Thurston County Economic Development Strategic Plan · Thurston County Economic Development...

Thurston CountyEconomic Development Strategic Plan

T h u r s T o n C o m m u n i T y E C o n o m i C A l l i A n C E

2Cover and inside cover photo, copyright Walker Photography

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TABlE oF CONTENTSmessage from TCEA 4

introduction and Context 5

Vision and mission 8

strategic Plan Construct 9

Partner roles 10

Focus Areas overview 14

Focus Area 1: Career Pathways and 15 Workforce readiness

Focus Area 2: Target industry Growth 16 and innovation

Focus Area 3: small Business and 17 Entrepreneurial resource

Focus Area 4: infrastructure, Policy 18 and Funding Coordination

Focus Area: Brand Development, 19 Partnerships and Communication

Performance indicators overview 20

Performance indicators index 21

indicator 1. Components of 22 Population Change

indicator 2. real Property Value 23

indicator 3. Gross regional Product 24

indicator 4. industry Presence 25 and impact

indicator 5. Target industry Employment 27

indicator 6. industry sales leakage 28

indicator 7. Tourism revenue 29

indicator 8. Taxable retail sales 30

indicator 9. overall Employment Growth 31

indicator 10. labor Force Participation 32

indicator 11. Class of Worker 33

indicator 12. median Wages 34

indicator 13. median household income 35

indicator 14. housing Affordability 36

indicator 15. Poverty 37

indicator 16. Percent of students 38 Qualifying for Free/reduced lunch

indicator 17. Educational Attainment 39t

indicator 18. high school 40 Graduation rates

indicator 19. K-12 school Performance 41

Indicator20.CommuterOutflow 43

indicator 21. mode of Commute 44

Indicator22.ConsumerConfidence 45

implementation structure 46

Acknowledgments 48

Focus Group and Community interview Participants

strategic initiatives matrix 50

Focus Area: Career Pathways 51 and Workforce readiness

Focus Area: Target industry Growth 53 and innovation 47

Focus Area: small Business and 55 Entrepreneurial resources

Focus Area: infrastructure, Policy 56 and Funding Coordination

Focus Area: Brand Development, 58 Partnerships and Communication

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Itisourgreathonortopresentthefirst-ever

comprehensive economic development plan for

Thurston County. The Thurston Community

Economic Alliance is a partnership structure

established to foster collaboration, reduce

confusion and ensure accountability. The

strategic Plan is the road map we’ll follow to

achieve our shared vision for a prosperous and

resilient community that provides economic

opportunity for all.

our journey has been deliberate and inclusive;

thefinalproductreflectiveofthecommunity

we live in and the people and organizations that

make it a place we all love to call home. more

than 40 organizations have signed on to lead or

support implementation of proposed initiatives.

The initiatives, in turn, are designed to advance

communitygoalsidentifiedthroughavarietyof

recent planning and public engagement efforts.

Adopted performance indicators will allow us to

track and report progress, and if necessary, make

adjustments as we go. As a “living document”,

theplanwillalsobeupdatedeveryfiveyears

to ensure we remain aligned with evolving

demographics, priorities and opportunities.

We are grateful for the time and energy so many

have contributed to this effort, and look forward

to continued collaboration as we build an even

stronger Thurston County.

mEssAGE From TCEA

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inTroDuCTion AnD CONTExT

Economic development plays a crucial role

in overall community health, prosperity and

sustainability. in Thurston County, many

organizations are involved in efforts to

strengthen our business environment, enhance

our workforce and create economic opportunity

for our residents. While many organizations

collaborate on individual activities, there is

broad agreement that greater clarity of purpose,

coordination of actions and much broader

impact can be achieved under the framework of

an economic development strategic plan. The

creation of the Thurston Community Economic

Allianceandfirst-evercounty-widestrategic

plan for economic development is our shared

efforttofulfillthatgoal.

The strategic Plan was shaped through a

collaborative process involving a variety of

partners, with coordination and leadership

provided by the Thurston Economic

Development Council. more than 100 business

andnon-profitleaders,educators,elected

officialsandotherstakeholdersparticipated

in strategy sessions, with broader public input

gathered during review of proposed initiatives.

The strategic Plan does not replace individual

partner plans and goals, but rather serves

as a unifying framework for identifying and

accomplishing shared economic development

priorities. in some respects, the strategic Plan

isessentiallythefulfillmentofpriorplanning

efforts. Prior studies and plans include:

Sustainable Economy White Paper

As part of the sustainable Community Plan led

by Thurston regional Planning Council (TrPC),

the Thurston EDC developed a “sustainable

Economy” white paper demonstrating the need

for integrated planning approaches in order

to create prosperous local economies, protect

environmental assets and foster and fund our

social and educational infrastructure.

Industry Cluster Study

UndertheleadershipofthePacificMountain

Workforce Development Council (Pacmtn

WDC), partners recently completed a targeted

industry cluster study to identify what core

traded-sector industries drive our economic

output, and where future opportunities may

exist within the corresponding supply chains. six

industryclusterswereidentified:

www.pacmtn.org/documents/Pac_Mtn_

ClusterStrategy.pdf

Workforce Innovation and Opportunity Act

and PacMtn WDC Strategic Plan

recent federal legislation calls for local

workforce development councils to create

employer-centered implementation strategies.

This requires increased reliance on real-time

economic data to identify in-demand jobs,

and increased collaboration with economic

development entities to engage employers in

job development activities. it also provides

an opportunity to better align the workforce

and economic development systems in our

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community. The new Pacmtn WDC strategic Plan

calls for stronger integration between workforce

training and employer skill-set needs.

Thurston Thrives

many of the TCEA partners have been

engaged in the Thurston Thrives research

and planning effort. This work has reinforced

the critical role a strong economy – and

equitable opportunity – plays in creating a

healthy community. it also suggests there are

greater opportunities for micro-enterprise,

incubation and workforce training services.

The Plan is also a proactive step to leverage new

opportunities, prepare for evolving conditions and

address potential risks such as:

Reductions in State Workforce

The great recession had broad impacts for the

entire economy. But, locally, the blow was most

evident in reductions to our locally-dependent

state workforce. While some of those jobs will

return, long-term state employment is trending

downward, suggesting a more pressing need to

diversify our sector base.

Fluctuations in JBLM Force

A recent white paper revealed the extent to which

the City of lacey’s economy is supported by, and

dependent upon, the payroll, spending and spin-off

effects of JBlm. While not as pronounced in other

local communities, future force reductions could

have trickle down impacts for retail businesses, the

real estate market and other areas of our economy.

Conversely, many separating soldiers (estimated

to be 40%) indicate a desire to remain in Thurston

County, potentially supplying a whole new

workforce segment from which to grow existing

and new sectors.

Increased City Emphasis on

Economic Development

over the past several years, recognizing that

sales tax offers the one “elastic” source of revenue

available to cities (property tax increases are

capped at 1% annually, Washington has no

income tax, and grant funding is variable at best),

the Port of olympia and the Cities of lacey,

Tumwater and olympia have all created new

senior-level economic development positions

and hired staff to focus on local business

recruitment and retention. This growing focus

on economic development at the local level

provides an opportunity to revisit regional

priorities, roles and new collaborative ventures.

Center for Business and Innovation Launch

in fall 2015, south Puget sound Community

College (sPsCC) and the Thurston Economic

ThE PlAn DoEs noT rEPlACE PArTnEr PlAns AnD GoAls, BuT sErVEs As A uniFyinG FrAmEWorK For shArED EConomiC DEVEloPmEnT PrioriTiEs

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Development Council launched the Center for

Business and innovation (CB&i) at sPsCC’s

new lacey Campus. The Center provides an

integrated one-stop economic development

clearinghouse, combining traditional instruction

andanewentrepreneurialcertificateprogram

with existing business development and veteran

service programs. The goal is to help connect

growingbusinesseswithhighly-qualified

employees, and develop new businesses with

an emphasis on advanced manufacturing and

technology. The sPsCC Foundation Board

is also in the process of developing a micro-

lendingprogramtohelpfinancepromising

entrepreneurial ideas.

Economic Development District

The u.s. Economic Development Administration

provides grant and loan funding as well as a

variety of technical assistance to designated

Economic Development Districts (EDD).

Thurston County is not currently part of

an existing EDD and therefore not eligible

for these restricted funds. Fortunately, the

Thurston EDC and its partners have already

completed much of the work necessary to

receive designation. The remaining steps can

be achieved through the TCEA and subsequent

identificationofstrategicinitiatives.

Creation of a Strategic Initiatives Fund

There is currently no dedicated fund to support

regional economic development activities.

most Thurston EDC funding is encumbered for

specificlocalpurposes.Whiletargetedgrants

have been secured in the past to complete

specificprojects,grantfundingiscyclicaland

often restricted in terms of use. A stable

strategic initiatives fund would allow for more

proactive economic development activities

outlined in the strategic initiatives section

beginning on page 50.

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The Thurston Community Economic Alliance is

a voluntary partnership of local governments,

businesses,non-profits,educationalinstitutions

and economic development practitioners that

collaborate on the development, implementation

and review of efforts to build and maintain a

dynamic economy.

TCEA Vision

The Thurston Community Economic Alliance

will help our local communities compete

and prosper in an evolving and increasingly

competitive global marketplace. it will strive to

extend economic opportunity to all population

segments, facilitate strategic initiatives that

produceregionalbenefitsandcreateastructure

and mechanism for aligning individual member

and practitioner roles and responsibilities.

TCEA Mission

Foster shared community prosperity through

coordinated and leveraged community and

economic development activity as manifested

through an economic development plan and

policy framework.

Strategic Plan Value Statement

The strategic Plan establishes an inventory

of partner roles and functions within the

broader economic development landscape and

a mechanism for increased collaboration and

greater impact over time.

Vision AnD MISSION

EConoMiC DEvEloPMEnT iS ThE inTEnTional

CoorDinaTion of aCTiviTiES ThaT lEaDS To DivErSE

EMPloyMEnT oPPorTuniTiES, iMProvED qualiTy of lifE

anD CoMMuniTy-WiDE WEalTh gEnEraTion.

© Walker Photography

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The strategic Plan was assembled through

the process shown below. Focus area teams

met on three separate occasions to develop

andrefineproposedinitiatives,setproposed

implementation timelines and identify potential

lead and support partners. These three

Community leader summits provided an

opportunitytoreviewandconfirmpreferences

for performance measures, partner roles and

responsibilities and the ensuing implementation

and reporting framework.

sTrATEGiC PlAn CONSTRuCT

TCEA PlAnninG ProCEss – From iDEAs To ACTion

EDC BoardMotion to Proceed

Partner Adoption(ongoing)

Summit 3(implementation plan)

Public Review +Prioritization (Survey)

Summit 2 + Focus Teams(initiatives + timing + partners)

Partner Roles andResponsibilities

Practitioners Outreach

Summit 1 + Focus Teams(goals + strategies)

Performance MeasuresSWOT Analysis

Stakeholder InterviewsPrior Plan Review

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Economic development involves diverse

stakeholders operating in a variety of spheres.

successful economic development occurs when

stakeholders bridge those spheres, identify clear

roles and work collaboratively to achieve shared

goals. The following provides an inventory of

key partners within the Thurston Community

Economic Alliance.

The inventory does not represent an exhaustive

list of all organizations involved in local economic

activities.Rather,itidentifiesthekeyrolessome

of the larger partners play within the economic

development arena. many other community

groups play a role in economic development

and it is anticipated the inventory will grow over

time. likewise, many of the inventoried partners

serveotherfunctionsbeyondthesespecific

economic development-related roles.

PArTnEr ROLES


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PArTiCiPATinG orGAniZATions AnD ThEir PrimAry rolEs

Thurston EDC (including Center for Business & innovation)

• Plan convener, coordinator, tracker • iPZ management

• ADo (state contact for economic development

activities)

• Center for Business & innovation

(entrepreneurial support)

• regional recruitment lead (production focus) • Forecast and innovation Expo

• retention and expansion support • real estate forum, opportunity site marketing

• Foreign direct investment coordination • Grants and micro-loan support

• Data, research, white papers • Policy recommendations

Thurston County, Cities and Towns (including multi-jurisdictional agencies such as loTT)

•Jurisdiction-specificrecruitment/retention • local tax and land use policy

• infrastructure readiness and “place-making” • Development, permitting “ombudsmen”

• Targeted initiatives (Woodland square, Veteran

service Center, Brewery District, Downtown

olympia, etc.)

• strategic investment support

native Tribes

• self-governance; land use policy coordination • natural resource based industry leadership

• specialized business ventures and attractions

Thurston Chamber of Commerce/Foundation

• Business promotion and networking • small business incubator

• Policy coordination (shared leg. Priorities) • Education, schools support (via Foundation)

• Targeted workforce development support (B2B)

Peer Chambers of Commerce (and Associations, e.g. oDA)

• local business promotion and networking • Business retention support

PacificMountainWorkforceDevelopmentCouncil(includingWashingtonStateESDandcontractors)

• Workforce readiness analysis and programs • strategic response (JBlm, job loss events)

• Job seeker support (Worksource) • Dol, other grants

• labor force, target industry data

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Port of olympia

• import-export lead • Enterprise Zone management, promotion

• Commercial/industrial/tourism support • rural development support and funding

higher Education (smu, TEsC, sPsCC, Wsu,et al)

• Customized training and education • internships, apprenticeships

• Knowledge transfer • special projects (micro-loan, policy research)

school Districts/new market skills Center

•General Education • Vocational education

Visitor and Convention Bureau

•Visitor brand and marketing • Place-making support and promotion

• Targeted economic development activity support

(e.g. Bountiful Byway)

Thurston regional Planning Council

• multi-jurisdiction policy convener • Transportation system planning/funding

• County land use and workforce housing analysis

intercity Transit

•Public (workforce) transit • Congestion relief

• specialized/responsive transportation. solutions

Timberland regional library system (Trls)

•Business and community data source • Workforce training and education support

Thurston Thrives

• Community wellness tracking and initiatives health policy and advocacy

Washington Department of Commerce

• Technical assistance • Workforce support programs

• strategic investment support

us Economic Development Administration

• regional infrastructure funding • Technical assistance

UnitedWay(andothernon-profitpartners)

•Conveneandalignnon-profitpartners • Workforce pathways for clients

orGAniZATions AnD rolEs (cont’d)

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south Thurston Economic Development initiative

(sTEDi)

• south County economic development

coordination

City of lacey Veteran Assistance Center

(and other veteran support agencies)

• Comprehensive service access node

• Financial and skills training support

morningside

(andaffiliatedjobcoaches/developers)

• support for populations with entry barriers

• support for re-entry workers

Private sector Generally

• Job creation

• Taxable sales generator

• service organization sponsorship

• Community ambassadors

FinancialInstitutionsSpecifically

• Community reinvestment

• micro-loan support for emerging business

organized labor unions and Trade Associations

• Worker training and advocacy support

BiA/AWB, other Business Associations

• Business needs and policy analysis/advocacy

• Workforce housing


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This section provides a summary of strategic

Plan focus areas, the Alliance’s vision for each,

and the various initiatives proposed to bring

those visions to life. Focus areas include:

• Career Pathways and Workforce readiness

• Target industry Growth and innovation

• small Business and Entrepreneurial

resources

• infrastructure, Policy and Funding

Coordination

• Brand Development, Partnerships and

Communication

A detailed strategic initiatives matrix is

included beginning on page 50. it includes

proposed partners, additional partner notes and

recommended implementation start dates.

FoCus ArEAs OVERVIEW

ThE TCEa Will foCuS iTS EfforTS in fivE arEaS of foCuS, inCluDing WorkforCE, TargET

inDuSTriES, SMall buSinESS rESourCES, infraSTruCTurE anD

branDing


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FoCus ArEA 1: CAREER PAThWAyS AND WORkFORCE READINESS

our vision: Maintain a progressive education, training and workforce development system that

creates career pathway opportunities for all residents and streamlines employer access to a

highly-qualified talent pool.

Career Pathways &W

Workforce Readiness

Workforce ReadinessPlanning

Workforce Education

Consortium

VocationalEducation & Work-based

Learning Support

Extended STEAMLearning

OpportunitiesIntegrated

Higher EducationPrograms

Expanded Accessto Employment

Training Resources& Services

EmploymentFor All

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FoCus ArEA 2: TARgET INDuSTRy gROWTh AND INNOVATION

Our Vision: Support and stimulate growth in empirically-defined “clean and green” target industries that

provide critical jobs, generate significant taxable revenue and attract new investment.

Target Industry Growth

& Innovation

Real-time DataAnalysis & Strategic

Partner Briefings

BusinessRetentionActivities

TargetIndustry

Recruitment

StrategicRegional

Partnerships

Economic Development

DistrictFormation

Foreign-DirectInvestment

ForeignTrade ZonePromotion

InnovationPartnership Zone

Support

Strategic Plan forAgriculture &

Food Manufacturing

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FoCus ArEA 3: SMALL BuSINESS AND ENTREPRENEuRIAL RESOuRCES

our vision: Promote and support a culture of innovation and entrepreneurship by connecting small

and emerging business with the resources they need to launch and grow.

Small Business&

EntrepreneurialResources

Culture of Innovation

Center for Business& Innovation

Resource Promotion

Emerging BusinessSector Support &

Expansion

Access toFinancial

Resources

MulticulturalBusiness

Development Support

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FoCus ArEA 4: INFRASTRuCTuRE, POLICy AND FuNDINg COORDINATION

our vision: Strengthen collaboration to ensure policy alignment, adequate infrastructure funding

and effective implementation of strategic community initiatives.

Infrastructure,Policy & Funding

Coordination

Land Use &TransportationCoordination Native American

Tribal Support &Initiative

Coordination

Industrial &Commercial Site

Inventories

PermittingAssistance

Infrastructure Priorities &

FundingStrategies

High-SpeedCommumication

Networks

ReclaimedWater

Strategy

Transit/Transportation

System

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FoCus ArEA 5:BRAND DEVELOPMENT, PARTNERShIPS AND COMMuNICATION

our vision: Develop a Thurston brand and promote our community as a preferred destination for

investors, employers and employees based on our geographic location, cultural assets, affordability

and integrated workforce and educational systems.

Brand Development,Partnerships &

Communication

Brand Alignment& ExternalMarketing

Parter Coordination& Information

Sharing

CommunicationsPlan

Alliance FundingStrategies

Conference &Meeting Space

Strategy

Signature Projects&

Place-Making

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ThE TCEa Will TraCk 22 CorE PErforManCE

inDiCaTorS ThaT ProviDE kEy inSighTS inTo ThE hEalTh

of ThurSTon CounTy’S EConoMy

This section describes the data TCEA will

track to measure economic conditions and

performance. Just as the status of a given

species is an indicator of its habitat’s overall

health, TCEA indicators are designed to provide

key insights into the health and functioning of a

complex economic landscape.

While it may not be possible to coherently

measure every factor affecting economic

conditions, indicator snapshots can help local

leaders track measures that matter to their

constituents, and accordingly, make policy

andinvestmentdecisionstoachievedefined

goals. The diverse range of our indicators

reflectsTCEA’svisionthatsuccessfulplan

implementation can and should positively

impact multiple facets of community well-being.

indicator progress will be tracked and reported

annually to Alliance members and the broader

community.

Inall,TCEAhasidentified22coreindicators.

in addition to tracking the performance of

each individual variable, overall progress will

be measured using a composite scoring index.

improving indicators will be assigned a score

of +1, declining indicators a score of -1 and

unchanged indicators a score of zero. The

resultingfigurewillprovideayear-over-year

snapshot of our general direction.

PErFormAnCE INDICATORS

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ThursTon PErFormAnCE INDICATOR INDEx

1. Components of Population Change2. real Property Value3. Gross regional Product4. industry Presence and impact • number of Enterprises by sector • Wages paid by sector • Annual Average Employment by sector • Annual Average Wage by sector5. Target industry Employment • Target industry Employment Change6. industry sales leakage7. Tourism revenue • Visitor spending and revenue • Visitor spending by lodging Type8. Taxable retail sales • Taxable sales • Taxable sales vs. Population Growth 9. overall Employment Growth10. labor Force Participation • unemployment rate11. Class of Worker12. median Wages13. median household income14. housing Affordability • housing Affordability: middle income Families • housing Affordability: First Time Buyers15. Poverty16. Percent of students Qualifying for Free/reduced lunch17. Educational Attainment18. high school Graduation rates

19. K-12 school Performance • K – 12 Performance: English Arts • K-12 Performance: math • K-12 Performance: science and Biology20. CommuterOutflow • Thurston resident Place of Work21. mode of Commute • mode of Commute outside County • mode of Commute inside County22. ConsumerConfidence

DATA sourCEs • American Community survey (us Census) • Bureau of labor statistics • Dean runyan and Associates • Economic modeling services, inc. • J robertson and Company (Jro) • OfficeoftheStateSuperintendent for instruction • saint martin’s university • Thurston County Economic Development Council • Washington state Department of labor & industries • Washington state Employment security Department • WashingtonStateOfficeof Financial management

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inDiCATor 1: ComPonEnTs oF PoPulATion ChAnGE

Why it matters: Population change, and what’s causing it, is an important indicator of market capacity.

how we’re doing: Thurston’s population experienced growth spurts in the late 1970s and early 1990s,

at times growing by nearly 10% per year. since 2000, County population growth has averaged 1.73% per

year.

-2,000

0

2,000

4,000

6,000

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10,000

1961

1962

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2014

2015

Source of Population Growth, 1961-2015

Residual Net Migration Natural Increase

0

50,000

100,000

150,000

200,000

250,000

300,000

1961

1962

1963

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2012

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2015

Population Count, 1961-2015

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inDiCATor 2: REAL PROPERTy VALuE

Why it matters: real property value provides a snapshot of overall prosperity. The higher the value, the

more desirable the location.

how we’re doing: Thurston has the 6th highest average parcel value among in Washington. Thurston’s

average parcel value is $230,771 and total county real value is $25,662,646,633 - about 3% of statewide

real property value. The mean value for all counties is $162,390 per parcel, while the weighted mean is

$271,863.

$545,008

$363,539

$291,255 $258,182 $243,533 $230,771 $227,624 $222,277 $216,878 $210,725

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

Average Value of Real Property

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inDiCATor 3: gROSS REgIONAL PRODuCT

Why it matters: GrossRegionalProductmeasuresthefinalmarketvalueofallgoodsandservices

producedinaspecificregionincludingearnings,propertyincomeandtaxationonproduction(lesstax

subsidies). Growth in the GrP indicates a thriving economy. in Thurston, there is also interest in seeing

gains in particular industries including: health care; manufacturing; information; professional and technical

services; arts, recreation and entertainment; accommodation and food services; and crop and animal

production,whichalignwithouridentifiedtargetindustryclusters.

how we’re doing: Thurston County’s baseline GrP, as of 2014, is $11.56 Billion. Government accounts

for 33% of that value, while our target industries produce between 1% (arts, entertainment and

recreation) and 8% (health care).

33%14%

8%7%7%

4%4%4%

3%3%

2%2%2%2%2%

1%1%1%1%1%

0%

0% 5% 10% 15% 20% 25% 30% 35%

GovernmentOther Non-Industries

*Health Care and Social AssistanceWholesale Trade

Retail TradeConstruction

Finance and Insurance*Professional, Scientific, and Technical Services

*ManufacturingReal Estate and Rental and Leasing

*Crop and Animal Production*Information

Administrative and Support and Waste Management and…*Accommodation and Food Services

Other Services (except Public Administration)Utilities

Transportation and WarehousingManagement of Companies and Enterprises

Educational Services*Arts, Entertainment, and Recreation

Mining, Quarrying, and Oil and Gas Extraction

Thurston Gross Regional Product 2014

*Identifiedtargetindustries

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inDiCATor 4: INDuSTRy PRESENCE AND IMPACT

Why it matters: local economies are comprised of multiple driving sectors. understanding which sectors

are generating the majority of employment, wages and revenue is essential to identifying where resources

should be applied to protect core sectors and support emerging industries as conditions change.

how we’re doing: The tables provide a snapshot of Thurston industry performance in 2014. As has been

the case for many years, Government is the single largest employer and wage payer in Thurston County.

Butotherindustrysectorsplayasignificantroleaswell.Combined,non-governmentalenterprises

account for two-thirds of total employment, about 60% of total wages (and, incidentally, some of the

highest annual average wages).

Number of Enterprises by Sector

2014 Baseline

Total number Enterprises 7,605

health care and social assistance 1,886

Construction 862

Professional and technical services 726

retail trade 670

other services, except public administration 635

Administrative and waste services 489

Accommodation and food services 468

Wholesale trade 371

real estate and rental and leasing 256

Finance and insurance 249

manufacturing 179

Government 173

Transportation and warehousing 151

Agriculture,forestry,fishingandhunting 146

information 117

Educational services 106

Arts, entertainment, and recreation 94

management of companies and enterprises 18

utilities 9

mining 6

Wages Paid by Sector

2014 Baseline

Total Wages Paid $4,642,069,506

Government $1,980,942,731

health care and social assistance $572,388,814

retail trade $333,157,952

Wholesale trade $269,580,752

Professional and technical services $210,141,534

Construction $183,693,460

manufacturing $153,266,049

Finance and insurance $152,817,797

Administrative and waste services $150,559,229

Accommodation and food services $133,122,906

other services, except public administration $114,326,966

Transportation and warehousing $78,650,648

Agriculture,forestry,fishingandhunting $55,052,472

Educational services $72,640,288

information $53,657,469

management of companies and enterprises $48,651,071

real estate and rental and leasing $40,630,507

Arts, entertainment, and recreation $22,781,340

utilities $14,340,240

mining $1,667,281

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Annual Average Employment by Sector

2014 Baseline

Total industry Employment 103,097

Government 35,435

health care and social assistance 13,286

retail trade 11,842

Accommodation and food services 7,991

Administrative and waste services 5,216

Construction 3,893

Professional and technical services 3,592

other services, except public administration 3,377

manufacturing 3,162

Wholesale trade 3,067

Finance and insurance 2,452

Transportation and warehousing 2,146

Educational services 1,848

real estate and rental and leasing 1,233

Arts, entertainment, and recreation 1,175

Agriculture,forestry,fishingandhunting 1,541

information 918

management of companies and enterprises 724

utilities 170

mining 31

Annual Average Wage by Sector

2014 Baseline

Average Wage All industries $45,026

Wholesale trade $87,897

utilities $84,354

management of companies and enterprises $67,198

Finance and insurance $62,324

Professional and technical services $58,503

information $58,450

Government $55,904

mining $53,783

manufacturing $48,471

Construction $47,186

health care and social assistance $43,082

Educational services $39,308

Transportation and warehousing $36,650

Agriculture,forestry,fishingandhunting $35,725

other services, except public administration $33,855

real estate and rental and leasing $32,953

Administrative and waste services $28,865

retail trade $28,134

Arts, entertainment, and recreation $19,388

Accommodation and food services $16,659

inDiCATor 4: INDuSTRy PRESENCE AND IMPACT (cont’d)

27

inDiCATor 5: TARgET INDuSTRy EMPLOyMENT

Why it matters: Employment trends provide insight into the overall health of Thurston County’s target

industries.

how we’re doing: over the three-year period between 2012 and 2014, employment remained stable or

grewinmostofThurston’stargetindustryclusters,withthemostsignificantgrowthoccurringinhealth

sciences.

1,541

3,162

918

3,592

13,286

1,175

7,991

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Target Industry Employment , 2012-2014

2012 2013 2014

28

inDiCATor 6: INDuSTRy SALES LEAkAgE

Why it matters: Good and supplies purchased outside of Thurston County represent lost income

and tax revenue.

how we’re doing: The graph below establishes 2014 baseline data for in-region purchases vs. imports for

all major industry codes. The goal is to meet more of our local industry demand in-region as time passes.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Mining, Quarrying, and Oil and Gas Extraction*Manufacturing

UtilitiesManagement of Companies and Enterprises

*InformationFinance and Insurance

GovernmentTransportation and Warehousing

*Crop and Animal Production*Professional, Scientific, and Technical Services

Wholesale Trade*Arts, Entertainment, and Recreation

Educational ServicesConstruction

Administrative and Support and Waste ManagementReal Estate and Rental and Leasing

Other Services (except Public Administration)*Health Care and Social Assistance

Retail TradeAccommodation and Food Services

% Industry Dement Met In-Region vs. Imports, 2014

% Demand met In-region % Demand met by Imports

*Identifiedtargetindustries

29

inDiCATor 7: TOuRISM REVENuE

Why it matters: Tourism is an integral part of Thurston County’s industry clusters. The spending and

earnings generated by external visitors supplements year-round residents’ economic activity and provides

a high return on investment (after visitors spend, they leave…or come back to invest).

how we’re doing: Visitor spending and earning both hit an all-time high in 2015, and have expanded at

unprecedented rate (2014-2015) date back to the year 2000. Even though the majority of visitors stay

in private residences (family, vacation rentals by owner, etc.), those staying in hotel lodging generate the

most spending on an annual basis.

282.8

77.5

0

50

100

150

200

250

300

2000 2005 2010 2014 2015

Visitor Spending and Earnings, 2000-2015

Visitor Spending (Millions) Earnings (Millions)

$111.0 $74.5

$11.9

$0 $50 $100 $150 $200

Visitor Spending by Lodging Type, 2015

Hotel, Motel Private Home Other Overnight

30

inDiCATor 8: TAxABLE RETAIL SALES

Why it matters: Taxable sales generate revenue for the county and jurisdiction where the sales takes

place. Taxable sales are an indicator of overall economic activity. in Washington, the sales tax is especially

important for local government given the absence of an income tax and limitations on property tax increases.

how we’re doing: As the graphs below indicate, taxable retail sales have been trending upward in Thurston

Countyduringthepastseveralyears,exceedingthegrowthrateofourpopulationbyasignificantmargin.

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

2010 2011 2012 2013 2014 2015

Thou

sand

s

Taxable Sales Revenue 2010-2015

All Sales Retailer Sales Only

-2%

0%

2%

4%

6%

8%

10%

2010 2011 2012 2013 2014 2015

% Change: Population vs. Taxable Sales, 2010-2015

Population Taxable Sales

31

inDiCATor 9: OVERALL EMPLOyMENT gROWTh

Why it matters: Prosperous communities maintain an employment growth rate at or above the

rate of population growth. When population growth exceeds employment growth, there are

generally three root causes: a county is attracting a higher proportion of retirees (or non-labor force

participants) than working age residents; residents are community to work outside the county; and/

or a number equivalent to the population-jobs gap are generating income through non-employment

activities (such as investment income or other transfer payments) as opposed to wages.

how we’re doing: Between 2000-2015, Thurston added 60,000 residents but only 15,000 new jobs

on balance. in other words, our population has grown 23%, while employment has only grown 13%.

207,355

267,410

102,904118,184

0

50,000

100,000

150,000

200,000

250,000

300,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Job vs. Population Growth, 2000-2015

Population Employment

32

inDiCATor 10: LABOR FORCE PARTICIPATION

Why it matters: labor force participation indicates how many people of work age are actually working.

how we’re doing: The graphs below show Thurston has maintained a high labor force participation rate

since 2010 and overall unemployment levels near the state average. The impacts of the “Great recession”

are readily visible in the 2009-2011 timeframe in the second graph, followed by four consecutive years of

falling unemployment rates.

128,724

121,382

7,3420

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Labor Force, Employment and Unemployment: 2000-2016

Civilian Labor Force Total Employment Total Unemployment

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Unemployment Rate, 2000-2016

Thurston Unemployment Rate Washington Unemployment Rate

33

inDiCATor 11: CLASS OF WORkER

Why it matters: While a strong government sector helps maintain economic stability, it may also depress

average wages and innovation. in some cases, a strong government sector presence can also equate to

lower municipal revenue as a result of property tax exemptions.

how we’re doing: statewide, approximately 84% of workers are private wage and salary earners and/or

self-employed, compared to 71% in Thurston County.

compared to 10% for the State as a whole.

0%

20%

40%

60%

80%

Private wage andsalary

Governmentworkers

Self-employed

65%

29%

6%

78%

16%6%

Class of Worker: Thurston vs. Washington State - 2014

Thurston County

Washington State

34

inDiCATor 12: MEDIAN hOuSEhOLD INCOME

Why it matters: median household income provides a more accurate measure of earnings, taking into

account the wages and other earnings a family or other household combination bring in over the course of

a year.

how we’re doing: Thurston County household incomes are consistently lower that the statewide

average, due in large part to King and snohomish County (where cost of living is also higher), but have

notlostsignificantgroundoverthepast15years.AshasbeennotedinpriorThurstonEDCanalyses,

Thurston is home to fewer high wage earners and fewer low wage earners.

62,108

66,993

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

$65,000

$70,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Median Household Income, 2000-2015

Washington Thurston

35

inDiCATor 13: MEDIAN WAgES

Why it matters: higher median wages indicate a strong presence of high-wage jobs, a competitive

employment environment and effective work readiness programs.

how we’re doing: Thurston’s median wage remained on-track with the Washington state average from

1990 to 2010. As of 2014, the median wage Thurston worker earned about $1.50 less per hour than

their statewide peer.

$22.61

$21.17

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Median Wages, 1990-2014

Washington State Thurston

36

inDiCATor 14: hOuSINg AFFORDABILITy

Why it matters: housing affordability is an essential component for both retaining and attracting workers

and investment. The ultimate goal is to achieve a balance between median income and median home price.

how we’re doing: in the charts below, a score of 100 or higher means the median wage is in balance with

the median home prices at any given point in time. For those with equity (e.g. have saved cash for down-

payment and/or own another home already), Thurston is a relatively affordable place to live in Washington

State.Forthefirst-timehomebuyerwithoutequity,medianhousingpricesarestartingtooutpacemedian

incomes.

40

60

80

100

120

140

160

180

200

Q1:2010

Q3:2010

Q1:2011

Q3: 2011 Q1: 2012 Q3: 2012 Q1: 2013 Q3: 2013 Q1: 2014 Q3: 2014 Q1: 2015 Q3: 2015 Q1: 2016

Housing Affordability - Middle Income Families: Q1, 2010 to Q1, 2016

Thurston Washington State

40

60

80

100

120

140

160

180

200

Q1:2010

Q3:2010

Q1:2011

Q3: 2011 Q1: 2012 Q3: 2012 Q1: 2013 Q3: 2013 Q1: 2014 Q3: 2014 Q1: 2015 Q3: 2015 Q1: 2016

Housing Affordability - First Time Buyers: Q1, 2010 to Q1, 2016

Thurston Washington State

37

inDiCATor 15: POVERTy

Why it matters: it is imperative to understand not only how many people are in poverty, but what groups

are most impacted, in order to create effective poverty reduction strategies.

how we’re doing: As of 2014, approximately 12% of Thurston residents were estimated to be living

below the poverty threshold. As the graph below illustrates, seniors, married couples and families with

two wage earners are far less likely to be living in poverty, compared to single-parent households.

8.1%11.9%

15.9%

27.9%

38.0%

49.7%

All families All people Under 18 years Families withfemale head ofhousehold, nospouse present

Female head ofhousehold withrelated childrenunder 18 years

Female head ofhousehold withrelated children

under 5 years only

Poverty by Family Cohort, 2014

38

inDiCATor 16: PERCENT OF STuDENTS QuALIFyINg FOR FREE/REDuCED LuNCh

Why it matters: Another way to examine poverty is through the Free and reduced lunch program

offered to school students from low income families.

how we’re doing: Four of seven local school districts are near or above the statewide average for number

studentsidentifiedaslow-income.

51.9%

47.2%

45.0%

44.1%

43.0%

30.4%

30.1%

18.0%

0% 10% 20% 30% 40% 50% 60%

Rochester

Tenino

Washington Average

Yelm

North Thurston

Tumwater

Olympia

Griffin

% Low-Income Students, 2014-15

39

inDiCATor 17: EDuCATIONAL ATTAINMENT

Why it matters: Education is one of the surest ways to reduce poverty and create higher wage career

opportunities for Thurston residents.

how we’re doing: From 2010 through 2014, educational attainment has slowly but steadily increased in

Thurston County. nearly 94% of residents have earned a high school degree or higher, and 33% have a

college degree.

93.6%

32.9%

0%10%20%30%40%50%60%70%80%90%

100%

2010 2011 2012 2013 2014

Educational Attainment

Percent high school graduate or higher Percent bachelor's degree or higher

40

inDiCATor 18: hIgh SChOOL gRADuATION RATES

Why it matters: high graduation rates lead to reduced poverty and better career opportunities. high

graduation rates are also an indication of strong schools and attendant social support networks.

how we’re doing: For the most part, local should districts are exceeding the state average for graduation

rates in both the 4-year and 5-year cohorts, with additional room for improvement.

North Thurston, 84.7%


Olympia, 86.3%

Olympia, 85.4%

Tumwater, 84.9%

Tumwater, 82.0%

Yelm, 78.6%

Yelm, 80.6%

Rochester, 90.8%

Rochester, 76.9%

Tenino, 86.0%

Tenino, 76.3%

Washington Average, 79.9%


65% 70% 75% 80% 85% 90% 95%

5-year Cohort

4-year Cohort

Graduation Rates, 2014-15

Washington Average Tenino Rochester Yelm Tumwater Olympia North Thurston

41

inDiCATor 19: k-12 SChOOL PERFORMANCE

Why it matters: school performance is paramount to employers looking to invest in an area, just as it is to

existing and prospective employees as they consider where to “drop roots.”

how we’re doing: As the following series of graphs displays, most area schools outpace the Washington

state average for percent of students meeting various testing standards, with a few exceptions.




Olympia, 65.4%

Olympia, 78.8%

Olympia, 19.3%

Tumwater, 62.6%

Tumwater, 70.2%

Tumwater, 43.4%

Yelm, 52.0%

Yelm, 58.3%

Yelm, 51.2%

Rochester, 66.2%

Rochester, 64.1%

Rochester, 41.6%

Tenino, 54.5%

Tenino, 67.0%

Tenino, 14.9%

Griffin, 68.4%

Griffin, 78.4%

Griffin, NA




0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

5th Grade

8th Grade

11th Grade

English Language Arts Standards, 2014-15

Washington Average Griffin Tenino Rochester Yelm Tumwater Olympia North Thurston

42

inDiCATor 19: k-12 SChOOL PERFORMANCE (cont’d.)




Olympia, 57.4%

Olympia, 63.3%

Olympia, 13.1%

Tumwater, 48.7%

Tumwater, 57.2%

Tumwater, 15.3%

Yelm, 40.5%

Yelm, 47.2%

Yelm, 13.8%

Rochester, 56.8%

Rochester, 53.1%

Rochester, 30.3%

Tenino, 35.3%

Tenino, 43.5%

Tenino, NA

Griffin, 53.4%

Griffin, 67.0%

Griffin, NA




0% 10% 20% 30% 40% 50% 60% 70% 80%

5th Grade

8th Grade

11th Grade

Math Standards, 2014-15





Olympia, 69.9%

Olympia, 79.3%

Olympia, 84.0%

Tumwater, 67.1%

Tumwater, 60.9%

Tumwater, 77.4%

Yelm, 64.9%

Yelm, 66.3%

Yelm, 70.5%

Rochester, 76.9%

Rochester, 69.1%

Rochester, 73.1%

Tenino, 57.9%

Tenino, 86.9%

Tenino, 73.0%

Griffin, 90.4%

Griffin, 83.5%

Griffin, NA




0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5th Grade

8th Grade

10th Grade

Science and Biology Standards, 2014-15


43

inDiCATor 20: COMMuTER OuTFLOW

Why it matters: When residents work outside their home county, several potentially negative impacts

can ensue. These include increased congestion (and carbon emissions), reduced in-county spending and a

lower quality of life for the commuter, just to name a few.

how we’re doing: Thurston residents work in more than 60 different locations throughout the us. Just

over 35,000 - or about 30% of Thurston’s working resident population - commutes outside of Thurston

for employment (2013), with the vast majority traveling to neighboring Pierce County. other top

destinations include King, lewis, mason and Grays harbor Counties.

83,671

20,806

4,158

2,8551,637 1,005 2,306

Thurston Resident Place of Work, 2013

Thurston County Pierce County King County Lewis County

Mason County Grays Harbor County Other Locations

44

inDiCATor 21: MODE OF COMMuTE

Why it matters: Alternative modes of transportation (vs. single-occupancy vehicle commuting) can help

reduce congestion and carbon emissions while also increasing people’s quality of life.

how we’re doing: Within Thurston County, about 25% of workers commute to their job using an

alternativeformoftransportation.Thatfiguredropsto15%forthosecommutingtoworkoutsideof

Thurston County. Carpooling is the second highest travel mode and public transportation, for now, a

distant third.

0 5,000 10,000 15,000 20,000 25,000

Grays Harbor County

King County

Lewis County

Mason County

Pierce County

Mode of Commute Outside of Thurston County, 2013

Drove alone Carpooled Public transportation Other mode

63,144 9,106

1,771 9,650

0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000

Mode of Commute Within Thurston County, 2013

Drove alone Carpooled Public transportation Other mode

45

inDiCATor 22: CONSuMER CONFIDENCE

Why it matters:TheThurstonEDChasbeentrackingconsumer,CEOandsmallbusinessconfidence

levels since 2008. The quarterly index measures residents’ opinions about job security, timing of major

purchasesandexpectationsforthefuture.Theresultshelpbusinessesandfinancialinstitutionsinterpret

the “mood” of consumers so they can plan accordingly.

how we’re doing: After in inauspicious start, the index has been gathering steam over the past two years.

With the “Great recession” fading further into the rear view mirror, consumers are once again feeling

confidentabouttheirjobprospects,investmentsandspendingactivities.

0

20

40

60

80

100

120

140

Q10

8Q

208

Q30

8Q

408

Q10

9Q

209

Q30

9Q

409

Q11

0Q

210

Q31

0Q

410

Q11

1Q

211

Q31

1Q

411

Q11

2Q

212

Q31

2Q

412

Q11

3Q

213

Q41

3Q

214

Q41

4Q

415

Consumer Confidence, 2008-2015

46

The Thurston Community Economic Alliance is comprised of a large and diverse range of partners, all of whom will be kept apprised of progress during the ensuing plan implementation and periodic plan updates. The following outlines how progress will be tracked and reported, and who will be involved at the various stages.

Administration and OversightThe Thurston EDC will serve as Alliance administrator, responsible for scheduling and facilitating meetings, distributing notices and information and other duties in addition to the annual report. The EDC will internalize the majority of administration costs as this work aligns with its core mission and may actually streamline operations given clear and mutually agreed-upon priorities. Contracted support for specifictasksmaybefundedthroughasmallpercentage of the strategic investment Fund (siF) funding. Costs for individual initiative implementation will be borne or secured by the initiative leads.

Initiative Implementationinitiatives will be implemented by designated lead Partners who have agreed to adopt, champion and implement one or more initiatives. LeadPartnerswereidentifiedbytheplanningteams based on their organization’s mission and/orskillset.Planningteamshavealsoidentifiedpotential support Partners, organizations that could materially contribute to implementation via resources or insights.

lead partners are responsible for coordinating and facilitating implementation of adopted initiatives. in some cases, the lead partner will

provide the majority of resources, while in others theymaysimplyspearheadtheidentificationandcoordination of implementation resources. lead Partners are responsible for coordinating with identifiedsupportpartners,orotherpartnersastheyareidentified.

Partner Coordination MeetingsAlliance partners will be invited to attend quarterly update and coordination meetings. meetings will be structured to promote information sharing, barrier-busting and, periodically, to structure action plan updates orreviewpotentialmodifications.Additionalcoordination will occur among the public and private sector, between economic development practitioners and across partner initiatives as detailed in the Alliance action plan.

Partner Reportinglead Partners will be surveyed annually regarding initiativeprogress.Specifically,theywillbeaskedto:• Confirmimplementationstatusfortheir initiatives (not started, underway, implemented)• share highlights and outcomes that can be passed along to the broader community• identify barriers or challenges that could requireinitiativemodificationorAlliance assistance• Acknowledge other partners that have contributed to success

surveys will be distributed in late summer with the goal of producing a progress report each fall. in some instances, Thurston EDC staff or consultants will follow up with individual partners

imPlEmEnTATion STRuCTuRE

47

to secure photos and other information to develop highlight narratives.

Annual Progress Report and Partner CelebrationThe Thurston Economic Development Council (EDC) will assume responsibility for developing an overall Annual Progress report for dissemination to all partner and the broader community. The annual report will include an overall implementation status summary, data indicators progress report and partner highlights fromeachofthefiveplanfocusareas.Theannualreport will be posted on the EDC website, with e-links provided to Alliance partners along with a limited set of print copies.

The annual report will be presented in conjunction with an annual Community Partner Celebration. The EDC will manage logistics, but will invite various partners to participate in presentations and other features.

Strategic Initiatives FundAs part of the action plan, the EDC has been tasked with managing a new strategic initiatives Fund. The purpose of the fund is to support economic development activities and investments not currently feasible under the existing EDC funding model. This includes participation in trade shows and association meetings for recruitment purposes, development of materials in support of infrastructure funding applications and other actions directly related to adopted Alliance initiatives.The EDC is responsible for generating and

administering siF funding. As currently envisioned, the EDC intends to form an siF subcommittee comprised of members from its Board of Directors and representing other Alliance partner entities. The siF subcommittee will establish criteria for evaluating projects and recommend investments for full Board approval. suggestions will also be requested during quarterly Alliance Partner Coordination meetings. outcomes and impacts from siF investments will be included in the Annual Progress report.

Periodic updatesThe TCEA strategic Plan for Economic Development is designed as a living document. While the vision and focus areas are long-term, theactionplanwillbeupdatedonfiveyearintervals. This allows us to adapt to evolving community priorities, take advantage of new technologies and techniques and integrate new voices and partners as our demographics shift over time.

Updateswillincludesignificantpartnerengagement, a broader public involvement and prioritization process and a “state of the plan” review. if any of the original initiatives have not been launched by the start of the 5-year update, they will be transferred to the “idea bank” for additional vetting by the community along with the other ideas proposed at that time.

if necessary, amendments to this implementation oversight structure will be incorporated into the update plan, as will the names of new partners and, potentially, any new focus areas.

48

The Thurston Community Economic Alliance

would like to thank the following community

members for their participation in the creation

of the strategic plan. The individuals listed herein

dedicated dozens of hours of their time over the

course of several months to help craft the vision

and mission of the TCEA, providing individual

and group input into the goals, strategies,

initiatives, timing and the elements of the

implementation plan.

ACKnoWlEDGmEnTs

ovEr 100 inDiviDualS anD organizaTionS

rEPrESEnTing a CroSS-SECTion of ThE ProfESSional

CoMMuniTy Took ParT in ThE TCEa CrEaTion

ProCESS

49

FoCus GrouP AnD CommuniTy inTErViEW PArTiCiPAnTs

Andrew BarkisAndy ryderBill mcGregorBob iyallBrent ButlerBryan mcConaughyBud BlakeCathy WolfeCheryl selbyChris richardsonCindy huntleyDavid schaffertDick CvitanichDon melnickDr. Angela BowenDusty DemarestEd GalliganEJ ZitaEvette TempleGeorge BridgesGeorge smithGraeme sackrisonGrant Beckheidi Behrends- CerniweyJim GeistJim GreeneJim haleyJim larsonJim morrisJoe DowningJohn BashJohn DoanJohn hurleyJohn setterstromJohn WeidenfellerJon Jones

Joseph BeaulieuJoshua CummingsKevin EkarKim FryKirk Veislon Wyricklori Drummondmichael mcGaulymike masonmike mattoxmike reidmichael steadman mike strubmike Williamsnorma schuitemanPat rantsPatty BelmontePaul KnoxPete Kmetrenee sunderick Walkrob ricerodney youcktonron hardingsandra millersandra romeroscott spencesean murphyshauna stewartsierra Burtonsteve hallTed JerniganTheresa WallTim lewVita Zvirsydyz-FarlerZach Kosturos

Thurston EDC BoardPerry sheaCarrie WhislerKevin Ekarmichael mcGauly reid Bates Bud Blakeheather BurgessVirgil ClarksonAnn Freeman- manzanaresBrian FluetschJessica JensenWayne mannie Denise marronimike mattoxJace munsonBill mcGregorTom olivaEvan Parkerrob riceCheryl selbyDr. molly smithTad stillwellDr. Tim stokes

Professional AssistanceJason robertson, J robertson and Company

50

on the following pages is a comprehensive

matrix of the current initiatives within each of

thefiveidentifiedfocusareas.Theinitiatives

wereidentifiedanddevelopedduringthe

three Community leader summits, and are

designed to be actionable and trackable. As

initiatives are completed, new initiatives will

be added to the list.

*Important Note: Individual governmental jurisdictions will develop and implement their own retail development and retention strategies with support from the Thurston EDC where fair and appropriate.

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→→

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inte

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Po

rt o

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mp

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su, s

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urs

ton

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ham

ber

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iver

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port

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rad

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sso

ciat

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s

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inn

ovat

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Par

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ship

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on

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ppo

rt

supp

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elo

pmen

t o

f Thurston’sfirstIPZinTumwater

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e em

erge

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mm

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Pri

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Em

ploy

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tegi

c P

lan

for

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icu

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Fo

od

m

anu

fact

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Dev

elo

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r T

hu

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han

cem

ent

and

val

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anu

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Foo

d m

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rim

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ind

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lust

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Exp

lore

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itie

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urb

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elo

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ton

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ou

nty

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n

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le

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rest

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Wo

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imel

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itie

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Tech

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Gar

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Th

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businessplanningandfinancing.

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ild k

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ity

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stra

tegy

to

beg

in fo

llow

ing

resu

lts

of o

ngo

ing

infiltrationstudy.Identifypotentialuses/

benefitsforagindustry.

LOT

T, C

ity

of y

elm

, Th

urs

ton

C

ou

nty

, Cit

ies,

Th

urs

ton

ED

C,

Ch

amb

ers

→→

→

hig

h s

peed

C

om

mu

nic

atio

ns

net

wo

rks

upd

ate

com

mu

nic

atio

ns

infr

astr

uct

ure

an

d e

nsu

re

adeq

uat

e sy

stem

cap

acit

y to

su

ppo

rt e

mer

gin

g iT

-Tec

h s

ecto

r.

Beg

in w

ith

ext

ensi

on

of n

etw

ork

to

str

ateg

ic

empl

oym

ent

cen

ters

.C

itie

s, T

hu

rsto

n C

ou

nty

, In

fras

tru

ctu

re P

rovi

der

s,

Th

urs

ton

Pu

D, T

hu

rsto

n E

DC

, T

RP

C, C

ham

ber

s, T

CM

(TC

TV

)

→→

58

Fo

Cu

s A

rE

A 5

: B

RA

ND

DE

VE

LOP

ME

NT,

PA

RT

NE

RSh

IPS

AN

D C

OM

Mu

NIC

AT

ION

Ou

r V

isio

n: D

evel

op

a T

hu

rsto

n b

ran

d a

nd

pro

mo

te o

ur

com

mu

nit

y as

a p

refe

rred

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tin

atio

n fo

r in

vest

ors

, em

plo

yers

an

d e

mp

loye

es b

ased

on

ou

r ge

ogr

aph

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cati

on

, cu

ltu

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sset

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ffo

rdab

ility

an

d in

tegr

ated

wo

rkfo

rce

and

ed

uca

tio

nal

sys

tem

s.

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rds

init

iati

ves

Par

tner

no

tes

Par

tner

sle

ad P

artn

er in

Bo

ld F

on

tT

imel

ine

20

17

-18

20

19

-20

20

21

-22

Bra

nd

Alig

nm

ent

and

E

xter

nal

mar

keti

ng

Cre

ate

a T

hu

rsto

n B

usi

nes

s B

ran

d a

nd

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keti

ng

stra

tegy

w

ith

an

cilla

ry m

ater

ials

an

d

ded

icat

ed im

plem

enta

tio

n

fun

din

g.

inte

grat

e q

ual

ity

of l

ife,

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usi

ng

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ord

abili

ty, w

ork

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e su

ppo

rt.

Bu

ild

on

VC

B b

ran

d.

use

mat

eria

ls a

nd

to

ol k

its

tailoredtospecificindustrytypes.Define

“wh

o” w

e’re

try

ing

to a

ttra

ct/r

ecru

it.

Th

urs

ton

ED

C, T

hu

rsto

n V

CB

, T

hu

rsto

n C

ou

nty

, Cit

ies

→→

→

Par

tner

Co

ord

inat

ion

an

d in

form

atio

n

shar

ing

Est

ablis

h a

pee

r ci

ties

net

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g gr

ou

p an

d m

eet

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larl

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d

iscu

ss t

ren

ds

and

co

nd

itio

ns,

re

tail

recr

uit

men

t an

d r

eten

tio

n

stra

tegi

es a

nd

res

ou

rce

nee

ds

and

ap

pro

ach

es.

Go

al is

to

red

uce

co

mpe

titi

on

for

reve

nu

e so

urc

es a

nd

incr

ease

bro

ader

reg

ion

al

appe

al t

o in

vest

ors

. Co

nsi

der

inte

grat

ing

the

Th

urs

ton

Eco

no

mic

Alli

ance

str

ateg

ic P

lan

w

ith

in t

he

Th

urs

ton

Th

rive

s st

ruct

ure

.

Cit

ies,

Th

urs

ton

ED

C→

→→

Co

mm

un

icat

ion

s P

lan

Dev

elo

p a

com

mu

nic

atio

ns

plan

for

repo

rtin

g E

con

om

ic

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elo

pmen

t P

lan

pro

gres

s,

prio

riti

es a

nd

impa

ct t

o in

tern

al

and

ext

ern

al a

ud

ien

ces.

Ad

dre

ss h

ot

topi

c is

sues

. use

ind

icat

ors

to

te

ll co

mm

un

ity

“ho

w w

e’re

do

ing”

/ s

ho

w h

ow

ec

on

om

ic d

evel

opm

ent

is in

tegr

ated

wit

h

oth

er c

om

mu

nit

y pr

iori

ties

(hea

lth

, ser

vice

fu

nd

ing,

etc

.). m

ay n

eed

to

bre

ak d

ow

n b

y m

un

icip

alit

y.

Th

urs

ton

ED

C, C

ham

ber

s,

Th

urs

ton

Co

un

ty, C

itie

s, T

rP

C→

→→

TCE

A F

un

din

g st

rate

gies

Est

ablis

h a

n a

d-h

oc

com

mit

tee

as p

art

of t

he

stra

tegi

c P

lan

im

plem

enta

tio

n p

rogr

am

resp

on

sib

le fo

r id

enti

fyin

g fu

nd

ing

stra

tegi

es fo

r pr

iori

ty in

itia

tive

s.

Th

urs

ton

ED

C, T

rP

C, P

ort

of

oly

mpi

a, C

itie

s, T

hu

rsto

n C

ou

nty

, C

ham

ber

s, P

riva

te s

ecto

r, C

olle

ges

→→

→

Co

nfe

ren

ce a

nd

m

eeti

ng

spac

e st

rate

gy

Cre

ate

and

impl

emen

t a

con

fere

nce

an

d m

eeti

ng

spac

e d

evel

opm

ent

stra

tegy

to

ser

ve

Th

urs

ton’

s gr

ow

ing

popu

lati

on

an

d v

isit

or

ind

ust

ry.

init

iate

par

tner

pla

nn

ing

to s

cope

via

bili

ty,

com

peti

tio

n, d

eman

d, b

arri

ers,

co

nce

rns

and

ti

min

g.

Th

urs

ton

VC

B, C

itie

s, T

hu

rsto

n

Co

un

ty, T

hu

rsto

n E

DC

, Ch

amb

ers,

C

olle

ges,

ho

telie

rs

→

sign

atu

re P

roje

cts

and

P

lace

-mak

ing

Pri

ori

tize

inve

stm

ent

in s

trat

egic

pl

ace-

mak

ing

init

iati

ves

that

in

crea

se T

hu

rsto

n C

ou

nty

’s a

ppea

l to

inve

sto

rs a

nd

em

ploy

ers.

E.g

.: W

oo

dla

nd

Dis

tric

t, B

rew

ery

Dis

tric

t, o

ly

Do

wn

tow

n a

nd

har

riso

n) –

rea

ch o

ut

to i.

D.

wh

ere

mo

st in

nee

d o

f tar

gete

d s

upp

ort

.

Cit

ies,

Th

urs

ton

ED

C, C

ham

ber

s,

Th

urs

ton

VC

B, P

ort

of o

lym

pia,

D

evel

ope

rs, C

ult

ura

l Gro

ups

→→

→

Thurston Economic Development Council

4220 6th Avenue sE | lacey WA 98503

Ph: (360) 754-6320 | FX: (360) 407-3980

www.thurstonedc.com/tcea

about Thurston Community Economic allianceThe Thurston Community Economic alliance is a voluntary partnership of local governments, businesses,

non-profits, educational institutions and economic development practitioners that collaborate on the

development, implementation and review of efforts to build and maintain a dynamic and sustainable economy.

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