Every 2 years, the City Council establishes specific goals designed to guide the work of the City. Following 2 community forums, community surveys, and ongoing formal and informal input from the public and governmental partners, the Council held a goal-setting retreat in May 2018. The goals which grew out of the retreat were adopted by the Council on July 2, 2018. The goals are: 

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. 

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