Economic Development Board Wednesday, June 14, 2017 • 1:00 PM – 3:00 PM PSRC Board Room • 1011 Western Avenue, Suite 500, Seattle, WA 98104
The meeting will be streamed live over the internet at www.psrc.org
1. Call to Order and Roll Call (1:00) 2. Communications and Public Comments 3. President's Remarks 4. Staff Report 5. Consent Agenda (1:20) a. Approve Minutes of Meeting Held May 3, 2017 b. Approve Vouchers dated April 12, 2017 through May 24, 2017 in the Amount of $28,942.65 6. Action Item a. Adopt Economic Development Budget for Fiscal Years 2018-2019 -- Diana Lauderbach, Puget Sound Regional Council 7. Discussion Item a. Review of Regional Economic Strategy Board & Public Comments -- PSRC Staff and Chris Mefford, Community Attributes, Inc. 8. Information Items a. Draft Current Regional Economic Priorities b. Regional Associate Development Organization (ADO) Work Plans c. Save the Date: In-State Study Mission 2017 - Olympic and Kitsap Peninsulas 9. Next Meeting - September 6, 2017 10. Adjourn (3:00)
Board members please submit proposed amendments and other materials prior to the meeting for distribution. Organizations/individuals may submit information for distribution. Send to Ruth Purdue at [email protected], fax 206-587-4825, or mail. Sign language and communication material in alternate formats can be arranged given sufficient notice by calling (206) 464-7090 or TTY Relay 711. 中文 | Chinese, 한국 | Korean, Русский | Russian, Español | Spanish, Tagalog, Tiếng việt | Vietnamese Call 206- 587-4819. 5.a
MINUTES Puget Sound Regional Council Economic Development Board Wednesday, May 3, 2017 PSRC Boardroom
Call to Order and Roll Call The meeting of the Economic Development Board was called to order at 1:01 p.m. by Deputy Mayor Catherine Stanford, President. The signatures on the attendance sheet, as well as documentation by staff, determined attendance and that a quorum was present. [To watch a video of the meeting and hear the full discussion, please go to: http://psrcwa.iqm2.com/Citizens/Default.aspx]
Members and Alternates that participated for all or part of the meeting included: (**participation via teleconference) Deputy Mayor Catherine Stanford, President Councilmember Terry Ryan, Vice President Councilmember Jim Berrios** Elizabeth Court Suzanne Dale Estey Councilmember Dino Davis Councilmember Reagan Dunn Commissioner Charlotte Garrido Regina Glenn Mayor Jill Guernsey** James Henderson Pat Iolavera Bruce Kendall** Councilmember Connie Ladenburg** Rebecca Lovell Councilmember Conor McCarthy** Dave McFadden David Mitchell** Ralph Pease Commissioner Clare Petrich Patrick Pierce John Powers Paige Shevlin Stan Sorscher Russell Steele Councilmember Ed Stern** Councilmember John Stilin Tony To
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Councilmember Stephanie Wright**
Members absent included: (*alternate present) Brian Bonlender Commissioner Stephanie Bowman* Commissioner Cary Bozeman Betty Capestany Executive Dow Constantine* Bob Drewel Leonard Forsman* Councilmember Lisa Herbold* Mayor John Marchione Commissioner Troy McClelland Erin Monroe* Councilmember Jennifer Robertson* Mayor Ray Stephanson Mayor Geoffrey Thomas Chad Wright
Communications and Citizen Comments The following citizens approached the board for comment: Alex Tsimerman, Hendrick W. Haynes, Marguerite Richard, A.J. Honoré, and Paula Revere.
President’s Remarks Deputy Mayor Catherine Stanford, President, made the following announcements: Introduced two new board members: Councilmember Anders Ibsen representing Tacoma and Dave McFadden representing the Port of Seattle; Gave a review of the strategy update process since its March 2016 launch, outlining the well-received outreach process and data analysis; Thanked the board for their time to help develop the strategy and; Called on the board to work on implementation of the strategy.
Staff Reports Josh Brown, Executive Director of Puget Sound Regional Council, made the following announcements: Introduced new Economic Development staff person Emily Wittman and; Talked about the importance of Regional Economic Strategy implementation and how it would be discussed at the end of the meeting.
Consent Agenda ACTION: It was moved and seconded (Glenn/Dale Estey) to: (a) Approve Minutes of Meeting held March 8, 2017 and (b) Approve Vouchers Dated January 18, 2017 through April 4, 2017 in the Amount of $41,586.41. The motion passed.
Discussion Items
Review of Regional Economic Strategy Comments to Date Mary Pat Lawlor and Jason Thibedeau of Puget Sound Regional Council and Chris Mefford of
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Community Attributes, Inc. led a discussion of public comments received to date. Board members gave policy direction on some issues.
Strategy Implementation and Current Regional Economic Priorities Jason Thibedeau of Puget Sound Regional Council led a discussion on the Current Regional Economic Priorities. The Priorities will guide the board in implementing the Regional Economic Strategy. Board members were asked for suggestions. Other Business
Information Item The Draft Budget for Fiscal Year 2018-2019 was included with the meeting materials. The full budget and work program, including the Economic Development portion, will be presented for adoption at the May 31 General Assembly.
Next Meeting The Economic Development District Board will next meet on Wednesday, June 14, 2017, from 1:00 – 3:00 p.m. in the PSRC Boardroom.
Adjourn The meeting adjourned at 3:03 p.m.
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CONSENT AGENDA June 7, 2017
To: Economic Development Board
From: Josh Brown, Executive Director
Subject: Approve Vouchers dated April 12, 2017 through May 24, 2017 in the Amount of $28,942.65
IN BRIEF
PSRC vouchers are reviewed by the Operations Committee and approved by the Executive Board. In order to comply fully with RCW 42.24.080, vouchers for the Central Puget Sound Economic Development District (CPSEDD) should be approved by the EDD Board as well.
RECOMMENDED ACTION
The EDD Board should approve the following vouchers:
REQUESTED WARRANT DATE VOUCHER NUMBER TOTALS
4/12/2017 RF 1132 $ 78.75 4/14/2017 AP 9448 & 9451 $ 8,774.03 4/19/2017 AP 9463 $ 8.20 5/5/2017 AP 9488 $ 15,643.10 5/17/2017 AP 9513 $ 125.60 5/18/2017 AP 9521 $ 32.97 5/24/2017 AP 9526 $ 4,280.00
TOTAL $ 28,942.65
For additional information, please contact Diana Lauderbach at 206-464-5416; email [email protected].
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ACTION ITEM June 7, 2017
To: Economic Development Board
From: Josh Brown, Executive Director
Subject: Adopt Economic Development Budget for Fiscal Years 2018-2019
IN BRIEF
On June 14, 2017, the Economic Development Board will be given a presentation of the proposed Fiscal Years 2018-2019 Biennial Budget and Work Program (see attached). This will include a discussion and overview of the budgeted revenues, expenditures, and work initiatives for the Economic Development Task during the biennium.
RECOMMENDED ACTION
The Economic Development Board should approve the Budget and Work Program for Fiscal Years 2018-2019.
DISCUSSION
At its February 8th, 2017 meeting the Economic Development Board was given the Economic Development proposed FY2018-2019 Biennial Budget and Work Program as an information item for review.
Adoption of the Economic Development budget must be approved by both the Economic Development Board and the PSRC General Assembly. On Wednesday, May 31st, 2017 the Puget Sound Regional Council (PSRC) General Assembly adopted the Fiscal Years 2018-2019 Biennial Budget and work program which included the Economic Development Element (Task 300). At its upcoming Wednesday, June 14, 2017 meeting, the Economic Development Board will be asked to adopt the FY18-19 Biennial Budget and Work Program.
To view the PSRC Adopted Biennial Budget and Work Program, Fiscal Years 2018-2019 online, please refer to: https://www.psrc.org/sites/default/files/budgetfy2018-19.pdf
If you have questions, please contact Diana Lauderbach, PSRC Chief Financial Officer, at (206) 464-5416 or email [email protected].
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Attachments: 300 Economic Development
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Economic Development (Task 300)
Objective Provide staff support to the EDD Board of Directors and maintain, update and assist in implementation of the Regional Economic Strategy (RES), which serves as the economic development blueprint for the central Puget Sound region. Maintain the central Puget Sound region’s eligibility for economic development planning and technical assistance from the federal Economic Development Administration (EDA). Contribute to key Economic Development District (EDD) projects and activities, as required by the EDA and requested by the EDD’s Board of Directors and public agencies within the region. Coordinate with public, private and community stakeholders to develop and implement initiatives that strengthen the region’s economy.
Mandates This work element provides for program development, administration and management of regional economic development planning activities as required by: 1. EDD/PSRC Memorandum of Agreement dated June 27, 2002. 2. Authority for the CPSEDD creation is by a Joint Exercise of Powers Agreement between the counties of King, Kitsap, Pierce and Snohomish dated May 5, 1971 and amended November 13, 2003. 3. Federal authority for the creation, recognition and funding of multi-jurisdictional economic development districts is found in the Public Works and Economic Development Act of 1965 (Public Law 89-136, 42 U.S.C. 3121 et sec. ) as amended, including the comprehensive amendments by the Economic Development Administration Reform Act of 1998 (Public Law 105-393) and the Economic Development Administration Reauthorization Act of 2004 (Public Law 108-373). Criteria for district program functions and funding are found in 13 CFR Part 301 (area eligibility), 302 (district designation), 303 (district planning process) and 306 (planning assistance).
Summary Revenues & Expenditures Revenues: Expenditures: EDA Grant $200,000 Salaries & Benefits $561,000 EDA Grant Local Match $200,000 Overhead $300,000 EDD Dues $273,000 Direct Costs $25,000 Local $213,000 Consultants $0,000
Total $886,000 Total $886,000 Attachment: 300 Economic Development (2008 : EDB Budget FY 18-19)
Budget Comparison: FTE Staffing Comparison: Proposed Proposed FY 18-19 $886,000 FY 18-19 2.76
October 16 Amended October 16 Amended Supplemental FY 16-17 $1,462,000 Supplemental FY 16-17 3.90
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Major Milestones and Products 1. Annual RES Work Plan Developed and Adopted (2018 and 2019) 2. EDA Planning Grant Secured (June 2017, June 2018, and June 2019) 3. Performance Trends support (ongoing)
Policy Direction and Interagency Staff Involvement Economic Development receives policy direction from the EDD Board of Directors.
Ongoing Sub-Tasks Sub-Task 1. EDD General Ongoing work is required to maintain status as the Central Puget Sound Economic Development District (EDD). This involves administrative, managerial and operational tasks, including: a. Convene and provide staff support to the EDD Board of Directors, subcommittees and other working groups or taskforces; b. Annually update the region’s comprehensive economic development strategy (CEDS), locally known as the Regional Economic Strategy (RES); c. Develop and maintain tracking tools, performance measure data and other products to facilitate CEDS implementation; d. Coordinate events and programs, as appropriate, to aid in implementation of the Regional Economic Strategy; e. Prepare budget and work program; f. Review and evaluate employee performance; g. Develop, apply for and monitor grants and contracts in the support of the RES.
Sub-Task 2. PSRC Performance Trends Support PSRC continues to implement an integrated program to assess regional trends and success in implementing the policy objectives, projects, and programs adopted in VISION 2040, Transportation 2040, and the Regional Economic Strategy (RES). The Performance Trends program integrates planning and data activities and draws resources from all PSRC program areas. Economic development staff participate on project teams with other agency staff to assess data developed by the Data Systems and Analysis division, develop findings, assess policy implications, and develop Performance Trends products. This effort satisfies the CEDS requirement to develop and report performance measures relative to regional economic development goals and strategies.
Initiative Sub-Tasks
Sub-Task 3. Regional Economic Strategy Implementation Attachment: 300 Economic Development (2008 : EDB Budget FY 18-19) The updated Regional Economic Strategy, adoption in 2017, is the guiding document for key regional economic initiatives. The Economic Development Board will adopt a work plan that establishes the implementation priorities for each year. These priorities are founded in the strategy and are informed by ongoing evaluation and board input. Resource support will be from Strategic Initiatives budget line item under Council Support.
Unfunded Sub-Tasks None
Summary of Consultants within Economic Development None
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DISCUSSION ITEM June 7, 2017
To: Economic Development Board
From: Josh Brown, Executive Director
Subject: Review of Regional Economic Strategy Board & Public Comments
IN BRIEF
The Economic Development Board will continue to review public comments, focusing on five key themes that arose from the comments received. Addressing these themes is fundamental to proceeding towards adoption of the new economic strategy.
DISCUSSION
On April 14, the draft Regional Economic Strategy (RES) titled “Amazing Place: growing jobs and opportunity in the central Puget Sound region” and its data compendium the “Economic Analysis of the Central Puget Sound Region” were released for a 30-day public comment period. At the board’s May 3 meeting, PSRC staff and the project consultant reviewed public comments received to date, for which the board provided direction. At the June 14 meeting, the board will review the rest of the public comments received.
Public Comments Comments were received from a wide of range organizations, local jurisdictions, associate development organizations, education institutions, workforce development and labor organizations, equity partners, and others. A link to PSRC’s file-sharing site, where all the comments received during the public comment period are available, is here.
June 14 Meeting Facilitation Guide Refer to the attachment, which is the board’s facilitation guide for the June 14 meeting. Additionally, the Information Item titled “Draft Current Regional Economic Priorities” is included for part of the discussion.
For more information, please contact Mary Pat Lawlor at 206-971-3272 or [email protected].
Attachments: Board Facilitation Guide-061417
Doc ID 2013 Packet Pg. 10 Amazing Place regional economic strategy comments for Board discussion
Key public comment topic areas for discussion
Topic Staff Recommendation
Maintain level of detail in action items to match previous regional economic strategies and Comprehensive Economic Development Strategies. Rename the 97 implementation items from “What needs to happen” to “Actions” for clarity. 1. The strategy does not contain detailed action items or an Establish set of Regional Economic Priorities in parallel with the implementation plan strategy adoption to define initial implementation efforts of PSRC staff. (Related comments starting on page 2) Continue to update priorities list as new implementation efforts are established Board discussion: Review the 97 actions? Board discussion: Review the Regional Economic Priorities
2. The strategy has no metrics to measure success of Maintain evaluation approach consistent with previous regional implementation efforts economic strategies and Comprehensive Economic Development (Related comments starting on page 2) Strategies. Focus evaluation on results of implementation efforts
Re-frame introduction to include clearer economic development language, reiterate economic strategy objectives, and articulate the role 3. The document is not an economic development strategy of the strategy to establish a framework for a broad set of (Related comments starting on page 2) implementation plans by many partners Board discussion: Re-order goals?
Rewrite introduction to establish clearly the unique challenges and 4. The strategy does not reflect the economic diversity and opportunities that various parts of the region are facing unique circumstances of all parts of the region Add new strategy to the “Open economic opportunities to everyone” (Related comments starting on page 4) goal that focuses on ensuring economic growth across all parts of the region
5. The strategy does not directly address how Regional In “Focus new growth in urban areas, regional centers, and cities” Packet Pg.11 Growth Centers and Manufacturing/Industrial Centers strategy, add language on the importance of regional growth centers as (MICs) are designated in the region areas of economic activity and highlight key centers in each county
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Attachment: Board Facilitation Guide-061417 [Revision 1] (2013 : RES Discussion June 14 2017) (Related comments starting on page 5)
Related Public Comments
Related Public Comments for items #1, #2, #3: 1. The strategy does not contain detailed action items or an implementation plan 2. The strategy has no metrics to measure success of implementation efforts 3. The document is not an economic development strategy
Source Comment “The draft document is not a strategy. It contains no action items and no metrics to measure success or failure. Economic Development Board (EDB) The document needs to be re-written to include specific actions to achieve specific objectives that drive toward for Tacoma-Pierce County clear goals. And, of course, metrics to measure whether success is achieved.” “Clear difference in perspective between practicing economic development professionals, business leaders, and Kitsap Economic Development Alliance elected officials on the EDD board seeking a strong action oriented ‘Strategic Plan’, and EDD staff and (KEDA) consultants that have directed the document development more towards a big picture ‘Policy Document’.” “Doesn’t Read Like an Economic Development Doc/Revise Strategy Order. Not sure an Economic Development Strategy, assuming this means growing jobs and attracting companies, should start off with a strategy on the Economic Alliance Snohomish County environment, then diversity, etc.” (EASC) “The current draft will be sufficient to serve as a guiding document for regional economic development in the Puget Sound region, assuming it provides a detailed implementation plan that makes clear the roles of PSRC staff, EDD Board and external partners.”
Pierce County Executive, Bruce “Identify in the RES specific action steps to foster job growth in counties outside King County so all parts of the Dammeier region can enjoy economic prosperity.”
Port of Tacoma, Commissioner Clare “The current draft lacks metrics to measure success and deficiencies which are critical for a constructive, working Petrich strategy for any organization.”
City of Lakewood, Mayor Don “We do not consider this to be a strategy for economic development but rather a policy document” Anderson
“Although this document is described as a “Strategy”, it does not appear to be a strategy. It appears to be devoid City of Gig Harbor, Mayor Jill Guernsey of action items. It further contains to metrics to measure the success or failure of the proposed objectives.” Packet Pg.12
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Attachment: Board Facilitation Guide-061417 [Revision 1] (2013 : RES Discussion June 14 2017) City of Tacoma, Mayor Marilyn “The strategic plan does not clearly reflect the full economic diversity of the region and does not include an Strickland implementation plan.
Related Public Comments for items #1, #2, #3 (continued)
Source Comment
“The strategy needs a definition of success or else it’s destined for the very full box of good ideas that never get City of Dupont, Mayor Michael Courts done. The entire document needs to be supplemented with clear action items and measurable goals.”
City of University Place “The Plan does not offer an action plan nor any strategies for actual implementation, benchmarking or measurements.”
Puyallup Sumner Chamber of Commerce “We have concerns regarding the draft document and its lack of strategic action items and metrics.”
“The document entitled, “Amazing Place: Growing Jobs and Opportunity in the Central Puget Sound Region” is Travel Tacoma not a strategy. It contains no action items and no metrics to measure success or failure.”
“The draft needs more specific action items and performance measures. The document does not contain clear action items and metrics for measuring performance.” “The draft should be restructured to discuss each county as it relates to the region and focus on actionable steps City of Sumner that can be taken for each county.” “The draft needs to focus on clear actionable steps that can be taken to diversify the employment base in areas outside of Seattle/King County.”
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Attachment: Board Facilitation Guide-061417 [Revision 1] (2013 : RES Discussion June 14 2017) Related Public Comments for item #4: 4. The strategy does not reflect the economic diversity and unique circumstances of all parts of the region
Source Comment
EDB Tacoma-Pierce County “The draft is a policy document that largely reflects the interests of a world view that has Seattle at the hub of a wheel-and-spoke style economy. This would be done at the expense of the rest of the large, 4-county region.”
Pierce County Executive, Bruce “It is essential our Regional Economic Strategy (RES) be balanced and recognize the needs and priorities of all Dammeier the Economic Development District member entities and sub-regions.”
Port of Tacoma, Commissioner Clare “The document largely reflects the policy interests of Seattle at the expense of the other jurisdictions in the four- Petrich county region.”
“Even more concerning to the people of Pierce County and to our citizens of Gig Harbor is the parochial nature of City of Gig Harbor, Mayor Jill Guernsey this document. The document largely reflects the policy interests of Seattle at the expense of the rest of the large 4-county region.”
City of Lakewood, Mayor Don “Regional disparity and the jobs-housing balance is not adequately addressed” Anderson
City of Tacoma, Mayor Marilyn “the strategic plan does not clearly reflect the full economic diversity of the region and does not include an Strickland implementation plan.”
“The Draft Plan continues to ignore the unique differences between the four counties. While we understand the strategic need to plan for the larger region, the plan does not address the economic, housing, and job imbalance City of University Place nor offer real solutions towards spreading the economic prosperity and growth to other regions outside of Seattle and King County.”
City of Sumner “The draft does not recognize differences throughout the region and unique circumstances facing each county.”
Puyallup Sumner Chamber of “It appears to be a policy document with a focus on the interests of Seattle at the expense of the cities and Commerce counties in our large multi county region.”
“Additionally, we feel that this document is not inclusive and representative enough of the entire region. The draft Travel Tacoma document largely reflects the policy interests of Seattle at the expense of the rest of the large 4-county region
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Attachment: Board Facilitation Guide-061417 [Revision 1] (2013 : RES Discussion June 14 2017) Related Public Comments for item #5: 5. The strategy does not directly address how Regional Growth Centers and Manufacturing/Industrial Centers (MICs) are designated in the region
Source Comment
“The document fails to address the proper treatment of manufacturing industries centers (MICs), and the proposed regional centers framework” “The document is silent on the attempt to reclassify Fredrickson as a second tier MIC and would similarly EDB Tacoma-Pierce County downgrade Lakewood Industrial Park and the future Woodbrook Business Park” “The document is silent on the attempt to propose a tiered centers framework that favors affluent communities in King County over the rest of the region. The proposed framework awards more points to communities already served by transit (translation: predominantly King County cities).”
Pierce County Executive, Bruce “Re-evaluate the centers approach as an economic development strategy for the region and consider a new Dammeier approach that recognizes different sub-regional needs and seeks region-wide prosperity.”
City of Dupont, Mayor Michael Courts “The document fails to put forth as a strategy the idea that [military] bases should be Centers.”
“There is no explicit connection with regional centers framework. Military installations are recognized as City of Lakewood centers of local significance but excluded from the regional centers framework which is inconsistent with regional policy” “The Plan does not address the impacts of the proposed tiered regional centers framework which leaves a number of the current regional designated centers within Pierce County at a great disadvantage. Downgrading the importance of manufacturing industrial centers (MICs) will negatively impact several of Pierce County’s employment and manufacturing hubs. The framework also fails to acknowledge the military and defense City of University Place cluster, both of which significantly impact the Pierce County economy. Adding points for centers already with transit use only rewards already successful centers. This does not make sense. Furthermore, the constant changes and upping the requirements towards achieving a regional center designation is confusing, unfair and now exacerbated by the proposed tiered approach.”
“fails to recognize the critical importance of regional growth centers; and, I am concerned that these documents Kitsap Economic Development Alliance could be viewed as a tacit approval of a new scheme for defining regional centers currently being promulgated by (KEDA) the PSRC land use and transportation boards.”
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Attachment: Board Facilitation Guide-061417 [Revision 1] (2013 : RES Discussion June 14 2017) 8.a
Current Draft Regional Economic Priorities Discussion Draft 06/07/2017
Goal: Open economic opportunities to everyone
Strategy: Provide adequate support for basic education for all
Address funding shortfalls in the Washington State basic education system Lead: TBD Target: Q3 2017
Goal: Compete globally
Strategy: Maintain and grow incentives for industry competitiveness
Sustain the region’s leadership in aerospace and support tax incentives for aerospace companies Lead: TBD Target: Q3 2017
Develop an Eco-nomic Center to grow the green economy in Washington Lead: AWC Center for Quality Communities Target: Q2 2018
Restore Washington’s research and development (R&D) tax credits Lead: Life Science Washington Target: Q3 2017
Strategy: Strengthen, coordinate, and grow retention, expansion, and recruitment efforts
Develop a regional economic dashboard to track progress on key measures Lead: TBD Target: Q2 2018
Study and promote the region’s emerging role as a center for the global space exploration sector Lead: PSRC Target: Q4 2017
Goal: Connect the region to the world
Strategy: Sustain and grow commercial air travel connections domestically and globally
Complete the Sustainable Airport Master Plan (SAMP) for Sea-Tac Airport Target: Q3 2017
Lead: Port of Seattle Communication: Draft Current Regional Economic Priorities (Information Items)
Strategy: Support and promote international trade
Encourage federal leadership to fill vacancies on the Export-Import (Ex-Im) Bank Board of Directors Lead: TBD Target: Q4 2017
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INFORMATION ITEM June 7, 2017
To: Economic Development Board
From: Josh Brown, Executive Director
Subject: Regional Associate Development Organization (ADO) Work Plans
IN BRIEF
In 2005 and 2012, the workplans for the region’s four Associate Development Organizations (ADOs) were included in the final adopted regional economic strategies. Each of the region’s four ADOs are public private partnerships and serve as the retention, expansion, and recruitment arm for the cities in their counties. The board directed staff to include the four workplans in the final version of the new regional economic strategy.
DISCUSSION
Each of the four counties in the region has an Associate Development Organization (ADO), which help implement local economic development in the region. Washington is home to a network of ADOs, which further economic development efforts in all the state’s 39 counties. The central Puget Sound region is home to four ADOs:
Economic Development Council of Seattle & King County Kitsap Economic Development Alliance Economic Development Board for Tacoma-Pierce County Economic Alliance Snohomish County
In the 2005 Regional Economic Strategy, each of the four ADO workplans were included in summary form in the appendix. In the 2012 Regional Economic Strategy, each of the four ADO workplans were included in the appendix in their complete form. For the upcoming strategy, each of the ADO workplans will be included in their complete form in the final document.
For more information, please contact Jason Thibedeau at 206-389-2879 or [email protected]
Attachments: Economic Development Council of Seattle & King County Kitsap Economic Development Alliance Economic Development Board for Tacoma-Pierce County
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Economic Alliance Snohomish County
Doc ID 2012 Packet Pg. 18 8.b.a ECONOMIC VITALITY ACTION PLAN 2017
Cluster Driven. Client Focused. Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans)
&
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OUR VISION 8.b.a
The EDC’s vision is to catalyze economic opportunity for all the people of King County by strengthening and supporting business growth and vitality, and becoming the premier economic development organization in the United States.
OUR MISSION
The EDC’s mission is to expand and diversify the economy throughout King County by retaining and recruiting jobs, growing strong and sustainable industry clusters and promoting global competitiveness for Washington State.
TARGETED CLUSTERS & Growth Opportunities commercial space | cloud/big data/analytics | immunotherapy energy digitalization | fishing fleet modernization
Aerospace & Defense Information & Communications Jobs: 44,640 aerospace, 11,400 defense Technology Average income: $114,046 aerospace Jobs: 165,950 Number of firms:507 aerospace, 640 defense Average income: $124,272 Estimated revenue: $32.66B aerospace Number of firms:5,794 Principal employers: The Boeing Co., Esterline, Estimated revenue: $50.66B Honeywell Aerospace, AIM, Skills, Blue Origin, SpaceX Principal employers: Microsoft, Amazon, T-Mobile, Expedia, Zillow Top competitive regions: California, Texas, Florida, France, UK Top competitive regions: Silicon Valley, Austin, Boston, New York, Emerging opportunities: commercial space, composites, 777X and Singapore, South Korea, Taiwan 737 MAX supply chains, biofuels, UAS, single aisle jets, robotics Emerging opportunities: cloud, big data/analytics, software+: “Internet Life Sciences & Health of Things,” interactive media, e-commerce, mobile, social, wearables, Virtual Reality, Artificial Intelligence, 3D printing, automotive IT, content creation Jobs: 19,664 in Life Sciences, 118,120 in Healthcare Average income: $97,392 Life Sciences, $65,237 Clean Technology Healthcare Jobs: 18,739
Number of firms: 1,000 Life Sciences, 4,860 Healthcare Average income: $82,261 Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans) Estimated revenue: $21.6B Life Sciences, $40.8B Number of firms:1,291 Healthcare Estimated revenue: $14.58B Principal employers: Fred Hutchinson Cancer Research, Allen Institute Principal employers: Brown & Caldwell, AECOM, for Brain Science, University of Washington, Northwest Clinical Laboratory, Parametrix, CH2M, HDR Engineering Institute for Systems Biology Top competitive regions: San Francisco Bay Area, Boston, Denver, Salt Top competitive regions: San Francisco Bay Area, Boston, New York, Lake City, Hamburg, Germany Raleigh-Durham, San Diego, New Jersey Emerging opportunities: energy digitalization, smart grid, climate Emerging opportunities: immunotherapy, healthcare IT, personalized tech, commercial energy storage, biogas, advanced materials medicine/wellness, natural medicine, global health, biomedical device
Data Sources: Washington State Employment Security Department, 2015; Washington State Department of Revenue, 2015; Washington Military Alliance; Washington Aerospace Economic Impacts 2016 Update; US International Trade Administration, 2014. All data is King County only with the exception of export and FDI data which is Washington State.Packet Pg. 20 EDC SERVICES, Free & Confidential 8.b.a With over 45 years of experience and a strong track record of success, the EDC provides a unique set of services, tailored to the specific needs of our clients and focused on business growth and development leading to job creation. The EDC’s unique value flows from ourcluster-driven, client-focused approach to business development and ability to accelerate success by connecting businesses with our private and public partners and the variety of essential economic resources they provide.
The EDC assigns a business development manager with industry expertise to strategically focus on each client’s needs. This specialist acts as a confidential liaison between client companies and local governments, educational institutions, workforce development agencies, industry associations, labor and business leaders. Our business creation, retention, expansion and recruitment assistance includes: ⇒⇒ Economic and demographic data ⇒⇒ Identifying collaboration opportunities ⇒⇒ Comparative analysis ⇒⇒ Key introductions ⇒⇒ Site selection services ⇒⇒ Tax research and incentives ⇒⇒ Workforce and job-training information ⇒⇒ Transportation services ⇒⇒ Tailored advocacy ⇒⇒ Facilitation with the permitting process ⇒⇒ Entrepreneurship training ⇒⇒ Personalized briefings and orientations ⇒⇒ Business plan assistance ⇒⇒ Public relations and media coordination ⇒⇒ Access to financing organizations ⇒⇒ Counsel and advice
Outdoor Recreation, Fashion & Apparel Maritime & Logistics Jobs: 20,057 Jobs: 21,329 Average income: $34,717 Average income: $75,075 Number of firms:1,458 Number of firms: 817 Estimated revenue: $15.14B Estimated revenue: $16.39B Principal employers: Nordstrom, REI, Zulily, Principal employers: Expeditors, Delta Marine, Eddie Bauer, Precor Ocean Beauty Seafoods, Foss Maritime, Tri-Marine Top competitive regions: Los Angeles/Orange County, New York, International Ohio, Oregon, Colorado, Vermont Top competitive regions: British Columbia, Los Angeles-Long Beach, Emerging opportunities: ICT applications, innovative materials, Alaska, Gulf Coast, Savannah advanced manufacturing and designs Emerging opportunities: modernization of the fishing fleet, “Blue Financial & Business Services marine”/sustainability with IoT/clean tech Jobs: 51,968 Average income: $101,423 Global Trade & Investment Number of firms:4,632 Exports: $86.4B Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans) Estimated revenue: $38.26B Top 5 export markets: China, Canada, Japan, South Principal employers: Bank of America, Wells Korea, United Arab Emirates Fargo, JPMorgan Chase, Liberty Mutual, Safeco Largest export industries: Transportation Equipment, Insurance Agricultural Products, Computer/Electronic Products, Processed Foods Top competitive regions: New York, San Francisco, Minneapolis, Number of small & medium-sized (SME) goods exporters: 11,352 Denver, Dallas Number of jobs at foreign-owned firms:105,600 Emerging opportunities: FinTech/technology impact, small FDI source countries: Canada, UK, Japan, Germany, France business/women & minority-owned business outreach, new entrants, Industries with most FDI: Manufacturing, Wholesale, Information, globalization Professional and Technical Services, Construction Emerging opportunities: Global Cities Initiative/Foreign Direct Investment & Exports, SelectUSA, trade shows & marketing strategy Packet Pg. 21 8.b.a EDC LEADS
Objective 1: Grow Local Jobs - Help existing employers retain and expand jobs to improve economic vitality countywide The EDC works with local employers to identify opportunities for growth and increase the number of jobs—particularly middle income jobs—in King County. Our cluster-based outreach helps identify employers “at risk” so that targeted retention efforts can be proactive and foster a diverse and sustainable economy. Actions: ⇒⇒ Collaborate with city, county and state partners to provide comprehensive business retention & expansion services in targeted growth clusters Objective 2: Recruit New Jobs - Recruit growing ⇒⇒ Engage companies and foster growth in Foreign Direct companies, especially those that improve regional supply chains in Investment and export opportunities in the region targeted clusters ⇒⇒ Execute cluster-driven strategies to grow women, minority and veteran-owned businesses The EDC works quickly and aggressively to respond to company and site selector requests and identify high-growth “gazelle” companies and gaps in supply chains to target for recruitment. Actions: ⇒⇒ Proactively market the region globally in collaboration with other economic development partners ⇒⇒ Conduct recruiting missions and attend trade shows in collaboration with regional partners ⇒⇒ Host and foster business development opportunities with delegations, both U.S. and international ⇒⇒ Respond to requests for information from clients and partners timely and aggressively ⇒⇒ Update and maintain market intelligence, economic and real estate data for King County and its 39 cities
Objective 5: Organizational Vitality Create a “best-in-class” organization led by a strong and dynamic Board and staffed by forward-thinking economic development professionals The EDC is lead by a Board of Directors that includes some of the region’s top leaders and is a small but impactful organization staffed by dedicated professionals committed to its mission. To meet these objectives and grow the local economy, the EDC must work to strengthen the organization from the inside out.
Actions: ⇒⇒ Increase communication with the Board of Directors and improve Board engagement
⇒⇒ Continue implementation of a communications strategy that Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans) increases brand awareness and positions the EDC as the “go-to” economic development organization ⇒⇒ Recruit high-performance business development specialists and provide on-going professional development opportunities for the entire team ⇒⇒ Improve communications with stakeholders to raise awareness of the organization’s position as the only public/private partnership focused on retaining, expanding and recruiting businesses across King County and its 39 cities
Packet Pg. 22 8.b.a EDC SUPPORTS AND PARTNERS
Objective 3: Support Startups - Cultivate King County’s next generation of businesses and entrepreneurs Washington State has more business starts per capita than any other state. To increase the chances of business success, the EDC supports and promotes a variety of opportunities for startup and entrepreneurial assistance. Actions: ⇒⇒ Counsel individual entrepreneurs and connect them with strategic resources ⇒⇒ Support strategic partners in conducting group training workshops for entrepreneurs and startups, particularly targeting women, minorities and veterans as well as parts of King County Objective 4: Strengthen Industry Clusters - Fortify that have been underserved by existing startup resources key clusters to create a robust and diverse economic base ⇒⇒ Continue to strengthen the EDC’s comprehensive web portal of resources available to entrepreneurs throughout King County The EDC’s unique value flows from ourcluster-driven, client- focused approach to business development and we partner with key industry associations to identify steps that can be taken to strengthen the clusters, allowing for a more robust and diverse economy and more intentional marketing efforts. Actions: ⇒⇒ Develop industry snapshots to provide an annual look at industry-specific data for our eight target clusters ⇒⇒ Identify subsector growth opportunities as well as supply chain gaps in the local ecosystem ⇒⇒ Work with Innovation Partnership Zones to support strategic clusters ⇒⇒ Help identify industry-specific workforce training and development needs EDC 2020 Long-Term Business Plan
Laser Focus on Core Mission: Business Retention, Expansion & Recruitment ⇒⇒ EDC is recognized as the “go-to” for retention, expansion and recruitment throughout King County
Board Engagement: Engaged and Action Oriented ⇒⇒ Increase Board engagement in membership development, strategic planning and client work
Financial Growth ⇒⇒ Strengthen support of existing members and grow private sector investment for long-term financial sustainability Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans)
King County Economic Development Managers Collaboration ⇒⇒ Increase outreach and engagement with ED Managers and work closely with partners on client management
Ongoing Regional Collaborations & Influences: PSRC Regional Economic Strategy (5 year); Greater Seattle Region Global Trade & Investment Plan; Port of Seattle Economic Development; Workforce Development Council of Seattle-King County; Challenge Seattle; Seattle Regional Partnership; Leadership Eastside; Soundside Alliance & other regional efforts
Packet Pg. 23 8.b.a EXECUTIVE COMMITTEE
Chair Vice Chair Immediate Past Chair Treasurer Secretary Will Einstein, Timothy Howell, Terry Danysh, Of Nancy Backus, Stephanie Bowman, Director of Product Senior Vice President, Counsel, Dorsey & Mayor, City of Commissioner, Development & PNW Market Manager Whitney Auburn Port of Seattle Growth, Puget - Business, JPMorgan Sound Energy Chase & Co.
David Allen, Jan Beck, Vice Dow Constantine, Shelley Easter Gill, Albert Lewis, Jr., Executive Vice President & Site County Executive, Managing Partner, Vice President of President, McKinstry Head, Novo Nordisk King County Kinzer Partners Economic & Company Workforce Development, Bellevue College Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans)
Aric Manion, David McFadden, Ed Murray, Mayor, Eric Pettigrew, John Stokes, President, Kelley Managing City of Seattle Director, Community Mayor, Imaging Systems Director, Economic and Business City of Bellevue Development Relations, Regence Division, Port of BlueShield Seattle
Packet Pg. 24 8.b.a BOARD OF DIRECTORS Shannon Affholter, Executive Director, Master Builders Association Kristin Jensen, Vice President of Development, Touchstone of King and Snohomish Counties Albert Lewis, Jr., Vice President of Economic & Workforce David Allen, Executive Vice President, McKinstry Company Development, Bellevue College Monty Anderson, Executive Secretary, Seattle Building & Nancy Long, Executive Director, 501 Commons Construction Trades Council Teresa Lynch , Senior Manager, Economic Development, Amazon Bob Aylward, Executive Vice President, Business Operations, Seattle Jeff Lyon, Chairman & CEO, Kidder Mathews Mariners Andrew Magill, Director of Marketing, Commercial Airplanes, The Nancy Backus, Mayor, City of Auburn Boeing Company Cary Badger, Director, HealthScape Advisors Aric Manion, President, Kelley Imaging Systems TBD, Bank of America David McFadden, Managing Director, Economic Development Patrick Bannon, President, Bellevue Downtown Association Division, Port of Seattle Jan Beck, Vice President & Site Head, Novo Nordisk Patrick McQueen, Senior Project Manager, Lease Crutcher Lewis Marc Berger, Director, Executive Communications & China Practice, Chris Mefford, President & CEO, Community Attributes Inc. ex-officio Nyhus Communications, LLC Ed Murray, Mayor, City of Seattle Mariah Bettise, Councilmember, City of Issaquah Rebecca Lovell, Deputy Director, Office of Economic Development at Greg Bilte, Vice President-General Manager, KIRO-TV * City of Seattle, (Alt. for Mayor Murray) Stephanie Bowman, Commissioner, Port of Seattle John Nowoj, Vice President and General Manager, MA Mortenson Jeanne Burbidge, Deputy Mayor, City of Federal Way Company Dave Carson, Councilmember, City of Redmond Megan Ouellette, Managing Director, Government & Community Michelle Mills Clement, President & CEO, Commercial Brokers Relations, Alaska Airlines Association Shouan Pan, Chancellor, Seattle Colleges Dow Constantine, County Executive, King County Emily Parkhurst, Editor in Chief, Puget Sound Business Journal Paige Shevlin, Economic Development Policy Advisor, King County Michael Pearce, Administrative Director of Customer Experience & Office of the Executive (Alt. for Executive Constantine) Performance Excellence, Swedish Medical Center Suzette Cooke, Mayor, City of Kent Eric Pettigrew, Director Community & Business Relations, Regence Jeff Crowe, Regional Director, Principal, BRPH Architects-Engineers BlueShield Marc Cummings, Vice President, Public Policy & External Affairs, Life Bart Phillips, CEO, OneRedmond Science Washington Alex Pietsch, Associate Vice President, Office of Corporate Relations, Suzanne Dale Estey, President & CEO, Economic Development Washington State University Council of Seattle & King County ex-officio Irene Plenefisch, Government Affairs Director, Microsoft Corporation Terry Danysh, Of Counsel, Dorsey & Whitney Bill Poppy, Senior Vice President, Virginia Mason Maud Daudon, President, Seattle Metropolitan Chamber of Tom Ranken, President & CEO, CleanTech Alliance Commerce Jon Scholes, President, Downtown Seattle Association Terry Davis, Director of Government Affairs, Comcast Michael Schutzler, CEO, Washington Technology Industry Deanna Dawson, Executive Director, Sound Cities Association Association Rod Dembowski, Councilmember, King County Council Marlena Sessions, CEO, Workforce Development Council of Seattle- Will Einstein, Director of Product Development & Growth, Puget King County Sound Energy Brian Stading, President, NW Region, CenturyLink Shelley Easter Gill, Managing Partner, Kinzer Partners Catherine Stanford, Deputy Mayor, Lake Forest Park Nicole Grant, Executive Secretary-Treasurer, ML King County Labor John Stokes , Mayor, City of Bellevue Council James Henderson, Economic Development Director, City of Bellevue Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans) Lisa Herbold, Councilmember, City of Seattle (Alt. for Mayor Stokes) Randy Hodgins, Vice President, Office of External Affairs, University Erik Strom, Director of Government and Community Relations, of Washington Russell Investments John Holman, Councilmember, City of Auburn Penny Sweet, Councilmember, City of Kirkland Kathy Hougardy, Councilmember, City of Tukwila Mike Tibbits, Vice President, Senior Relationship Officer, Key Bank, Tim Howell, Senior Vice President, PNW Market Manager - Business, Commercial Banking JPMorgan Chase & Co. Allan Van Ness, Councilmember, City of Kenmore Bob Jeans, Councilmember, City of Snoqualmie TBD, Umpqua Bank Sherry Zins-Calvert, President, Keiretsu Forum Northwest
*Pending approval at 6/14/17 Board of Director Meeting Packet Pg. 25 8.b.a Attachment: Economic Development Council of Seattle & King County (2012 : ADO Work Plans)
&
EDC-SeaKing.org /EDCSeattleKingCounty /EDCSeattleKing /EDCSeattleKing /EDCSeattleKing
Packet Pg. 26 8.b.b
2017 ACTION PLAN Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
Inspired Economic Development Kitsapeda.org | KitsapConnected.org | Campaign4Kitsap.com
Packet Pg. 27 8.b.b
OUR MISSION: Kitsap Economic
Development Alliance Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) Through a partnership of business and 2021 NW Myhre Road, Suite 100 government, KEDA focuses on attracting Silverdale, WA 98383 investment and growing jobs through Phone: (360) 377-9499 retention, expansion, and recruitment of Email: [email protected]
primary business. Kitsapeda.org | KitsapConnected.org Campaign4kitsap.com
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What Does KEDA Do?
KEDA promotes economic opportunities throughout Kitsap County by telling the story of Kitsap’s economic composition, character, competitiveness, and integral role in the Central Puget Sound regional economy... Our Alliance champions Kitsap County as a prime Puget Sound business location. KEDA provides free customized services to business clients in a confidential manner on opportunities and challenges, including: Acts as a Liaison (Business to Business, Business to Government) • Utilizes network of contacts & resources to provide assistance to business, overcome obstacles and open doors • Provides input to governing bodies to ensure friendly business environment Promotes Kitsap as a desirable place to do Inspired economic development business/works to open new markets • Strategic partners include: Kitsap Aerospace & Defense Alliance, Kitsap Commercial Investment Brokers, Kitsap Chambers of Commerce, Puget Sound Regional Council, Washington State Department of Commerce, Washington Military Alliance, and Washington THE KITSAP Maritime Federation • Partners with local and regional media outlets to ECONOMIC promote Kitsap as prime business location • Uses social media channels and multiple digital tools DEVELOPMENT to increase & optimize reach Business Consulting ALLIANCE • Review of needs for growth; follow up with options (E.g.: sites for expansion; workforce development options) Connecting businesses • Review of any challenges; follow up with options Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) to valuable relationships, • Industry Certifications - information and assistance • Referrals to potential partners, resources and resources, shaping Kitsap’s future. Provides Market Research/Statistical Data • Key market research & analysis for business, including: economic indicators, demographics, labor availability, wages, taxes, housing costs, business environment and available sites • Easy to access on KEDA website • Custom research of existing data • Business environment www.kitsapeda.org | www.kitsapconnected.org Packet 3| P Pg. a g e29 8.b.b
Workforce Recruitment and Training Communications & Marketing • Works closely with local educational institutions on workforce • Website, blog, Monthly Management Tips and newsletter development needs offer a comprehensive source for economic news and information • Assists companies with hiring/training employees by coordinating involvement with appropriate educational • Social media channels provide useful information and tips institutions and government entities to business Public/Private Partnership • Monthly column in Kitsap Peninsula Business Journal • Presentations to community groups on topical issues • Works with city and county government re: land use, comp plan updates, policy as it relates to business development • Multi-media campaign promotes Kitsap County Referral Network Permitting • KEDA is part of a local and state network of business • Introductions and/or follow up for new and expanded assistance agencies and can provide referrals and facility needs introductions to partners with expertise in funding, exporting, • Troubleshooting when problems arise business plan analysis and more Coordinates Business Events & Education Site Location Assistance • Information on commercial & industrial parks and property • Annual Economic Forecast Event (Decision Makers Breakfast) including customized maps, available buildings, land and and Decision Makers II (focusing on current economic build-to-suit facility availabilities development topics) • Meets & coordinates with Kitsap Commercial Investment • Co-convene Kitsap Business Forum Brokers (KCIB) • Coordinates Kitsap Global Entrepreneurship Week • Manage RFPs from Washington State Department of • Government contracting workshops and outreach events Commerce Represents Kitsap economic development interests Site Visit Assistance at national, state, regional & local levels • Facilitate tours and ground transportation; schedule Including: The International Economic Development Council interviews/meetings with local government, utility and (IEDC), Washington State Department of Commerce, Central workforce providers Puget Sound Economic Development District (EDD) Board, Puget Sound Regional Council (PSRC), Olympic Workforce Government Contracting/PTAC (Procurement Development Council (OWDC), Washington Economic Technical Assistance Center) Development Association (WEDA), Aerospace Futures Alliance • Business counseling for companies seeking or wishing to (AFA), Kitsap Regional Coordinating Council (KRCC), Kitsap expand government contracts (marketing & selling to Aerospace & Defense Alliance (KADA), Washington Military federal, state and local government agencies & prime
Alliance (WMA), Washington Maritime Federation (WMF), contractors) Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) Washington Technology Industry Alliance (WTIA), Washington • Workshops & Training including: Contracting Coffee Hour, Clean Technology Alliance (WCTA), West Sound Education Proposals, Marketing to the Government, and Succeeding Leadership Council (WSELC), and the Trade Development as a Subcontractor. Alliance of Greater Seattle • Review line cards and capability statements Business Start-up Kit • Proposal review • A comprehensive “how to” listing is found on the KEDA’s • Resources and Information (Prime Contractor website, providing business plan templates as well as links to Lists, Government Small Business Program Manager local, state and federal resources Contacts, Forecasts, Biz Opps) • Assist agencies, departments and primes re: compliance with federal and state procurement socio-economic goals
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Washington PTAC/Washington Military Lead Alliance • Kitsap’s strong Navy presence supports nearly 30,000 military and civilian jobs in Kitsap County generating $6B annually in economic impact Initiatives • KEDA’s Procurement Technical Assistance Center provides assistance to local businesses on (all levels of) governmental contracting and subcontracting opportunities kitsapeda.org/ptac • Washington Military Alliance (WMA) program focus on Focus on Business diversifying defense contractors revenue stream will be key for Kitsap clients militaryalliance.org/ Business Retention, Expansion, Recruitment (BRER) activities for targeted regional economic clusters: • Assist agencies, departments, and primes regarding compliance with federal and state procurement socio-economic goals Military/Defense; Maritime; Advanced Manufacturing; Aerospace; Emerging Technologies; ICT; Healthcare; KADA Tourism; and Business Services • Kitsap Aerospace and Defense Alliance is a broad-based alliance of business and community leaders formed in 2011 to Regional Economic Development Strategy/ advance efforts toattract investment and employment in the Growth region’s rapidly expanding aerospace sector • KADA collaborates with the Washington State Department of • Focused emphasis on Puget Sound Region industry clusters Commerce and Aerospace Futures Alliance on statewide psrc.org/econdev/res initiatives to support and grow the aerospace cluster in • KEDA will provide leadership in several key regional Washington State economic development initiatives: Washington Military • KADA promotes Kitsap’s unique assets including skilled Alliance; Washington Maritime Federation; Aerospace workforce, airport, logistics, and the largest (greenfield) heavy Futures Alliance; Global Cities Initiative; and, the Central industrial site in the region – Puget Sound Industrial Center - Puget Sound Economic Development District’s Regional Bremerton (PSIC-Bremerton) kitsapaerospace.com Economic Strategy
• Leverage Kitsap’s adjacency to the I-5 corridor by Launch Campaign for Kitsap (C4K) investment promoting Kitsap’s connectivity and competitive drive advantages via the enhanced development and deployment of KEDA’s “KitsapConnected” multi- • Launch Campaign for Kitsap with direction from C4K media marketing campaign aimed at targeted Leadership Team with goal of increasing private-sector funding by 100% Campaign4Kitsap.com economic sectors Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) • Provide input for the following Kitsap growth areas: PSIC-B, Promote Kitsap as a prime Puget Sound Kitsap UGAs and LAMIRDs and Silverdale Economic Action Plan (SEAP) business location • KEDA partners with local and regional media outlets to promote Kitsap as prime business location • Uses multiple social media channels and digital tools to increase & optimize reach • KEDA’s award winning multi-media campaign, KitsapConnected utilized to promote economic opportunities throughout Kitsap by telling the story of Kitsap’s character, competitiveness, connectivity, and integral role in the Seattle region kitsapconnected.org www.kitsapeda.org | www.kitsapconnected.org Packet 5| P aPg. g e31 8.b.b
Financial 2017 Action Plan supported by the 2017 budget Resources Business Retention, Expansion & 65% $389,838 Recruitment (BRER) Marketing and 25% $149,938 Communications Development and Deployment Organizational and 10% $59,975 Resource Development KEDA seeks to attain a competitive level of funding for its economic development programs consistent with the goals TOTAL 100% $599,750 identified in the 20/20 Initiative commenced in 2007, and reaffirmed by the Kitsap Economic Development Alliance Staffing: 4 FTE leadership in 2012. That level of funding is $2+ per capita per year for a sustained period of time - a level consistent with best practices of the economic development community 2017 Performance Targets (IEDC, EDA, and WEDA). In Kitsap County, with a current population of approximately 265,000, this amounts to an QUANTITATIVE OUTCOMES estimated $550,000 per year. We must be mindful that Kitsap’s population is projected to grow by 10% over the next ✓ $10 Million new private capitol investment ten years and that our Alliance will need to increase its annual ✓ 175 Kitsap companies assisted funding accordingly. ✓ $75 Million new business generated for clients Funding at the $600,000 level will enable KEDA to achieve its ✓ 5000 jobs created/supported development potential and optimize market opportunities in Kitsap County. As KEDA leans into 2017 – it is within reach of QUALITATIVE OUTCOMES its sustainable funding goals and expects to be able to achieve its full funding goals by 2018. ✓ Grow number of KEDA private investors by 100% and increase annual investment to $250,000 KEDA’s 2017 Strategic Plan is built on an annual operating ✓ Maximize and leverage outcomes from PTAC, budget of $599,750. KADA, WMA, WMF, AFA, PNAA, WTIA, GCI, TDA KEDA’s current funding is supported by two “foundational and Washington Department of Commerce funders”: Washington State Department of Commerce and, programs Kitsap County, which together account for $200,000 of ✓ Increase awareness of Kitsap County as a prime KEDA’s current funding. The balance of the current budgeted Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) Puget Sound business location and competitive funding $399,750 is projected to be derived from private market opportunity sector investors and other local public sector partners in near equal amounts. General operating revenue includes event ✓ Advance Kitsap’s role in the region via Central income, contributions in-kind, and grants, but not funding Puget Sound Economic Development District dedicated to special projects such as KADA. Comprehensive Economic Development Strategy (CEDS)
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Provide confidential and direct assistance to new & existing primary businesses in Kitsap County
TACTICS METRICS
1. Increase contacts with ✓ 150 company visits/ primary businesses1 presentations throughout Kitsap County to ✓ 1500 jobs created/supported identify and provide responses to challenges ✓ 175 companies assisted impeding their ability to expand & create jobs
2. Improve coordination and ✓ 200 information referrals/ service quality with other research for clients business assistance ✓ Brief local jurisdictions & organizations and agencies as partners quarterly well as local jurisdictions; BUSINESS RETENTION, EXPANSION assist companies identified ✓ Utilize CRM (Customer AND RECRUITMENT (BRER) through research, direct Relationship Management) referrals or inquiries program for professional reports and tracking
3. Increase visibility of services ✓ 25 start-ups provided and assistance to start-ups assistance via referrals, direct BRER: and entrepreneurs assistance, introductions and other means of assistance information referrals/research GOAL 1 for clients ✓ Coordinate activities and host RETAIN, EXPAND, events during Global Entrepreneurship Week AND ASSIST ✓ Coordinate and host three (3) Kitsap Business Forums; PRIMARY BUSINESSES provide assistance for twelve (12) months IN KITSAP COUNTY Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) 4. Work via KEDA Technology ✓ Identify and contact ten (10) Committee to identify and early stage and expanding assist early stage and technology firms expanding Kitsap technology ✓ Provide direct assistance to firms five (5) early stage technology firms
5. Identify small business ✓ Convene small business trends in Kitsap; create & roundtable coordinate small business ✓ Report as warranted: trends & roundtable recommended actions
1 Primary businesses are defined as those where the majority of their product/service is exported out of the local jurisdiction www.kitsapeda.org | www.kitsapconnected.org Packet 7| P aPg. g e33 8.b.b
Enhance efforts around existing and emerging primary clusters
TACTICS METRICS 1. Promote business opportunities and partnerships for ✓ Catalyze 25 business relationship actions in identified clusters local businesses in existing and emerging Kitsap (meetings, introductions and brainstorming) clusters: Military and Defense, Maritime, Advanced ✓ Attend quarterly meetings of partners in targeted industries Manufacturing, Emerging Technologies, Aerospace, including; Pacific NW Aerospace Alliance, Aerospace Futures ICT, Healthcare and Business Services Alliance, Washington Military Alliance, Washington Maritime Federation, Washington Technology Industry Alliance, West Sound CoderDojo, Washington Clean Technology Alliance, Trade Development Alliance, and Global Cities Initiative/ Foreign Direct Investment.
Provide confidential direct assistance to new & existing primary businesses in Kitsap County
TACTICS METRICS 1. Expand PTAC (Procurement Technical Assistance ✓ 50 active (returning) clients in PTAC program Center) Program with increased workshops and ✓ 25 new clients in PTAC program forums; one-on-one assistance and business opportunities newsletters ✓ $75M in government contracts for Kitsap PTAC clients ✓ Six (6) business opportunities (Biz Opps) emails sent ✓ Host/sponsor 20 business assistance workshops/forums ✓ Collaborate with Navy Small Business directors to host client meetings at KEDA office
2. As part of the Kitsap Aerospace and Defense Alliance ✓ Five (5) Kitsap businesses referred to opportunities in aerospace (KADA) strategic plan, contact and educate local ✓ Five (5) Kitsap companies engaged in new aerospace advanced manufacturing businesses regarding opportunities aerospace and defense opportunities in the expanding regional aerospace industry Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
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Utilize technology and digital tools to provide more BRER: timely and relevant client services TACTICS METRICS
GOAL 2 1. Acquire skills, programs and ✓ Implement CRM (Client Relationship tools to provide relevant Management ) program for property, demographic and reporting and tracking business data ENHANCE SERVICES ✓ Launch Community Systems InSite digital tools (customized and TO NEW & EXISTING embedded in KEDA website) for market research, data and analytics, BUSINESS CLIENTS and GIS tools
IN KITSAP COUNTY 2. Participate in online courses ✓ Refine and execute social media to continuously improve marketing plan to showcase and skills and acquire new tools promote Kitsap & Kitsap businesses
3. Create and promote ✓ Create Internship Matching page on internship matching KEDA website program ✓ Document 10 matches of local students to Kitsap business internships
Work with Kitsap jurisdictions regarding land use, BRER: comp plans, policies & procedures impacting business GOAL 3 TACTICS METRICS 1. Collaborate with Kitsap ✓ Provide input to Kitsap County SEAP County to conduct outreach team on land use discussions, to Silverdale businesses, infrastructure needs, and other MAINTAIN AND property owners and policy updates and changes as developers related to requested ENHANCE KITSAP Silverdale Economic Action Plan (SEAP) BUSINESS CLIMATE 2. Provide direct assistance in ✓ KEDA recognized when appropriate Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) drafting economic as partner in planning or policy development provisions in process land use policies ✓ Provide input as appropriate
.3 Participate as key member of ✓ Provide suggested goals and West Sound Transportation implementation for West Sound Alliance (WSTA) Transportation needs
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Focus on near-term growth opportunities such as defense contractors, energy efficiency and innovation, BRER: emerging technologies, maritime, sustainable technologies, aerospace supply chain, and targeted business expansions/relocations from elsewhere in GOAL 4 the region/nation/world
RECRUIT NEW TACTICS METRICS 1. Pursue firms identified via ✓ 25 target firms (5 per cluster) PRIMARY BUSINESS research and referrals in ✓ Five (5) site visits from interested firms the following clusters: TO KITSAP COUNTY defense, maritime, ICT, ✓ Outreach to five (5) site consultants in aerospace, technology, and key markets advanced manufacturing
2. Respond in timely and ✓ Inquiries receive response within one professional manner to all business day inquiries related to doing business in Kitsap
3. Create & maintain strategic ✓ Attend eight (8) regional & international market presence in region trade shows/events in targeted clusters ✓ 20% increased reach (documented) of KEDA online marketing presence ✓ Implement online GIS based site selection tool featuring property and company comparisons, maps, & customizable community reports/data
PARIS INTERNATIONAL AIR SHOW Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
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Enlist and engage KEDA Board of Directors in development of new opportunities TACTICS METRICS 1. Keep KEDA board of directors ✓ Provide case updates within well informed regarding confidentiality parameters at Kitsap business intelligence, quarterly board meetings developments, climate and ✓ Present timely topics as business opportunities briefings at quarterly board meetings ✓ Send timely emails regarding time- sensitive cases or opportunities for action ✓ Provide opportunities for board members to participate in site visits and presentations to jurisdictions ✓ Annual retreat for strategic planning, ORGANIZATIONAL & RESOURCE organizational development and DEVELOPMENT (ORD) board relationships
Launch Campaign for Kitsap (C4K) investment drive ORD: TACTICS METRICS GOAL 1 1. Launch Campaign for Kitsap ✓ Engage board members in C4K with direction from C4K outreach Leadership Team with goal of ✓ Provide board members with tools KEDA BOARD increasing private sector and support for successful campaign funding by 100% MEMBERS ENGAGED communication (video, campaign booklet, participation form and IN MEANINGFUL coaching from C4K Leadership Team) ✓ Private sector board members MANNER identify and contact potential new investors Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) ✓ Accompany executive director on face-to-face meetings ✓ Work with KEDA staff on follow-up
Campaign4Kitsap.com
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Continuously improve KEDA staff knowledge, skill sets ORD: and tools TACTICS METRICS GOAL 2 1. Participate in industry training ✓ Increase economic development tools to improve skills, knowledge and tactics via webinars and suitable and abilities off-site training opportunities IMPROVE CLIENT 2. Increase efficiency in case ✓ Implement CRM (Client Relationship SERVICES & ENHANCE management and reporting Management) program for reporting EFFECTIVENESS VIA and tracking STAFF DEVELOPMENT 3. Increase efficiency in ✓ Launch Community Systems InSite responding to data requests digital tools (customized and embedded IN KITSAP COUNTY and other research in KEDA website) for market research data and analytics, and GIS tools
Improve staff accessibility and responsiveness ORD: TACTICS METRICS GOAL 3 1. Increase client services with ✓ Increased client services, site visits and addition of one (1) FTE (as responsiveness supported by C4K success) INCREASE STAFFING 2. Increase efficiency in case ✓ Implement CRM (Client Relationship management and reporting Management) program for reporting BY ONE (1) FTE and tracking AND GREATER 3. Increase efficiency in ✓ Utilize Community Systems digital tools responding to data requests (customized and embedded in KEDA UTILIZATION OF and other research website) for market research, data and analytics, and GIS tools VOLUNTEERS AND INTERNS Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
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Create and deliver message regarding Kitsap as a prime Puget Sound business location
TACTICS METRICS 1. Manage and enhance ✓ Maintain site in line with IEDC KEDA’s online presence via standards website, blog, and social ✓ Minimum of 10 blog posts per week media channels which are shared on KEDA social kitsapeda.org media channels
2. Partner with Puget Sound ✓ Partner with Kitsap organizations Business Journal (PSBJ) and for monthly Puget Sound Business Kitsap Peninsula Business Journal ad featured in Around the Journal (KPBJ) to promote Sound section Kitsap as prime business ✓ Promote and highlight Kitsap via location demographic profile and strategic ad placement in PSBJ Book of Lists ✓ Monthly ads and column in KPBJ COMMUNICATIONS, ✓ Create & send regular news releases
3. Partner with West Sound ✓ Coordinate with WSHG to identify OUTREACH AND Home & Garden (WSHG)/ Kitsap businesses for display ads Wet Apple Media to with messaging that promotes MARKETING (COM) promote Kitsap as prime benefits of doing business in Kitsap business location (6 per year)
4. Update and refresh ✓ Videos promoted in multiple COM: Work+Life videos with new locations; results tracked & reported material. Continue adding ✓ Kitsap as business location tracked videos and promote multi- via multiple online and print media media marketing campaign sources GOAL 1 with KitsapConnected video kitsapconnected.org ✓ Utilize KitsapConnected videos in community presentations, trade PROMOTE KITSAP shows & outreach events COUNTY AS PRIME KEDA MEDIA PARTNERS PUGET SOUND Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
BUSINESS LOCATION
www.kitsapeda.org | www.kitsapconnected.org Packet 13| P Pg. a g e39 8.b.b
Facilitate business outreach, networking & education events; distribute timely business information; and COM: provide representation & leadership on regional boards GOAL 2 TACTICS METRICS 1. Highlight Kitsap assets and ✓ Host Economic Forecast, Decision businesses via annual events Makers II and Annual Meeting INCREASE AND ✓ Co-host defense event ✓ Coordinate activities and host events OPTIMIZE BUSINESS during Global Entrepreneurship Week ✓ Coordinate and host three (3) Kitsap OUTREACH Business Forums; provide assistance for twelve (12) months 2. Continue to promote Kitsap’s ✓ Publish 12 KEDA newsletters business opportunities ✓ Promote and highlight Kitsap via demographic profile and strategic ad placement in PSBJ Book of Lists
3. Participate as active member ✓ KEDA staff & board members serve on of local, regional, state and boards & committees for local and national organizations regional partner organizations (e.g.; impacting economic OWDC, Central Puget Sound EDD, development and growth in WEDA, AFA, KADA, PNAA, WMA, GCI, the region WMF, and IEDC
2017 ECONOMIC FORECAST DECISION MAKERS BREAKFAST Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
14 | P a g e 360-377-94312 |2021 NW Myhre Road, Suite 101 | Silverdale,Packet WA 98383 Pg. 40 8.b.b 2017 Action Plan Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans)
www.kitsapeda.org | www.kitsapconnected.org Packet 15| P aPg. g e 41 8.b.b
KITSAP ECONOMIC DEVELOPMENT ALLIANCE
EXECUTIVE LEADERSHIP
Ben Anderson Monica Blackwood John Powers Nathan Evans Steve Politakis Chair Vice Chair Secretary Treasurer Immediate Past Chair CEO & President, Principal, Rice Fergus Miller Executive Director, KEDA Co-Chair, Technology CEO, Kitsap Bank Art Anderson Associates Committee
2017 KEDA BOARD OF DIRECTORS
EXECUTIVE COMMITTEE Becky Erickson Dr. David Mitchell Ben Anderson, Chair Mayor, City of Poulsbo President, Olympic College CEO, Art Anderson Associates Leonard Forsman David Nelson Monica Blackwood, Vice Chair Chair, Suquamish Tribal Council Editor, Kitsap Sun Principal, Rice Fergus Miller Greg George Rob Putaansuu Nathan Evans, Treasurer Board Chair, Port Madison Enterprises Mayor, City of Port Orchard Co-Chair, KEDA Technology Committee Elliot Gregg Chris Rieland John Powers, Secretary President & CEO, Kitsap Credit Union CEO & President, Pacific NW Title Executive Director, KEDA Mark Gulbranson* Michael Scott Steve Politakis, Immediate Past Chair Deputy Executive Director, Puget Sound Council Member, City of Bainbridge Island CEO, Kitsap Bank Regional Council David Schultz Charlotte Garrido Marcus Hoffman Market President, Peninsula Region Commissioner, Kitsap County Commissioner, Silverdale Water District Harrison Medical Center & St. Anthony Hospital Silvia Klatman* Lynette Ladenburg** Kathryn Townsend** Public Affairs Officer, Naval Base Kitsap CEO, Martha & Mary Client Relations Manager, West Sound Patty Lent Wes Larson Workforce Mayor, City of Bremerton Principal, Sound West Group Mark Walsh Ed Stern Erin Leedham VP, Real Estate Investments, Olympic Council Member, City of Poulsbo General Manager, Kitsap Mall Property Group
Cindy Lucarelli Eric Younger DIRECTORS: Council Member, City of Port Orchard Council Member, City of Bremerton
Cary Bozeman Mary McClure Commissioner, Port of Bremerton Commissioner, Port of Kingston Jim Carmichael, Emeritus Jay Burghart Kol Medina Dwight Sutton, Emeritus
CEO, The Doctors Clinic Council Member, City of Bainbridge Island Attachment: Kitsap Economic Development Alliance (2012 : ADO Work Plans) Jim Civilla Judy Mentor Eagleson * Non-voting Members Commissioner, Kitsap PUD President, Mentor Company **Pending confirmation
KEDA STAFF John Powers Kathy Cocus Theresa Mangrum Executive Director Business Development Director Events, Marketing & Administration Susan Veach Mary Jo Juarez Mona Carlson Accountant (Contract) Business Counselor – PTAC (.5 FTE) Contracting Specialist (Volunteer)
2021 NW Myhre Road, Suite 100 | Silverdale, WA 98383 360.377.9499 | [email protected] www.kitsapeda.org | www.kitsapconnected.org | www.kitsapaerospace.com
Packet Pg. 42 8.b.c
Economic Development Board for Tacoma-Pierce County Program of Work 2016 – 2020
VISION TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, 2040 NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION COMPETE EVERY DAY FOREVER – THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS MISSION PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY
Five Year Goals
1. Direct Jobs: 3,220 at or Above Average County Wage ($44,541) 2. Private Capital Investment: $400,000,000 3. Direct Jobs By Cluster: 50% of Total Recruited/Retained-Expanded Jobs 4. Cluster Acceleration Teams: Aerospace, Health Services, Trade and Logistics, Cyber Security/Information Assurance 5. Companies Recruited and Companies Retained/Expanded: 35 Companies 6. EDCPC Industrial Revenue Bond Financing: $20,000,000 7. EDB Revenue: $6,600,000
Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Packet Pg. 43 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 2 Work Program Summary 5 YEAR STRATEGY AND OBJECTIVES GOALS BUDGET GOAL $6.6M 1 RETAIN and EXPAND PRIMARY COMPANY JOBS $1.98M Objective A: Business Retention and Expansion (BRE) Program Structure . 1,932 direct jobs (60% of 3,220 total jobs target) created via BRE over 5 years Objective B: BRE Company Targets and Cases . 50% (966 of direct 1,932 jobs) stem from cluster initiatives Objective C: Class A Office Development (coordinate with Recruitment) . $120M Private Capital Investment (30% of $400M goal) $396K Objective D: BRE Cluster Acceleration Integration . 20 retained companies (4 per year) annually Objective E: Industrial Revenue Bond Financing (shared with Recruitment) . 250,000 SF of new Class A, with tenants (shared with Recruitment) Objective F: BRE Tracking & Reports (Gain/Loss/Net) . Economic Development Corporation of Pierce County (EDCPC) - $20M in (30% of total bonds (shared with Recruitment) budget) 2 RECRUIT PRIMARY COMPANY JOBS $2.31M Objective A: Company Recruitment Program Structure . 1,288 direct jobs (40% of 3,220 total jobs target) created via Recruitment over 5 years Objective B: Company Targets and Cases . 50% (644 of direct 1,288 jobs) stem from cluster initiatives
Objective C: Class A Office Development (coordinate with Retention/Expansion) . $280M Private Capital Investment (70% of $400M goal) $462K Objective D: Company Recruitment National/Global Strategy . 15 recruited companies (3 per year) annually Objective E: Company Recruitment Cluster Acceleration Integration . 250,000 SF of new Class A with tenants (shared with Retention/Expansion)
Objective F: Industrial Revenue Bond Financing (shared with Retention) . Economic Development Corporation of Pierce County (EDCPC) - $20 M in (35%) Objective G: Company Recruitment Tracking & Reports (Gain/Loss/Net) bonds (shared with Retention) 3 CLUSTER ACCELERATION $1.32M Objective A: Cluster Acceleration Team Program Structure Each Cluster Team develops its goals relative to: over 5 years Objective B: Cluster Acceleration Team Work Plans . job creation, $264K Objective C: Institution Building . private capital investment and annually Objective D: Cluster Acceleration Team Performance & Reports . institution building (20%) 4 MARKETING & COMMUNICATIONS $660K Objective A: EDB Vision, Mission, Work Program Deployment . Develop and deploy EDB Vision, Mission, Work Program over 5 years Objective B: EDB Vision Alignment with Partners / Community . Share Vision, Mission with key Pierce County organizations $132K Objective C: Marketing the EDB Vision & Mission/Tacoma-Pierce County . Measure marketing impact across industries and geographies annually (10%) 5 ADMINISTRATION $330K Objective A: Maintain & Produce EDB Dashboard (Month, Quarter, Annual) Organization support towards annual and five year goal attainment over 5 years Objective B: Prepare Board & Executive Committee Materials
Objective C: Perform Event & Publications Management $66K Objective D: Manage Investor Relations Annually Objective E: Handle Office (Access, Equip, IT, Supplies, Parking) (5%) Objective F: Offer Administrative Support For The CEO
EDB “SMART” goals are designed to be Specific, Measurable, Attainable, Repeatable and Time-Bound Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 44 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 3
Work Program Details STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS 1 - RETAIN and EXPAND PRIMARY COMPANY JOBS Business Retention & Expansion (BRE) Objective A: BRE – Program Structure 1. Assess and rank target company list (BRE candidates – top VP recommends, On-Going Work Plan Annually Create top 250 list 250) CEO approves 2. Assign critical criteria (bellwether, importance, etc.) 3. Design & implement a results based reporting structure 4. Determine research funding support as necessary for decision making
Objective B: BRE – Company Targets and Cases 5. Conduct confidential firm visits (w Partners as necessary) VP lead with CEO Monthly – Staff action plan; On-Going 180 unique, confidential 6. Face-to-face Q&A (offer assistance, referrals, develop case and Exec Exec record of visits company visits per year work) Committee Committee planned/actual; 7. Assess probability of success (Low = 0.1; High = 1.0) support Sales Force data; Target firms receive at 8. Check any connections to Exec Com/Board/Investors Quarterly – BRE wins / losses least one annual visit 9. Get feedback from BRE targets (how did we do?) Board regular Board (lessons learned) updates For target firms with HQs outside Pierce County, the HQ will receive a visit, phone call or other method of communication annually
360 information referrals per year
Average of all wages/salaries of closed cases greater than Pierce County average $44,541 Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans) Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 45 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 4 STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS Objective C: Spur Class A Office Development Staff develops Ongoing Site plans, Annual 15 site plans/strategies 10. Assign/hire dedicated staff resource(s) to work with plan, approved by strategies developed and property owners, developers, jurisdictions and potential CEO implemented (3 per tenants to develop Class A office space to meet market (Recruitment/ year) demand Retention jointly) 11. Identify and alleviate impediments to Class A office growth Implements plan w/owners, developers, tenants Objective D: BRE – Cluster Acceleration Integration EDB Staff and Monthly Enhanced value As N/A 12. Check BRE targets for linkages to current cluster plans Exec due to teamwork, needed 13. Determine points of leverage with cluster teams Committee / learning Cluster Acceleration Team Executive Objective E: Industrial Revenue Bond Financing SVP and VP As needed Bond financing As Bond approval process 14. Market industrial development revenue bond program shared needed applied 15. Staff the Economic Development Corporation of Pierce County (EDCPC) Objective F: BRE – Tracking & Reports EDB Staff and As needed BRE Reports Monthly N/A 16. Provide case strength/positioning based on location Exec Committee Quarterly quotient fit Annually 17. Do activity logging and reporting for each BRE and case 18. Produce Board reports (value: results, progress) 2 - RECRUIT PRIMARY COMPANY JOBS Objective A: Program Structure SVP, CEO On-Going Work Plan Annually N/A 1. Qualify and prioritize target company list (25 targets) approved 2. Perform due diligence to client/prospect expectations 3. Manage case pipeline (open, sustain, close) 4. Design and implement results based reporting structure 5. Determine research funding support as necessary for decision making Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 46 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 5 STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS Objective B: Company Targets and Cases SVP On-Going Case work; On-Going 25 targets per year 6. Work proactive target list contact list; Sales 7. Work reactive inquiries and leads Force data 8. Assess probability of success (Low = 0.1; High = 1.0) 9. Check any connections to Exec Com/Board/Investors 10. Get feedback from targets (how did we do?) Objective C: Spur Class A Office Development Staff develops On-Going Site plans / Annual 15 site plans/strategies 11. Work with property owners, developers, jurisdictions and plan, approved by strategies developed and potential tenants to develop Class A office space to meet CEO implemented (3 per market demand (Recruitment/ year) 12. Identify and alleviate impediments to Class A office growth Retention jointly)
Implements plan w owners, developers, tenants Objective D: National/Global Strategy EDB senior staff On-Going Action plan On-Going 2 domestic 13. Craft global recruitment initiative (Asia, Europe focus) CEO; board recruitment/site 14. Craft national recruitment initiative updates selector trips per year 15. Coordinate with Cluster Teams as necessary 16. Document and report status and outcomes 2 international trips per year Objective E: Cluster Acceleration Integration EDB Staff and Monthly Enhanced value As/when N/A 17. Check firm targets for linkages to cluster plans Exec due to teamwork, needed 18. Determine points of leverage with cluster teams Committee / learning Cluster Acceleration Team Executive Objective F: Industrial Revenue Bond Financing SVP and VP As needed Bond financing As Bond approval process 19. Market industrial development revenue bond program shared needed applied 20. Staff the Economic Development Corporation of Pierce County (EDCPC) Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 47 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 6 STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS Objective G: Company and Case Tracking & Reports SVP On-going Recruitment Monthly N/A 21. Provide case strength/positioning based on location Reports Quarterly quotient fit Annually 22. Sales Force activity logging/reporting for prospects/cases 23. Produce Board reports (value: results, progress) 3 - CLUSTER ACCELERATION Objective A: Program Structure (Set It Up) EDB Staff, Board 1st Q Template 1st Q N/A 1. EDB board and staff develop Cluster Team concept and Review Agreements, Even guidelines Even Years Staff Cluster Years 2. Get industry executive leadership and team member input Assignments 3. EDB board reviews and adopts guidelines 4. Post program on website and in newsletter article Objective B: Create Cluster Acceleration Plans (4 Teams) EDB CEO and A team is Teams provide Timeline Refresh 1-2 cluster Aerospace | Health Services | Trade/Logistics | Cyber industry C-level formed to leadership and is acceleration teams in Security/Information Assurance executives sign function for technical created year one (2016) 5. EDB: Empower Executive Leadership & Team an agreement to a discrete expertise to by each a. Select C-level leader(s) form a Cluster time period accelerate cluster team Activate cluster teams 3 b. Select Subject Matter Expert(s) Acceleration during the 5 growth and 4 in year two (2017) c. Create and sign protocols (all); non-disclosure Team year life of Approval agreements (some) Compete by the d. Prepare Orientation Packet Cluster leader(s) Every Day EDB exec 6. Each Team: Set Objectives (1-6 Quarters, 2 Years Max) launch planning Forever com/ a. Adopt/Adapt to SMART (Specific, Measurable, and board Attainable, Realistic/Repeatable, Time-Bound) goal implementation structure b. Get needed data/e.g. research for decision making Team and EDB c. Build the work plan: people, timeline, resources staff use 7. Integrate plan with Recruitment and BRE plans available, cost- 8. Report progress/results (twice yearly) effective links to academia for research support Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 48 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 7 STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS Objective C: Institution Building Cluster Per the For approved Annually Flexible and varied 9. Identify and analyze opportunities to grow world class Acceleration cluster initiatives, economic development assets in the South Sound (e.g., Law Team Executive team’s work progress reports School, Health Research Consortium, etc.) and EDB staff program and results 10. Implement institution building strategies as determined by cluster leadership Objective D: Performance & Reports (Work The Plan) Cluster Per the Plans/Actions to Per SMART plan vs. actual 11. Schedule task and activities per timeline Acceleration work enhance job, board 12. Connect with EDB staff on problems/seize opportunities Team Executive program wealth creation in approved 13. Launch the plan w/EDB staff assistance as appropriate and EDB staff the cluster program 14. Report results timeline 4 - MARKETING & COMMUNICATIONS Objective A: Vision/Mission Deployment Marketing VP, On-Going Website, Social 2Q 2016 Weekly website 1. Use web, social media, traditional media, and speeches to CEO, Board Media touches; Website postings; monthly spread the vision across Pierce County and beyond Members, Staff Ancillary Materials re-launch; mailed and emailed 2. Craft supporting materials describing the vision/mission 3Q 2016 newsletter; positive Social story placement across Media re- various media launch Objective B: Vision Alignment with Partners/Community Marketing VP, On-Going Touches On-Going Bi-monthly CEO and 3. Encourage partners and community members to embrace CEO, Board board member meetings the vision Members, Staff with partners Objective C: Marketing Tacoma-Pierce County Marketing VP, On-Going Touches On-Going Website, social media, 4. Communicate Pierce County’s great economic development CEO, Board newsletter, media opportunities to target audiences, internal and external Members, Staff placement
Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 49 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 8 STRATEGIES, OBJECTIVES, TACTICS WHO FREQ PRODUCT DUE PROCESS METRICS 5– ADMINISTRATION Objective A: Maintain & Produce EDB Mo/Qu/An Dashboard Office Manager, Quarterly Dashboard Quarterly N/A 1. Place metrics Dashboard on website/lobby (daily reminder) Other staff 2. Coordinate timely updates with retain/recruit staff 3. Populate other goal vs. actual measures as available 4. Disseminate to board and investors Objective B: Prepare Annual Budget CEO, Exec Comm, Annually Approved budget Annually Begin September, 5. Adjust budget annually according to work program priorities Board complete November Objective C: Board & Executive Committee Management Office Manager Monthly Packets Monthly N/A 6. Use templates to refresh for “next” meeting 7. Prepare packets for print and PDF email attachment Objective D: Publications Management Office Manager As needed Coordination As N/A 8. Prepare materials as/when needed needed Objective E: Manage Investor Relations Office Manager, Monthly Satisfaction Always 3 Investor Briefings per 9. Implement database tracking of pledge fulfillment Bookkeeper, CEO ahead year 10. Implement plan to sustain/grow key relationships 11. Acknowledge pledges received 12. Do recurring EDB updates for investors (e.g., Investor Bfgs) Objective F: Manage Office systems (IT, Supplies, etc.) Office Manager Daily Satisfaction Daily Objective G: Administrative Support CEO with As needed Satisfaction As Cluster presentation at 13. Executive Committee planning Administrative requested each board meeting 14. Board Planning: Support a. Annual Meeting b. Off site once per year c. Quarterly Cluster Team presentation (as/when available) 15. New Board Member Selection Orientation 16. Annual Work Plan update (Internal: Board/Investors)
Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans) Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 50 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 9
DEFINITIONS
CLUSTER ACCELERATION TEAMS
Clusters are geographically specific groups of interconnected companies. By and other business climate policies, and quality of life/social capital. The EDB’s clustering near each other, businesses can increase their productivity, cluster teams, in working groups of five to eight C-level executive volunteers accelerate innovation, and stimulate new business formation. Regions with and subject matter experts, create a goal and work plan to achieve concrete fully developed clusters have higher levels of job creation, higher wages, and results to strengthen (aka accelerate) the cluster. With oversight by the board higher levels of wealth creation than regions without well-integrated clusters. of directors and assistance by EDB staff, the plan should be started and At the apex of the cluster are (a) lead firms that export products or services completed within an 18-24 month timeframe. Cluster team executives sign an outside the region. A network of (b) supplier firms and partners provide raw agreement to partner with the EDB consistent with operating guidelines. materials, components, parts and specialized services to the lead firms. Supporting both the lead firms and the suppliers/partners are (c) the Cluster team leaders are provided opportunities to report on activities and foundations of the economy, including educational institutions, governments, outcomes to the EDB’s board and investors. technology infrastructure, other physical infrastructure, access to capital, tax
EDB PARTNERS Our partners are essential to business recruitment and retention/expansion success across the South Sound. Key partners include:
City of DuPont Four year universities (UW Tacoma, WSU Small Business Development Center City of Fife Puyallup, University of Puget Sound, Pacific Sound Transit City of Gig Harbor Lutheran University) State of Washington City of Lakewood Impact Washington Tacoma Public Utilities City of Milton NW Trade Adjustment Assistance Center Tacoma Regional CVB City of Puyallup Pierce County Tech Resources for Engineering Efficiency City of Sumner Pierce Transit WA Aerospace Partnership City of Tacoma Port of Tacoma & Seaport Alliance WA Econ Dev Association (WEDA) City of University Place Procurement Technical Assistance Center WA State Department of Commerce Town of Steilacoom Puget Sound Energy WorkForce Central – Business Connection Chambers of Commerce Puget Sound Regional Council World Trade Center Tacoma Community and Technical Colleges Puyallup Tribe of Indians Pierce County Legislative Delegation Real Estate Developers and Brokers US Congressional Offices (Districts 6, 9, 10) Small Business Administration US Senate Offices Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans) Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 51 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 10
DEFINITIONS (Continued)
“SMART” GOAL SETTING SMART is an acronym giving criteria to guide in the setting of objectives in project management, employee-performance management and personal development. . S SPECIFIC . M MEASURABLE . A ATTAINABLE . R REPEATABLE (e.g. a process) . T TIMEBOUND
LOCATION QUOTIENT (LQ) Economic development organizations use the concept of Location Quotient (LQ) to focus on industry, employment and growth strengths/weaknesses.
A location quotient (LQ) identifies the concentration of a given In addition, LQs can show the growth trends of a given cluster. When economic cluster (e.g., aerospace) in a region relative to the national size is plotted with growth trajectory on a graph, one gets a fairly clear average for that cluster (adjusted for population size). An LQ of 1.0 picture of the strength and dynamism of the cluster in a region. indicates that employment in that cluster is at the national average. An LQ of 7.0 (as with aerospace) indicates that employment is seven times The EDB utilizes LQs to understand the strengths and weaknesses of the national average. An LQ of less than 1.0 indicates a concentration clusters in the South Sound in order to better inform its recruitment, below the national average. retention and cluster acceleration work.
Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans) Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 52 8.b.c VISION: TACOMA-PIERCE COUNTY IS THE MOST ATTRACTIVE LOCATION IN THE PACIFIC NORTHWEST FOR LOCAL, NATIONAL AND GLOBAL BUSINESS INVESTMENT AND JOB CREATION MISSION: COMPETE EVERY DAY FOREVER. THE EDB GROWS PRIMARY BUSINESSES BY WORKING WITH ITS PARTNERS TO SPUR PRIVATE CAPITAL INVESTMENT AND JOB CREATION IN TACOMA-PIERCE COUNTY PAGE 11
DEFINITIONS (Continued)
PRIMARY BUSINESSES Primary businesses are at the core of the EDB’s activities and the health of the Tacoma-Pierce County economy. Quality of life for all citizens is intimately tied to the number and strength of primary employers.
Primary businesses export a product or service out of Tacoma-Pierce County The competition is fierce. Tacoma-Pierce County faces regional, national and import new dollars into the local economy, thereby growing the and global competition to keeps its existing firms, as well as recruit new “wealth pie.” That wealth energizes the local community through employee firms to the Tacoma-Pierce County market. wages paid and purchases from suppliers who employ additional people. Primary businesses typically pay higher wages than other businesses because higher value goods and services are produced. Primary businesses are the fundamental building blocks of high-wage job creation.
Attachment: Economic Development Board for Tacoma-Pierce County (2012 : ADO Work Plans)
Pierce County Auburn Bonney Lake Buckley Carbonado DuPont Eatonville Edgewood Fife Fircrest Gig Harbor Lakewood Milton Orting Pacific Puyallup Roy Ruston South Prairie Steilacoom Sumner Tacoma University Place Wilkeson Packet Pg. 53 8.b.d
Snohomish County
Economic Alliance Snohomish County 808 134th Street Southwest Suite 101 Everett, WA 98204
Business Plan
2016-2017 Attachment: Economic Alliance Snohomish County (2012 : ADO Work Plans)
For additional information, please contact us: Our Mission: (P) 425.743.4567 [email protected] As a regional leader, Economic Alliance www.economicalliancesc.org Snohomish County exists to be a catalyst for economic vitality resulting in stronger communities, increased job creation, expanded educational opportunities, and improved infrastructure. Packet Pg. 54 8.b.d Trustee Objectives Board of Trustees » The Board of Trustees has agreed upon the following objectives as our main focus for 2017. Each objective ties to one or more of our strategic goals.
1 Support, Develop, and Attract new & 4 Foster Industry Diversity & Market the Region Existing Talent Implement a sustainable business retention, expansion and recruitment Increase training and educational opportunities and awareness to satisfy program to grow and diversify the county’s economy. workforce demand for all industry sectors. • Inventory and promote growth of business sectors to include: advanced • Continue engaging with strategic partners to develop and sustain a manufacturing, clean technology, maritime, healthcare and life sciences. countywide STEM education pipeline and Snohomish STEM Network • Partner with County and others to support economic development (preK-12, community/technical colleges, four-year universities, community- opportunities in recreation and tourism, agriculture including Cross based organizations and industry). Laminate Timber (CLT), arts, culture and film, energy and sustainability. • Expand opportunities for apprenticeships and internships for existing and • Engage site locators and economic development professionals to identify future workforce, especially in the trades. companies and implement a diversification recruitment strategy, including • Raise awareness and expand opportunities within the Aerospace Training the continued pursuit of Foreign Direct Investment opportunities and Complex including Washington Aerospace Training and Research Center, corporate headquarters. and the Advanced Manufacturing Training and Education Center. • Foster an environment that helps new and existing entrepreneurs, small • Support the growth of all Snohomish County’s four-year university businesses and emerging technologies thrive. programs, including UW Bothell, WSU Everett, Western Washington • Maintain current business incentives while working to develop policies to University and Central Washington University, as strategic assets. strategically expand new market opportunities. • Actively participate with partners, including Leadership Snohomish County, • Support continued efforts to streamline permitting processes and achieve in the development and expansion of leaders and leadership opportunities realistic and attainable regulatory requirements. throughout the County • Adopt benchmarks as competitive analysis tools to better distinguish our • Support the growth of Washington State University’s Elson S. Floyd strengths in marketing our region. College of Medicine • Foster, support and integrate rural innovation initiatives including the North Stillaguamish Valley Economic Revitalization Plan, into regional and local economic development activities. • Continue leadership role in the Snohomish County Health Care Leadership 2 Solidify Global Aerospace Leadership Coalition to help Snohomish County become a healthier community. Lead Washington’s aerospace competitiveness efforts to protect and • Market the attribute of “quality of place” (the combination of the built strengthen Snohomish County’s core industrial base. and natural environment, diverse people of all ethnicities, nationalities, • Solidify aerospace and advanced manufacturing as the economic base religions, and sexual orientations, and cultural assets) as a value for that drives further diversification in our county’s future. Snohomish County. • Work with others to help implement recommendations from Washington • Develop strategic regional alliances to increase political influence and Aerospace Partnership’s 777X competitive assessment, including effectiveness. aerospace incentives. 5 • Continue to improve the Port of Everett’s ability to manage a variety of AChieve World Class Infrastructure aerospace cargos. Grow and implement initiatives to develop the infrastructure necessary for • Develop strategies to prepare for new market opportunities (UAS – continued business retention, expansion and recruitment. Unmanned Aerial Systems, NMA – New Market Airplane, New Space, etc.). • Continue leadership role in expanding high capacity transit in Snohomish County, including Sound Transit Link Light Rail and Community Transit Swift BRT. • Advocate for strategic transportation investments with an emphasis on
3 Strengthen Military Sector connecting employment centers, improving freight mobility and developing Attachment: Economic Alliance Snohomish County (2012 : ADO Work Plans) Increase the defense and military sectors presence in Snohomish County. additional high capacity transit options. • Advocate for Naval Station Everett as a carrier and destroyer homeport, • Support the approval of a Manufacturing Industrial Center (MIC) in and support its facilities, staff, contractors and families. Arlington / Marysville. • Develop a strategy for growing the Coast Guard’s presence at Naval • Strengthen the Port of Everett as a strategic asset, including its ability to Station Everett. manage a variety of cargos. • Continue progress on expanding naval ship repair and maintenance in • Strengthen Paine Field as a strategic asset, including scheduled air service Snohomish County. for passenger and freight mobility. • Be a supportive partner for the Washington Military Alliance. • Strengthen rail corridors in support of freight mobility to maintain interstate and international commerce as a regional strategic advantage. Be a strong advocate and educator about economic value of freight mobility. • Support regional investment in countywide physical infrastructure including utilities, communications, and emerging technologies.
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Board of Trustees (2017) As of January 20178.b.d » Elected Positions
Chair Vice Chair Secretary Treasurer Crystal Donner Dale Newman Doug Purcell Scott Strand Perteet, Inc. Industrial Massage Purcell Legal & Mediation BECU Services, PLLC
Bill Akers Dom Amor Dr. David Beyer Andy Buchan Joe Casalini John Chelminiak Craig Collar John Dickson Premera Blue Cross Puget Sound Energy Everett Community Esterline Control Republic Services Waste Management Snohomish County PUD Coastal Community College Systems Bank
Amy Drewel Mark Duffy Dave Earling Rob Grannum Nick Harper Emmett Heath Dr. Jean Hernandez Chris Knapp Mosaic Insurance Mountain Pacific Bank Mayor, City of Edmonds Moss Adams LLP Master Builders Community Transit Edmonds Community The Everett Clinic Alliance, LLC. Association of King & College Snohomish County
Rick Koske Captain Mark Lakamp Tom Lane Dr. Marci Larsen Mark Lewinski Eric List Bryan McDonald Dr. Kristine McDuffy Foster Pepper Naval Station Everett Dwayne Lane’s Auto Mukilteo School District Kirtley-Cole Associates, Frontier Heritage Bank Edmonds School Family LLC. Communications District
Bill McSherry Erin Monroe Jon Nehring Don Nielsen Josh O’Connor Jim Orvis Dr. Paul Pitre Dr. Sabah Randhawa The Boeing Company Workforce Snohomish Mayor, City of Lumenal Lighting, LLC. The Daily Herald Commissioner, Port of Washington State Western Washington Marysville Edmonds University, Everett University Attachment: Economic Alliance Snohomish County (2012 : ADO Work Plans) Les Reardanz Rick Resseguie Peter Rogoff Terry Ryan Mel Sheldon Preston Simmons Nicola Smith Dave Somers Port of Everett Umpqua Bank Sound Transit Councimember, Chairman, Tulalip Tribes Providence Health & Mayor, City of Executive, Snohomish County Services Lynnwood Snohomish County
Ray Stephanson Barb Tolbert Bill Tsoukalas Allison Warren-Barbour Scott Washburn Jonalyn Woolf-Ivory Dr. Bjong Wolf Yeigh Matt Yerbic Mayor, City of Everett Mayor, City of Boys & Girls Clubs of United Way of YMCA of Snohomish Sno-Isle Libraries University of Aviation Technical Arlington Snohomish County Snohomish County County Washington, Bothell Services, Inc.
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EASC Strategic Goals Dr. David Beyer President, EvCC In recent years, we’ve successfully established Snohomish County’s role as a local, regional, Business Line Focus and national leader for promoting economic development. In the coming year, we will “EASC has become the place to collaborate enhance that image by continuing to: with private and public partners in our Advocate region. They have established a unified voice which has created stronger Everett • Work with the private and public sec- initiatives that nurture and support Community College partnerships and tors to speak with a unified voice that emerging business sectors. ensures our county’s economic health.” represents the economic interests of • Advocate for hard (i.e. roads, transit, Snohomish County and provide oppor- rail, ports, utilities, and telecommunica- tunities to build relationships between tions) and soft (i.e. preK-20 education, business leaders as well as elected of- workforce training, health care, military, ficials in Olympia and Washington, D.C. culture, and recreation) infrastructure • Partner with key stakeholders to resources and policies that spur private 1 2 3 develop an annual legislative agenda sector investments and improve the which aligns and champions Snohomish marketability of Snohomish County. Public Policy Efforts County business interests to enhance our economic climate and promote Market Snohomish County Attract New Investment Improve Quality of Place EASC and our partners advocate in the following ways at every level of government We will broadcast our message regionally, We will recruit new companies to our We will continue to support businesses for the betterment of Snohomish County: nationally, and internationally, that county that expand and support our by working to enrich preK-12 and higher Develop Snohomish County is the most desirable current industrial clusters. In our efforts education. We have a multi-layered, high place for advanced technology businesses we will promote available business sites quality healthcare system, as well as a • Support the aerospace, advanced considering a new or expanded Local to locate and grow. In making this case we and our highly-trained workforce skilled in variety of recreation opportunities, making manufacturing, life sciences, and presence in Snohomish County. will highlight our strengths in workforce, advanced manufacturing, aerospace, and Snohomish County a great place to live Maintain a proactive stance on policy issues renewable energy sectors through • Research and contact companies in relating to ease of permitting, business education, leisure, and healthcare. the life sciences. and work. business retention and expansion targeted industries, including climate, economic development, STEM efforts, coordinating these endeavors diversifications opportunities, to with key stakeholders. education, transportation and transit, public increase the visibility of Snohomish safety, private-public partnerships, and • Leverage our partnerships with the County for business recruitment, quality of place. private and public sectors to provide technology transfer, real estate information, data, and other services to development, and capital investment. site selectors and businesses State Promote investments and policies which encourage a strong economy and full Connect employment, workforce training, and a healthy business climate in Snohomish County and the Puget Sound region.
4 5 6 • Continue to serve as the “Center of • Facilitate access to professional advice Specific policies of interest include workers Attachment: Economic Alliance Snohomish County (2012 : ADO Work Plans) Influence” in Snohomish County where and technical assistance for small compensation, unemployment insurance, industry, government, labor, and business growth, including government nonprofits engage with each other to contracting, through the Procurement economic development tools, energy, tax further common interests. Technical Assistance Center (PTAC), incentives, transportation and transit, strong Respond to Employer Needs Connect Regional Leaders Engage the Community education system, social service structure, • Connect and align private and public Small Business Transportation Resource We will support the needs of employers We will enhance our center-of-influence in We will encourage Snohomish County’s sector leaders through strategic Center (SBTRC), and the Small Business and regulatory efficiency. by continuing to partner with preK-12, Snohomish County by continuing to provide public and private sector leaders to committees and focus groups, and by Development Center (SBDC). community and technical colleges, and and grow opportunities for the exchange engage in our organization’s business conducting a variety of educational and Federal universities to enrich and expand our of information and networking, develop development efforts. We will be proactive networking events throughout Lead and collaborate with regional partners county’s highly educated and skilled strategic partnerships, and promote in supporting our current investors as Snohomish County. to pursue policies and investments technical workforce in science, technology, communication between private and public well as attracting a cross-section of new including transportation, national defense, engineering, and math. leaders. investor businesses. port competitiveness, international trade, education system, healthcare, research and development, incentives and regulatory efficiency. Packet Pg. 57 8.c
In-State Study Mission 2017 Olympic + Kitsap Peninsulas Thursday & Friday, July 13-14, 2017 The Seattle Metropolitan Chamber of Commerce and the Puget Sound Regional Council are pleased to announce the destination for the 2017 In-State Study Mission: Kitsap & Olympic Peninsulas.
Join a group of senior-level government, business and civic leaders from our region as they explore the innovation and economic development happening in Kitsap, Jefferson, and Clallam counties, while developing stronger, more productive relationships with other delegates and statewide leaders.
On this trip you will: • Explore the strengths of the Kitsap & Olympic Peninsulas See innovation and economic activity that you aren’t familiar with • Go ‘backstage’ to limited-access places and the hidden gems of our neighbors across the Sound • Learn how we can collaborate to nurture our employment base, cultivate emerging sectors, and invest in transportation and workforce needs
We are currently looking at opportunities to explore important topics like economic development, transportation and infrastructure, education and workforce development, environmental research, climate resilience, and outdoor recreation/tourism. Full agenda and more details to come!
INFORMATION AND REGISTRATION: Cost: Members: $875 ($1,075 as of 6/19), Non-Members: $1,200 ($1,500 as of 6/19) For more info: Register online at seattlechamber.com/events or contact Harry Cheema at [email protected] or (206) 389-7215. Communication: Save the Date: In-State Study Mission 2017 - Olympic and Kitsap Peninsulas Sponsored by: Presented by:
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