HomeMy WebLinkAbout01/17/2017 09 2017-2020 Yakima Economic Development Strategic Plan AdoptionBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
Item No. 9.
For Meeting of: January 17, 2017
ITEM TITLE: 2017-2020 Yakima Economic Development Strategic Plan
Adoption
SUBMITTED BY: Sean Hawkins, Economic Development Manager, 575-6274
SUMMARY EXPLANATION:
At the July 19, 2016 Yakima City Council meeting, the Council approved a contract with TadZo
Consulting to complete a community-based Economic Development Strategic Plan to guide City
economic development efforts and programming.
The plan's goal is to spur and sustain the growth of Yakima's economy over the long-term by
collectively working to grow well paying jobs enabling resident workers to buy homes and afford
a quality lifestyle. The Council Economic Development Committee and City staff partnered with
Yakima County Development Association (New Vision), Greater Yakima Chamber of Commerce,
Hispanic Chamber of Commerce of Yakima, Rural Community Development Resources, and
Yakima Valley Tourism to create this plan. In addition, public comments and direction were
provided at three public sessions.
The plan's 12 initiatives are broken down into three categories: Yakima's Competiveness, Traded
Sector Business, and Quality Employment Growth and Community Pride. In the planning
process, each initiative was discussed and vetted at an individual session with team members.
The details for each initiative include project implementation tactics, a project lead, and a timeline.
The City will take the lead on six of the twelve initiatives and other partners will lead other projects,
many with the City's assistance.
The progress for each of the 12 initiatives will be reported and discussed at the monthly Council
Economic Development Committee meeting. City staff is working on the completion of a
communications plan that will describe the many ways the plan's progress will be reported to the
community using the City's website, Monthly Issues Brief, Y -PAC, CityCast, and through our
partner's communication platforms.
Upon adoption of this plan by the Yakima City Council, City staff and partners will present the plan
for adoption to their respective boards of directors. The plan will also be presented to the
business community at the Greater Yakima Chamber of Commerce Membership and Community
Luncheon on Monday, February 13th.
ITEM BUDGETED: NA
STRATEGIC PRIORITY: Economic Development
APPROVED FOR
SUBMITTAL: `-City Manager
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
The Council Economic Development Committee recommends this be presented to the full
Council.
ATTACHMENTS:
Description Upload Date Type
D Economic Dev Plan ExecutNe Summary 1/12/2017 Coxer Memo
D Economic Dev Plan FINAL 1/12/2017 Co%er Memo
-7
We aim to spur and sustain the growth of Yakima's economy over the long-term
by collectively working to grow jobs jobs that pay well, enabling resident workers
to buy homes and afford a quality lifestyle.
Strategic Initiatives to Spur & Grow Yakima's Economy
The Yakima Economic Development Strategic Plan defines priority economic development initiatives in
the City of Yakima through 2020.
TRADED -SECTOR
YAKIMA'S i IV Wt X I Q__ V71
AD • -
•COMMUNITY
COMPETITIVENESS•
GROWTH
Sites for Business Incubator Centro de la Raza
Mill Site Airport Business Image Campaign
Redevelopment Growth
Public Authority Recruit Cluster
District Industries
N Incentives
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A. Yakima's Competitiveness -7
In order to successfully grow the economy over the long-term, important factors need to be improved to
ready Yakima for business and convention opportunities. At present Yakima is falling behind competitive
communities vying for similar economic development opportunities.
SITES FOR BUSINESS
Goal:
A diverse portfolio of sites ready for business location that provide Yakima a competitive advantage
because infrastructure is in place, any contamination is addressed and owners are willing to sell/lease.
MILL SITE REDEVELOPMENT
Goa'
Support the redevelopment of the former Cascade Lumber Company mill site to accommodate quality
jobs and increase Yakima's tax base, as well as present a quality development at Yakima's highly -visible
northern "front door."
PUBLIC AUTHORITY DISTRICT
Goal
Explore the potential of a public authority district as a tool to support economic development and
enhance Yakima's competitiveness to attract and retain businesses.
INCENTIVES
Goal
Responsibly offer and promote a diverse portfolio of competitive incentives that influence business
investment in favor of a Yakima location. o
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EDUCATIONAL ALIGNMENT o
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Educational resources aligned to meet the comprehensive current and future needs of employers in
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AIR SERVICE c
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Sustain and increase commercial airline service at the Yakima Airport (YKM). v
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CONVENTION CENTER EXPANSION E
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Expand the Yakima Convention Center to host targeted groups with world-class amenities. E
B. Traded -sector Business & Quality Employment Growth -7
To shape a sustainable economy, proactive efforts are necessary. Successful communities don't wait for
businesses to show up, they organize a strong business case to meet their needs and reach out to them
— be it an entrepreneur starting up a new business endeavor or a successful business that could grow
successfully in Yakima.
INCUBATOR
Goal
Establish a high-quality, technical assistance incubator to boost effective business start-ups in Yakima.
AIRPORT BUSINESS GROWTH
Goal
Locate a comprehensive supply chain of traded -sector aviation companies and suppliers to prioritized
sites adjacent to the Yakima Airport.
RECRUIT CLUSTER INDUSTRIES
Goal
Locate traded -sector businesses that compliment yet diversify Yakima's economic base.
C. Community Pride
Community pride initiatives complement economic development marketing and talent
attraction/retention — people wanting to live and work in Yakima.
0 CENTRO DE LA RAZA
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N Establish a Latino cultural center (Centro de la Raza) to honor the diverse cultural assets of the Yakima
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Goal
Enhance local pride in community and foster positive "buzz" about Yakima.
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Acknowledgements
A wide array of committed and enthusiastic community leaders provided input and worked
collaboratively to develop this Economic Development Strategic Plan for Yakima.
YAKIMA CITY COUNCIL
Dulce Gutierrez
Avina Gutierrez
Carmen Mendez
District 1
District 2
District 3 —Assistant Mayor
Bill Lover
Kathy Coffey
Maureen Adkison
District 4
District 5 — Mayor
District 6
Holly Cousens
District 7
YAKIMA ECONOMIC DEVELOPMENT STRATEGIC PLAN STEERING COMMITTEE
Kathy Coffey, District 5 — Mayor
City of Yakima
Holly Cousens, District 7
City of Yakima
Avina Gutierrez, District 2
City of Yakima
Cliff Moore, City Manager
City of Yakima
Colleda Monick, Economic Dev. Assistant Cally Price, Assistant to City Manager
City of Yakima City of Yakima
Maureen Adkison, District 6
City of Yakima
Sean Hawkins, Economic Dev. Manager
City of Yakima
Verlynn Best, CEO/President
Greater Yakima Chamber of Commerce
Luz Bazan Gutierrez, Secretary Maria Rodriguez, Executive Director Jonathan Smith, President/CEO
Hispanic Chamber of Commerce of Yakima Rural Community Development Resources Yakima County Development Association
John Cooper, President & CEO
Yakima Valley Tourism
PARTICIPANTS IN COMMUNITY ASSET SITE VISIT
Jeff Gaskell, Operations Manager Meghann Quinn, President
Adventurer LP Bale Breaker Brewing Company
Dave Brown, Water/Irrigation Division Mgr. Joseph Calhoun, Senior Planner
City of Yakima City of Yakima
Glenn Denman, Building Official Supervising Jeff Peters, Supervising Planner
Code Inspector City of Yakima
City of Yakima
Charlie Robin, CEO
The Capitol Theater Yakima
Joseph Morrier, President & CEO
JEM Development Real Estate Inc.
Erin Fishburn, Director of Institutional
Effectiveness & Advancement
Perry Technical Institute
Patrick Baldoz, Director
South Central Workforce Council
Joe Schmitt, Marketing & Dev. Director
Yakima County Development Association
Craig Dwight, Director
Yakima Valley Technical Skills Center
Thane Phelan, Vice President &
Communications/Marketing
Greater Yakima Chamber
Carolyn Belles, Permit Project Coordinator
City of Yakima
Joan Davenport, AICP, Planning Manager
City of Yakima
Mike Price, Wastewater Manager
City of Yakima
Russ Roberts, CCIM
Heritage Moultray
Bob Gerst, Vice President Human Resources Christina Cote, President
John L. Haas, Inc. Perry Technical Institute
Mike Wright, Plant Manager
Quanex Building Products
Tommy Hanses, Operations Manager
Washington Fruit & Produce Company
Duncan MacLeod, Executive Director
Yakima Makers Space
Linda Johnson, Certified Business Advisor
Small Business Development Center
Jean Brown, Business Development Director
Yakima County Development Association
Paulette Lopez, Dean of Workforce
Education Division
Yakima Valley Community College
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I. Plan Purpose —7
The purpose of the work covered in this plan is presented as a "due North" compass for success. The
plan defines priority economic development initiatives in the City of Yakima through 2020.
We aim to spur and sustain the growth of Yakima's economy over the long-term
by collectively working to grow jobs jobs that pay well, enabling resident workers
to buy homes and afford a quality lifestyle.
As a result of quality job growth and relevant training to upgrade skills — thus increasing access to
opportunities for all job seekers — unemployment will decline, contributing to decreased poverty rates,
while diversifying the local economy for stability through economic downturns and upturns. Business,
job and visitor growth all contribute to increasing the tax base. With increased tax base, Yakima will be
able to provide more services and investment in the community, thereby growing more jobs.
Increase Starting
d tax with...
base Jobs &
training
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Stability unemployment
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Efforts to make Yakima's economy more robust will improve Yakima's image in the eyes of prospective
businesses and investors. Pride will increase among residents because the economy is growing and more
investment makes the community a higher quality place.
The purpose of this plan goes beyond economic outcomes. By working together on the creation of this
community -wide economic development strategy— and implementing together — we utilize limited
resources more effectively towards common purpose. We also accomplish more working side-by-side in
a coordinated effort. By working together "all boats float higher". The waterline rising is symbolic of
Yakima's economy at a higher level.
II. Planning Process
Recognizing that many organizations pursue economic development as a core mission, a broad group of
organizations led this planning process on the Steering Committee:
• City of Yakima — Councilmembers, City Manager, Economic Development Department Staff
• Greater Yakima Chamber of Commerce
• Hispanic Chamber of Commerce of Yakima
• Rural Community Development Resources
• Yakima County Development Association
• Yakima Valley Tourism
Phase I Phase II Phase III
Where are you Where do you How will you
now? want to be? get there?
Current Situation 119
Strategic Priorities
The planning process involved three phases, as detailed in the following graphic:
In addition to an actively engaged Steering Committee, three public workshops were held to gather
input for strategic initiatives. With the Steering Committee's agreement on twelve priority strategic
initiatives, Strategic Initiative Working Groups were initiated to layout specific work for each strategic
initiative and define roles for implementation. Over 100 people were involved in providing input and
guidance for plan development.
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III. Strategic Initiatives to Spur & Grow Yakima's Economy
The Steering Committee prioritized twelve Strategic Initiatives that group into three main categories:
TRADED -SECTOR
YAKIMA'S 1-
AD • -
•COMMUNITY
COMPETITIVENESS•
GROWTH
Sites for Business Incubator Centro de la Raza
Mill Site Airport Business Image Campaign
Redevelopment Growth
Public Authority Recruit Cluster
District Industries
Incentives
Educational
Alignment
Air Service
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Center Expansion
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A. Yakima's Competitiveness
In order to successfully grow the economy over the long-term, important factors need to be improved to
ready Yakima for business and convention opportunities. At present Yakima is falling behind competitive
communities vying for similar economic development opportunities.
The Steering Committee prioritized seven vital initiatives to improve Yakima's business case —
compelling reasons why a business or convention would select Yakima for investment.
SITES FOR BUSINESS
A diverse portfolio of sites ready for business location that provide Yakima a competitive advantage
because infrastructure is in place, any contamination is addressed and owners are willing to sell/lease.
Whv Important?
Businesses need a place to locate. Yakima has finite land available within city boundaries. By identifying
and readying sites for business development, we will preserve land for economic opportunities, increase
the tax base and improve our image as a vibrant place for business with desirable curb appeal.
Tactics - Sites for Business
• Inventory and prioritize potential sites
Evaluate urban growth area for future sites (i.e. Tier II)
Prioritize redevelopment sites/corridors
• Engage landowners and understand willingness to partner
• For each site, beginning with airport sites owned by the City
Determine gaps for each site's competitive readiness
Develop site-specific plans to upgrade conditions. Depending on site, this may be master
plan with infrastructure planning
Pursue funding for infrastructure and other improvements (i.e. CERB, requests to state, etc.)
Link to available tools
• Inventory available sites on the market
• Document site information: zoning, infrastructure, planned and funded infrastructure, incentive
zones, pricing, terms, etc.
Conduct meetings with property owners or representatives
Utilize city mapping resources
• Determine best -fit target businesses and run hypothetical project pro forma
• Post complete site and building information to online real estate databases on City and YCDA
(www.ycda.com) websites
• Develop a system for maintaining complete information on websites; verify and update at least
every 90 days
• Pursue certified sites designation
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Core Working Group *ites for Business
Lead Yakima County Development Association & City of Yakima — Economic
Development Department
Team City of Yakima — Planning Department, Engineering Department, Airport
Landowners
Real estate brokerage community
Yakima County Development Association
Resources Washington State Department of Ecology
Washington State Department of Transportation
Metrics — Sites for Business
Process Metrics
Inventory complete
Online databases complete
Defined best fit business targets for sites
Upgrade plans complete
Certified sites
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Outcome Metrics
✓ % of projects qualified for with available
sites
✓ Capital investment on targeted sites
✓ Number of jobs and wages associated
with business establishments on targeted
sites
✓ Economic impact to document return on
investment of public investments to
sites/infrastructure
MILL SITE REDEVELOPMENT
Gory)
Support the redevelopment of the former Cascade Lumber Company mill site to accommodate quality
jobs and increase Yakima's tax base, as well as present a quality development at Yakima's highly -visible
northern "front door."
Why Important?
The location of the mill site, at Yakima's northeast boundary, has potential to significantly improve the
first impression of the community. Yakima has finite land for job creation. However, with funding
secure to improve site access, there is risk that development at the site could only move existing
businesses from other parts of the community without net economic gain. A thoughtful and strategic
development plan is essential for long-term and sustained quality economic development. As such,
quality development would increase Yakima's image and grow the tax base.
TaCtICS - w..<< .lite i.eve(opment
• Understand existing zoning and covenants — what's possible for development at site
• Engage landowners for
Landownership scenarios
Marketing to master developer (initiate activities for marketing)
• Document infrastructure at site — what, where, condition — and create plan for infrastructure
improvements
• Environmental clean-up plan and associated costs for: former City landfill acreage; city under
roads; industrial mill site contamination (landowner)
Investigate funding resources — public and private sector, including grants
Implement clean-up plan
• Develop City -led communications plan to inform City Council and general public to create
advocates for mill site redevelopment who are armed with correct information and clear up any
misconceptions
Multi -channel communication
City Council study session
• Engage brownfield redevelopment expertise for project management (invite County
Commissioners and landowners to partner)
• Transportation access improvements
• Neighborhood outreach and engagement
• Define desired site concept
• Marketing strategy to recruit master developer
Frame development case including situation of site, Yakima assets, etc. — why developer
would want to invest
Target developer for business match
Developer meetings and marketing at RECON
• Site visits and other recruitment activities with master developer prospects
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• Master developer conducts:
Market feasibility for desired development concept
Financial feasibility for desired concept
Determine who will manage master plan and development
Marketing/business recruitment (partner with City and YCDA)
Site and engineering analysis
• Construction
Core Working Group - Mill Site Redevelopment
Lead City of Yakima —City Manager
Team Central Washington Railroad/BNSF
City of Yakima — Planning Department, Engineering Department,
Economic Development Department, City Attorney
Landowners
Neighborhood residents and landowners
Rural Community Development Resources
Yakima County Development Association
Yakima Valley Tourism
Resources Real estate brokers and developers
Washington State Department of Ecology
Washington State Department of Transportation
Yakima Valley Council of Governments
Metrics - Mill Site Redevelopment
Process Metrics
✓ Landowner partnership
✓ Communications plan developed
✓ Communications plan launched
✓ Active neighborhood involvement
Outcome Metrics
✓ Number of businesses located
✓ Number of jobs and corresponding
earnings
✓ Private -sector capital investment
✓ Value of increase in tax base
✓ Economic impact of developments at site
✓ Economic impact to document return on
investment of public investments
PUBLIC AUTHORITY DISTRICT
Goal
Explore the potential of a public authority district as a tool to support economic development and
enhance Yakima's competitiveness to attract and retain businesses.
wny important,
A public authority district can be an effective resource for supporting other prioritized Strategic
Initiatives of this plan, such as operation of an incubator and/or business development at the Mill Site,
and Airport. A variety of benefits can be structured with the mechanism of a public authority district,
such as property ownership and development, incentives, investment in infrastructure and funding of
dedicated staff for specific development projects.
Some public authority districts collect tax to accomplish their mission while others do not. The most
famous example of a tax collecting public authority district is the Port of Seattle which operates the
SEATAC airport, Maritime Ports, and associated industrial parks in Seattle. The most famous non -tax
collecting public authority development is the Pike Place Market Preservation and Development
Authority which runs the world-famous Pike Place Market in Seattle.
Examples of successful Public Authority Districts around the state that relate to the goals of the City of
Yakima's plan include the Wine Incubators at the Port of Walla Walla, the Twisp and Ellensburg
Development Authorities business incubators, The Port of Grandview's Certified Shovel Ready Sites and
success in recruiting the Wal-Mart Distribution Center, and the Grays Harbor Public Development
Authority that developed the Satsop Business Park from a vacated site into a 600 -acre industrial and
technology center.
Tactics- Public Authority District
• Invite Core Working Group to kick-off meeting to review tactics and document specific resources
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• Research the process to establish a public authority district
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Engage Washington Public Ports Association and Public Development Authorities from
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across the state for guidance
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• Investigate Washington State laws as to better understand what is possible and what is not
allowed with such districts to determine if such a district can accomplish local goals
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• With all facts, conduct evaluation of pros and cons for establishment of public authority district
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• If it is determined that a Public Authority District will enable the City to achieve economic
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growth that it would not be able to achieve any other way then,
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Determine the boundaries, scope and specific mission of the Public Authority District
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Organize campaign around the benefits of the Public Authority District - how that translates
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into a better community for all residents
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Conduct baseline research for support
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Investigate hiring a professional firm that has successfully helped with the creation of other
Public Authority Districts in Washington State
• With community approval, establish public authority district
Core Working Group - Public Authority District
Lead Business community (represented by YCDA, GYCC, HCC of Yakima)
Team City of Yakima —City Manager, City Attorney, Economic Development
Department, Airport
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Rural Community Development Resources
Yakima County Development Association
Yakima Valley Tourism
Resources Successful public development authorities
Successful port districts in Washington State
Washington Public Ports Association
Metrics - Public Authority District
Process Metrics
✓ History compiled
✓ Complete understanding of what's
possible, pros and cons weighted
✓ Decision to pursue or not
Outcome Metrics
✓ Establishment of public authority district
✓ Board members sworn in for service
✓ Economic impact of public authority
district efforts and programs
INCENTIVES
C.nnl
Responsibly offer and promote a diverse portfolio of competitive incentives that influence business
investment in favor of a Yakima location.
Why Important?
Incentives alone do not justify a business location decision. However, communities that provide
incentives demonstrate they are business friendly, and if used wisely can be effective tools for tipping
the scales in favor of the community when all things are equal or making up the difference when a
community lags competitively. Incentives are also valuable in "showing the love" to expanding local
businesses so that they choose to expand locally instead of expanding or relocating elsewhere.
Tactics - Incentives
• Gather information on current toolbox of available incentives for Yakima businesses (federal,
state, city, SIED, RCDR, utilities, WorkSource, etc.)
Develop template to gather consistent and comprehensive information on incentives
Gather information on form of incentive (cash, tax credit, services, etc.), eligibility, timing,
process to apply/how to access
Research and write case studies of Yakima companies who have utilized incentives
• Research what Yakima competitors offer for incentives
• Research what we can change internally, by public vote and what may not be allowed by law
Determine what adjustment could be made to enhance incentive for local employers. This
may require legislation for tweak.
• Review lost projects as to Yakima's weaknesses to determine if new incentive offerings might
impact positively
• Research gaps where Yakima falls behind or has higher development and operational costs than
competitors
• Package City permitting services as incentive service offering (i.e. timing, payment deferrals,
ombudsman)
Investigate guarantees for turnaround with complete permit submitted
Research and write case studies for recent Yakima developments with successful permitting
experience
• Package Business -to -Business (13-2-13) coupons, deals and other offerings for new business
locating in Yakima
• Design other incentive offering(s) as allowed by law
• Develop and adopt incentive policy to define criteria for projects that align to Yakima's goals
• Monitor results of incentives to see if they make an impact toward goals; utilize economic and
fiscal impact analysis for award -worthy projects and defendable scrutiny
• Promote incentives to local employers to raise awareness and help businesses fully utilize
Develop communications and outreach plan
Implement communications and outreach plan
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Post information on City, YCDA and other Core Working Group organizations' websites
respectively
Match incentives to business needs and situation during Business Retention & Expansion
visits
Core Working Group - Incentives
Lead Yakima County Development Association & City of Yakima — Economic
Development Department
Team City of Yakima — City Attorney, Planning Department
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Rural Community Development Resources
Supporting Investments in Economic Development (SIED)
Utilities
Resources Washington State Department of Commerce
Metrics - Incentives
Process Metrics
✓ Toolbox of existing incentives complete
✓ Competitor research complete
✓ Capability/law research complete
✓ Lost project review complete
✓ City permitting services package
✓ Business -to -Business (B-2-13) package
✓ Communications plan completed (update
websites and outreach to local
employers)
Outcome Metrics
✓ Number of businesses (existing and
attracted) assisted with incentives
✓ Number of jobs and wages associated
with incentivized businesses
✓ Economic impact of incentives applied to
businesses
EDUCATIONAL ALIGNMENT
Gory)
Educational resources aligned to meet the comprehensive current and future needs of employers in
Yakima.
Why Important?
Access to talent is the leading factor for business growth, productivity and ultimately viability.
Competitive communities stay on top of matching needs of local employers with skills to advance quality
business services and production. With the impending retirement of many Baby Boomers, it is important
to fill these openings. By enhancing skills, workers have access to greater opportunities to increase
earnings. Yakima also benefits from local training of residents so that youth stay in the community
because they are skilled for living -wage jobs.
Tactics — Educational Alignment
• Assemble education and training providers (possibly leverage Employer Engagement Network of
the South Central Workforce Council)
Review goal, why important and tactics
Review current initiatives in place that may be related to this effort
Define who does what by when
• Inventory all educational assets for skill enhancements: provider, programs, participants,
graduates, placements in local jobs
• Document educational institutions outreach and marketing of programs to employers and
prospective students
• Inventory occupation awareness programs/efforts that expose students to careers in Yakima
• Document current and future needs of business for specific workforce skills, due to retirement
and job growth areas, via
Engagement of business organizations (YCDA, GYCC, HCC, Yakima Valley Tourism, Yakima
Valley Human Resources Association)
Employer survey
Face-to-face meetings with large employers and those with high wages
Research of key occupations and corresponding skills of target industries (i.e. what do
companies we aim to recruit need)
• Analyze needs versus asset inventory to define gaps
• Create programs to address gaps
• Measure results of programs
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Core Working Group 'Fducational Alignment
Lead Yakima County Development Association
Team Central Washington University
Heritage University
Opportunities Industrialization Center
Pacific Northwest University of Health Sciences
Perry Technical Institute
South Central Workforce Council
Superintendents of East Valley, West Wally and Yakima School Districts
Unions (i.e. Operating Engineers Local Union #370, United Association of
Plumbers & Steamfitters Local 598)
Yakima Valley College
Yakima Valley Human Resources Association
Yakima Valley Technical Skills Center (YV-Tech)
Resources Business/local employers
Metrics — Educational Alignment
Process Metrics
✓
✓
Inventory of educational assets complete
Inventory of occupational awareness
programs complete
Business needs documented
Gaps defined
New programs developed and funded
Outcome Metrics
✓ Comprehensive package of skill
enhancement offerings utilized for
marketing to prospective businesses
✓ Program graduates/participants
✓ Job placement rates in Yakima
✓ Increased earnings
AIR SERVICE
Gory)
Sustain and increase commercial airline service at the Yakima Airport (YKM).
Why Important?
To competitively meet the travel needs of business and residents, Yakima needs to continue efforts to
expand air services – both frequency and additional destinations. Quality air service is critical to growing
both the economy and local tourism. An active airport generates funds for airport operations,
maintenance and capital expenditures. On top of these benefits, high quality and expanding air service
helps Yakima make its mark on the national map as a significant regional center.
Tactics – Air Service
• Formalize airport sales team
• Research how competitors are organized, funding sources, and marketing strategies to
support/expand commercial air service
• Investigate new funding sources to attract and retain commercial air service
• Nurture existing partnerships (Alaska Airlines, Horizon Air, Virgin America)
• Consider incentive programs and package for targeting new destinations/carriers
• Continue FLY YKM marketing plan
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Lead City of Yakima –Airport
Team Air Service Development & Consulting: AirPlanners, LLC
City of Yakima – Economic Development Department 0
City of Union Gap
0
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Greater Yakima Chamber of Commerce
0
Hispanic Chamber of Commerce of Yakima
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Yakima Valley Tourism
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Resources Federal Aviation Administration
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Metrics – Air Servi—
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Process Metrics Outcome Metrics
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✓ Airport sales team organized ✓ Passenger growth
0
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0
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✓ Frequency of outreach with existing ✓ Number of new destinations
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Yakima Economic Development Strategic Plank 2017 - 2020
CONVENTION CENTER EXPANSION
Goal
Expand the Yakima Convention Center to host targeted groups with world-class amenities.
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Attracting conventions and related convention center users is a way to entice a high volume of visitors
to Yakima, which in turns generates new revenues and taxes for the city. By attending a convention, it
may be their first visit to Yakima, spurring subsequent visits or even a business relocation. A vibrant
convention center campus and headquarter hotel is an important cornerstone of a comprehensive
tourism strategy. Yakima's convention center currently trails competitors in the Pacific Northwest
region. Wenatchee, Tri -Cities and Spokane are making significant investment in convention and lodging
facilities. In addition to remaining competitive, a vibrant convention center facility supports tourism
growth as well as hosting local employer meetings and educational meetings and conferences.
Tactic: Convention Center Expansion
• Share existing information and research for convention center expansion
• Define boundaries
• Design architect for schematics, square feet and layout
• Document options for Yakima Convention Center expansion
• Evaluate pros and cons of options
• Develop communications strategy for project
• Seek buy -in from partners
• Neighborhood engagement
• Feasibility study and economic impact of expansion
• Investigate and pursue funding resources, including state legislative priority
• Development plan
• Recruit hotel developer
• Hire developer/construction firm
• Transition plan during construction into full expansion
• Retail recruitment
• Relocate visitor center
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Core Working Group - Convention Center Expansion
Lead Yakima Valley Tourism
Team Adjoining property owners
City of Yakima
Downtown Association of Yakima
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Public Facilities District
Yakima County Development Association
Yakima Downtown Association
Resources Neighborhood
State Legislators
Metrics -- Convention Center Expansion
Process Metrics
Outcome Metrics
✓ Options evaluated
✓
Expansion completed
✓ Feasibility study on options
✓
Private sector investment — hotel, retailer
✓ Expansion plan developed and approved
✓
Number of events booked
✓ Funding procured
✓
Number of hotel bookings
✓ RFP/RFQ let for developer
✓
Economic impact of events hosted
✓ Developer hired
✓
Sales tax generated
B. Traded -sector Business & Quality Employment Growth
To shape a sustainable economy, proactive efforts are necessary. Successful communities don't wait for
businesses to show up, they organize a strong business case to meet their needs and reach out to them
— be it an entrepreneur starting up a new business endeavor or a successful business that could grow
successfully in Yakima.
INCUBATOR
Goal
Establish a high-quality, technical assistance incubator to boost effective business start-ups in Yakima.
Why Important?
An incubator is a resource for entrepreneurs that helps to lower the barrier to entry for business start-
ups. Locally "grown" businesses are more likely to stay and grow where they originate, thus providing an
avenue for job creation that compliments local business expansion and new business attraction efforts.
An incubator could also become a destination asset in Yakima, depending on the goods and services
produced by target occupants.
Tactic: Incubator
• Research and tour example incubators
• Define scope of incubator/Mercado: commercial kitchen, brewery, winery, public market, tie to
targets
• Define potential locations and design
• Business plan for incubator model — including management and technical assistance
responsibilities
Target occupants
Needs of target occupants
0
Equipment provided (i.e. commercial kitchen)
N
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Technical assistance provided
Protocols for occupants — eligibility, requirements, length of stay, etc.
0
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Application criteria and process for prospective occupants
E
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Budget for defined scope
a,
• Feasibility study for defined scope
v
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Identify resources (i.e. Economic Development Administration, CERB, SIED)
E
Pursue grants that align with business plan and incubator model
Q
• Develop physical space
v
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• Hire incubator manager
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• Market and solicit occupants
o
• Provide technical assistance to occupants
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• Graduate successful companies
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• Measure economic impact of results }
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Core Working Group - Incubator
Lead City of Yakima — Economic Development Department
Team City of Yakima —City Manager
Downtown Association of Yakima
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Rural Community Development Resources
Resources Small Business Development Center
State Legislators
US Economic Development Administration
Metrics - Incubator
Process Metrics
✓
Scope defined
✓
Location and design defined
✓
Business plan completed
✓
Feasibility plan completed
✓
Funding secured
✓
Incubator manager hired
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Outcome Metrics
✓ Incubator built out for occupancy
✓ Number of incubator business occupants
and corresponding job counts
✓ Number of graduating companies
✓ Economic impact of occupants and
graduates
AIRPORT BUSINESS GROWTH
Gory)
Locate a comprehensive supply chain of traded -sector aviation companies and suppliers to prioritized
sites adjacent to the Yakima Airport.
Why Important?
Yakima has limited sites to house traded -sector businesses providing quality jobs. Sites near the Yakima
Airport — some with direct access to runways — are even more rare, yet they offer a compelling benefit
to aircraft and aerospace manufacturers seeking to test their products. Recruiting manufacturers
provide more economic benefit to Yakima than hangers and other types of warehousing at the airport.
With the expansion of Cub Crafters, there is opportunity to further enhance Yakima's retention
magnetism by locating supporting suppliers for Cub Crafters and other related businesses. Building out a
full aircraft cluster enhances their operations and is a strategic use of land, training resources and other
key components of Yakima's business case.
Tactic: Airport Business Growth
• Interview local aircraft and aerospace employers to
Document their respective supply chain
Identify target companies (suppliers)
Learn what events and where they connect to other industry -related companies
Write cases studies on local aircraft/aerospace employers to demonstrate how they are
succeeding in Yakima
• Define needs/requirements and priority location factors of target companies
• Gather corresponding data and build business case as to why Yakima is the location of choice for
aircraft manufacturers and suppliers
Also, includes potential customer base in region and logistics to existing customers from
Yakima location
Research source locations of target companies and prepare cost comparisons to Yakima -
based operations
• Develop outreach plan to meet with target businesses, involving local businesses for
introductions
• Leverage Washington State Department of Commerce marketing to aircraft and aerospace
manufacturers, including relevant industry conferences and tradeshows
• Leverage relevant Governor Missions
0
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0
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Core Working Group Airport Business GroVVL1J
Lead City of Yakima — Economic Development Department, Airport
Team City of Yakima —City Manager
City of Union Gap
Cub Crafters
Marquis Development
Triumph Actuation Systems - Yakima
Yakima County Development Association
Resources Aerospace Futures Alliance
Inland Northwest Aerospace Consortium
Federal Aviation Administration
Washington State Department of Commerce
Metrics — Airport Business Growth
Process Metrics Outcome Metrics
✓ Target list ✓ Number of business locations,
✓ Business case, including case studies, corresponding jobs, wages, capital
completed investment
✓ Outreach plan completed ✓ Economic impact of recruitments
✓ Number of businesses contacted
✓ Number of proposals sent
✓ Number of site visits by target companies
RECRUIT CLUSTER INDUSTRIES
Gory)
Locate traded -sector businesses that compliment yet diversify Yakima's economic base.
Why Important?
Traded -sector businesses produce and sell products and services outside of the area, thus bringing
wealth to Yakima and hiring people to living -wage, quality jobs. Plus, with a focused effort to target
industries that diversify our local economy we will achieve more stability through economic cycles.
Tactics - KecrUlt Cluster Inaustrles
• Determine target industries that are growing nationally, pay above Yakima's median earnings,
and fit with Yakima's capabilities to serve competitively
• Define needs/requirements and priority location factors of target industries
• Gather corresponding data and build business case as to why Yakima is the location of choice for
each target industry
• Write cases studies on local traded -sector businesses of target industries to demonstrate how
they are succeeding in Yakima
• Develop outreach plan to meet with businesses of target industries
Engage lead generation firm
• Leverage Washington State Department of Commerce's marketing efforts
Core Wu.nmy v.uuN - rxecrUlt Liuz.Lrr Inuuz.Limz.
Lead Yakima County Development Association
Team City of Yakima — Economic Development Department 0
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City of Yakima — Planning & Public Works M
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Commercial real estate developers, brokers and landowners L
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Inland Northwest Aerospace Consortium
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Utilities
v
Washington State Department of Commerce Q
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Metrics - Recruit Cluster Industries
Process Metrics
✓ Target industries defined
✓ Business case, including case studies,
completed
✓ Outreach plan
✓ Number of businesses contacted
✓ Number of proposals sent
✓ Number of site visits by target companies
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Outcome Metrics
✓ Number of business locations,
corresponding jobs, wages, capital
investment
✓ Economic impact of recruitments
C. Community Pride
Community pride initiatives complement economic development marketing and talent
attraction/retention — people wanting to live and work in Yakima.
CENTRO DE LA RAZA
Goal
Establish a Latino cultural center (Centro de la Raza) to honor the diverse cultural assets of the Yakima
community.
Why Important?
This inclusive venue could serve as a destination draw for visitors and symbol of pride for residents. Not
only would this facility enhance quality of life, it provides an opportunity to educate youth on Yakima's
diverse cultural history.
Tactic: Centro de la Raza
• Invite participation and launch Working Group
• Research and tour example centers
• Define scope of project (events, showcase, etc.)
• Conduct feasibility study based on defined scope of project
Determine location options
Investigate funding resources
• Develop business plan
Diverse board
Determine management and partners
Operations 0
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Revenue streams N
Staffing
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• Engage contractors T
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• Construction a,
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• Marketing i
• Management of facility
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Core Working Group — Centro de la Razi
Lead Hispanic Chamber of Commerce of Yakima
Team City of Yakima
Movimiento Estudiantil Chicano de Aztlan (MEChA)
Rural Community Development Resources
Sally Tonkins
Resources Philippine community representatives
Yakima Community Foundation
Yakima Nation
I Yakima Valley Museum
Metrics — Centro de la Raza
Process Metrics Outcome Metrics
✓ Research completed ✓ Centro de la Raza built
✓ Project scope defined ✓ Number of visitors
✓ Feasibility study completed
✓ Business plan completed
✓ Funding procured
✓ Contractor hired
O
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IMAGE CAMPAIGN
Gory)
Enhance local pride in community and foster positive "buzz" about Yakima.
Why Important?
With a positive perception and experience in Yakima, people will come to visit or live in Yakima and
choose to stay. If residents are vested they will promote and invest in the community. Yakima Valley
Tourism, Yakima County Development Association and both Chambers of Commerce do an
extraordinary job of marketing Yakima externally. There is an opportunity to leverage the vibrant and
positive external marketing to residents and local businesses so that they play an important role in
speaking positively about the community.
Tactics — Image Campaign
• Invite participation and launch Working Group — engage local media to partner
• Research to understand current Yakima brand and marketing programs
• Research what other communities are doing/have done to increase pride locally
• Conduct local perception survey/research to document baseline of perceptions
• Develop internal image/pride campaign focused on positive stories and progress being made
Potential mediums/approaches: authored news column, television interviews, editorial
board meetings, speaker's bureau, social media, student video contests, picture contests
Possibly phase campaign in order to get into action sooner
Investigate and procure funding for implementation (as needed)
• Engage wide range of partners to carry out campaign
• Monitor results via subsequent surveys to measure change in perceptions
O
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Core Working Group — Image Campaig,,
Lead Greater Yakima Chamber of Commerce & Hispanic Chamber of
Commerce of Yakima
Team City of Yakima —Communications Department
I r Yakima
Local television stations: KAPP, KNDO/KNDU, KIMA, FOX 41, KCYU, Grupo
Hispanavision, Univision
Yakima Advertising Federation
Yakima Herald
Yakima Valley Business Times
Yakima Valley Tourism
Young Leaders of Yakima/United Way
Resources Breweries/craft beverage businesses
Yakima Arts Commission
Yakima area service groups
Metrics — Imaae Camaaian
Process Metrics
✓ Research of current brand/marketing
✓ Perception survey completed
✓ Campaign developed
✓ Funding procured
Outcome Metrics
✓ Social media analytics
✓ Change in resident perception of Yakima
image
✓ Change in external perception of Yakima
IV. Staying on Track for Results
With a clear purpose and work laid out in Strategic Initiatives, success will only come from diligent
commit to implementation. This plan is a community -wide, coordinated economic development effort
and requires thoughtful approach and commitment from diverse stakeholders and partners to sustain
implementation. Many of the initiatives are multi-year efforts before major outcomes are evident.
The Steering Committee delineated principles, structure and communications for accountable
implementation that extends beyond City Council terms for continuity across the 2017 – 2020 plan
timeframe.
A. Principles to Follow in Pursuit of Purpose
The following principles defined by the Steering Committee must absolutely be respected to unleash
successful implementation of this Economic Development Strategic Plan for Yakima:
Establish and define clear communication model for desired outcomes (see below)
Educate stakeholders involved for buy -in, shared vision and leadership
Be inclusive and engage broader community by communicating why we are doing what we are
doing
Carry out consistent and positive messaging
Follow a timeline with benchmarks
Identify research sources to accomplish goals
Do our homework
Listen and learn from doubters
B. Accountable Implementation
The design for accountable implementation of this plan is organized for an enduring effort to achieve
our purpose. Our results, along the way as well as outcomes, will be consistently communicated in line 0
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with principles for successful implementation.
STRUCTURE o
The Lead for each Strategic Initiative Working Group will participate on the Yakima Economic Growth ra
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Team, coordinated and led by the City Economic Development Manager.
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• Develop implementation timelines with benchmarks
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• Report progress of Strategic Initiatives to Yakima Economic Growth Team E
• Ask for assistance/feedback from the Yakima Economic Growth Team v
• Track metrics for Strategic Initiative o
• Suggest adjustments to plan as necessary based on findings, results, etc. E
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The purpose of the Yakima Economic Growth Team is to hold each other accountable and lend support w
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and cross-over, where appropriate, on related initiatives. E
The Yakima Economic Growth Team will report to the City of Yakima Economic Development Committee
who ultimately reports to Yakima's City Council.
COMMUNICATIONS
To enhance support for strategic initiatives and community pride generated from accomplishments, it is
important to communicate progress as well as results or outcomes of plan implementation.
Tactic ''ommunication,
• Create webpage on City website dedicated to the Yakima Economic Development Strategic Plan
(link partner websites).
Present case studies on Yakima businesses, City services, business resources.
Publish updates on implementation progress of Yakima Economic Development Strategic
Plan.
• Publish Yakima Economic Indicators Dashboard on City website (link to partner websites)
documenting economic indicators such as job growth, per capita income, unemployment levels,
poverty rates, property values, property and sales taxes collected, etc. To set context, trend data
over time and present in comparison to competitors or aspirational communities.
• Provide updates in City newsletter and coordinate to provide content with partner
organizations' newsletters to their membership.
• Ongoing, prepare news releases and conduct interviews with media as benchmarks achieved
(i.e. process metrics) that articulate what and why the benchmark leads to success.
• Offer to author Economic Development column for Yakima Herald.
Present case studies on Yakima businesses, City services, business resources.
Publish updates on implementation progress of the Yakima Economic Development
Strategic Plan.
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Acknowledgements
A wide array of committed and enthusiastic community leaders provided input and worked
collaboratively to develop this Economic Development Strategic Plan for Yakima.
YAKIMA CITY COUNCIL
Dulce Gutierrez
Avina Gutierrez
Carmen Mendez
District 1
District 2
District 3 —Assistant Mayor
Bill Lover
Kathy Coffey
Maureen Adkison
District 4
District 5 — Mayor
District 6
Holly Cousens
District 7
YAKIMA ECONOMIC DEVELOPMENT STRATEGIC PLAN STEERING COMMITTEE
Kathy Coffey, District 5 — Mayor
City of Yakima
Holly Cousens, District 7
City of Yakima
Avina Gutierrez, District 2
City of Yakima
Cliff Moore, City Manager
City of Yakima
Colleda Monick, Economic Dev. Assistant Cally Price, Assistant to City Manager
City of Yakima City of Yakima
Maureen Adkison, District 6
City of Yakima
Sean Hawkins, Economic Dev. Manager
City of Yakima
Verlynn Best, CEO/President
Greater Yakima Chamber of Commerce
Luz Bazan Gutierrez, Secretary Maria Rodriguez, Executive Director Jonathan Smith, President/CEO
Hispanic Chamber of Commerce of Yakima Rural Community Development Resources Yakima County Development Association
John Cooper, President & CEO
Yakima Valley Tourism
PARTICIPANTS IN COMMUNITY ASSET SITE VISIT
Jeff Gaskell, Operations Manager Meghann Quinn, President
Adventurer LP Bale Breaker Brewing Company
Dave Brown, Water/Irrigation Division Mgr. Joseph Calhoun, Senior Planner
City of Yakima City of Yakima
Glenn Denman, Building Official Supervising Jeff Peters, Supervising Planner
Code Inspector City of Yakima
City of Yakima
Charlie Robin, CEO
The Capitol Theater Yakima
Joseph Morrier, President & CEO
JEM Development Real Estate Inc.
Erin Fishburn, Director of Institutional
Effectiveness & Advancement
Perry Technical Institute
Patrick Baldoz, Director
South Central Workforce Council
Joe Schmitt, Marketing & Dev. Director
Yakima County Development Association
Craig Dwight, Director
Yakima Valley Technical Skills Center
Thane Phelan, Vice President &
Communications/Marketing
Greater Yakima Chamber
Carolyn Belles, Permit Project Coordinator
City of Yakima
Joan Davenport, AICP, Planning Manager
City of Yakima
Mike Price, Wastewater Manager
City of Yakima
Russ Roberts, CCIM
Heritage Moultray
Bob Gerst, Vice President Human Resources Christina Cote, President
John L. Haas, Inc. Perry Technical Institute
Mike Wright, Plant Manager
Quanex Building Products
Tommy Hanses, Operations Manager
Washington Fruit & Produce Company
Duncan MacLeod, Executive Director
Yakima Makers Space
Linda Johnson, Certified Business Advisor
Small Business Development Center
Jean Brown, Business Development Director
Yakima County Development Association
Paulette Lopez, Dean of Workforce
Education Division
Yakima Valley Community College
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The Intersection of Site Selection & Economic Development
The Yakima Economic Development Strategic Plan was developed with the assistance and facilitation of TadZo.
TadZo is an economic development and site selection consulting firm led by Allison Larsen. Businesses and
communities want essentially the same things: economic vitality, wealth creation, quality place and
environment. TadZo works with communities to achieve these outcomes. TadZo also assist companies to
identify communities with these attributes that support business strategy and competitive advantage.
Allison Larsen, CEcD
Principal
TadZo
www.TadZoConsulting.com
509.972.0833
allison@TadzoConsulting.com