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Home My WebLink About020118 EDC packetgo counci i 1 • Deve Opmen commoifte Second Floor Conference Room Yakima City Hall MAML H Kii Pin, Members: Staff: Others: Councilmember Coffey Ana Cortez -Steiner, Assistant City Manager Councilmember White Sean Hawkins, Economic Development Manager Councilmember Cousens Rob Peterson, Airport Manager Joan Davenport, Director of Community Development rlk Review Minutes from December 7, 2017 Meeting: Discussion Items: 1. Review of Economic Development Plan 2. Interim Report Structure Board Appointed Reports: 1. Yakima County Development Association — White 2. Greater Yakima • • Commerce — Coff- dg • odging Tax Advisory Committee — Coffey 4. • Facilities District - Coffey 5. Supporting Investments in Economic Diversification Board - • Audience Comments: Council Economic Deveflopment cbmmittoe 2nd Floor Conference Room City Hall r Members: Staff: Councilmember Coffey Cliff Moore, City Manager Councilmember A. Gutierrez Ana Cortez, Assistant City Manager Sean Hawkins, Economic Development Manager Joan Davenport, Dir. of Community Development Rob Peterson, Airport Director Joseph Calhoun, Planning Manager Cally Price, Assistant to the City Manager Coffey called the meeting to order. . Moore introduced Ana Cortez the new Assistant City Manager. Ana will be overseeing economic development and will be taking Cliffs place on the committee. The October 26, 2017 meeting minutes were reviewed and approved. Discussion Items: 1. Shields Bag and Printing Company Sale Hawkins reported that Shields Bag and Printing was sold to a national company and gave some background of when Shields started in Yakima, how many employees they have, etc. The Committee reviewed a draft letter that could be sent to the new owners welcoming therm to Yakima. The Committee members agreed that sending a letter was a good idea. Coffey suggested that someone approach the County to see if they would be interested in signing the letter. 2. Truck Route Ad Hoc Committee Meeting Review Calhoun reported that the first meeting of the Ad Hoc Committee was held on November 3. Approximately 20 businesses were invited to the meeting with most of them attending. One challenge truck drivers have is there isn't an app that shows where trucks are allowed. It would be helpful to have an app that truck drivers could use when they are lost and need directions. Copies of Issaquah and Longview Municipal Codes related to truck routes were reviewed. Gutierrez aitked when the group would moot aqain. Hawkins indicate i d that no future meeting has been scheduled and *ft -it wasn't necessary to meet again until legislation wE, drafted for the cornn*too members ta review. Gutierrez asked that legislation be drafted and presented to the full Council for consideration with a draft ordinance. Coffey agreed. 3. Extension of Small Community Air Service Development Grant to July 12, 2019 Hawkins, reported that the there was a request made to extend the Small Community Air Service Development Grant until July 12, 2019. Peterson gave updates on load factors. Year to date average load factor is 77%. He anticipates a strong holiday season for the airport. 4. image Campaign Hawkins reported that he is working with Tieton Cider Works on the next Profile in Business segment. Segments are being aired on YPAC, however, they are not available at the airport. 5. Transition of Committee Leadership from Cliff Moore to Ana Cortez Ana will be taking Cliffs place on the Committee. Update Items: 1. Valley Brewing Company SIED Application Hawkins reported that Valley Brewing Company's SIED application was successful and thanked the City, County and Yakima County Development for their assistance and support for this new business. 2. Incubator Study Next Steps Hawkins stated that once the new Council members are on board that a study session would be held so they could hear the presentation that was made to the Council earlier this year. M Kathy Coffey, Chair by collectively working to grow quality jobs — those 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. Sites for Business Mill Site Redevelopment Public Authority District Incentives Educational Alignment Air Service Convention Center Expansion Incubator Airport Business Growth Recruit Cluster Industries Centro de la Raza I IW -9- 1, Image Campaign A. Yak|[Da^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 failing 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. 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.^ Goa/ Explore the potential ofapublic authority district asatool tosupport economic development and enhance Yakima's competitiveness to attract and retain businesses. Goal Responsibly offer and promote a diverse portfolio of competitive incentives that influence business investment in favor of a Yakima location. Goal Educational resources aligned to meet the comprehensive current and future needs of employers in Yakima. Goal Sustain and increase commercial airline service at the Yakima Airport (YKM). CONVENTION CENTER ExPANSION Goal Expand the Yakima Convention Center to host targeted groups with world-class amenities. ` B. Traded -sector Business & Quality Employment Growth ^ Toshape osustainable 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 inYakima. � INCUBATOR ! Goal Establish ahigh'qua|ity,technical assistance incubator 0oboost effective business start-ups inYakima. � AIRPORT BUSINESS GROWTH � | Goal Locate a comprehensive supply chain of traded -sector aviation companies and suppliers to prioritized sites adjacent tothe 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. CENTRO DE LARAZA r' Goal ~+ Establish a Latino cultural center (Centro de la Raza) to honor the diverse cultural assetsofthe Yakima CN — community. ca CL IMAGE CAMPAIGN to � Goa/ U) "buzz" 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 Guti6rrez Avina Guti6rrez Carmen IV16ndez District I 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 S — Mayor Avina Guti6rrez, District 2 Maureen Adkison, District 6 City of Yakima City of Yakima City of Yakima Holly Cousens, District 7 Cliff Moore, City Manager Sean Hawkins, Economic Dev. Manager City of Yakima City of Yakima City of Yakima Collecla Monick, Economic Dev. Assistant Cally Price, Assistant to City Manager Verlynn Best, CEO/President City of Yakima City of Yakima Greater Yakima Chamber of Commerce Luz Bazan Guti6rrez, 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 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 Erin Fishburn, Director of Institutional Effectiveness & Advancement Perry Technical Institute Patrick Baldoz, Director South Central Workforce Council Joe Schmitt, Marketing & Dev. Director Thane Phelan, Vice President & Communications/Marketing Greater Yakima Chamber Carolyn Belies, Permit Project Coordinator City of Yakima Joan Davenport, AICP, Planning Manager City of Yakima Mike Price, Wastewater Manager City of Yakima mmm�� Bob Gerst, Vice President Human Resources Christina Cote, President John L. Haas, Inc. Perry Technical Institute I. III I I., - •. 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 1~ 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 qualityjobs — thosejobs that pay well, enabling resident workers to buy homes and alford a quality lifestyle. ' Asaresult nfqua|ky]obgrowth and relevant training 10upgrade ski|b--1husinoreasinBaccessto opportunities for all job seekers -- unemployment will dec|ine, 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. , starting Increased 0" with.. tax base Jobs & training StabilityCN �Lower _ unemployment C � cn CL > . ��m�� K�M�e�� ------- econoM0y poverty Efforts tomake Yakima'seconomy more robust will improve Yakima'simage inthe eyes ofprospective businesses and investors. Pride will increase among residents because the economy isgrowing and more investment makes the community a higher quality place. The purpose ofthis plan goes beyond economic outcomes. Byworking together onthe creation ofthis 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. Byworking together "all boats float higher". The waterline rising is symbolic of Yakima's economy at ahigher level. 11~ Planning Process Recognizing that many organizations pursue economic development as a core mission, a broad group of | organizations led this planning process onthe Steering Committee: ] • City of Yakima — Councilmembers, City Manager, Economic Development Department Staff • Greater Yakima Chamber ofCommerce ^~ Hispanic Chamber ofCommerce ofYakima '• Rural Community Development Resources • Yakima County Development Association • Yakima Valley Tourism | The planning process involved three phases, as detailed in the following graphic: |naddition Umanactively engaged Steering Committee, three public workshops were held togather input for strategic initiatives. With the Steering Committee's agreement ontwelve 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.CL 0 cvti 0 cv ca CL O Cn Q) E O O (D E 0 C: 0 C1 LU M E -N, M Ill. Strategic Initiatives to Spur & Grow Yakima's Economy The Steering Committee prioritized twelve Strategic Initiatives that group into three main categories: Sites for Business Mill Site Redevelopment i Public Authority District Incentives Educational Alignment Air Service 4 -Convention Center Expansion Incubator Airport Business Growth Recruit Cluster Recruit POMMUNITY PRIDE Image Campaign A. iCompetitiveness 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. 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 - 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 0 cv 0 cv ti 0 cv c c� U as c� c E CL 0 a� U E 0 C 0 U w m E co r Care Working Group - Sites 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 Outcome Metrics Inventory complete ✓ % 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 O investment of public investments to N sites/infrastructure o cv ti o - cv c co a U U f6 a - C E Q O U U E O C Q U W M E f0 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 domr." Why Important? The location of the mill site, at Yakima's northeast boundary, has potential to significantly improve the first impression ofthe community. Yakima has finite land for job creation. However, with funding secure toimprove site access, there isrisk 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'simage and grow the tax base. Tactics - Mill Site Redevelopment • Understand existing zoning and covenants — what's possible for development at site • Engage landowners for w, 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 (|andowner) a Investigate funding resources — public and private sector, including grants pImplement clean-up plan o • Develop City -led communications plan to inform City Council and general public to create m 04 advocates for mill site redevelopment who are armed with correct information and clear up any ' misconceptions o CN * K8u|ti'channe|communicadon -- * City Council study session � CL • Engage brownfield redevelopment expertise for project management (invite County Commissioners and landowners topartner) � • Transportation access improvements � • Neighborhood outreach and engagement • Define desired site concept • Marketing strategy torecruit master developer 0 m, Frame development case including situation ofsite, Yakima assets, etc. — why developer would want to invest * Target developer for business match �� * Developer meetings and marketing atRECON E � Site visits and other recruitment activities with master developer prospects >_ D� � Master developer conducts: m, 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 Y[DA) w" Site and engineering analysis .* Construction Core Working Group - Mill Site Redevelopment Lead City of Yakima —City Manager Team Central Washington Rai|road/8NSF City ofYakima — 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 ofEcology Washington State Department ofTransportation Yakima Valley Council ofGovernments Metrics - Mill Site Redevelopment Process Metrics Outcome Metrics Communications plan developed +^ Number ofjobs and corresponding ~' Communications plan launched earnings Active neighborhood involvement `/ Private -sector capital investment / Value ofincrease intax base ~/ Economic impact ofdevelopments atsite Economic impact todocument return on investment of public investments Goal Explore the potential ofapublic authority district asatoo[ tosupport economic development and enhance YaWma'scompetitiveness toattract and retain businesses. Why 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 toaccomplish their mission while others donot. The most famous example of a tax collecting public authority district is the Port of Seattle which operates the 5EATA[airport, Maritime Ports, and associated industrial parks inSeattle. The most famous non -tax collecting public authority development isthe 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 ofthe City uf Yakima'splan include the Wine Incubators at the Port ofWalla Walla, the Tmispand Ellensburg Development Authorities business incubators, The Port of Grandview's Certified Shovel Ready Sites and success in recruiting the Wal-Mart Distribution [enter, 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- Pub//c Authority District = Invite Core Working Group tokick-off meeting to review tactics and document specific resources � ofdistrict benefits ' = Research the process to establish a public authority district °^ Engage Washington Public Ports and Public Development ry across the state for guidance rZ co • 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 ofpros and cons for establishment ofpublic authority district iD • If it is determined that a Public Authority District will enable the City to achieve economic growth that itwould not beable toachieve any other way then, CL *'' 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 o into abetter community for all residents w^ Conduct baseline research for suppo� � * Plan for campaign ,n Investigate hiring a professional firm that has successfully helped with the creation of other � Public Authority Districts inWashington 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 cfYakima — City Manager, City Attorney, Economic Development Department, Airport Greater Yakima Chamber ofCommerce Hispanic Chamber ofCommerce ofYakima Rural Community Development Resources Yakima County Development Association Yakima Valley Tourism Resources Successful public development authorities Successful port districts inWashington State , Washington Public Ports Association Metrics - Public Authority District Process Metrics Outcome Metrics N v" History compiled Establishment of public authority district . Complete understanding ofwhat's Board members sworn infor service possible, pros and cons weighted Economic impact ofpublic authority N Decision to pursue or not district efforts and programs � � to ID LU CU co INCENTIVES Goa/ Responsibly offer and promote a diverse portfolio of competitive incentives that influence business investment infavor ofaYakima location. Why Important? Incentives alone donot justify abusiness location decision. However, communities that provide incentives demonstrate they are business friendly, and if used wiselycan 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" toexpanding local businesses so that they choose to expand locally instead of expanding or relocating elsewhere. Tact/cm-/nomnbves • Gather information on current toolbox of available incentives for Yakima businesses (federal, state, city, 8ED, R[DR' utilities, VVork5ource,etcj Develop template to gather consistent and comprehensive information on incentives � Gather information on form of incentive (cash, tax credit, sen/ices, etc.), eligibility, timing, process toapply/how tmaccess 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. 0 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 o competitors ' • Package City permitting services as incentive service offering (i.e. timing, payment deferrals, o ombudsman) -- � Investigate guarantees for turnaround with complete permit submitted � CL � Research and write case studies for recent Yakima developments with successful permitting experience � • Package Business -to -Business (8'2'8) coupons' deals and other offerings for new business U) locating inYakima • Design other incentive offering(a)asallowed bylaw CL • Develop and adopt incentive policy to define criteria for projects that align to Yakima's goals � • Monitor results ofincentives tosee if they make animpact 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 i0 * Develop communications and outreach plan ^* Implement communications and outreach plan CO 0 Post information onCity, YCDAand other Core Working Group organizations websites respectively � 0 Match incentives to business needs and situation during Business Retention & Expansion Uvisits Core Working Group-/ncentives � Lead Yakima County Development Asodation&City ofYakima —Economic ]' Development Department K� ^ Team City ofYakima — City Attorney, Planning Department Greater Yakima Chamber ofCommerce Hispanic Chamber ufCommerce ofYakima Rural Community Development Resources Supporting Investments inEconomic Development (8ED) Utilities Metrics - Incentives Process Metrics of existing incentives complete Number of businesses (existing and V Competitor research complete attracted) assisted with incentives `/ Capability/law research complete ,' Number ofjobs and wages associated � Lost project review complete with incentivized businesses City permitting services package °/ Economic impact ofincentives applied 10 � 8udnesu'to-8usiness(8'2'B)package businesses +' Communications plan completed (update websites and outreach tolocal 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 0 N 0 N 0 N C U �o U) C a) E CL 0 a� U E O C O U W N E Y as Core Working Group - Educational Alignment Lead Yakima County Development Association Team Central Washington University Heritage University Opportunities Industrialization Center Pacific Northwest University mfHealth Sciences Perry Technical Institute South Central Workforce Council Superintendents ofEast Valley, West Wally and Yakima School Districts Unions (ie.Operating Engineers Local Union #B7O,United Association of Plumbers &S1eam#ttersLocal 59Q) Yakima Valley College Yakima Valley Human Resources Association Yakima Valley Technical Skills Center (YV'Tech) Resources 8us|ness/|oca|emp|oyers Metrics - Educational Alignment Process Metrics 'Outcome Metrics ~~ inventory ofoccupational awareness enhancement offerings utilized for programs complete marketing to prospective businesses `/ Business needs documented ~/ PmogramQradumtes/partidpants Gaps defined */ Job placement rates inYakima °/ New programs developed and funded `/ Increased earnings AIR SERVICE Goal Sustain and increase commercial airline service at the Yakima Airport (YKIVI). 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 w 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 FLYYKK8 marketing plan Core Working Group - Air Service Lead City of Yakima -Airport Team Air Service Development & Consulting: AirP|annens,LLC CbynfYaWma-EconomiuDeve|opmentOepartment City ofUnion Gap Greater Yakima Chamber ofCommerce | Hispanic Chamber ofCommerce ofYakima | | Yakima Valley Tourism Resources Federal Aviation Administration Metrics - Air Service Process Metrics Airport sales team organized � `/ Competitor research completed Fund sources investigated / � Frequency ofoutreach with existing � partners Marketing | implementation metri s . . Outcome Metrics � Load factors / Number ofnew flights Number ofnew destinations Increase in airport funds Goal Expand the Yakima Convention Center to host targeted groups with world-class amenities. Why Important? Attracting conventions and related convention center users is away toentice ahigh volume ofvisitors 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. Tactics-Conwemt/mn Center Expansion ^w 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 w° Evaluate pros and cons mfoptions • Develop communications strategy for project ^* Seek buy -in from partners 9, Neighborhood engagement *° Feasibility study and economic impact ofexpansion ^* Investigate and pursue funding resources, including state legislative priority ,• Development plan • Recruit hotel developer • Hire deve |oper/construction firm • Transition plan during construction into full expansion ^* Retail recruitment • Relocate visitor center Core Working Groes - 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 0 Cv 0 Cv ti 0 Cv c a U U C C N CI O U N in U E O C O U LL1 E i L ) B. Traded -sector Business & Quality Employment Growth ^ Toshape asustainable 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. Goa/ Establish ahigh'qua|bKtechnical assistance incubator toboost effective business start-ups inYakima. Why Important? An incubator is a resource for entrepreneurs that helps to lower the barrier to entry for businessstart- ups. Locally "grown" businesses are more likely to stay and grow where they originate, thus providing an tart-upu.Loca|k/,0rown^businessesmnemore|ikelytostayandBrom/vuhenetheyori0inate,thusprovidin0sn 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 bytarget occupants. Tact/cm-/ncubator *, Research and tour example incubators � Define scope of incubator/Mercado: commercial kitchen, brewery, winery, public market, tie to targets m Define potential locations and design � Business plan for incubator model — including management and technical assistance ' responsibilities ' 0' Target occupants ,N 0 Needs oftarget occupants C, . . 0 Equipment provided (ie.commercial kitchen) ' `+ w Technical assistance provided CN � .. 'w Protocols for occupants —eligibility, requirements, length ofstay, etc. 0 Application criteria and process for prospective occupants � 0 Budget for defined scope � Feasibility study for defined scope m Funding � Identify resources (i.e. Economic Development Administration, CERB, SIED) CL *. Pursue grants that align with business plan and incubator model > 0 Develop physical space o 0 Hire incubator manager 0 Market and solicit occupants � 0 Provide technical assistance tooccupants 0 Graduate successful companies ] 7G 0 Measure economic impact ufresults Gore 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 Outcome Metrics ✓ Scope defined ✓ Incubator built out for occupancy ✓ Location and design defined ✓ Number of incubator business occupants ✓ Business plan completed and corresponding job counts ✓ Feasibility plan completed ✓ Number of graduating companies ✓ Funding secured ✓ Economic impact of occupants and ✓ Incubator manager hired graduates 0 N 0 N r rl 0 N C: 0- _U .b0 t+ C U E Q O w m 0 U O C O U W t0 E Y M } AIRPORT BUS|NESsGRDWTM 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.� Tactics -A/rpmrt Bus/mess Growth 0 Interview local aircraft and aerospace employers to °, Document their respective supply chain 0 identify target companies (suppliers) 0 Learn what events and where they connect to other industry -related companies ! a Write cases studies on local aircraft/aerospace employers to demonstrate how they are succeeding inYakima 0 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 r^ � Also, includes potential customer base in region and logistics to existing customers from %H Yakima location CN � Research source locations oftarget companies and prepare cost comparisons toYakima- based opemtions � 0 Develop outreach plan to meet with target businesses, involving local businesses for introductions U)0 Leverage Washington State Department of Commerce marketing to aircraft and aerospace manufacturers, including relevant industry conferences and tradeshows CL 0 Leverage relevant Governor Missions �UJ' � Core Working Group - Airport Business Growth Lead City of Yakima — Economic Development Department, Airport Team City of Yakima —City Manager City ofUnion 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 Business case, including case studies, corresponding jobs, wages, capita | completed investment � Outreach plan completed / Economic impact ufrecruitments °/ Number ofbusinesses contacted / Number ofproposals sent �Number of site visits by target companies RECRUIT CLUSTER INDUSTRIES Goa/ 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 areathus bringing wealth to Yakima and hiring people to living -wage, qualityjobs. Plus, with a focused effort to target industries that diversify our local economy we will achieve more stability through economic cycles. Tactics - Recruit Cluster Industries • Determine target industries that are growing nationally, pay above Yakima's median earnings, and fit with YaWma'scapabilities toserve competitively • Define needs/requirementsand priority location factors oftarget 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 inYakima • Develop outreach plan tumeet with businesses oftarget industries 3 Engage lead generation firm • Leverage Washington State Department ofCommerce's marketing efforts Core Working Grmup- Recruit Cluster Industries Lead Yakima County Development Association ity of Yakima —Economic Development Department Cx LU Resources Aerospace Futures Alliance City ofYakima — Planning & Public Works Commercial real estate developers, brokers and landowners Inland Northwest Aerospace Consortium Utilities Metrics - Recruit Cluster industries ProcessMetrics _ Outcome Metrics ✓ Target industries defined ✓Number of business locations, ✓ Business case, including case studies, corresponding jobs, wages, capital completed investment ✓ Outreach plan ✓ Economic impact of recruitments ✓ Number of businesses contacted ✓ Number of proposals sent ✓ Number of site visits by target companies 0 N 0 N ti 0 N c m CL U U? M M d 4- C O E 0- 0 O S O U E O C O U W M E Y f6 C. Community Pride Community pride initiatives complement economic development marketing and talent attraction/retention —people wanting to |km and work in Yakima. CENTRO DE LA RAZA Goal Establish a Latino cultural center (Centro cle 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 dk/eoecu|tura|history. Tactics - Centro de la Raza • Invite participation and launch Working Group • Research and tour example centers w* Define scope ofproject (events,showcase, e{cj *, Conduct feasibility study based ondefined scope ofproject 0 Determine location options ^0 Investigate funding resources *" Develop business plan '* Diverse board ^° Determine management and partners "* Operations � Revenue streams Staffing • Procure funds • Engage contractors • Construction • Marketing • Management offacility Core Work/ng Group - Centro de /a Raza ` Lead Hispanic Chamber ofCommerce ofYakima � Team City ofYakima Mnvinnien0m Eatudianti|Chicano deAz |dn (K8E[hA) , Rural Community Development Resources Sa|h/Tunkins Resources Philippine community representatives Yakima Community Foundation � Yakima Nation � Yakima Valley Museum Metrics - Centro de la Raza Process Me,trics Outcome Metrics Project scope defined ~/ Number ofvisitors v' Feasibility study completed v' Business plan completed Funding procured vI Contractor hied IMAGE CAMPAIGN 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 tostay. |fresidents are vested they will promote and invest inthe 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. Tact/ca -/mnageCampaign m Invite participation and launch Working Group — engage local media to partner *^ Research tounderstand 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 inorder toget into action sooner * Investigate and procure funding for implementation (as needed) • Engage wide range ofpartners tocarry out campaign • Monitor results via subsequent surveys tomeasure change inperceptions L 5] Core Working Group — Image Campaign Lead Greater Yakima Chamber uf[ommerce&Hispanic Chamber mf Commerce ofYakima Team City ofYakima —Communications Department |VYakima Local television stations: KAPP,K0DO/KNDU,KIMA,FOX 41,KCYU,Grupo Miupanavision,Unk/isipn 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 - Image Campaign Process Metrics Outcome Metrics ~/ Perception survey completed `/ Change inresident perception ofYakima � Campaign developed 'image / Funding d °' Change in external perception of Yakima |V, Staying on Track for Results With aclear purpose and work laid out inStrategic 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 acrossthe 2O17-20JOplan 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 ~t- Carry out consistent and positive messaging *� Follow atimeline with benchmarks Identify research sources toaccomplish goals -*e Quour 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 aswell as outcomes, will be consistently communicated in line 04 ' with principles for successful implementation. 04 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.� Each Lead will: — ~, Develop implementation timelines with benchmarks w" Report progress ofStrategic Initiatives toYakima Economic Growth Team 0 Ask for assistance/feedback from the Yakima Economic Growth Team m 0 Track metrics for Strategic Initiative � Suggest adjustments tmplan asnecessary based onfindings, results, etc. � The purpose of the Yakima Economic Growth Team is to hold each other accountable and lend support LU M and cross'oxer,where appropriate, on related initiatives. � The Yakima Economic Growth Team will report 1mthe City ofYakima Economic Development Committee � who ultimately reports to Yakima's City Council. Toenhance support for strategic initiatives andcommunitypride generatedfrom accomplishments, ' '— important tocommunicate progress aswell as results oroutcomes ofplan implementation. Tactics 'Communications m^ Create webpage on City website dedicated to the Yakima Economic Development Strategic Plan (link partner mebsites). wPresent case studies on Yakima businesses, City services, business resources. * Publish updates on implementation progress of Yakima Economic Development Strategic •, 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 overtime and present in comparison to competitors or aspirational communities. • Provide updates in City newsletter and coordinate to provide content with partner organizations' newsletters totheir 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. a Offer toauthor Economic Development column for Yakima Herald. ,w Present case studies on Yakima businesses City services, business resources. � Publish updates on implementation progress of the Yakima Economic Development Strategic Plan. 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 Gutidrre2 District I Bill Lover District 4 Holly Cousens District 7 Avina Guti6rrez District 2 Kathy Coffey District 5 — Mayor Carmen Mendez District 3 — Assistant Mayor Maureen Adkison District 6 Kathy Coffey, District 5 — Mayor Avina Guti6rrez, District 2 Maureen Adkison, District 6 City of Yakima City of Yakima City of Yakima Holly Cousens, District 7 Cliff Moore, City Manager Sean Hawkins, Economic Dev. Manager City of Yakima City of Yakima City of Yakima Colleda Monick, Economic Dev. Assistant Cally Price, Assistant to City Manager Verlynn Best, CEO/President City of Yakima City of Yakima Greater Yakima Chamber of Commerce Luz Bazan Guti6rrez, 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 MZFTMI%191f�� 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 Carolyn Belles, Permit Project Coordinator City of Yakima Joan Davenport, AlCP, Planning Manager City of Yakima Mike Price, Wastewater Manager City of Yakima Charlie Robin, CEO Thane Phelan, Vice President & Russ Roberts, CCIM The Capitol Theater Yakima Communications/Marketing Heritage Moultray Joseph Morrier, President & CEO JE M 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 Greater Yakima Chamber Bob Gerst, Vice President Human Resources Christina Cote, President John L. Haas, Inc. Perry Technical Institute Mike Wright, Plant Manager Linda Johnson, Certified Business Advisor Quanex Building Products Small Business Development Center Yakima Makers Space Paulette Lopez, Dean of Worrrorce Education Division Yakima Valley Community College The Yakima Economic Development Strategic Plan was developed with the assistance and facilitation of TadZo. TaclZo 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.TadZoConsu|dn8zom 509.972.0833 aUison@TadzoConsu|tingzom