HomeMy WebLinkAbout02/20/2018 05A Update of Strategic Planning ProcessBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
1
Item No. 5.A.
For Meeting of: February 20, 2018
ITEM TITLE: Update of Strategic Planning Process
SUBMITTED BY: Ana Cortez, Assistant City Manager
SUMMARY EXPLANATION:
See attached.
ITEM BUDGETED:
STRATEGIC PRIORITY:
APPROVED FOR
SUBMITTAL:
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
ATTACHMENTS:
Description Upload Date
D strategic planning 216/2018
O econ dev 2`16/2018
O Economic Development Strategic Plan 2'1512018
Type
Coker Memo
Coker Memo
Coyer Memo
2
To: City Manager, Cliff Moore
From: Ana Cortez, Assistant City Manager
Date: February 14, 2018
Subject: Strategic Plan Update
On January 9, 2018, the City Council agreed to update the 2015 Strategic Plan so that the
Council's committee structure would be directly linked to strategic priorities. This decision
reflected a desire to give new and incumbent Council members an opportunity to elaborate on
priorities and even modify specific aspects of the plan.
On February 1 and February 9, Council further discussed a process for engaging in strategic
planning discussions. Council indicated that they wanted to use scheduled time during their
briefings and business meetings as well as schedule up to one half day on a Saturday.
Furthermore, Council directed staff to secure a pro-bono facilitator. As of the date of this report,
we have not identified a pro-bono facilitator.
On February 6, Councilwoman Funk indicated that she has submitted a proposed committee
structure prior to the meeting. Staff emailed this structure to the Council on February 9, 2018.
The Councilwoman has provided additional input on key steps to be addressed by the update,
including:
• Consideration on whether the overarching goals (reflected in the four committees) are
adequate and up to date for addressing current problems.
• Ability of each Council member to possibly provide weighted priorities and identify new
functions.
• Sorting of external boards into the new committee structure.
• Recognition of crossover areas for Board and Committees.
In subsequent communications, Council has asked for clarification on next steps. This council
report addresses this request.
Purpose
The purpose of the strategic plan update is to revisit the main elements of the 2015 Strategic
Plan and to recommit to these components. Furthermore, by updating the plan, Council seeks
to adopt a committee structure that reflects strategic priorities for the next two years and to
outline an action plan on how these priorities will be executed. However, there is interest in
focusing the update on the Committee structure. For this reason, we offer the following options:
3
Option 1- Review vision statement, priorities and 2 year action plan.
Deliverable: Vision Statement + Priorities + Committee Structure + 2 year Action Plan
Time commitment: four encounters
Option 2- Review priorities and 2 year action plan.
Deliverable: Priorities + Committee Structure + 2 year Action Plan
Time commitment: three encounters
Option 3- Review priorities only and outline committee structure.
Deliverable: Priorities + Committee Structure
Time commitment: 1-2 encounters
The different options demand different time commitments. If we assume that each component
(Vision + Priorities + Committees + 2 Year Action Plan), requires one encounter, then up to four
strategic plan update meetings could be necessary:
1. February 21
2. March 1
3. March 6
4. March 10 or March 17 (Saturdays)
Next Steps
Staff seeks direction from Council to describe the scope of work and time commitment to a
facilitator. The option selected by council will determine the deliverables and time commitment.
For Consideration
Best practices in strategic planning processes show that such process begins with a vision
statement. This conversation is complemented with mission statements and values
discussions. In order to include the traditional first step in a strategic planning discussion, staff
reviewed various documents to identify a vision statement.
The 2015 Strategic Plan mentions the importance of a vision that provides direction for
strategies and execution. The document, however, does not provide an explicit vision. Staff has
identified the following components of a potential vision statement:
• Customer focused government
• Data driven and results oriented government.
The Yakima Comprehensive Plan 2040 outlines a vision. Staff has identified the following
components of its vision statement:
• Inclusive to all people
• High quality of life for youth and families
• Destination/Natural beauty
• Neighborhoods that are attractive to live, shop and play; connected community
• Thriving and vibrant community
4
Options
Staff offers the following statements for consideration; staff understands that if Council selects
option 1 or 2, then the following statements can be discussed at a later time if at all. Staff also
understands that Council may choose to delay adoption of a two year action plan to later in
2018.
1) Yakima is an inclusive city, a destination in the Northwest that offers results oriented
public services evidenced by its high quality of life for all ages and its thriving, connected
and safe neighborhoods.
2) Yakima is a community that welcomes all, believes in customer oriented government,
delivers high quality services to all, balances progress with natural beauty and history,
supports vibrant, thriving, safe and connected neighborhoods.
Additional Documents
Finally, NCBC requested two additional documents that should be incorporated into the
Strategic Plan update discussion:
1- The Economic Development Strategic Plan
2- Allison Larsen's presentation on the Economic Development Strategic Plan
Council agreed that its members would review documents sent on February 9th and those
attached to this report.
YAKIMA
ECONOMIC DEVELOPMENT
RAT GI
Presented by:Allison Larsen, CEcD — Principal of TadZo
PROJECT OVERVIEW
Phase 1
Where are
you now?
Current Situation
Phase 11
Where do you
want to be?
Strategic Priorities
Phase 111
How will you
get there?
TODAY'S MEETING PURPOSE
HOW AN ECONOMY GROWS
Bring wealth into community by selling outside area/economic region
(traded -sectors)
1
1
Creates jobs for families
III
L*
Grows
I 1
demand for real estate & construction
Stimulates non -traded -sector business growth
ilr
iriTt4
NEN-
Tax base
grows:
sales &
property
taxes
Creates more
jobs &
su pports
traded -sector
growth
Suppliers
Bring wealth into community via visitor spending
•
J J
f �
HOTEL
1
Creates jobs
\
.26
Grows demand for real estate & construction
•
Af4
W M W
Stimulates non -traded -sector business growth
Stimulates more non -traded -sector business growth
Tax base
grows:
sales &
property
taxes
HOW IsYAKIMA's ECONOMY
PERFORMING?
I2%
I0%
ai
6%
4%
2%
0%
11%
2%
POPULATION CHANGE 2011-2016
10%
4%
3%
4%
10%
4%
1 3%
6%
4%
I%
Yakima Chelan Franklin Kitsap Kittitas Whatcom Deschutes Jackson Butte Canyon Twin Falls Missoula
County, County, County, County, County, County, County, County, County, County, County, County,
WA WA WA WA WA WA OR OR CA ID ID MT
Source: US Census Bureau, birth and mortality rates from the US Health Department
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
CITY OFYAKIMA SALES TAX
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
1st half year 2nd half year
Source: City ofYakima
CITY OF YAKI MA PROPERTY TAX COLLECTIONS
GROWTH IN PROPERTY VALUE 18,000,000
& PROPERTY TAXES 16,000,000
14,000,000
PROPERTY VALUE
12,000,000
10,000,000
6, 000, 000, 000
5, 000, 000, 000
4,000,000
8,000,000
2,000,000
6,000,000 !Ili: i i
4,000,000,000
3,000,000,000
2, 000, 000, 000
1, 000, 000, 000
0
zz1/43 di\ 06: b e Z o\Z 0\\ Z<V 0 0\1 ' s k CP
0 6 sze •z.Orb Oo <O \\ <1• <', tz•\ok <hize
tzi
Source:Yakima County Assessor
il
il
1
250
200
150
100
50
0
CITY OFYAKIMA COMMERCIAL PERMITS
15
k
4
1
53
II
4
2009 2010 2011 2012 2013 2014 2015 2016*
New ■ Alterations
* 2016 data through 9/12/2016
Source: City ofYakima
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
CITY OFYAKIMA PERMITTEDVALUE
$- 1 1 1 1 1 1 1 I
2009 2010 2011 2012 2013 2014 2015 2016*
New —Alterations
* 2016 data through 9/12/2016
Source: City ofYakima
Missoula County, MT
Twin Falls County, ID
Canyon County, ID
Butte County, CA
Jackson County, OR
Deschutes County, OR
Whatcom County, WA
Kittitas County, WA
Kitsap County, WA
Franklin County, WA
Chelan County, WA
Yakima County, WA
Yakima Zipcodes
JOB GROWTH 20 I I - 20I6
0% 5% I0%
*Yakima Zipcodes extend beyond city limits: 989901, 98902, 98903, 98904, 98907, 98908, 98909
15%
20% 25% 30%
Source: EMS!
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$ 10,000
$0
MEDIAN EARNINGS
Current Median Earnings COL Adjusted Total Current Earnings
$42,088 $43,381
Yakima Zipcodes Yakima County, WA
*Yakima Zipcodes extend beyond city limits: 989901, 98902, 98903,
98904, 98907, 98908, 98909
$62,563
Washington United States
Source: EMS! (BLS Occupational Employment Survey, Census American Community Survey)
1
$65,000
$60,000
$55,000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
COMPARISON MEDIAN EARNINGS
Current Median Earnings COL Adjusted Total Current Earnings
1 1 1 1 1 1 1 1
Yakima Chelan Franklin Kitsap Kittitas Whatcom Deschutes Jackson Butte Canyon Twin Falls Missoula
Zipcodes County, County, County, County, County, County, County, County, County, County, County,
WA WA WA WA WA OR OR CA ID ID MT
Source: EMS! (BLS Occupational Employment Survey, Census American Community Survey
1
35.0%
30.0%
25.0%
20.0
15.0%
10.0%
5.0%
0.0%
PERCENTAGE BELOW POVERTY LINE
PAST 1 2 MONTHS
44P 44P 4AP ,e- ,I4P ,e- 041.- OS' GP ° �° �^�
Go• G°- Go• Go• Go• Go. G° • G° G° G°• G° Go.
.�,� \ezt, �S�Q `d5 `off mac, ��°� � � ��4O t. �o���
• •� ,ate . �e eb,K., r c. G • 5
• All people
• All families Families w/ Childrem >5 years
Source: Census American Community Survey
IS YAKIMA IN A GOOD POSITION TO
IMPROVE?
THE LOCATION SELECTION PROCESS
•
All Projects Typically Follow the Same Path
Strategy `W Location W Due
Development Investigation Diligence
Evaluate Strategic
millpli
Screen & Evaluate
Alternatives
Communities/Sites
Implement
Project
Conduct Due
Diligence
Negotiate
Incentives
You have to
do everythin
imi
right if you
ri want to stay
in the race
LOCATION SELECTION IS
A PROCESS OF ELIMINATION
Long List of Alternatives /
Location Options
Favorable Strategies /
Candidate Locations
Short -List
all Locations
Finalists
AL
Selected
Location
M.
THE OPTIMAL LOCATION
BALANCES COMPETING INTERESTS
Minimize
Risk
Minimize
Operating
Costs
Optimal
Location
Minimize
One Time
Costs
"BEST PRACTICE" ECONOMIC DEVELOPMENT
ALIGNS WITH LOCATION SELECTION PROCESS
1
Strategy Location Due Implement
Development Investigation Diligence Project
1. Radar
Screen/Top of
Mind Awareness
2. Prove
Location of
Choice
. Deliver on
Promises
GOAL: Avoid Giving Potential Investor a Reason
to Walk Away from Your Community
4. After
Care
HOW COMPETITIVE ISYAKIMA?
Convention & Visitor
Portfolio
Sustainability
Business
Climate
Entrepreneurship
& Innovation
Resources
Real Estate
Everything &
Eve ryo n e
Working
Together =
Competitive
Community
lir
Transportation
Utilities &
Infrastructure
Permitting &
Regulatory Environment
Human Capital — Skills,
Talent Relocation,
Pipeline
REAL ESTATE
Does the community have available
buildings or sites that are 'ready to go'=
■ Quality buildings & facilities fit to target prospect
requirements
■ "Shovel ready sites"
■ Certified sites
■ Competitive costs — purchase, lease rates, construction
CASCADE MILL SITE
Yakima's front door & opportunity
• Challenges with environmental issues: landfill,
wood debris, plant clean-up
• Funded transportation access improvements
• Ownership
• Vision
• Patience ..*T.
Concern this opportune site will become
just another move around the community
without net gain
AIRPORT SITES
• 17 + 1 1.4 acres with future airport access
• Highest near-term economic development
• Opportunity to build cluster via supply chain
C U BCRAFTER
City -owned site
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PLSA
Strategic economic development or short-term
thinking (more hangers, retail, etc.)?
YAKIMA SPEEDWAY
Potential opportunity, but
work to do:
• Environmental issues?
• Highest and best use?
• Master plan
• Site readiness
Speedway
AVAILABLE BUILDINGS
• FOR LEASE: Former Ace Hardware, multi -tenant [41,820 SF]
• FOR SALE: Concrete, tilt -up @ 26th & Ahtanum Rd [25, 216 SF]
Naehes`Riv,. :.
Willow Lake
CRITERIA FOR RATING FACTORS
= World-class competitive advantage
B = Competitive, but missing key elements
C = Neutral; found in many communities
= Fundamental assets are missing
= Disadvantages so great it could be a "deal killer"
YAKIMA REAL ESTATE - TRADED -SECTOR
A
I
o•
• 2 available quality industrial buildings
• No available significant -sized, modern/Class A office space
• Negligible incubator, accelerator and coworking space
• 28 acres near airport, one site under control of City
• 2 brownfields with no clear development plan/master plan — far from
"shovel -ready" state
• No certified sites
TRANSPORTATION
Is the community accessible 4.^r -
business and residents?
• Highways / Interstates
• Local roads — access and conditions
• Air service — commercial and cargo
• Rail service — frequency of services; rail spur
• Ocean ports
• Carrier services — LTL, small parcel
• Public transportation
YAKIMA'S TRANSPORTATION
1-82 to 1-90
US Hwy 12
US Hwy 97
*Mountain pass closures
25 freight trucking
firms, but competition
during harvest
4 daily commercial flights — SEA
7,604 ft. runway
2010 new runway
$11 million taxiway improvement
Passenger growth 20-26K last 5 years
Local road
improvements needed -
Linked to water ports in Pasco,
Portland, Seattle &Tacoma
Seattle
EUGENE
AIRPORT
p Portland
EUGERE
Sa n Francisco
Oakland
n_mot
0
Salt Lake City
0[ns Vegas
^` otos Angeles
°Phoenix
0Den
UTILITIES & INFRASTRUCTURE
Are all utility services in place and able
to support new operations?
■ COST — rates and fees
■ Infrastructure cost
■ System capacity
■ Service size
■ Quality / Reliability
■ Service provider reputation,
service
■ Electricit
■ Natural G
■ Water
■ Wastewater
■ Telecom
YAKIMA'S UTILITIES & INFRASTRUCTURE
PACIFIC POWER
Reputable service providers
Competitive power rates
Water & waste water capacity for growth
Waste water investments
• 2013 Industrial Waste Reactor (UASB)
• Waste Water Collection Master Plan —
improvements to trunk lines
Aging water infrastructure
• No rate increases for last 4 years; no
connection fee increase since 1998
• Drawing on reserves
>1 ll 11 I lit it \ 1 E 1 lil I'> ik I
Charte
OMM UNICATIQNS
%Integra
PERMITTING & REGULATORY ENVIRONMENT
•
Does the community promote
fast track development?
Permitting and approval process — clear, consistent, fair
■ Speedy permitting/community understands time is money
■ Is the regulatory approach punitive or helpful?
■ Green building standards in place
z
Apply online Pay o
ons
L•'t Cl 0 O
J
1
YAKIMA'S PERMITTING &
REGULATORY ENVIRONMENT
That was then...
• Perception versus reality — not the
same staff
• Tried to manage expectations
%IP Nit,
This is now...
• Solution -oriented
• Search code if truly a requirement
• Staff take direct calls
• Concurrent permitting
• "Pre App" meeting encouraged
• Permit Project Coordinator
• Current fee structure
unrealistically low; proposed fees
in line with competitors
• No impact fees
• Need to tell your story better
HUMAN CAPITAL
Does the community have a labor pool in place that is
trained, cost effective, and available?
■ Availability — various skill levels as required
■ Ability to recruit from outside community
■ Competitive wages and benefits
■ Work ethic and soft skills
■ Labor relations management/unions
■ Training resources
■ Future pipeline of workers
11111
it 9
611111111MiliArli
YAKIMA'S HUMAN CAPITAL
• World-class training for skilled occupations
• Entry-level challenges:
• soft skills, drug tests
• read a tape measure, 5th grade math
• How addressing unemployable population?
• Entry-level professionals: challenge to fill
• turnover
• Crime, poor curb appeal negatively impact
talent relocation
• Union membership 2.5% private sector;
Not right-to-work state
• Need for workforce pipeline alignment
• What is proactive approach to coordinated
job growth/placement?
4 II
V --TECH
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sa i'.p-
y4 • i `i
okim
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EXPO
ENTREPRENEURSHIP & INNOVATION RESOURCES
g.
Does the community facilitate relevant
resources to support business growth and
innovation?
■ Culture for entrepreneurship
■ Resources for business development & start-ups
■ Local research institutions engaged with business for
innovation, R&D
■ Tech transfer
■ Patents, licensing of technology
■ Financing available for innovation & entrepreneurs
YAKIMA'S ENTREPRENEURSHIP &
INNOVATION RESOURCES
NEW Vi51dN and PlinMEERCE
ENTERPRISE
CHALLENGE
Business Plan Contest
Conc-pt Exploration:
Incubator —
Commercial
Kitchen — Public
Market
Fairly disconnected
ecosystem of resources &..r
service providers
Available equity capital?
Limited access to
innovation resources
Piecemeal strategy
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SUSTAINABILITY
How "Green" k the comr1t1niti1'
■ Community promotes green concepts, permitting,
other initiatives
■ Local energy efficiency programs / recycling and
reuse programs
■ Community/residents embrace "green" culture —
increasingly important to talent attraction
YAKIMA'S SUSTAINABILITY
• Expected in Washington... to live up to state
brand
• Pacific Power
• Diverse portfolio: wind, hydro, geothermal = 1 9%
• American Wind Energy Assn: 2nd largest rate -
regulated utility owner of wind resources nation
• Energy efficiency tech assistance
• City lacks:
VSustainability plan
VCurbside recycling jitvit
VCulture of sustainability1,
Michelsen
packaging company
BLUES
renewable energy
1 PACIFIC POWER
YOUR DOLLARS
ATWORK
COULDYOU MEET SIERRA NEVADA
BREWING CO.'S NEEDS?
• "Way of Life" for Ken Grossman: use resources efficiently & eliminate waste
• Striving for Zero Waste
• Recover 99.8% total solid waste
• Key Performance Indicators — what you measure you improve
• June 2016 — LEED Certified Platinum for Mills River, NC brewing facility
• Generating electricity:
• Solar panels
• Microturbine from wastewater treatment plant
• Employee interview question
Cheri Chastain
Mandi McKay Leah Cooper
Sustainability Manager Sustainability Coordinator, Sustainability Coordinator,
Chico Mills River
Chester Clever
Sustainability Support,
Chico
INCENTIVES
Does the community demonstrate
support fpr the project?
■ Available state and local incentive programs
■ Cash
Tax credits
■ Deferrals, reductions
■ Free land
■ Workforce training, recruiting services
■ Fast-track permitting
■ Incentive policy, agreements, claw backs
■ Other community services — creative benefits
YAKIMA'S INCENTIVES
• Helping local business access State incentives
• Offer accountant services
• Rural Community Empowerment one (CEZ)
• 1 of 5 in state
11
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• County -wide SIED (directed at infrastructure) -
• 1999-2015 = $39,682,805 investments in 116 projects, >2,000 jobs created, 300 jobs retained, >$310 million
private investment, estimated $2,000,000/year increased tax revenue
• Refinements to incentive policy in process
• No economic impact analysis of projects
• You might have more than you think if packaged creatively
• Money
• Speed
• Services
• Unused tool: Washington State Port District Act for Industrial Development District
WASHINGTON
CONVENTION &VI5IT0R PORTFOLIO
Does the community offer a strong case for
hosting conventions and visitors?
■ Curb appeal
■ Accommodations
■ Venues & Experiences
■ Unique sense of place
■ Safe
■ Modern & adequately -sized convention & meeting space
SENSE OF PLACE
• Downtown efforts
underway
• Opportunity for
uniqueness
• Stay the course
E Yakima Avenue
YAKIMA'S CONVENTION &
VISITOR PORTFOLIO
1
• Don't judge us until you get through the "front door"
• Expansion of convention center & convention hotel to maintain clientele,
let alone expand utilization
• Cost-effective conventions
• Increased capacity and quality of accommodations since 2006, but
convention hotel a liability
• Diverse venues & amenities — many hours of experiences
• Downtown is emerging into positive identity
• Safety one -block off Yakima Avenue? , 1 • Excellent website & branding
eome to THE SOURCE
It's the 300 days of sun that shines on the birthplace of Washington State's wine Industry. It's the aroma of freshly picked hops. drifting on the
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Yakima Valley so spacial.
BUSINESS CLIMATE
(6)
Does the community support new
development now and are they planning
for the future?
■ Local official involvement and leadership
■ Vision for community
■ Government support for growth
■ Public opinion - do people want to grow?
■ Business retention program
ail-
YAKIMA'S BUSINESS CLIMATE
• Outreach to existing traded -sector
businesses — delegated toYCDA/New
Vision
• Visits
• Industry roundtable
• Lack of External HQ visits - risk
Two City Best Practices:
OP The Official Website of the City of Henderson, Nevada
CityofHenderson.com
• Apathy — letting things happen instead of driving change
• Focus on Downtown
• No Strategic Plan for economic development.... But
working on it
• New and qualified leadership at key organizations
• Community Pride?
• "JustYakima"
• Lack of telling story
• Starting to bubble up
• Do you have the guts to act? Do what needs to be done?
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BUILT BY INDUSTRY
INSPIRED BY
INNOVATION
We are proud of our strong history of innovation and
traditional manufacturing. We've built on that tradition to
become a center of advanced manufacturing - industries
ranging from ftexible electronics to biomedical devices.
Cleveland is one of the worlds Feeding medical centers and
home to ek tt Fortune 1000 company headquarters.
City of Cleveland's
Recent Large Developments
Lakefront Development
Plan
• Garfield Building
Hilton Cleveland 925 Building
Downtown
•
▪ Ameritrust Complex
• • Schofield Building UH Rainbow Center
for Women & Children
Link
■
Health Tech
Hospitality
■
uptown
UC3
■
Innova ■
Flats East Bank
Development
Public
Square
NuCLEus
IBM
■
Centric
One Un▪ iversity
Circle
Mew Available Properties r
Yew Map Center s
v..e.. ,•Y. .
Recent News
Friday, September 23, 2016
fIrl Rrnnklvn Chs C'n — "A
Boomtown Cleveland
Cleveland is reinventing itself into a 21st century
City while leveraging billions of public and private
investment. From 2011-2015 a total of 58 billion
Planned Construction
Innova- S175M
Lakefront Development Plan-S280M
University Circle Central District -5280M
Read more
Completed Projects
Public Square -550M
Caw Convention & Visitor
Portfolio
C.1. Incentives
Sustainability
Business
Climate
Entrepreneurship
C& Innovation
Resources
Real Estate
Yakima's Current
State of
Competitiveness
Transportation
Utilities &
Infrastructure
Permitting & B'�"
Reg
Human Capital —Skills,
Talent Relocation,
Pipeline
F
Phase 1
Where are
you now?
Current Situation
Phase 11
Where do you
want to be?
Strategic Priorities
Phase 111
How will you
get there?
Action Plan
i
i
YAKIMA ECONOMIC DEVELOPMENT
STRATEGY INPUT WORK SHOPS
■
Contact Sean Hawkins
with RSVP
Sean.Hawkins@Yakima.gov
(509) 575-6274
Til
•P
r
ir, �1
1
67
Yakima Economic Developme
Strategic Plan
A plan to spur and sustain the growth of Yakima's Economy over the long-term
YAKIMA, WA
2017 - 2020
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I. Plan Purpose
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 quality jobs — those 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.
Yakima Economic Development Strategic Plan 1 2017 - 2020
0
/111111811114Starting
Increased with...
tax base Jobs &
training
/ \v
Stability
Diverse
economy oamtais
Reduced
poverty
rates
Lower
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
The planning process involved three phases, as detailed in the following graphic:
Phase 1
Where are you
now?
Current Situation
Phase 11
Where do you
want to be?
Strategic Priorities
Phase 111
How will you get
there?
Action Plan
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.
Yakima Economic Development Strategic Plan 1 2017 - 2020
0
Yakima Economic Development Strategic Plan 1 2017 - 2020
0
III. Strategic Initiatives to Spur & Grow Yakima's Economy
The Steering Committee prioritized twelve Strategic Initiatives that group into three main categories:
YAKIMA'S
COMPETITIVENESS
fSites for Business
4N
Mill Site
Redevelopment
4
Public Authority)
District
Incentives 1
Educational
Alignment
4 Air Service \
4 Convention
Center Expansion
,
TRADED -SECTOR
BUSINESS & QUALITY
EMPLOYMENT
GROWTH
Incubator
,
1
4N
Airport Business
Growth
1
4 Recruit Cluster
Industries
1
COMMUNITY
PRIDE
Centro de la Raza
4Image Campaign
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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
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.
Why 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 - Sitbo IVO uu01nca
• 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
Yakima Economic Development Strategic Plan 1 2017 - 2020
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Core Working Group - Sites for Businr.,
Lead
Tea m
Resources
Yakima County Development Association & City of Yakima — Economic
Development Department
City of Yakima — Planning Department, Engineering Department, Airport
Landowners
Real estate brokerage community
Yakima County Development Association
Washington State Department of Ecology
Washington State Department of Transportation
Metrics — Sites for Business
Process Metrics Outcome Metrics
✓ Inventory complete V % of projects qualified for with available
✓ Online databases complete sites
✓ Defined best fit business targets for sites ✓ Capital investment on targeted sites
✓ Upgrade plans complete ✓ Number of jobs and wages associated
✓ Certified sites with business establishments on targeted
sites
✓ Economic impact to document return on
investment of public investments to
sites/infrastructure
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MILL SITE REDEVELOPMENT
Goal
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."
wny 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.
.actica Mill Site Redevelopment
• 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
Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
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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
Tea m
Resources
City of Yakima — City Manager
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
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
Outcome Metrics
✓ Landowner partnership
✓ Communications plan developed
✓ Communications plan launched
✓ Active neighborhood involvement
✓ 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
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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
of district benefits
• Research the process to establish a public authority district
Engage Washington Public Ports Association and Public Development Authorities from
across the state for guidance
• 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
• With all facts, conduct evaluation of pros and cons for establishment of public authority district
• If it is determined that a Public Authority District will enable the City to achieve economic
growth that it would not be able to achieve any other way then,
Determine the boundaries, scope and specific mission of the Public Authority District
Organize campaign around the benefits of the Public Authority District - how that translates
into a better community for all residents
Conduct baseline research for support
Plan for campaign
Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
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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
Tea m
Resources
Business community (represented by YCDA, GYCC, HCC of Yakima)
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
Successful public development authorities
Successful port districts in Washington State
Washington Public Ports Association
Metrics - Public Authority District
Process Metrics Outcome Metrics
✓ History compiled ✓ Establishment of public authority district
✓ Complete understanding of what's ✓ Board members sworn in for service
possible, pros and cons weighted ✓ Economic impact of public authority
✓ Decision to pursue or not district efforts and programs
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INCENTIVES
Goal
Responsibly offer and promote a diverse portfolio of competitive incentives that influence business
investment in favor of a Yakima location.
Wny 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.
Tactic; 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 (B -2-B) 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
Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
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
Outcome 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-B) package
✓ Communications plan completed (update
websites and outreach to local
employers)
✓ 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
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EDUCATIONAL ALIGNMENT
Goal
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
Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
Core Working Group Educational Alignment
Lead
Tea m
Resources
Yakima County Development Association
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)
Business/local employers
Metrics — Educational Alignment
Process Metrics Outcome Metrics
✓ Inventory of educational assets complete
✓ Inventory of occupational awareness
programs complete
✓ Business needs documented
✓ Gaps defined
✓ New programs developed and funded
Comprehensive package of skill
enhancement offerings utilized for
marketing to prospective businesses
Program graduates/participants
Job placement rates in Yakima
Increased earnings
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AIR SERVICE
Goal
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
Core Working Group Air Service
Lead
Tea m
Resources
City of Yakima — Airport
Air Service Development & Consulting: AirPlanners, LLC
City of Yakima — Economic Development Department
City of Union Gap
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Yakima Valley Tourism
Federal Aviation Administration
Metrics - Air Service
Process Metrics
Outcome Metrics
✓ Airport sales team organized
✓ Competitor research completed
✓ Fund sources investigated
✓ Frequency of outreach with existing
partners
✓ Marketing plan implementation metrics
✓ Passenger growth
✓ Load factors
✓ Number of new flights
✓ Number of new destinations
✓ Increase in airport funds
Yakima Economic Development Strategic Plan 1 2017 - 2020
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CONVENTION CENTER EXPANSION
Yakima Economic Development Strategic Plan 1 2017 - 2020
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Goal
Expand the Yakima Convention Center to host targeted groups with world-class amenities.
Why Important?
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
Core Working Group - Convention Center Expansion
Lead
Tea m
Resources
Yakima Valley Tourism
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
Neighborhood
State Legislators
Metrics -- Convention Center Expansion
_Process Metrics
Outcome Metrics
✓ Options evaluated
✓ Feasibility study on options
✓ Expansion plan developed and approved
✓ Funding procured
✓ RFP/RFQ let for developer
✓ Developer hired
✓ Expansion completed
✓ Private sector investment — hotel, retailer
✓ Number of events booked
✓ Number of hotel bookings
✓ Economic impact of events hosted
✓ Sales tax generated
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Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
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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.
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
Equipment provided (i.e. commercial kitchen)
Technical assistance provided
Protocols for occupants — eligibility, requirements, length of stay, etc.
Application criteria and process for prospective occupants
Budget for defined scope
• Feasibility study for defined scope
• Funding
Identify resources (i.e. Economic Development Administration, CERB, SIED)
Pursue grants that align with business plan and incubator model
• Develop physical space
• Hire incubator manager
• Market and solicit occupants
• Provide technical assistance to occupants
• Graduate successful companies
• Measure economic impact of results
Core Working Group - Incubator
Lead
Tea m
Resources
City of Yakima — Economic Development Department
City of Yakima — City Manager
Downtown Association of Yakima
Greater Yakima Chamber of Commerce
Hispanic Chamber of Commerce of Yakima
Rural Community Development Resources
Small Business Development Center
State Legislators
US Economic Development Administration
Metrics - Incubator
_Process Metrics
Outcome Metrics
✓ Scope defined
✓ Location and design defined
✓ Business plan completed
✓ Feasibility plan completed
✓ Funding secured
✓ Incubator manager hired
✓ Incubator built out for occupancy
✓ Number of incubator business occupants
and corresponding job counts
✓ Number of graduating companies
✓ Economic impact of occupants and
graduates
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Yakima Economic Development Strategic Plan 1 2017 - 2020
AIRPORT BUSINESS GROWTH
Yakima Economic Development Strategic Plan 1 2017 - 2020
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Goal
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
Core Working Group - Airport Business Growth
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
✓ Business case, including case studies,
completed
✓ Outreach plan completed
✓ Number of businesses contacted
✓ Number of proposals sent
✓ Number of site visits by target companies
✓ Number of business locations,
corresponding jobs, wages, capital
investment
✓ Economic impact of recruitments
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Yakima Economic Development Strategic Plan 1 2017 - 2020
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RECRUIT CLUSTER INDUSTRIES
Yakima Economic Development Strategic Plan 1 2017 - 2020
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Goal
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.
Tactic: Recruit Cluster Industries
• 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 Working Group - Recruit Cluster Industries
Lead Yakima County Development Association
Team City of Yakima — Economic Development Department
Resources Aerospace Futures Alliance
City of Yakima — Planning & Public Works
Commercial real estate developers, brokers and landowners
Inland Northwest Aerospace Consortium
Utilities
Washington State Department of Commerce
Metrics - Recruit Cluster Industries
Process Metrics
Outcome 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
✓ Number of business locations,
corresponding jobs, wages, capital
investment
✓ Economic impact of recruitments
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Yakima Economic Development Strategic Plan 1 2017 - 2020
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Yakima Economic Development Strategic Plan 1 2017 - 2020
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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
Revenue streams
Staffing
• Procure funds
• Engage contractors
• Construction
• Marketing
• Management of facility
Core Working Group - Centro de la Rai.
Lead
Tea m
Resources
Hispanic Chamber of Commerce of Yakima
City of Yakima
Movimiento Estudiantil Chicano de Aztlan (MEChA)
Rural Community Development Resources
Sally Tonkins
Philippine community representatives
Yakima Community Foundation
Yakima Nation
Yakima Valley Museum
Metrics — Centro de la Raza
Process Metrics Outcome Metrics
✓ Research completed
✓ Project scope defined
✓ Feasibility study completed
✓ Business plan completed
✓ Funding procured
✓ Contractor hired
✓ Centro de la Raza built
✓ Number of visitors
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Yakima Economic Development Strategic Plan 1 2017 - 2020
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IMAGE CAMPAIGN
Yakima Economic Development Strategic Plan 1 2017 - 2020
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Goal
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.
i'actic: Image Campaig►
• 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
Core Working Group - image Campaigr
Lead
Tea m
Resources
Greater Yakima Chamber of Commerce & Hispanic Chamber of
Commerce of Yakima
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
Breweries/craft beverage businesses
Yakima Arts Commission
Yakima area service groups
Metrics - Image Campaign
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
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Yakima Economic Development Strategic Plan 1 2017 - 2020
Yakima Economic Development Strategic Plan 1 2017 - 2020
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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
with principles for successful implementation.
STRUCTURE
The Lead for each Strategic Initiative Working Group will participate on the Yakima Economic Growth
Team, coordinated and led by the City Economic Development Manager.
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Each Lead will:
• Develop implementation timelines with benchmarks
• Report progress of Strategic Initiatives to Yakima Economic Growth Team
• Ask for assistance/feedback from the Yakima Economic Growth Team
• Track metrics for Strategic Initiative
• Suggest adjustments to plan as necessary based on findings, results, etc.
The purpose of the Yakima Economic Growth Team is to hold each other accountable and lend support
and cross-over, where appropriate, on related initiatives.
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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 :ommunications
• 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.
Yakima Economic Development Strategic Plan 1 2017 - 2020
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
District 1
Bill Lover
District 4
Holly Cousens
District 7
Avina Gutierrez
District 2
Kathy Coffey
District 5 — Mayor
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Carmen Mendez
District 3 — Assistant Mayor
Maureen Adkison
District 6
YAKIMA ECONOMIC DEVELOPMENT STRATEGIC PLAN STEERING COMMITTEE
Kathy Coffey, District 5 — Mayor
City of Yakima
Holly Cousens, District 7
City of Yakima
Colleda Monick, Economic Dev. Assistant
City of Yakima
Luz Bazan Gutierrez, Secretary
Hispanic Chamber of Commerce of Yakima
John Cooper, President & CEO
Yakima Valley Tourism
Avina Gutierrez, District 2
City of Yakima
Cliff Moore, City Manager
City of Yakima
Cally Price, Assistant to City Manager
City of Yakima
Maria Rodriguez, Executive Director
Rural Community Development Resources
PARTICIPANTS IN COMMUNITY ASSET SITE VISIT
Yakima Economic Development Strategic Plan 1 2017 - 2020
Jeff Gaskell, Operations Manager
Adventurer LP
Dave Brown, Water/Irrigation Division Mgr.
City of Yakima
Glenn Denman, Building Official Supervising
Code Inspector
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
Maureen Adkison, District 6
City of Yakima
Sean Hawkins, Economic Dev. Manager
City of Yakima
Verlynn Best, CEO/President
Greater Yakima Chamber of Commerce
Jonathan Smith, President/CEO
Yakima County Development Association
Meghann Quinn, President
Bale Breaker Brewing Company
Joseph Calhoun, Senior Planner
City of Yakima
Jeff Peters, Supervising Planner
City of Yakima
Thane Phelan, Vice President &
Communications/Marketing
Greater Yakima Chamber
Bob Gerst, Vice President Human Resources
John L. Haas, Inc.
Mike Wright, Plant Manager
Quanex Building Products
Tommy Hanses, Operations Manager
Washington Fruit & Produce Company
Duncan MacLeod, Executive Director
Yakima Makers Space
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
Christina Cote, President
Perry Technical Institute
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