generates $47.2 million in tax revenues, and $16.5 million of these taxes are retained locally, easing the tax burden for Tri-Cities residents.

An energized tourism industry offers employment opportunities. In fact, tourism sustains more than 5,900 jobs throughout the Tri-Cities region. It also fosters growth in other sectors, such as transportation, construction and even agriculture, allowing for more local small businesses to develop and flourish.

While the demand for the Tri-Cities remains strong and has even increased slightly in rooms sold in 2016, the number of hotel rooms available in our market has grown significantly. By the close of 2017, two more hotels will open, bringing the total Tri-Cities guest room inventory to 4,191. The increased inventory has hotels adjusting to their new fair market share. As demand remains the same, and the inventory of available rooms continues to grow, simple economics show that each hotel will sell fewer rooms as fair market share declines.

However, along with the recent completion of the Tri-Cities Airport’s $41.9 million modernization and expansion project, the Tri-Cities is well-positioned to welcome more visitors. As the industry grows and infrastructure improves, it becomes more important for VISIT TRI-CITIES to build and strengthen investments and programs that are

proven to bring visitors to the area, create and sustain jobs, generate direct and indirect spending and increase tax revenue.

For example, wine aficionados continue to travel to the Tri-Cities region throughout the year to experience the heart of Washington wine country. Local entrepreneurs paired two of our area’s greatest assets, the Columbia River and wine. A 129-passenger yacht cruises up and down the river while guests enjoy Washington wines and cuisine created using locally-sourced ingredients. The Port of Kennewick is enhancing the visitor’s wine experience with its investment in Columbia Gardens Urban Wine and Artisan Village, which will introduce two boutique wineries to the area this fall. The wine village is also the proposed site of Colum-

Courtesy Visit Tri-Cities

Kris Watkins

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Live Life A Whole Lot

BRIGHTER!

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BETTER! TOURISM WORKS FOR THE TRI-CITIES

Visit TRI-CITIES’mission is to promote, market and sell the region as a preferred destination to visitors…and to develop incremental visitation by promoting our destination products, programs and activities; the overall economic vitality of our communities and the quality of life of our citizens.

$432.9 million in visitor spending Contributes $47.2 million local and state taxes Employs 5,900 local residents Generates

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Visit TRI-CITIES (509) 735-8486 (800) 254-5824 7130 W. Grandridge Blvd., Ste. B Kennewick, WA 99336 www.VisitTRI-CITIES.com

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TRI-CITY REGIONAL CHAMBER OF COMMERCE

Engaging, building, leading our community

By Lori Mattson President and CEO

T

he Association of Chamber of Commerce Executives recently released the Horizon Initiative, a bold report outlining eight influences affecting chambers in the next 10 years. Considering the world’s accelerating pace of change, the report emphasized the need for chambers to adapt to oncoming pressures, evolve with the times and ultimately thrive in a world shaped by these eight influences.

Considering what lies ahead, we have been challenged to assess current practices, to anticipate the needs of tomorrow’s members and to strategize accordingly. Our board of directors and staff, like many across the country, were inspired by the report and regarded it as a catalyst for re-defining our future; ensuring our best days are yet to come!

The quest for answers and interpretation of the Horizon Initiative resulted in a three-year strategic plan, Chamber 2020. The bold new plan outlines three primary objectives: Engage stakeholders through high-value opportunities and innovative strategies, build capacity for increased economic and leadership resources and lead the region to a dynamic economy and quality of life.

As we prepare for an increasingly diverse workforce, workplace and marketplace in terms of generation and ethnicity, engaging diverse business leaders from across the region will be a major priority for the Tri-City Regional Chamber. We will evaluate and update our offerings to appeal to the next gen-

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eration of business leaders, and integrate our programming to meet the needs and styles of a more diverse membership.

A primary goal over the next three years is to establish the Regional Chamber as the definitive business organization and leading source for innovative and high quality programming. The Chamber 2020 plan includes tactics to contemporize our communications, utilize technology to establish more personal relationships with members and collect and apply feedback from members to improve the chamber and the member experience. We will grow membership by creating and implementing a high touch member retention plan, and increase assistance to members in gaining access to new markets.

Building capacity for increased economic and leadership resources is the second objective of the Chamber 2020 strategic plan. During the next three years, a great deal of importance will be placed on aligning our resources and generating funds to support our mission; this includes both our human and financial resources. We will develop a high-performance team that is a leader amongst regional organizations. As an organization, we will work to attract, nurture and motivate catalytic leaders who crave and will help create change.

Additionally we’ll recruit a broad volunteer base of leaders with ideas to improve their business and their community. In terms of financial resources, we will raise revenue primarily for mission goals; carefully divesting of events and programs not aligned with our mission,

Work continues on the development of the Hanford unit of the Manhattan Project National Historical Park, which hosted 14,000 visitors in its first year as an official national park. The park also provides a platform for VISIT TRIbia Basin College’s culinary school.

CITIES to foster growth in STEM (sciThese types of investments build on ence, technology, engineering, mathethe energy generated by our awardmatics) tourism. The Tri-Cities is alwinning wineries, the Walter Clore Wine and Culinary Center and the Ste. ready home to several science-based attractions such as The REACH MuMichelle Estates WSU Wine Science seum, the LIGO Hanford Observatory Center. The Tri-Cities Wine Tourism Council provides direction and market- and the Bechtel National Planetarium at Columbia Basin College. However, ing initiatives to promote these attractions and elevate the region’s reputation STEM tourism is a broad topic that can be applied to a variety of visitor activas a wine destination.

VISIT

and aggressively seek funding from mission-supporting members.

The final objective of Chamber 2020 is to lead the region to a dynamic economy and quality of life. This calls for us to be a bold advocate for business and community development, create solutions and advance policies that strengthen business and improve the region’s economy. As a champion for community and economic development initiatives, our plan includes strategies to convene and collaborate with stakeholders on regional objectives, and to develop a regional strategic plan to optimize the future of the Tri-Cities.

The Tri-City Regional Chamber is surely evolving. To quote businessman and author Jack Welch, “A leader’s job is to look into the future and see the organization, not as it is, but as it should be.” The leadership of the Tri-City Regional Chamber has created a plan to continue to provide our proven core benefits of networking, marketing, advocacy and member services, but has energetically envisioned a bold future where we challenge assumptions, explore ideas, lead coalitions and help shape the future of our region.

Courtesy Tri-City Regional Chamber of Commerce

Governor Jay Inslee signs Engrossed Senate Bill No. 6100, relating to establishing an economic gardening pilot program. The Tri-City Regional Chamber launched the first Economic Gardening Pilot program in the Pacific Northwest.

ities, attractions, industry and educational sectors and is not limited to topics traditionally associated with science.

While there are several projects in development that will increase our tourism portfolio, there are still assets in our community that need to be enhanced to stay competitive. It is crucial for our community to expand the Three Rivers Convention Center. Additional meeting space is needed to sustain and grow convention groups as well as attract new business to the Tri-Cities region.

Tourism is more than an economic driver with substantial financial bene-

fits. It is a reminder of the Tri-Cities’ outstanding assets and unique characteristics: a steady job market with a well-educated workforce, an outstanding science and technology sector and a thriving wine industry. Our residents enjoy a remarkable quality of life with sunshine and endless outdoor recreation opportunities, strong infrastructure and so much more. It is this sense of pride and ownership that ignites and invigorates our community to continually become bolder, brighter and better!

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TRI-CITY HERALD

PASCO CHAMBER OF COMMERCE

Promoting economic vitality

By Colin Hastings Executive Director

M

ore than 100 years ago, the Pasco Chamber of Commerce was formed in a tightknit community nestled between two rivers and a railroad. The founding businesses’ owners heralded, “Keep your eye on Pasco, where railroads, highways, skyways and waterways meet.” The saying holds true today, and the Pasco Chamber of Commerce continues to embrace the economic growth the founders had predicted. As the area’s oldest business advocacy organization in the Tri-Cities, the Pasco Chamber continues to adapt to changes over the years to better serve our thriving community.

This year, we are proud to have the leadership of Derek Brownson of Community First Bank as the 2016-17 board president. Our mission is to continue to promote trade and industry, provide jobs and continue making Pasco a great community in which to live, work and play.

Last year’s Progress report indicated that opposition to the Lower Snake River Dams is growing with the expanded influence of Patagonia clothing company funding extremists calling for the removal of our clean hydropower system.

To that end, the Pasco Chamber of Commerce has stepped up its role in advocating for the Lower Snake River Dams by combating the false propaganda communicated by Patogonia. Then, in a May 2016 ruling, U.S. District Judge Michael Simon requested federal agencies to review all reasonable options for achieving the goals of the hydrosystem, including power generation, flood control, navigation, irrigation and recreation. Among those options are the removal of some or all of the Lower Snake River Dams.

Federal agencies held a series of public meetings about the federal hydropower dams on the Columbia and Snake rivers. We helped influence the Army Corp of Engineers to add a hearing in November in Pasco that was originally left off the list. Our association helped turnout hundreds to the meeting and hosted a rally to show support of the Lower Snake River Dams. We will continue to fight for what is best for our area, and we strongly believe that operations of the Snake River Dams are in our region’s best interest by providing low-cost, clean renewable energy while improving salmon and steelhead survival.

This January, the Eastern Washington Ag Expo drew more than 2,000 visitors from the Pacific Northwest as agriculture industry representatives were able

TOYOTA CENTER

A gathering place for our region

By Corey Pearson Executive Director

T

he Three Rivers Campus has become a premier destination for conferences, conventions and events throughout the Pacific Northwest due to the quality of our facilities, staff and our community. The Tri-Cities have become a destination, and it is becoming easier to attract events due in large part to the natural and commercial offerings of our region.

As our community and the interest in our market grows, so must our facilities.

Both the Toyota Center and the Three

Rivers Convention Center have become busier than ever, and we are challenged to meet all of the needs of all of our clients. We must meet the needs of a wide range of events, from agricultural clients to the Americans hockey club to national touring artists. With all of the successful concerts last season at the Toyota Center, the Tri-Cities has garnered the attention of the touring community, and we anticipate many more great shows in 2017.

As the Kennewick Public Facilities District looks to the future, they are tasked with charting a course for the entire campus that will allow us to not only maintain the level of events and

to showcase new products and advancements in the agribusiness industry.

Attendees sat in on informative seminars about precision ag, better business practices, pesticide credits classes and a presentation from U.S. Army Corp of Engineers Lieutenant Colonel Delarosa.

We added the Cattleman’s Connection, giving area ranchers an opportunity to participate in demonstrations and learn of new advancements in the cattle industry. Thanks again to Les Schwab Tires for their continued support. Also, we are excited about the addition of Ag Info Radio to the largest ag show in southeastern Washington and eastern Oregon. The importance of the agriculture industry is growing in our area as companies are relocating here for our climate and abundance of water. It is important that we continue to develop ag technology and manufacturing advancements here to keep our economy growing as the mission at Hanford begins to wind down.

The Pasco Chamber hosts the MidColumbia Agriculture Hall of Fame to honor our Agriculture Industry. The banquet in January honored a group of deserving individuals crucial to the agricultural industry of the Mid-Columbia area. The evening honored Bill Bennett (Pioneer Award recipient), Gerry Ringwood (Ag Advisor), Rob Mercer (Rising Star), Merle Booker (Steward-

economic impact to our community, but also ensure long-term success by managing a sustainable growth plan. We are in the process of evaluating the needs of our clients and those of the community today and into the future.

The Three Rivers Campus is responsible for generating an annual economic impact to the Tri-Cities region in excess of $23 million currently as we attract more than 530,000 people each year. As we plan for the future expansion of the campus, we will be increasing this impact to more than $66 million annually. For every tax dollar generated from visitor spending in the Tri-Cities, the citizens reap the benefit by way of better streets, parks, police and fire services and by helping to attract and sustain better restaurants and shops. Because this project is supported by a sales tax, everyone we attract to our venues also pays for the

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ship Award) and Visionary Award recipients Gary Crutchfield, Jim Toomey and Ken Sugden for their efforts to create the Pasco Processing Center that revolutionized the region. Congratulations to all the honorees and thank you to the Port of Pasco for supporting this event.

Upcoming events include the Ridin’ & Ropin’ Rodeo Auction presented by BNSF on March 31, where you and your buddies can ride on a mechanical bull!

June 8 will be the 6th Annual Sagebrush Scramble presented by Gesa Credit Union at Sun Willows Golf Course, giving you a chance to get some business done on the links. Mark your calendars as well for our Annual Sunshine Meeting scheduled for September 11.

Our major focus in 2017 will continue to be economic development for the greater Pasco area. Our Economic Development Committee, in conjunction with our community partners, is continuing to lead a visioning study for Pasco.

The Pasco Chamber of Commerce remains a friendly and personable group of businesses and professionals that have not lost sight of person-to-person contact and the comfort that comes with attending monthly luncheons where everyone gets to know your name. More than 100 years ago, the Pasco Chamber was created to promote and advocate for economic development and free enterprise. We enthusiastically continue that tradition and carry on those goals as we seek to further incubate and endorse the kind of free enterprise and economic vitality that makes Pasco such a great place to live.

expansion, and we reap the benefits every day.

The Three Rivers Campus not only brings millions of new dollars to the Tri-Cities region annually, hundreds of our citizens are employed as concession workers, bartenders, ushers, ticket takers, custodians and operations, culinary and wait staff. Annually we employee between 300 and 500 people for all departments at the Three Rivers Campus. The Three Rivers operations also support numerous jobs at area hotels, restaurants and retail establishments.

The “Link” project has been designed to correct several issues we have on campus. The “Link” will add much needed parking and correct our accessibility issues with new concession SEE TOYOTA, 58P

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TOYOTA stands, additional ADA seating and a lobby for gathering and flexibility for additional fan-friendly amenities. The “Link” also includes a 45,000 squarefoot exhibit hall that contains a 2,300 seat Broadway-style theater. The “Link” will change the face of the Tri-Cities Entertainment District as we will have a theater, hotel, arena and convention center under one roof.

The Tri-Cities continues to grow and remains a great place to live, work, play and learn. The Three Rivers Campus is an asset for the entire region, as we are a gathering place for our neighbors and for visitors from far and wide. Whether you are enjoying an Americans hockey game with friends and family or we are hosting 2,000 people for a weeklong convention, the people of the Tri-Cities benefit from our services. While the “Link” is funded by those who shop, eat and stay in our community, our families are able to reap the benefits year-round.

Courtesy Toyota Center

The Link would serve as a state-of-the-art entertainment facility for the Tri-Cities region.

A dozen reasons to come, For business or pleasure, experience. it’s the

ultimate

WASHINGTON STATE DEPARTMENT OF TRANSPORTATION

Paving the way for highway preservation

By Summer Derrey WSDOT Communicator

T

ri-City area drivers will see lots of orange cones throughout their highways in the spring, summer and fall of 2017. Supported by local, state and federal funding, many major infrastructure investments will make for a hefty construction season. Here’s a look at the 2017 season at a glance: SR 240 will be receiving a lot of attention. Paving projects will cover six miles of SR 240 starting just east of Jadwin Avenue and ending at I-182. At Van Giesen Street, an acceleration lane for eastbound SR 224 traffic turning into eastbound SR 240 will be added to reduce the risk of collisions. Crews will install cameras along the Richland bypass to improve traveler information and operations. Installation of traffic lights at the intersections of 240 with Hagen Road/Robertson Drive and Kingsgate Way will provide easier access to SR 240 from these locations. An additional four miles of SR 240 will be paved near Columbia Center Boulevard out to US 395, with improved curb ramps and sidewalks. SR 397 South from Yew Street to 10th Avenue will be another construction zone, while we repave two miles and widen shoulders.

This season also has scheduled paving projects for I-82, one mile west of Benton City to the I-182 interchange, repaving five miles and improving striping up to the interchange. I-82 will have another crew down near Plymouth replacing the decking on the eastbound Columbia River Bridge.

East of Burbank, crews will construct a bridge over the Union Pacific railroad to separate trains and vehicular traffic.

Monument Drive will reconnect to SR

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124 west of its current location. Moving the intersection will improve safety for traffic entering SR 124; construction starts as soon as weather permits.

Supported by the 2015 Connecting Washington Transportation Revenue Package, crew are optimistic to start work in the city of Richland by late 2017. The city intends to construct a four lane bridge over the Yakima River connecting the SR 240 bypass highway and Queensgate Drive. The project will be the only local street crossing of the Yakima River in Richland, providing a shorter, safer route for vehicles, bicyclists, pedestrians and transit users. The city of Pasco plans to replace the current BNSF railroad under-crossing with a new wider bridge to enhance mobility and safety. That project is tentatively scheduled to break ground in 2020.

It is too early to provide exact dates and traffic impacts for the 2017 construction season. For weekly updates, check www.wsdot.wa.gov/Regions/ SouthCentral/Construction.

Over the next few years, the Connecting Washington Transportation Revenue Package will be doled out into projects focused on highway preservation, accessibility, safety and retaining the Tri-Cities and surrounding areas’ economic vitality. The very first project from the revenue package to break ground and be complete was in Benton City. Crews completed the roundabout last summer and so far, residents, city officials and businesses are enjoying the ease of access in and out of the city.

Phase two of improving access to the Red Mountain area includes a new interchange on I-82 in West Richland.

WSDOT is currently working with the Federal Highway Administration to approve the addition of the new interchange.

Courtesy State Department of Transportation

Crews completed the roundabout in Benton City in July 2016.

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TRI-CITIES LOCAL BUSINESS ASSOCIATION

Collaborating for our economic future

Courtesy TCLBA

TCLBA members prior to meeting with Confederated Tribes of the Umatilla Reservation representatives.

By Keith Klein Executive Director

W

e look to 2017 as a year of change and opportunity on many fronts. New Hanford prime contracts are taking shape and will affect our community for years to come. One priority for the TriCities Local Business Association (TCLBA) is leveraging Hanford opportunities involving local businesses to build a stronger, more diversified and sustainable economy. This year we will work more directly with our community partners, including TRIDEC and the Tri-City Regional Chamber, to address that priority.

We are committed to finishing Hanford cleanup, diversifying our economy and transitioning our workforce, land and infrastructure in support of a sustainable, vibrant future for our community. According to the Tri-City Herald (1/2/2017) “paychecks at Hanford still account for an estimated 30 percent of the community’s income.” We’re grateful for this significant contribution to our regional economy. At the same time, we recognize it is not sustainable.

Our goals for the Tri-Cities involve replacing the high-tech, well-paying Hanford jobs that currently fuel our local economy. The future growth areas that we’re focused on build on PNNL’s

mission, WSU-TC’s and CBC’s growth, clean energy, agriculture, wine, healthcare, the knowledge and skills of the Hanford workforce and the Hanford land and infrastructure becoming available because the cleanup is succeeding.

To help achieve that growth, TCLBA in partnership with Visit TRI-CITIES and others, is helping to showcase and advance our community’s growing Science, Technology, Engineering and Math (STEM) identity. This will help sustain and grow TCLBA member companies like 4D GeoViz, which built on PNNL roots to support the Hanford cleanup while leveraging these skills into the commercial sector. A geoscience service and consulting business, 4D GeoViz applies advanced digital graphic technology and extensive geological expertise and analyzes subsurface data for field operations, exploration and drilling.

Meantime, increased use of local businesses in support of Hanford remains the best way to leverage federal cleanup programs for the community’s economic future. Local businesses are highly incentivized to perform well and complete the cleanup, and to use their Hanford involvement as a foundation for supporting the community. TCLBA member Iron Mountain Construction SEE TCLBA, 60P

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TERRAGRAPHICS ENVIRONMENTAL ENGINEERING

Expanding engineering, environmental capabilities

By Dave Legard President

A

t TerraGraphics Environmental Engineering, Inc. (TerraGraphics), we are proud of our history and excited about our future.

We are pleased to say a huge part of that future is centered in the Tri-Cities.

In fact, this year we have relocated TerraGraphics business operations to our Pasco office, which is right next door to the Franklin County Historical Society and Museum. We plan to open an additional office in the area early in 2017.

Founded in 1984, TerraGraphics was originally established to support work at Idaho’s Bunker Hill Silver Mine, one of the nation’s largest Superfund Sites.

Uncontrolled lead emissions from smelting and mining operations had polluted the Silver Valley in and around the city of Kellogg, causing potential adverse health effects. TerraGraphics soon began providing additional environmental and engineering services to our clients in Idaho, Washington, Montana and Oregon. These services support municipal infrastructure projects and remediation of rivers and streams to restore and protect fisheries and wildlife habitats around the Northwest.

These successful projects led to opportunities to use our expertise and resources to perform international environmental cleanup work. TerraGraphics

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TCLBA Management is an example. The company has grown its business and community involvement, demonstrating its value as a locally-grown, woman-owned and customer service-focused company that is committed to supporting the community.

To further support this model, TCLBA is providing DOE with specific ideas on

has assisted with remediation of contaminated sites in Russia, the Dominican Republic, China, Senegal and Nigeria. Similar success on these projects led us to open an office in the Tri-Cities to support the important work at Hanford in 2013.

Entering into our fourth year of doing business in the Tri-Cities, TerraGraphics has experienced strong growth and supports some very meaningful projects at Hanford. We have expanded our engineering capabilities to support municipal design needs as well as our environmental capabilities in the Tri-Cities.

After starting the Tri-City office with one person in 2013, TerraGraphics now employs more than 85 professionals in the Mid-Columbia and provides support

to all of the DOE prime contractors at the Hanford Site in areas such as safety and health, nuclear operations and maintenance, and of course environmental and engineering services. The very important work performed at the site has allowed us to add extremely talented professionals to our staff. TerraGraphics is proud to work with Columbia Basin College to help transition students into the workforce as we do with several universities in the Northwest.

We have always been dedicated to the communities where we live and work.

One way we support is through our HUBZone (Historically Underutilized Business) Certification. TerraGraphics is certified by the U.S. Small Business

Administration as a HUBZone small business due to the locations where our employees work and live in the Northwest. The HUBZone program was enacted into law in 1997 to promote employment growth and development in economically distressed areas by providing access to more federal contracting opportunities. Based on TerraGraphics’ growth over the last three years, it is clear that the HUBZone program is achieving its mission of stimulating jobs. Many neighborhoods in the TriCities and surrounding area are designated as HUBZone, and we work hard to bring opportunity, jobs and community support to those areas. Our goals in the area are simple: hire great people, perform important and meaningful work and provide an enriching work environment for our employees, clients and business partners.

Courtesy TerraGraphics

Clark Fork Delta Restoration Project

policies and provisions for the new Hanford contracts. Our intent is to promote more and better subcontracting practices that benefit DOE, the cleanup, our workforce and our community’s future economy.

This coming year, we will work to advance these initiatives through multiple collaborations with our elected officials, WSU, CBC, PNNL, TRIDEC, the ports, the chambers, Visit Tri-Cities and others. TCLBA will be facilitating forums to help unify and strengthen a collective economic vision and strate-

gies for achieving it, building on anticipated opportunities that arise in times of change.

The TCLBA is a not-for-profit association serving local businesses and organized labor. We provide a forum for members to share information, form partnerships and grow networks. Our members are loyal and committed to the Tri-Cities as demonstrated by their participation and leadership in community initiatives that improve education, create jobs and enhance our quality of life.

We encourage readers to visit our website www.TriCitiesLBA.com and read the submissions from our member companies elsewhere in this Progress Edition. Our members range from small to large local businesses and represent a diversity of high-tech skill sets. We welcome others interested in contributing ideas and energy that can help us achieve a more diversified and sustainable STEM-based economy.

FREESTONE ENVIRONMENTAL SERVICES

Addressing environmental issues

By Dan Tyler President

T

his past year Freestone Environmental Services, Inc. continued its support for the safe, effective cleanup of the U.S. Department of Energy’s Hanford Site.

At the same time, we made substantial progress in our efforts to diversify our business base with non-Hanford contracts. Today, our footprint extends across the United States and into the oceans where we are helping clients address environmental issues that affect a global community.

Nationally, there is great need for environmental services that support human health and that preserve, protect and sustain habitat for wildlife and marine life. With our expertise and 20-year performance history, we are capitalizing on opportunities to address these needs. Our major clients include DOE and its Hanford contractors, the National Oceanic and Atmospheric Administration (NOAA), The U.S. Army Corps of Engineers (USACE), other federal agencies and utilities.

Freestone is an environmental consulting firm that provides science-based support through regulatory planning and compliance, site investigation, waste management, natural resources and oceans management and ecological services. Our 50 scientists and engineers perform work from our headquarters in Richland and in Seattle; Honolulu; Ann Arbor, Michigan; Oak Harbor, Ohio; Gloucester, Massachusetts; Silver Spring, Maryland; St. Petersburg, Florida; and the western Pacific Ocean.

Locally, Freestone supports several Hanford projects. We are helping prepare for cleanup and D&D of the “Canyon Facilities” once used for chemical separation of plutonium from uranium fuel rods. We are involved in Hanford tank farms soil investigations, corrective measures and closure planning, which defines the strategy for regulatory compliance related to waste removal and containment. We also provide environmental compliance and permitting support for infrastructure upgrades and facilities management. Our expertise in well site geology supports borings to characterize subsurface contamination, and installing wells used in groundwater

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monitoring and remediation systems. ness growth. In these endeavors and as DOE again awarded Freestone a Small we grow, we will look to local resources.

Business Innovative Research grant to We will team with other technical firms develop a sensor for real-time meaincluding some Tri-Cities-based compasurement of hexavalent chromium con- nies with whom we have mutually benetamination in groundwater. Hexavalent ficial working relationships. We will chromium is a toxic and carcinogenic draw on the excellent local workforce contaminant at Hanford and other DOE which offers trained, experienced profacilities, and a concern at industrial fessionals who can support our work. At sites world-wide. the same time, we will invest in educaBeyond Hanford, we are engaged in tion. In 2016 we established a scholarprojects and programs for other agenship for Columbia Basin College stucies, utilities and industrial clients. We dents. Additionally, through our leadprovide pollution prevention planning, ership and participation in the Tri-Cities environmental compliance program Local Business Association, we will help assessments and water resources devel- to advance a science, technology, engiopment and management support. As a neering and math (STEM) based econoprime contractor to USACE, we provide my. We see real potential in capitalizing a range of environmental services such on the STEM strengths that distinguish as surveys of invasive species on Corps- our business and our community and that can contribute to the growth and managed lands. vitality of the Tri-Cities.

Under prime contracts with NOAA, Freestone provides technical expertise and full program management. We deliver scientific, technical and consulting services to the National Ocean Service’s Office of Response and Restoration. For NOAA Fisheries, we assist in management, conservation and protection of living marine resources in the Greater Pacific Region, which includes task order projects in Guam and American Samoa. The work contributes to managing productive and sustainable commercial and subsistence fisheries.

Courtesy Freestone Environmental Services Our plans in 2017 include bid- A Freestone scientist field tests a real-time hexavalent chromium ding on some sensor prototype. The firm has been awarded its third Small targeted contracts Business Innovation Research grant to develop and commercialize to achieve busi- this groundwater monitoring technology.

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NV5

Dade Moeller: Now an NV5 company

By Dave McCormack President

L

ast year, we made a bold move that we believe will have a positive, long-lasting impact on the progress of our local community.

In May 2016, Dade Moeller joined a national publicly-owned engineering firm, NV5 Global, Inc., as its primary safety and health provider. We are now NV5, and we are very pleased to share what this change will mean for the TriCities.

Our expanded capabilities through NV5 will come into play this year as we work with our community partners to help the Tri-Cities move ahead. As a member of the Tri-Cities Local Business Association (TCLBA), the Tri-City Development Council (TRIDEC) and the Regional Chamber of Commerce, we are putting an old proverb to work – “If you want to go fast, go alone. If you want to go far, go together.”

We will be working with our community partners in three areas: (1) Increased participation in local improvement projects, (2) Energized leadership in key community development organizations and (3) Expanded involvement in Hanford Site cleanup efforts.

We are excited by how well our new NV5 capabilities fit our community’s vision for continued growth and economic transformation. As NV5, we have much more to contribute to local development, from supporting new construction or renovations of local schools and parks, to repurposing old or underSEE NV5, 62P

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NV5

For two decades you’ve known us as

Dade Moeller, a small business protecting the health & safety of our friends & neighbors.

Now we hope you will get to know us as

utilized properties, to completely reimagining our urban design and structures.

We look forward to leveraging NV5’s consulting and engineering services to benefit our shared neighborhoods, sustain development of our business sector and offer new career opportunities for local graduates.

Our expanded range of services and expertise will further energize our participation in local development organizations; we have more to offer now, and so can take a stronger role and responsibility for the organizations’ success.

Similarly, as we transition from a small, local, family-founded business to a large, national, publicly-owned firm, we will have even more ways to bring new resources to our regional schools, such as Columbia Basin College and WSU Tri-Cities. Under the NV5 name, we also will continue to support, through both time and money, our local community service organizations, like United Way and the Mid-Columbia STEM Network.

Helping to ensure worker safety and environmental health at the Hanford

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Site, as we have done since 1994, will remain our primary contribution to the Tri-Cities region in 2017. However, now that we are part of NV5, with recognized expertise in several Hanford-relevant service areas, we are well positioned to bring new capabilities and solutions to the many technical and engineering challenges still ahead. For example, our current clients and partners at Hanford already have expressed interest in NV5’s experience in areas such as water and wastewater infrastructure, electrical system upgrades and new facility commissioning. We look forward to supporting the Hanford mission in brand new ways in the years ahead, establishing new partnerships along the way.

If you have traditionally thought of us as “only” a radiation safety company, we invite you to take a new look at us and let us know how we, now NV5, can work with you to further our community’s progress!

NV5, a growing business with world-class

services helping our communities thrive.

Courtesy NV5

Construction QA | Infrastructure | Energy | Program Management | Environmental

NV5 recently completed design work for a 2.3 mile greenway extension in Waterbury, Connecticut. When finished, the project will connect vacant and underutilized riverfront with the downtown core and historic train station, creating an urban amenity and catalyzing revitalization of the area.

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A S KLEIN ENGINEERING, PLLC

Shredding regulatory red tape

By Andrew Klein Principal

2

016 was another exciting growth year for A S Klein Engineering as we focused considerable efforts on expanding our building code development offerings and helping clients navigate changing regulations.

By partnering with the California State Fire Marshal’s Office (CalFire), we were instrumental in securing an amendment to the 2018 edition of the International Fire Code (IFC) to permit mobile fueling. With time being our most precious commodity these days, it is understandable that there has been considerable consumer demand for businesses that will fuel your vehicle for you while you are at work. The IFC is developed by the International Code Council (ICC), whose model codes are updated on three-year cycles. Because of the cost and expertise necessary to develop codes, local jurisdictions adopt a set of ICC’s model codes and may add local amendments. The IFC has been adopted as the governing fire code in 43 of the 50 states, including Washington state.

California will likely be adopting the mobile fueling language early during its Intervening Code Cycle, where we will continue to work with CalFire and the California Building Standards Commission to help ensure its safe codification over a year before the state’s adoption

of the 2018 IFC. We have also been representing the Building Owners and Managers Association International during the development of national model energy codes to ensure that construction requirements do not become unnecessarily burdensome for commercial real estate investors, where the time between tenant buildouts averages about 10 years.

With 2017 being an off-year in the ICC’s triennial code development cycle, our efforts will shift to local-level adoption efforts of code amendments for various clients.

Our extensive code development background has afforded us the opportunity to provide dozens of independent energy code reviews for commercial buildings throughout the state. These reviews ensure that buildings are codecompliant and also pay dividends in the form of energy cost savings over their useful lifetimes. This supports Washington’s mandate of a 70 percent reduction in net annual energy consumption in newly constructed buildings by 2031, compared to the 2006 Washington State Energy Code.

In 2017, we will continue our code development work on both the national and local levels while continuing to provide world-class fire protection and chemical engineering consulting to our clients.

Being no stranger to the Hanford cleanup effort, we are currently assist-

EMPLOYMENT SECURITY DEPARTMENT

Local economy shows stability, growth and expansion

By Asja Suljic Regional Labor Economist

L

ooking at the Tri-City economy and population change, one is to ask: How do we measure economic progress in any given geographic area? This tends to be a debatable question and you might not get an easy answer, but you sure will get many different perspectives. Taking a

look at the business and population segments in one geographic area and comparing that to the same or higher geographic levels is one perspective.

Some of the leading indicators of economic growth include employment growth, labor force growth, unemployment rates and population changes.

Tri-Cities rounded out 2016 with the fastest-growing job market in the state, with 3.6 percent growth over the year.

With more than 8,000 businesses,

Courtesy Department of Energy

Located in the 200 Area of the Hanford site, the 242-A Evaporator receives radioactive liquid wastes from double shell waste storage tanks on the Site, boils off liquid and returns the concentrated waste back into the underground tanks. The volume reduction of waste is critical in managing the limited storage space available.

ing our teaming partner, Meier Architecture and Engineering, on the 242-A Evaporator integrity assessment to ensure that its materials of construction are compatible with the waste it processes. As the last operating nuclear processing facility at Hanford, the 242-A Evaporator is critical to the cleanup mission by managing the amount of available storage space in the tanks. The evaporator creates additional storage space in double-shell tanks by removing water and concentrating the liquid waste, making it possible to transfer the waste from single-shell tanks.

We will also continue to assist as needed on projects with the Hanford prime contractors through our many teaming partners. We look forward to

further opportunities to help CHPRC with their risk mitigation work in the Canyon Facilities, a monumental effort on which we recently completed a task.

Working through teaming partner Babcock Services, our work helped to ensure that three facilities remain safe from the threat of fire and that cleanup work can safely commence.

Having four successful years under our belt, we look forward to the many opportunities in front of us to continue to give back to our wonderful community. As we work with clients throughout the country and internationally, we will continue our part in securing the TriCities brand as a powerhouse of knowledge and innovation.

the Tri-Cities represent a very diverse economy, led by the area’s top five industries that account for more than 50 percent of employment. Major employing industries include professional and business services, healthcare and social assistance, retail trade, agriculture and educational services.

Much of the growth in 2016 was expected to be in the goods-producing industries, which grew 10 percent over the year. Manufacturing added more than 1,000 jobs in 2016, which is close to 15 percent change over the year. Even though manufacturing is not in the top five industries in percentage of total employment, it remains one of the fastest growing industries for the area.

Manufacturing locally is represented heavily by food-processing, which supports many industries including agriculture, wholesale trade, transportation, warehousing and more.

Agriculture is the third largest industry in the area, with more than 11 percent of employment share. This industry provides income and employment for more than 12,750 people in the region.

Construction had another record year in 2016. Construction managed to recover all jobs lost during the national 2008 recession and reached a new high with close to 7,000 jobs and 6.2 percent SEE EMPLOYMENT, 64P

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BENTON-FRANKLIN COUNCIL OF GOVERNMENTS

Coordinating economic development, planning for growing region

By Brian Malley Executive Director

2

016 was a productive year for the Benton-Franklin Council of Governments (BFCG). Designated as the Metropolitan Planning Organization for the Tri-City area, Economic Development District and Regional Transportation Planning Organization for Benton and Franklin counties, our focus lies upon transportation planning and community and economic development. Efforts are guided by our membership–Benton and Franklin Counties, along with area cities, ports, public transit and state agencies–who work together to advance the agency’s core plans and programs.

Recently, BFCG celebrated its 50th year structured as a Regional Planning Commission–a voluntary association of local governments formed well-prior to the referenced state and federal designations. This coordinated vision between area leaders was instrumental for the development in our region. Realizing that with growth comes both challenge and opportunity, the BFCG staff and membership look forward to continuing the collaborative spirit that has served our region well.

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EMPLOYMENT expansion rate. Construction activities in both homebuilding and commercial building for the Tri-Cities area has done quite well, and is expected to weather the shift to modestly higher interest rates. Real estate prices are continuing to increase, along with the population and business demand for more real estate availability.

The latest wage records show that the average annual wage in Tri-Cities has increased by 3.5 percent over the year to $47,419 in 2015. However, total payroll accounts increased by 6.8 percent for the same time period with a total over $5.5 billion dollars. Wage increases contribute to overall GDP growth in the

Regional Transportation Planning Early in 2016, BFCG received its certification as a Transportation Management Area. Officials from the Federal Highway Administration and Federal Transit Administration certified that our efforts are in compliance with federal transportation planning requirements.

The completion of our Regional Traffic Count Program, the first of its kind, analyzed 635 locations on local streets.

We also completed the Single/High Occupancy Survey, which tracks vehicle rates across the region.

This data supports our programming efforts, including the Congestion Management Process. We are expecting to release a three-year report on travel times for congested corridors by the end of 2017. With the pleasant climate, our pathways, trails and sidewalks are of significant importance. This was the subject of our 2016 Regional Active Transportation Plan. Providing alternate and additional travel solutions to connect residents of all ages and abilities to the places they need will be key as we plan for future growth.

We partnered with Ben Franklin Transit and the Tri-City Regional Chamber of Commerce for our Fall Regional Transportation Fair. The event featured staff from local jurisdictions sharing information about upcoming

projects. Over 600 responses were collected for our transportation survey.

Walkability and sprawl were the top concerns. BFCG hosted the Washington State Transportation Commission in September. Members toured future development and transportation project sites. Jurisdictions, chambers, ports and educational institutions presented on their upcoming goals. It was an opportunity for commission members to learn about our rapidly growing region.

Transition2040 The development of Transition2040, our long-range Metropolitan/Regional Transportation Plan, will continue with adoption this spring. Updated every five years, the plan outlines strategies that will guide transportation planning decision-making for the next 20 years. Included will be a list of future projects.

Forecasts developed by our office and local jurisdictions and agencies estimate that our region will be home to 120,000 new residents and 30,000 additional jobs by 2040.

Community and Economic Development With the Tri-Cities region being the fastest growing job market in Washington state, economic development moves very quickly. The BFCG develops and annually updates the regional comprehensive economic development strategy

area.

Two of the contributors to the payroll growth include transportation and warehousing, which increased more than 15 percent in total payrolls, and added more than 4 percent to employment numbers.

Hanford-related employment mostly in professional and business services is stable, with more than 21,000 jobs.

This is the largest industry in the area, and is responsible for innovation and research, nuclear clean up and site maintenance and management. The most important aspect of Hanfordrelated employment is its contribution to the total payroll. In 2015, Hanford alone represented more than 34 percent of total payroll in the Tri-Cities area.

Hanford payrolls contribute greatly to the local economy and local GDP, but industries that rely on population are

expanding as well. That includes both private and public healthcare and social services and educational services. These two industries pay good wages to more than 25,000 workers in the area, $48,000 and $35,000 respectively.

Demand for such services continues at all segments of population demographics.

Population and business demand also drives growth in the leisure and hospitality industry, which expanded by 8.8 percent in 2016. This industry provides more than 11,000 jobs in the area and provides very valuable services to local residents and visitors.

Population in Benton and Franklin Counties is 279,116 as of 2015, the U.S. Census estimates. The average annual growth rate for the past five years has been 2.7 percent in Franklin County and 1.7 percent in Benton County, compared

(CEDS) with regional partners, which prepares the region to expand capacity for economic development. The CEDS includes strategies, projects and goals of the district. Staff work with small and large cities, counties and ports to coordinate activities within the Economic Development District. We have participated in many efforts throughout the region to be a catalyst for continued economic growth. Staff also provides administration of several loan programs, which help many who need alternative financing. Loans range from $2,500 to $500,000, including a new women and minority-owned small business microloan program.

For information about our services and programs, or to make a comment, please visit our website at www.BFCOG.us.

to the state’s average annual population growth of 0.8 percent.

Local area population and businesses are propelling this community forward with creation of jobs and ample supply of workforce. The labor force market reached more than 134,400 participants in 2016, with 2.9 percent growth over the year. An influx of labor force into the job market has kept the area’s unemployment rate the same as in 2015, at 6.8 percent. This is not concerning because labor force growth is sign of population confidence in local economy.

We expect to have yet another year of growth in the area. Much of the growth in 2017 is expected to be in both goodsproducing industries like manufacturing and construction, and service providing industries like healthcare, education, transportation, warehousing, leisure and hospitality, retail and food services.

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HOME BUILDERS ASSOCIATION

New home permits surge in 2016

By Jeff Lousey Executive Officer

I

f you’ve been thinking about building or purchasing a new home the Tri-Cities, you’re not alone. In 2016, new single family home permits surged up 25 percent over the prior year with the majority of growth in Pasco and Kennewick. Pasco dominated the trend with a 65 percent increase in new home starts.

Early predictions indicate that this growth trend will continue into 2017, creating another solid year for the home building industry in Tri-Cities. The increase is not expected to be as robust, but demand will stay strong as inventories of existing homes hover at an extremely low number.

Some of the reasons for consistent growth in Tri-Cities include: • Interest rates remaining low. The modest increases anticipated in the coming year are not expected to affect purchases in the near term.

• Continued support and funding of the Hanford clean-up strongly contributes to the local economy and provides well-paying jobs. These workers require housing, which serves to drive demand.

• In 2016, SmartAsset ranked Kennewick as the city with the highest real minimum wage in the country for the second year in a row. This rating, along with other national recognition that our area has received, bodes well for attracting commercial, growth bringing

with it more jobs to the area. Again, the workers filling these new jobs will require housing, providing continued strength in the building industry.

• As energy and technology advance, consumer desire to renovate their existing homes or to purchase new homes that include these new efficiencies and features continues to fuel growth.

The ongoing Achilles’ heel for the industry is attracting qualified, skilled labor. The current median age of 55 in the construction industry makes it paramount to ensure our education system does not overlook the trades. Home building provides stable, living-wage jobs and the trades present an excellent Courtesy Tony Milewski opportunity to young peo- A student from Tri-Tech Skills Center works on a housing project. ple who do not want to follow the traditional college path. Local programs such as those ported that construction and extraction ry in the Tri-Cities is well-positioned to occupations were ranked ninth for most meet these demands and continue on its found at Tri-Tech Skills Center in Kenopenings and were listed as fourth newick and Walla Walla Community trajectory of growth as long as it can College carpentry program help fill a among occupations with fastest growth. gain the necessary skilled tradespeople vital need in our community.

The skilled labor shortage will persist required for each opening.

In May of 2016 Employment Security as an issue in the coming years as the Department of Washington State Rework force continues to age and housing gional Labor Economist Ajša Suljić redemand increases. The building indust-

GOODWILL INDUSTRIES

There’s more behind the store

By Ken Gosney Executive Director

I

n November of 2015, Stacy’s family was homeless, the result of losing her job, a major medical issue, and a neighbor’s apartment catching fire which spread to her apartment. Her family had lost everything except for the clothes on their backs and a few items in their car. “I was living on the streets of Seattle with my husband and my

daughter. We were living in a tent, under an overpass, in the middle of winter,” Stacy shared as we discussed her life in the last 24 months.

Stacy made her way to the Tri-Cities, and was eventually connected with Goodwill Industries of the Columbia.

She enrolled in our WorkFirst job training program, and began her journey to self-sufficiency. She made three goals for herself; get a full-time job, get into college and obtain stable housing for her family. Stacy is proud to say that she

has accomplished all three goals and is looking forward to the future as she continues her journey.

Through Goodwill’s employment services, Stacy was able to get assistance with resumes, job searches, interview skills and a paid work experience program. Through her programming, she was also able to receive free dental services that fixed some serious issues with her teeth, helping to boost her confidence while interviewing. Currently enrolled in Columbia Basin College’s BA in Applied Management pro-

gram, Stacy is excited about furthering her career once she graduates.

“I want to be a good mom and role model, and show my daughter that hard work and perseverance pays off,” Stacy stated. She emotionally continued, “Goodwill didn’t care that I had a background, they saw something inside of me.”

Stacy’s story sums up the mission of Goodwill Industries of the Columbia – “Changing Lives through the Power of Work.” We have enjoyed an almost 60-year relationship with the Tri-Cities and surrounding areas, and truly value SEE GOODWILL, 66P

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It All Starts with Your Donation

371,924

DONATIONS

1,010,477 Customer Transactions

RECEIVED IN 2016

70

TRAINING SITES

527

Community Partnerships Built

JOB PLACEMENTS

4,080 PEOPLE

SERVED THROUGH MISSION SERVICES Tri-City Herald file

Client Jamie Arnold, left and lead cashier Debbie Simonen join a group of workers preparing the sales floor of the Goodwill Industries of the Columbia thrift store in east Kennewick.

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“I owe everything to Goodwill.” ~ Stacy

There’s more behind the store.

GOODWILL the support we receive from these communities. Generous donations fuel our store sales, which in turn pay for the free services available to anyone that walks through the door. In 2016, our Mission Services team served more than 4,000 people and placed 646 people into jobs. Our goals in 2017 are even higher, and we look forward to the challenge of accomplishing them.

Goodwill Industries of the Columbia is working on several exciting projects in 2017. Our Employment Connections Center (ECC), located at 3521 W. Court Street in Pasco, is excited about the potential of turning the large empty space next door into a training center. If accomplished, the training center would provide job skills training in the areas of medical billing, clerical, cashier, forklift and CDL, to name a few. It will also provide classes on basic computer skills, pathways to citizenship and obtaining a GED. The training center will provide space for valuable partnerships including DSHS, OIC, Division of Vocational Rehabilitation, Vietnam Veterans of

America and Department of Labor and Industries, and many others. Housing multiple services in one location will provide powerful options to community members in need of services in a onestop environment.

Another exciting project is the expansion of our Mobile ECC, which provides our programs to smaller communities.

By partnering with local libraries, we offer many of the same free employment supports as in the Tri-Cities, including walk-in job search assistance, resume creation, interview preparation and access to community resources and information. The Mobile ECC also provides access to a computer lab, computer tutorials, skills assessments and internet job search devices.

Goodwill Industries of the Columbia looks forward to 2017 and the exciting opportunities the new year brings. We are thankful for the generous and supportive communities in which we operate. Our mission is as strong as ever, and we are excited about being a part of more success stories like Stacy’s. Her feelings about Goodwill Industries of the Columbia are strong when she says, “I owe everything to Goodwill.”

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