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Posted on: July 6, 2018

Pasco City Council Sets Goals

Every two years, the Pasco City Council establishes specific goals designed to guide the work of the City.

The goals were developed during the Council’s retreat in May, and will serve as the primary work plan for the organization over the next two years.

The Council conducted its retreat on May 18 and 19 following the results of the 2017 National Citizens Survey effort; conducting multiple Community Forums in March to collect community advice; and receiving goal statements from the City's governmental partners. The goals which grew out of the retreat were adopted by the Council on July 2.

The goals are grouped in six major areas:

QUALITY OF LIFE. Promote a high-quality of life through quality programs, services and appropriate investment and re-investment in community infrastructure by:

  • Use of CDBG and other public and private capital to re-revitalize older neighborhoods.
  • Continued efforts to designate/acquire adequate site for new community center and community park.
  • Continued efforts to provide additional soccer and sports fields.
  • Coordination with the Pasco Public Facilities District and the Regional Public Facilities District to fully investigate alternatives to provide the Pasco voters with a choice to decide on the development of a regional aquatic facility.
  • Commencement of construction of new animal control facility.
  • Ongoing efforts to improve efficiency and effectiveness in the use of public resources in the delivery of municipal services, programs and long-term maintenance and viability of public facilities

FINANCIAL SUSTAINABILITY. Enhance the long-term financial viability, value and service levels of services and programs, including:

  • Importance to community
  • Continuation of cost of service/recovery targets in evaluating City services.
  • Ongoing evaluation of costs associated with delivery including staffing, facilities and partnership opportunities.

COMMUNITY SAFETY. Preserve past improvements and promote future gains by:

  • Enhancing proactive community policing efforts.
  • Continued efforts to improve police/community relations.
  • Working to achieve/maintain target fire response times through operational improvements and long-range planning of facilities and staffing.
  • Focus on a long-term goal of improving the Washington State Ratings Bureau community rating to Class 4.
  • Review of the inventories of City sidewalks and streetlight systems and consideration of policies/methods to address needs.

COMMUNITY TRANSPORTATION NETWORK. Promote a highly-functional multi-modal transportation network through:

  • Completion of the Lewis Street Overpass design concept process, securing gap funding for construction and achievement of “shovel-ready” status.
  • Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor.
  • Pro-active traffic management (calming) within neighborhoods.
  • Completion of planned Phase 2 improvements on Oregon Avenue.
  • Continued collaboration with Ben-Franklin Transit to enhance mobility.
  • Undertaking a comprehensive and inclusive transportation planning and analysis process to include facilitation of traffic flow in major corridors, support integration of pedestrian, bicycle and other non-vehicular means of transportation.

ECONOMIC VITALITY. Promote and encourage economic vitality by supporting:

  • Downtown revitalization efforts of DPDA.
  • Implementation of downtown infrastructure improvements including; Peanuts Park, Farmers Market, and streetscape/gateway upgrades.
  • Comprehensive Plan updates to include growth management strategies, review of City utility extension policies and development standards, infill and consideration of affordable housing needs.
  • Completion of the Broadmoor sub-area plan and environmental analysis, including plans for needed utilities and transportation improvements.
  • Increased efforts to promote the community as a desirable place for commercial and industrial development by promoting small business outreach and assistance and predictability in project review.
  • Continuation of efforts to encourage DNR to sell/develop remaining state property at Road 68/I-182.
  • Identification of alternatives for City/Port of Pasco and other regional partners for coordination on waterfront plan implementation and similar projects.

COMMUNITY IDENTITY. Identify opportunities to enhance community identity, cohesion and image through:

  • Community surveying.
  • Providing opportunities for community engagement through boards, commissions, volunteer opportunities, social media, forums and other outlets.
  • Coordinated messaging.
  • Identification and celebration of successes.
  • Implementation of a community identity/image enhancement campaign.
  • Consideration and appropriate implementation of recommendations from Inclusivity Commission.

“The City Council was very deliberative and listened to what is important to the community via the public forums, surveys, and formal and informal input over the last few months," said City Manager Dave Zabell adding that, "…the result of which is a series of goals and objectives that will have a significant positive impact on the overall health of the Pasco community.”

For the list of the City’s goals for 2018-2019, visit

The City of Pasco strives to continue improving the quality of life in the community.

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