City Council 2020-2021 Goals

Every 2 years, the City Council establishes specific goals designed to guide the work of the City. Following 2 community forums, community surveys (PDF), and ongoing formal and informal input from the public and governmental partners, the Council held a goal-setting retreat in September 2020. The goals are:


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

  • Using Community Development Block Grant (CDBG) and other public and private capital to revitalize older neighborhoods and safe routes to essential services.
  • Continuing efforts toward designing, siting, programming needs, and site selection for a community center and pursuing acquisition of land for future community park.
  • Developing Phase I of the A Street Sporting Complex and continue efforts to provide additional soccer and sports fields.
  • Coordinating with the Pasco Public Facilities District to develop a public education campaign, financial analysis and prepare a ballot measure concerning the development of a regional aquatic facility for consideration by the people.
  • Completing construction of a new animal control facility.
  • Ongoing efforts to improve efficiency and effectiveness of public resources in the delivery of municipal services, programs, and long-term maintenance and viability of public facilities.
  • Collaborating with the Inclusion, Diversity and Equity Commission and community leaders to enhance engagement efforts and organizational cultural competency.
  • Updating design standards for the development of new neighborhoods and re-development to promote greater neighborhood cohesion through design elements, e.g.: walkability, aesthetics, sustainability, and community gathering spaces. 
  • Updating Parks and Facilities Comprehensive Plan to include: public facilities inventory, needs assessment, level of service, and centers evaluation.
  • Teaming with local and regional partners to develop a Housing Action Plan with a focus on strategies that emphasize affordable housing.


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

  • Regular evaluation of services and programs to confirm importance to community, adequacy, and cost-benefit.
  • Continuation of cost of service and recovery targets in evaluating City services.
  • Ongoing evaluation of costs, processes and performance associated with delivery of City services including customer feedback and satisfaction, staffing, facilities, and partnership opportunities.
  • Instilling and promoting an organizational culture of customer service across all business lines.
  • Updating policies relating to urbanization of the unincorporated islands to assure consistency with long-range planning, community safety, and fiscal sustainability.


Preserve past improvements and promote future gains by:

  • Developing a Comprehensive Police Strategic Master Plan through a transparent process to evaluate future service levels of the department to assure sustainability, public safety, and crime control over the next 5-10 years.
  • Collaborating with regional and community partners to evaluate and implement strategies to reduce the incidence of homelessness.
  • Leveraging and expanding partnerships to maintain and enhance behavioral health services to community members in crisis being assisted by police and fire.
  • Continuing efforts to improve police and community relations.
  • Working to achieve and maintain target fire response times through operational improvements and long-range strategic planning of facilities and staffing.
  • Focusing on the long-term goal of sustaining a Washington State Rating Bureau Class 3 community rating.
  • Leveraging infrastructure database of sidewalks, streetlights and pavement conditions along with evaluating policies and methods to address needs and inequities.


Promote a highly-functional multi-modal transportation system through:

  • Commencement and completion of construction of the Lewis Street Overpass project.
  • Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor to improve operation and safety.
  • Data-driven pro-active neighborhood traffic calming efforts.
  • Continued collaboration with Ben Franklin Transit to enhance mobility and access.
  • Completion of a Transportation System Master Plan and utilization of its recommendations to develop policies, regulations, programs, and projects that provide for greater connectivity, strategic investment, mobility, multi-modal systems, accessibility, efficiency and safety.  


Promote and encourage economic vitality by supporting:

  • Downtown revitalization efforts of Downtown Pasco Development Authority (DPDA), post-COVID restart, and City initiatives such as Downtown Master Plan process and sign code modifications. 
  • The construction of Peanuts Park and Farmers Market and continued efforts to pursue streetscape and gateway upgrades.
  • The completion of the Comprehensive Land Use Plan Update and Broadmoor Master Plan efforts, adoption of Urban Growth Area expansion alternative, implementation of adopted long-range planning efforts with appropriate analysis and adoption of planning actions including: zoning code changes, phased sign code update, and development regulations and standards.  
  • Increased efforts to promote the community as a desirable place for commercial and industrial development by promoting small business outreach and assistance, predictability in project review, and excellent customer service.
  • Partnerships and encouragement of Department of Natural Resources (DNR) to facilitate development of the remaining state-owned properties at Road 68/I-182.
  • Continued coordination with the Port of Pasco to complete and implement a waterfront-zoning plan and provide for public infrastructure.
  • Active partnerships in the planning and development of strategies to promote tourism and deployment of assets to spur economic activity.
  • In concert with community partners, development of a comprehensive economic development plan.


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

  • Continued efforts of community surveying through traditional methods and the application of new technologies.
  • Providing opportunities for community engagement through boards, commissions, volunteer opportunities, social media, forums, and other outlets.
  • Enhanced inter-agency and constituent coordination developed during the pandemic.
  • Continued efforts of the community identity/image enhancement campaign to include promotion of community and organizational successes.
  • Enhanced participation and support of cultural events occurring within the community.
  • Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art and culture programs.

For more information about the Council's goals, contact the City Manager's Office at (509) 545-3404.