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06302016 Economic Development Committee packet
Council Economic Development Committee CED Conference Room City Hall June 30, 2016 1:30 p.m. Members: Staff: Others: Councilmember Coffey Jeff Cutter, Interim City Manager Councilmember Gutiérrez Sean Hawkins, Economic Development Manager Councilmember Cousens Rob Peterson, Airport Manager Joan Davenport, Director of Community Development Agenda Action Items: 1. Economic Development Plan Proposal – Sean Hawkins & Kathy Coffey 2. Former Montgomery Ward Site SIED Resolution – Sean Hawkins 3. Cubcrafters Expansion – Sean Hawkins 4. Parking Meter Discussion – Sean Hawkins 5. Public Market / Business Incubator Next Steps – Sean Hawkins 6. .5k Run – Sean Hawkins & Holly Cousens Update Items: 1. RECON Follow up – Sean Hawkins Allison Larsen, Principal TadZo Office (509) 972-0833 Mobile (509) 952-6104 allison@TadZoConsulting.com 4609 Scenic Drive Yakima, WA 98908 www.TadZoConsulting.com Prepared for: City of Yakima June 23, 2016 Proposal for Professional Services: Economic Development Strategic Planning June 23, 2016 Proposal for City of Yakima Economic Development Strategic Planning TABLE OF CONTENTS I. Cover Letter ....................................................................................................................... 1 II. Project Understanding ....................................................................................................... 3 III. Proposed Scope of Services ............................................................................................. 5 Phase I – Where are you now? ......................................................................................... 5 Phase II – Where do you want to be?............................................................................... 7 Phase III – How will you get there? .................................................................................. 9 About TadZo Facilitation Services .................................................................................. 10 Deliverables ..................................................................................................................... 11 Project Management ....................................................................................................... 11 IV. Proposed Timeline ........................................................................................................... 12 V. Price Proposal .................................................................................................................. 13 VI. Expertise & Experience ................................................................................................... 14 Allison Larsen, CEcD - Principal ...................................................................................... 15 Work References ............................................................................................................. 16 APPENDIX A. Résumé for Allison Larsen, TadZo June 23, 2016 Proposal for City of Yakima 1 Economic Development Strategic Planning I. COVER LETTER June 23, 2016 The Honorable Kathy Coffey, Council Member – District 5 Mr. Sean Hawkins, Economic Development City of Yakima 120 N. Second Street Yakima, WA 98901 Dear Council Member Coffey and Mr. Hawkins, Thank you for inviting TadZo to present a proposal to the City of Yakima. It would be an honor to work with community leaders and staff to set direction for Yakima’s economic growth over the next three years. As a resident and local business owner, this project is especially meaningful to me. I would be delighted to apply my national expertise in this field to my home community. During our June 17th meeting, you asked for a proposal of TadZo services for an economic development strategic plan and also the option for only a facilitated session with economic development partners. This proposal lays out three phases for a comprehensive strategic planning process customized to the City of Yakima’s circumstances. There are certainly more elaborate planning processes for economic development. I have scaled the proposed scope of services to a reasonable level to give you key information and context for informed strategic planning. My goal is to arm you with information that will help you make strategic choices for priorities that actually yield results in the near and long-term. TadZo will enhance your planning project with exceptional skills and experience in: Community assessment and evaluation; Organizing and presenting information for decision-making; Engaging community leaders and stakeholders in the planning process; Asking insightful questions; Economic development and workforce development best practices; and Highly-interactive facilitation services for innovation and group agreement. TadZo’s goal is to provide more than traditional planning services; we will help you organize and prime for implementation of the strategy. As well, we will be your economic development resource for any questions and support throughout the entire project. June 23, 2016 Proposal for City of Yakima 2 Economic Development Strategic Planning Please consider this proposal a document for discussion. We can further customize the scope of services and budget. At your convenience, I would be happy to review this proposal with you and answer any questions. Respectfully submitted, Allison Larsen, CEcD Principal TadZo June 23, 2016 Proposal for City of Yakima 3 Economic Development Strategic Planning II. PROJECT UNDERSTANDING The City of Yakima is ready for a new era of economic development. You recognize that many organizations throughout the community are working on various approaches to spur economic growth locally. This is especially evident with the diverse requests for City funding from these organizations. At present, it’s unclear when, or if, a city-wide economic development strategy - what do we want to accomplish as a community, not just under City government programs - has ever been completed. Although specific plans for downtown, retail, and the redevelopment of the Cascade Limber Company mill site have been developed, no strategic plan exists for how these piece-meal economic development initiatives align versus compete for resources. This approach is like building a kitchen before designing building plans for the entire house. There is an opportunity to better leverage partner organizations and assets throughout Yakima with thoughtful planning to maximize results. As you are fully aware, without a strategy it is difficult to assess if you are accomplishing what you set out to do and what your investments are yielding. For this planning project, you are seeking an inclusive process to engage all of the City’s partners in economic development to come together for a city-wide economic development strategy that will define priorities and align resources for greatest impact on investment. The desired outcome is to achieve more as a result of all groups working together in a strategic direction for specific measurable results. With budgeting beginning in July for 2017, you are eager to work on a strategic plan that will be completed by December of this year. The plan should address priority initiatives for 2017 through 2020 – a three-year plan. A variety of questions are top of mind for the planning process: How do we define economic development? Do we have a common understanding or are we only looking at segmented interpretations of the definition? Do we have a clear understanding of everything that is happening community-wide for economic development? Is there duplication of resources that could be redirected for more impact? What could we be doing to more smartly utilize our limited resources? Are we missing out on opportunities because we have been so focused on downtown in recent years? How could Yakima’s attractiveness to retirees contribute to economic growth? How can we be more competitive for the kinds of businesses we would like to see grow in Yakima? How can we help local businesses and entrepreneurs be more prosperous in Yakima? June 23, 2016 Proposal for City of Yakima 4 Economic Development Strategic Planning What do we need to do to make this happen here in Yakima? In this proposal, we present a customized approach to address these questions as well as create a specific action plan or “roadmap” for you to focus economic development efforts on agreed upon priorities. June 23, 2016 Proposal for City of Yakima 5 Economic Development Strategic Planning III. PROPOSED SCOPE OF SERVICES We propose three phases, described below, to carry out a thoughtful and engaging planning process that is customized to Yakima’s needs, challenges and opportunities. Phase I – Where are you now? To document the current situation for economic development opportunities in Yakima, we propose three key steps that will prime you for informed strategic planning. Step 1 – Economic Performance This initial step documents fundamental economic indicators to provide an understanding of how the Yakima economy is performing in the context of state and national performance. At a minimum, Yakima’s economy will be analyzed for employment trends, growing/declining occupations and industries, educational attainment, population demographics, earnings top businesses, and other pertinent data. The data will be provided in a variety of formats to support the City in making a case for priority strategic initiatives of the plan. Step 2 - Economic Development Inventory In this step we will map out all current economic development programs and initiatives happening and planned for in the City of Yakima. The work will involve a review of: All available economic development reports and strategies community-wide; Relevant City Council plans; Tracked metrics of economic development accomplishments; And any other pertinent information. Interviews will be conducted with City staff and economic development partners to clarify details, program goals and corresponding metrics. Step 3 – Asset Inventory The purpose or this step is to evaluate Yakima’s assets from the perspective of an investor in the context of national competitiveness. This analysis will provide insights for potential areas in need of improvement that should be focused on for strategic initiatives. Phase I Where are you now? Phase II Where do you want to be? Phase III How will you get there? Current Situation Strategic Priorities Action Plan June 23, 2016 Proposal for City of Yakima 6 Economic Development Strategic Planning We will evaluate Yakima from the point of view of four key audiences: prospective basic industry company (i.e. distribution, manufacturing, office); retailer; entrepreneur; and visitor. The process will involve data analysis, a community tour and interviews with key service providers as well as local employers. A sampling of key factors of evaluation includes: Location – market access. Transportation – quality of diverse transportation resources (truck, rail, seaport, air, intermodal). Sites and Buildings - available for development. Utilities – capacity and costs for water, sewer, electricity, natural gas, telecommunications; reputation of service provider; quality of service; utility incentives. Permitting and Regulatory – speed, clarity and consistency. Business Climate – beyond incentives, the environment of working with jurisdictions and overall community tone for welcoming new businesses. Labor Force – availability of specific skills; wages and fringe benefits; major labor force competitors; management/labor relations; general work ethic. Ability to recruit talent to community – amenities; sense of place; appearance/curb appeal; cost of living. Workforce Development - available training programs that support skill development for potential target industries. Innovation and R&D Resources – available locally and at nearby institutions that would support specific industry growth. Sustainability - services and resources to support green business initiatives. Incentives - experience with accessing federal, state and local incentives for businesses. Demographics Meetings will be requested with: City authorities -permitting and regulatory process; sustainability initiatives and resources. Utility service providers Workforce service providers Education and training providers – tour local facilities. Innovation resource providers – tour local facilities. Local employers will be interviewed confidentially for a deeper dive into workforce issues, regulatory environment, business climate, and any other limitations of the June 23, 2016 Proposal for City of Yakima 7 Economic Development Strategic Planning area. Speaking with employers provides the most authentic insights to operating a business in Yakima. What they have to say is critical to a comprehensive understanding of your community’s capabilities to meet business needs. Each factor will be scored on the following criteria: A = World-class competitive advantage B = Competitive, but missing key elements C = Neutral; found in many communities D = Fundamental assets are missing F = Disadvantages so great it could be a “deal killer” A presentation of the Asset Inventory “report card” will be made in an educational format. This session provides a forum to get inside the head of a site selector/investor and see Yakima from the client’s perspective. Phase II – Where do you want to be? The purpose of this phase of the planning process sets direction on priorities for the economic development strategy. Step 1 – Stakeholder Input The first step is gather input from stakeholders via online survey or interviews as to the vision for Yakima’s future economy and what success looks like. All City Council Members will be invited to participate, as well as key stakeholders. Step 2 – Priorities Work Session In this highly interactive work session, the City’s Economic Development Committee (and other partners you would like involved) will take the information gleaned from Phase I, along with Stakeholder Input, to come to agreement on priorities for the Yakima Economic Development Strategic Plan. Although a specific agenda will be customized based on the findings of Phase I and Stakeholder Input, following are a sampling of exercises that may be integrated into the work session agenda: What is economic development? Discuss fundamentals of economic development, identifying key sources of wealth generation for a community’s economy to grow. This discussion will help everyone come together with a common understanding of economic drivers. June 23, 2016 Proposal for City of Yakima 8 Economic Development Strategic Planning Summarize Stakeholder Input to reveal insights for establishing priorities. Review Economic Development Inventory (from Phase I) and group will categorize initiatives into an Investment Portfolio. This chart supports a discussion and evaluation of how well programs are performing and new initiatives that the group may want to “sow” or “seed” in the new plan. The Five Bold Steps chart helps to prioritize key initiatives to achieve the desired outcomes and clarify Vision for the Economic Development Strategic Plan. To get to agreement on Five Bold Steps we may utilize a 25/10 Crowdsourcing exercise or a Swap/Sort exercise. Both of these June 23, 2016 Proposal for City of Yakima 9 Economic Development Strategic Planning exercises yield better results than “sticky dots” prioritizing and really help the best ideas rise to the top. A discussion and review of the capacity to implement key initiatives could occur to further evaluate initiatives. This discussion helps to manage expectations considering available resources. If a solution is both needed and wanted, but resources are limited it may also identify critical funding gaps or drive a conversation about stopping other activities in favor of more important initiatives. Keep in mind it is important to stop doing some things in order to make way for more innovative approaches. Phase III – How will you get there? This phase is where we get into the details of developing the actual strategic plan focused on prioritized strategic initiatives from Phase II. Step 1 – Priority Strategic Initiative Work Sessions A work session for each Priority Strategic Initiative will be facilitated with representation from people/groups interested in working on implementation. TadZo’s role in this planning process is to coach through plan development so that the strategic plan is truly “owned” by key implementers. Our experience working with numerous communities across North America helps us to bring best practices to the group, as well as observations of what doesn’t work well and can hold you back from success. These work sessions are very important in building excitement for plan implementation because those involved in plan development will be primed to lead and work on implementation. We will help you identify “champions” to lead the initiative and assemble resources and a team of implementers. Step 2 – Written Plan With the results of the Priority Strategic Initiative Work Sessions, we will write the actual plan. Each Strategic Initiative in the plan will be developed using the following questions as guides: Why is the initiative important to the strategy (context)? What will the initiative accomplish (goals)? What specific tactics must occur for the initiative to be successful? What are the resources necessary for effective implementation? What metrics will be defined for each strategic initiative to measure outcomes as well as monitor progress through implementation? A draft version of the plan will be presented to the City for review. Together we will discuss feedback of the draft plan as a means to further enhance the content and ownership of the plan before presentation to the City Council. The timeframe for review will be mutually agreed upon to fit your schedule. June 23, 2016 Proposal for City of Yakima 10 Economic Development Strategic Planning Step 3- Presentation of Plan The finalized plan will be formally presented to the Yakima City Council for adoption. About TadZo Facilitation Services TadZo’s approach to facilitating meetings will utilize graphic facilitation and Liberating Structures©. With these facilitation techniques, TadZo employs specialized skills to foster engagement and commitment while advancing conversations for big-picture thinking and creativity. The facilitated sessions will be effective for planning, team building and problem solving. Allison Larsen’s skills as a graphic facilitator will enhance the visual meeting approach. Graphic facilitation marries skilled facilitation with the benefits of graphic recording: big-picture, real-time, visual displays creating a shared picture where groups literally see what they are saying, uncover previously unseen patterns of behavior, align to agreed-upon objectives and initiate action. The visual displays captured during the meeting become "storyboards". These meeting snapshots document everything from the group's discussions and can be used in reports, presentations or other mediums. More information available on TadZo website: www.tadzoconsulting.com/facilitation.html KEY BENEFITS Engagement & Commitment: People's pattern-seeking brains are fascinated by unfolding drama of live recording. Most people identify with their own words and symbols. When people get visual feedback that they are heard, they feel acknowledged and contribute more fully. They feel respected. Big-picture Thinking: Graphic displays support seeing relationships and big patterns. It's a tool for systems thinking and making sense out of complex data. Visualization supports both seeing themes and seeing gaps. Displays allow groups to work both linearly and non- linearly —activating both left and right sides of the brain. Panoramas support an appreciation of context and complexity while graphic metaphors explicitly build shared meaning. Group Memory: Research shows that people retain around 65% of what they see and only 15% of what they hear, but 80% combined. A common picture enhances group alignment. Posted charts create an accessible record for review, revision and retention. June 23, 2016 Proposal for City of Yakima 11 Economic Development Strategic Planning Deliverables The key deliverable is the 2017 - 2020 Yakima Economic Development Strategic Plan. The plan will be provided in electronic version and one printed copy. Additional deliverables include: All data gathered during the research process. All graphic charts from facilitated work sessions (provided in electronic and original formats). Asset Inventory “Report Card” presentation. Strategic Plan presentation. Project Management TadZo’s approach to project management is to communicate throughout the project and be available as a resource at any time for added value. This involvement ensures that project outcomes are aligned to the needs and wants of your team and will involve: Project Kick-off Meeting to review scope of work, plan specific dates for on-site work and subsequent Project Update Calls. Project Update Calls - Regularly-scheduled conference calls to report progress, request additional information, ask questions, coach through the planning process, etc. Share draft plan for input and feedback. A private workspace on the internet (a.k.a. TadZo Teamwork https://tadzo.teamworkpm.net/) will be made available for the City of Yakima team and any others you would like to share documents and project progress. June 23, 2016 Proposal for City of Yakima 12 Economic Development Strategic Planning IV. PROPOSED TIMELINE The following table presents an estimated timeline for the proposed scope of services described in this proposal, assuming we start in August. During the Project Kick-off Meeting we will further detail the project timeline and confirm dates of on-site work. We will do everything possible to accelerate the project while focusing on preparation of quality deliverables and exceptional engagement of stakeholders. The good news is that TadZo is based in Yakima; this proximity allows for more flexibility in scheduling. Scope of Work Month Aug Sept Oct Nov Dec Project Kick-off Meeting Phase I – Where are you now? Economic Performance Economic Development Inventory Asset Inventory Phase II – Where do you want to be? Stakeholder Input Priorities Work Session Phase III – How will you get there? Priority Strategic Initiative Work Sessions Written Plan Project Update Calls Conference calls/Phone Interviews Consultant off-site work Consultant on-site work Deliverable June 23, 2016 Proposal for City of Yakima 13 Economic Development Strategic Planning V. PRICE PROPOSAL A not-to-exceed price proposal for the proposed scope of services is detailed in the table below. This proposal is all-inclusive of data, materials and services. There is cost savings from no travel expenses compared to an out-of- town consultant. I am able to bring nationally- recognized expertise to Yakima while the City can “buy local”. City of Yakima Economic Development Strategic Planning Price Proposal Phase Price Phase I – Where are you now? $12,750 Phase II – Where do you want to be? 4,500 Phase III – How will you get there? 10,500 Total $27,750 We are open to modifying the scope of work and pricing respectively to accommodate your available resources for this planning project. Option – Facilitation Only If you are only interested in facilitation services, TadZo facilitation rate is $4,500 for a full day and $3,000 per half-day, plus expenses for facilitation materials. These rates include preparation time for the facilitated meeting but no research or analysis. June 23, 2016 Proposal for City of Yakima 14 Economic Development Strategic Planning VI. EXPERTISE & EXPERIENCE TadZo is an economic development and site selection consulting firm, led by Allison Larsen with over 14 years of consulting experience, 19 years of economic development experience and more than 10 years in international business sales and management. With experience working in over 71 communities across 23 states/provinces, TadZo tracks best practices – what works and what doesn’t – to draw upon for potential solutions in each unique situation facing a community. TadZo’s goal is to help communities stand out as the location of choice for their target audiences. Success is accomplished using proven techniques for uncovering unique community offerings and arming economic developers to align those assets with business needs through industry research and effective questioning. Primary economic development services include: Competitiveness Assessments — What assets set your community apart from the competition? Where is your community falling behind the competition and stalling economic growth? What can you do to enhance your competitive position? Find out how your community stacks up to your competitors and economic development best practices. TadZo provides detailed feedback with specific recommendations to improve your community’s value proposition. Action-oriented Strategic Planning — A plan is only good if it is implemented. Are you looking for new ways to make a positive impact with best practice solutions? You can count on TadZo to work in partnership with you for a strategy that delivers results of priority to community stakeholders, within your means, yet a stretch to achieve more than you can imagine today. Workforce Development Strategies — Talent is the leading driver for business competitiveness today. Is your community investing in training and skill development to meet industry's rapidly changing needs? Are you doing everything possible to attract and retain talent to your community? TadZo provides innovative approaches to enhance your labor pool. Target Industry Research and Analysis — Are your targets current? Have your assets changed and created a new value proposition? Are you curious about current industry trends in order to be more effective in your local business outreach and recruitment efforts? TadZo not only researches industry trends but also matches industries to your community’s capabilities and emerging opportunities. Business Recruitment Marketing — Are you looking for tried and true approaches to market your community – but with a fresh twist? Do you want to know what can bring more positive attention and serious looks at your community? TadZo focuses marketing strategies and resources on messaging and channels most relevant to your target audiences. June 23, 2016 Proposal for City of Yakima 15 Economic Development Strategic Planning Facilitation — Are you tired of “Death by PowerPoint” meetings? Are you seeking more effective ways to innovate and strategize as a team? Are you worried about how you will handle challenging community input meetings with many diverse and opposing views? Utilizing specialized skills and facilitation techniques such as graphic facilitation, TadZo fosters engagement and commitment while advancing conversations for big-picture thinking and creativity. The TadZo Principal, Allison Larsen, has extensive experience working with corporations and partner site consultants in evaluating communities for business locations. This perspective adds value to TadZo’s economic development clients because realistic insights about community assets can be shared. Allison Larsen, CEcD - Principal With over 14 years of consulting experience, 19 years in economic development and more than 10 years in international business management and sales, Allison Larsen’s core competencies include competitiveness assessments, site selection screening, action-oriented strategic planning, target industry analysis, workforce development, marketing, graphic facilitation; and teaching through engagement. Allison is keen that the client always sets the direction for where they want to go with a project. She believes her role is to ask insightful questions to explore what’s possible, what’s of greatest interest and, ultimately, what stakeholders find most important to commit resources for action. She employs well thought- out questions and astute listening to get to the core of issues and solutions. Her extensive experience with business leaders, community stakeholders and hard-working professionals contributes to her recognition of what is true excitement and commitment, enabling her to facilitate positive change for clients. Her diverse background – from growing up in a small rural community (less than 4,000 population) in Northern California to a national award-winning salesperson at a Fortune 100 “Most Admired” Company (Merck & Co.) has influenced her perspective to learn from every situation. Allison’s entrepreneurship endeavors did not start with TadZo. She established an international distribution network for a venture capitalist, and even put herself through college by raising a herd of registered sheep. Working in front-line business recruitment at the Madera Industrial Development Corporation and the EDC serving Fresno County (both in California), she sited companies yielding more than 9,000 jobs. Allison worked 11 years as Principal at Chabin Concepts, consulting local communities, regional and state economic development organizations. Allison helped to create CompetitiveReady, a community certification program. She is a sought-after speaker and trainer for economic development best practices. She has spoken at conferences and special training events for the International Economic June 23, 2016 Proposal for City of Yakima 16 Economic Development Strategic Planning Development Council (IEDC), British Columbia EDA, Economic Developers of Alberta, California Academy for Economic Development, Mid-America EDC, Nebraska Public Power District, Northwest Economic Development Course, Oregon EDA, Pacific Northwest EDC, Public Service of Oklahoma, South Carolina EDA, Texas Economic Development Council, Team Texas, Washington EDA and Wisconsin EDA. Allison is a graduate of the University of California, Davis; the University of Oklahoma Economic Development Institute; and a Fellow of the California Agricultural Leadership Program. Allison earned the certified economic developer (CEcD) professional designation from IEDC and serves on the IEDC Board of Directors. Allison’s complete resume is presented in the appendix. Work References A sampling of diverse TadZo projects are described on the following pages. We encourage you to speak with our references to understand how they value TadZo and are implementing project outcomes. Muskogee City-County Port Authority - Oklahoma “Economic Development 101” Facilitated session for economic development training with elected officials, board members, partners and community business leaders. This interactive learning and input session brought the community into the fold for teamwork in economic development. The interest of community stakeholders laid the foundation for additional funding to the Port for a Target Industry Analysis and strategic planning project. Competitiveness Assessment & Target Industry Analysis Assessment of key site location factors as to current state of competitiveness producing a “Report Card” for Muskogee. Dates of Services: (3 projects) January 2015 March – June 2015 Currently working on Economic Development Strategy and Marketing Plan Reference Name: Eric Miller, Director of Business & Economic Development Muskogee City‐County Port Authority Phone Number: (918) 682-7887 Email: eric@muskogeeport.com June 23, 2016 Proposal for City of Yakima 17 Economic Development Strategic Planning Industry trends research and screening to identify potential target industries. Capabilities screening of industries based on current competitiveness, Niche and emerging industry sector identified to augment screen of industry targets. Industry intelligence research. Economic Development Strategy and Marketing Plan (project in-process) Stakeholder interviews and Priorities Work Session. Key Message Work Sessions. Plan Development – draft, review, enhance, approval. Implementation Guide and Work Session. Coaching for development of Marketing Plan and materials. Ada Jobs Foundation - Oklahoma Strategic Plan; Target Industry Analysis & Branding Identification of target industries that fit with Ada’s assets: Competitiveness assessment and work session; Industry trends research and screening; Dates of Services: August 2013 – January 2014 Reference Name: Michael Southard, President & CEO Ada Jobs Foundation Phone Number: (580) 235-0070 Email: msouthard@adaworks.org “I was excited about the prospects of undertaking this endeavor and the benefits that I believed it would yield for our organization and the community, alike. The past 3 days have only served to heighten my excitement about the outcomes. Your [Alison’s] intellect, intuition and broad base of experiences, as well as your well-honed ability to pose the tough question, in a non-threatening/off-putting manner, was wonderful to behold. There is no doubt that you [Allison] were the right choice for this undertaking in Muskogee. Thank you for the great effort that you have invested in this very important undertaking, in furtherance of the economic development growth and prosperity of Muskogee. I could not be more pleased.” Eric Miller, Director of Business & Economic Development Muskogee City‐County Port Authority June 23, 2016 Proposal for City of Yakima 18 Economic Development Strategic Planning Compatibility screening based on Ada’s assets and liabilities; Niche and emerging opportunities; and Industry intelligence research. Development of a unified community brand for Ada Jobs Foundation, City and Chamber: Facilitated four large focus groups to identify core values and differentiators that could be distilled into succinct and compelling key messages to drive a community-wide brand. Allison had everyone on their feet and working actively in small groups. Several props were utilized to help participants generate creative, yet provable, messages about their community. Not only did the process give every participant a voice, but also built strong consensus for key messages and the new community brand. Brand images and tag line developed and tweaked with steering committee input. Brand guidelines for communitywide use. Economic Development Strategy: Stakeholder engagement and setting priorities. Capacity assessment of available resources for implementation. Plan draft, review, enhancement. Implementation Work Session and supporting materials. On-going implementation coaching. "TadZo was a tremendous help to Ada in our efforts to implement the economic development elements of our community visioning process. Allison facilitated several processes that explored different ideas which ultimately ended with agreed upon concepts. The overall marketing plan laid out a series of steps with details down to an estimated budget as to who would be responsible for what element. The community branding effort included nearly 200 people in the process and the community logo is used by the Chamber, EDO, and the City." Michael Southard, President & CEO Ada Jobs Foundation June 23, 2016 Proposal for City of Yakima 19 Economic Development Strategic Planning Martinsville-Henry County Economic Development Corporation - Virginia Best Practices Assessment & Recommendations Familiarization Tour, feedback on observations and recommendations. Target Industry Analysis & Business Case Research Competitiveness assessment. Industry trends research and screening. Compatibility screening based on Henry County’s assets and liabilities. Niche and emerging opportunities. Industry intelligence research. Assembly of data and copywriting of businesses cases for each target industry. Website Advisory Services Site Map Outline. Content defined for each webpage. Copywriting of key landing pages. Dates of Services: (3 projects) July 2013 November 2013 – April 2014 June 2014 – December 2014 Reference Name: Mark Henry, President & CEO Lisa Lyle, Director of Recruiting & Marketing Martinsville-Henry County EDC Phone Number: (276) 403-5940 Email: mheath@yesmartinsville.com LLyle@yesmartinsville.com June 23, 2016 Proposal for City of Yakima 20 Economic Development Strategic Planning “In our early conversations and throughout the process, we were impressed with Allison’s industry knowledge and her unique perspective in understanding the site selection process and community evaluation methods used by companies for expansion and/or relocation decisions. With Allison’s research and guidance, we were able to better define our target industries and improve our marketing methods. Allison has an exceptional gift in marketing. The Target Industry Analysis not only contained in-depth research and recommendations, but she also provided detailed plans, outlines, and examples to help us take the next steps in effectively marketing to our newly defined targets. Allison also assisted us on the re-design of our website. Allison developed our new site map, recommended page content, and provided copywriting for some of our key landing pages. Her assistance and recommendations with our new website were so helpful in organizing and clarifying a task that can easily be overwhelming. It’s been a pleasure working with Allison and we would highly recommend her work to other economic development organizations.” Lisa Lyle, Director of Recruiting & Marketing Martinsville-Henry County EDC June 23, 2016 Proposal for City of Yakima 21 Economic Development Strategic Planning Redmond Economic Development, Inc. - Oregon Is Redmond Making the Grade? Competitive Asset Evaluation. Board presentation of findings. Keynote speaker for Annual Meeting. Board Retreat for 3-year Strategic Plan Facilitation of board retreat (one chart shown above). Dates of Services: (2 projects) April – May 2015 November 2015 Reference Name: Jon Stark, Redmond Manager Economic Development for Central Oregon/Redmond Economic Development Inc. Phone Number: (541) 923-5223 Email: jon@edcoinfo.com “Thank you again for your terrific leadership in getting our thoughts organized and down on paper so we can further our strategic planning discussion.” Jon Stark, Redmond Manager Economic Development for Central Oregon Redmond Economic Development Inc. June 23, 2016 Proposal for City of Yakima 22 Economic Development Strategic Planning McKinney Economic Development Corporation – Texas Board Retreat for Annual Work Plan Facilitation of board strategic planning workshop addressing McKinney’s current state of competitiveness along with strategic priorities for Business Retention & Expansion; Entrepreneurship & Emerging Technology; Business Attraction; and Enhancing McKinney’s Competitiveness. Dates of Services: April – May 2016 Reference Name: Abby Liu, Interim President McKinney EDC Phone Number: (972) 965-3132 Email: liu@mckinneyedc.com June 23, 2016 Proposal for City of Yakima Economic Development Strategic Planning APPENDIX A. Résumé for Allison Larsen, TadZo PROFESSIONAL EXPERIENCE TadZo Principal (2013 – present) TadZo is an economic development and site selection consulting firm. Primary services encompass competitiveness assessments, strategic planning, marketing, training and facilitation for economic development organizations; and site location analysis for corporations throughout USA and Canada. With experience working in over 72 communities across 23 states/provinces, TadZo tracks best practices – what works and what doesn’t – to draw upon for potential solutions in each unique situation facing a community. Projects: McKinney Economic Development Corporation, TX – Strategic Planning Workshop Facilitation Town of Ajax, ON – Economic Development Strategy Review & Update Muskogee City-County Port Authority, OK – Economic Development Strategy & Marketing Plan Redmond Economic Development, Inc., OR – Board Retreat Facilitation Prineville/Crook County Economic Development Council, OR – Board Retreat Facilitation City of Coquitlam, BC – Technology Workshop Facilitation Northern Kentucky Tri-ED – Economic Development Training & Best Practices Enid Regional Development Alliance, OK – Board Retreat Facilitation Muskogee City-County Port Authority, OK – Competitiveness Assessment & Target Industry Analysis Redmond Economic Development, Inc., OR – Community Economic Development Report Card Oakland County, MI – Economic Development Partners Facilitation for Partner Action Plan Greater Spokane Inc., WA – Driving Competitive Change for the Spokane Region Muskogee City-County Port Authority, OK – “Economic Development 101” Facilitated Session for Community Leaders City of Eugene, OR – Competitiveness Work Session City of Springfield, OR – UGB Expansion Sites Assessment Oklahoma Governor’s Economic Development Marketing Team – Annual Retreat Facilitation Martinsville-Henry County EDC, VA – Website Advisory Services City of Ada, OK – Website Advisory Services Eugene-Springfield-Lane County, OR – “Big Look” Regional Economic Development Organization & Strategy Martinsville-Henry County EDC, VA – Target Industry Analysis & Business Case Research Tri-Cities, WA – TRIDEC New Economy Target Industry Study Maple Valley, WA – IEDC Economic Development Advisory Services (pro-bono) Northern Kentucky Tri-ED – Strategic Planning Facilitation Ada Jobs Foundation, OK – Target Industry Analysis, Branding and Economic Development Strategic Plan Martinsville-Henry County EDC, VA – Best Practices Assessment & Recommendations Allison Larsen, CEcD Principal TadZo allison@TadZoConsulting.com Office - 509.972.0833 Mobile - 509.952.6104 Twitter - @allisonTadZo Greater Pensacola Chamber of Commerce, FL – Implementation Retainer Ken-Tenn Regional Alliance, KY & TN - Strategic Plan Chabin Concepts Principal (2002 - 2013) Ken-Tenn Regional Alliance, KY & TN - Industry Targeting, Business Cases City of Chula Vista, CA - Strategic Positioning, Cluster Analysis & Marketing Strategy Greater Pensacola Chamber of Commerce, FL - Regional Econ. Dev. Strategy & Marketing Plan Cedar Hill EDC, TX - CompetitiveReady Asset Scorecard Oklahoma City Partnership - Rural Community Assessments and Recommendations Public Service of Oklahoma - Economic Development Marketing Training Nebraska Public Power District - Rural Economic Development Training Wisconsin Economic Development Association - Competitive Proposals Training & Economic Development Sales Training Ajax, Ontario - CompetitiveReady Asset Scorecard Columbia County Economic Team, OR - Business Attraction Plan City of Merced, CA - Economic Development Work Session & Plan Porterville, CA - Strategic Plan Update West Sacramento, CA - Business Resource & Innovation Center Study McPherson IDC, KS - CompetitiveReady Asset Scorecard; Target Industry Study; Economic Development Strategic Plan Brownsville EDC, TX - Comparative Benchmarking City of Sugar Land, TX - Economic Development Strategy City of Shasta Lake, CA - GreenTech Industrial Park Bowling Green Area Chamber of Commerce, KY - Target Markets Analysis; updated South Central Kentucky Marketing Plan City of Beaverton, OR - Target Industry Analysis and Implementation Plan City of Scottsdale, AZ - Competitiveness Assessment/Target Industry Study City of Merced, CA - Business Case Development Frisco EDC, TX - Comprehensive Economic Development Strategy Colusa County, CA - Economic Development Roadmap Confederate Tribes of the Umatilla Indian Reservation, OR - Marketing Advisement and Work Session Rio South Texas - Competitive Assessment and Market Position Greater Yuma EDC, AZ - Marketing Plan and Business Cases Quad City IA & IL - Logistics Industry Study; Wind Website San Jose Redevelopment Agency, CA - Downtown Tenant Preferences Study; Organization and Marketing Plan Grenada County EDD, MS - Economic Development Strategic Plan; Website; Business Cases Northern Rural Training and Employment Network (NORTEC) - Designing Local Skills Strategies for STEM Occupations Mid-Michigan Region - Location Analysis & Positioning for Photovoltaic Industry City of Santa Rosa, CA - Economic Development Plan; Consultative Selling Work Session Bowling Green Area Chamber of Commerce, KY - South Central KY Regional Marketing Plan and Business Cases Northern Colorado EDC - Marketing Plan Mariposa County, CA - Economic Vitality Plan Greater Phoenix Economic Council, AZ - Business Case & Prospecting Program Grays Harbor Public Development Authority, WA - Strategic Marketing Program Victor Valley EDA, CA - Regional Marketing Program; Target Industry Study State of Washington Prospecting and Marketing Program City of Henderson, NV - Target Industry Study, Customized ACT Training Prospecting Services for Oklahoma Business Roundtable, Portland Development Commission (OR), Shasta County EDC (CA), City of Victorville (CA) and Victor Valley EDA (CA) Northwest Pennsylvania Regional Planning Commission - Regional Website Review &Training State of Washington - Prospecting and Marketing Program City of Castle Rock, WA - Strategic Marketing Plan City of Rio Vista, CA - Industrial Strategy City of Madera, CA - Enterprise Zone Renewal Application New Mexico Economic Development Partnership - Targeting and Positioning Spokane Area EDC, WA - Strategy & Organization Re-engineering San Diego EDC, CA - Organizational Enhancement Oregon Economic Development Association - Targeted Industry Prospecting Campaign Solano County EDC, CA - Perception Interviews and Client Handbook Economic Development Corporation serving Fresno County Vice President, Client Services and Interim President/CEO (1999 - 2002) Primary contact for site consultants and businesses, resulting in nearly 5,200 new and 800 retained jobs Architect of state-of-the-art tools for enhanced responsiveness to clients - Comparative Demographics, Site Selection Core Database (IEDC standards), Real Estate Database, Comparative Operating Cost Analysis, and Incentive Calculator; award winning at state and national levels Established “Red Teams” of signature-level authorities to meet with prospects, including a specialized “EDC Workforce Red Team” Secured grants from USDA, Workforce Investment Corporation, and California Technology Trade & Commerce Agency Managed 10 employees Madera County Industrial Development Corporation Manager of Business Development and Marketing (1997 - 1999) Business attraction, marketing, public relations – yielding 2,500+ new jobs Other Sales & Marketing Experience Universal Marketing Services, Inc. – General Manager; international marketing; set up distribution network in 20+ countries Merck & Co., Inc. – nationally recognized “League of Excellence” winner for sales performance California State Fair – supervised Counties and Agri-Fair exhibits EDUCATION University of Oklahoma, Economic Development Institute Graduate University of California, Davis B.S., Agricultural Education California Agricultural Leadership Program Fellow, Class XXIV FACILITATION TRAINING Liberating Structures – Seattle, WA The Principles of Graphic Facilitation Workshop, The Grove – San Francisco, CA The Art of Facilitation, University of California – Davis, CA PROFESSIONAL AFFILIATIONS International Economic Development Council Active Member IEDC Certified Economic Developer (CEcD) IEDC Board Member 2016 – 2017 Past Chair, Education and Certification Committee www.TadZoConsulting.com Twitter - @allisonTadZo LinkedIn - www.linkedin.com/in/allisontadzo Email - allison@TadZoConsulting.com Office - 509.972.0833 Mobile - 509.952.6104 RESOLUTION NO. R-2016- ________ A RESOLUTION authorizing the City Manager to apply for funding, accept the funds if offered and execute the necessary agreement for $254,970 in a grant and a $208,612 loan from the Yakima County SIED Board to contribute funds for the engineering, design and reconstruction of certain streets and utilities necessary to support the development of the property located at South 24 th Avenue and West Nob Hill Blvd., WHEREAS, the Yakima City Council established that development of commercial properties and increasing jobs for residents of the City , is an Economic Development priority for the City of Yakima; and WHEREAS, Yakima County has established the Supporting Investments in Economic Diversification (SIED) funds to assist the growth of business; and WHEREAS, the developer, Hogback Development Company, is proposing to improve the eight acres of property at the Southwest corner of South 24th Avenue and West Nob Hill Blvd., into a commercial development with three new buildings along West Nob Hill Blvd, which will house approximately five new businesses, and one new building on the Southern portion of the property, which will house approximate ly three new businesses; WHEREAS, it is estimated that the new businesses will employ over 200 people, and bring in approximately $50 million in taxable revenue; and WHEREAS, the development of the currently vacant property at South 24 th Avenue and West Nob Hill Blvd., a total of 8 acres, will allow maximum commercial use of the property by increasing road lighting, curb and gutter system for proper water drainage, and improve the usable pavement around the commercial center; and WHEREAS, the street improvements are needed to allow for further development of commercial areas and create jobs for Yakima residents; and WHEREAS, improvements to the existing public streets in the vicinity of the proposed commercial property outlined herein will improve public safety, facilitate access to the development and improve the neighborhood. Street upgrades are generally a requirement for new development in Yakima County as well as within the City of Yakima; and WHEREAS, the developer agrees to repay the loan proceeds from the SIED Fund to the City of Yakima through a written agreement to be executed if the SIED Fund approves the grant and loan request; and WHEREAS, the City Council deems it to be in the best interest of the City of Yakima and its residents to authorize the City Manager to execute and submit a grant/loan application with Yakima County for funding of infrastructure improvements from the SIED Fund for the above-described project, now, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKI MA: The City Manager is hereby authorized and directed to submit a grant application with Yakima County for funding from the Yakima County SIED program for infrastructure improvements associated with development of the property located at the southwest corner of South 24th Avenue and West Nob Hill Blvd., which, if awarded will require the City of Yakima to execute Agreement with the Yakima County SIED Board for terms and conditions of the loan and grant, and a repayment agreement with Hogback Development Company to pay the City of Yakima an amount equal to the loan amount granted by SIED, both of which will have to be approved by the City Council. ADOPTED BY THE CITY COUNCIL this 5th day of July, 2016. ATTEST: Avina Guiterrez, Mayor Sonya Claar-Tee, City Clerk 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 Budget Budget Actual Actual Actual Actual Actual Actual Actual Actual General Fund Revenue Citations/Penalties 85,000 50,438$ 84,111$ 69,546$ 68,268$ 102,320$ 69,785$ 43,272$ 59,199$ 95,517$ Special Use Permits 150 2,294 1,262 198 64 88 102 298 276 636 Total General Fund Revenue 85,150 52,732 85,373 69,744 68,332 102,408 69,887 43,570 59,475 96,153 General Fund Expenditures: Variable Costs: Salaries & Benefits 1 77,043 81,200 99,513 79,053 79,286 74,057 43,879 58,565 91,816 76,494 Vehicles Expense - - - Other Operating Expense 14,043 39,409 3,785 2,588 4,655 2,255 978 1,252 1,387 2,595 Pacific Power (Lighting in Public lots)10,979 7,559 8,173 11,096 18,692 16,044 16,268 16,205 16,808 15,427 Total General Fund Expenditures 102,065 128,168 111,471 92,737 102,633 92,356 61,125 76,022 110,011 94,516 General Fund Net Revenues 2 (16,915)$ (75,436)$ (26,098)$ (22,993)$ (34,301)$ 10,052$ 8,762$ (32,452)$ (50,536)$ 1,637$ Parking Revenues - Other Funds: Lots - Hourly Fees 3 - 14,147$ 21,456$ 20,396$ 5,024$ 2,479$ 2,406$ 2,209$ 7,298$ 19,179$ Lots - Citations - 30,000 30,000 34,310 Lots - Lease 340 170 340 340 3,090 Lots - Permits 4 5,501 45,027 39,552 42,671 26,886 26,765 22,848 25,634 36,883 49,518 Total Revenue - Other Funds 5,841 89,344 91,348 97,717 31,910 32,334 25,254 27,843 44,181 68,697 Parking Expenditures - Other Funds: Enforcement Contract - 28,912 30,000 30,000 Cale supplies/fees - 3,492 6,022 4,649 Striping - 2nd St Parking Lot - - - - - 1,150 - - - - Contribution for Clean & Safe Program 4 50,000 47,700 50,000 50,000 50,000 50,000 Net Parking - Other Funds (44,159)$ 9,240$ 5,326$ 13,068$ (18,090)$ (18,816)$ 25,254$ 27,843$ 44,181$ 68,697$ 1 This includes an allocation of the parking supervisory personnel. 2 Finance staff maintains the parking ticket computer system and collects payment of the fines. The cost of this function is not included in this analysis. 3 4 This parking revenue goes to CBD Capital Improvement Fund. The $50,000 contract for the Clean and Safe downtown program is mostly funded by this revenue. CITY OF YAKIMA Parking Enforcement Revenues and Expenditures Ten Year Comparison--2004-2013 (Budget) This parking revenue used to go to Parks & Recreation to maintain downtown area landscaping. (Annual cost for this slightly over $50,000--YDA has contributed to this program in the past, but not to the full extent of the cost.) 10/25/2016 Parking Rev 2003 thru 2013 Budget.xls Page 1 of 3 Memorandum To: Yakima City Council Jeff Cutter, Interim City Manager From: Sean Hawkins, Economic Development Manager Date: March 1, 2016 Subject: Public Market / Business Incubator Funding Options and Next Steps Bringing the Concept to Life The Washington State Department of Commerce’s CERB program could award the City of Yakima a planning grant of $50,000 to refine the concept for this project including the selection of a location, the layout, conceptual drawings. The City would have to supp ly at least a 25% cash match ($12,500) which would create a $62,500 budget for planning services. The CERB board meets bi-monthly and considers planning grant requests at their meeting. Field Trips A public market / business incubator is by no means a ne w concept to Washington or Oregon. We have numerous models within a few hours drive with staff that we willing to give us tours and recommendations as we begin this path. I recommend the City sponsoring two field trips for interested Council members and citizens: 1) Trip to Dayton, Washington’s Blue Mountain Station and Pasco’s Specialty Kitchen 2) Trip to Portland, Oregon to visit the Portland Mercado and PDX Makers Space Funding Sources 1) Economic Development Administration (EDA) – Economic Development Assistance Program. This program makes awards of up to $3,000,000 for project that can assist in business and community development in rural communities. The City of Yakima would be an eligible applicant for funds. This program look s to reuse non performing community assets (think vacant buildings) for economic purposes and the building must be publicly owned. This program has a history of funding hard costs for project including equipment and would an excellent source to fund the co mmercial kitchen portion of the project. Funding program example – EDA funded the Portland Mercado in NW Portland (www.portlandmercado.org). The Portland Mercado uses an incubator model to provide affordable retail space for businesses to launch and grow, and is a hub for Latino culture in Portland. 15-20 new businesses have opened in an area of Portland seeking healthy and delicious food options. Page 2 of 3 EDA also funding the Pasco Specialty Kitchen (www.downtownpasco.com/psk/) in Downtown Pasco, Washington. The Pasco Specialty Kitchen (PSK) is a state -of-the-art certified commercial kitchen for local entrepreneurs that is open 24/7 365 days a year. Entrepreneurs pay an hourly rate to use the kitchen. Many of the kitchen users also sells their products at the nearby Pasco Farmers Market which is housed in a market hall nearby. 2) Washington State Department of Commerce – CERB (Community Economic Revitalization Board) Prospective Development Construction Program – CERB likes fund projects with evidence from an economic feasibility study that the project will lead to the creation of a significant number of permanent jobs. CERB will not fund retail related projects so the market portion of the project would not be eligible. However, they do fund land or building acquisition and construction of public buildings. The CERB grant can be up to $2,000,000 with a local cash match equal to the grant. Funding program example – CERB funded the construction of Dayton, Washington’s Blue Mountain Station Artisan Food Center. The Artisan Food Center is the first building in a new food processing park called Blue Mountain Station located in the historic town of Dayton, Washington. The Artisan Food Center is a 6,912 square foot building that houses 5 food processing spaces, a commercial kitchen, a small retail area, and a public restroom under one roof. 3) Yakima County / New Vision – SIED Program (Supporting Investments in Economic Diversification). Yakima County’s SIED Program is an excellent local resource to assist in leveraging the two grant programs listed above. Principal four of the SIED Program’s Investment Policy looks very favorable on using their funds as leverage for federal and state dollars. 4) Section 108 Loan from HUD – The City has a $1.1 million loan guarantee that could be used for construction of this project. While this is a loan that must be repaid, a number of projects in Washington State are being repaid from the City’s annual Community Development Block Grant (CDBG) funds over the course of a 20 year period. Interest rates are around 3% for Section 108 pay back. The City currently receives $800,000 per year in CDBG funds. 5) New Market Tax Credits - The New Markets Tax Credit (NMTC) were designed in 2000 to increase the flow of capital to businesses and low income communities by providing a modest tax incentive to private investors. The NMTC program attracts capital to low income communities by providing private investors with a federal tax credit for investments made in businesses or economic development projects located in some of the most distressed communities in the nation – census tracts where the individual poverty rate is at least 20 percent or where median family income does not exceed 80 percent of the area median. The National Development Council, who has worked with the City in the past, estimates that 20 -25% of the total project cost could come from the NMTC program. Page 3 of 3 6) “Sales Tax & B&O Tax TIF” District – Tax Increment Financing is not allowed by Washington cities as defined by Washington State’s constitution. However using the “stadium” funding model where taxes generated by are used to retire debt on a project is a model that we could consider for this project. However, I would not recommend tying the sales or B&O taxes to paying off any debt on this project. I would recommend using them to support operating of the facility or perhaps creating an emergency accoun t for repairs and updates to the building. With retail sales estimated at $4-6 million a year, this a rainy day fund could be replenished with $35 -50 thousand a year from this method on sales tax alone.