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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
3
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
© Walker Photography
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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
© Walker Photography
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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
© Walker Photography
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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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2012
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2014
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Source of Population Growth, 1961-2015
Residual Net Migration Natural Increase
0
50,000
100,000
150,000
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300,000
1961
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Population Count, 1961-2015
23
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
24
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
25
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
26
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%
North Thurston, 79.2%
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%
Washington Average, 77.2%
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.
North Thurston, 61.0%
North Thurston, 58.0%
North Thurston, 41.6%
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
Washington Average, 57.6%
Washington Average, 56.9%
Washington Average, 26.3%
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.)
North Thurston, 51.9%
North Thurston, 44.6%
North Thurston, 13.6%
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
Washington Average, 48.1%
Washington Average, 46.1%
Washington Average, 13.7%
0% 10% 20% 30% 40% 50% 60% 70% 80%
5th Grade
8th Grade
11th Grade
Math Standards, 2014-15
Washington Average Griffin Tenino Rochester Yelm Tumwater Olympia North Thurston
North Thurston, 67.3%
North Thurston, 70.4%
North Thurston, 76.9%
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
Washington Average, 63.4%
Washington Average, 60.7%
Washington Average, 72.5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
5th Grade
8th Grade
10th Grade
Science and Biology Standards, 2014-15
Washington Average Griffin Tenino Rochester Yelm Tumwater Olympia North Thurston
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.
sTrATEGiC iniTiATiVEs MATRIx
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ent
for
a d
iver
se
ran
ge o
f jo
b-s
eeke
rs.
man
y o
f th
ese
acti
viti
es w
ill o
ccu
r as
pa
rt o
f bro
ader
reg
ion
al e
ffo
rt, w
ith
pa
rtic
ipat
ion
an
d le
ader
ship
; em
phas
ize
supp
ort
for
peo
ple
wit
h h
igh
bar
rier
s to
em
ploy
men
t in
clu
din
g th
ose
re-
ente
rin
g th
e w
ork
forc
e af
ter
len
gthy
del
ays.
Pac
Mtn
, Ch
amb
ers,
B2
B,
Th
urs
ton
ED
C, s
cho
ol
Dis
tric
ts, C
olle
ges,
Pri
vate
se
cto
r, G
over
nm
ent
Age
ncy
Par
tner
s
→→
→
Wo
rkfo
rce
Ed
uca
tio
n
Co
nso
rtiu
m
Ass
emb
le a
co
nso
rtiu
m o
f ed
uca
tors
, w
ork
forc
e d
evel
opm
ent
prac
titi
on
ers
and
in
du
stry
lead
ers
to d
evel
op
and
inte
grat
e ca
reer
ed
uca
tio
n a
nd
wo
rk r
ead
ines
s sk
ills
for
stu
den
ts o
f all
ages
.
if fe
asib
le, o
rgan
ize
as p
art
of P
acm
tn
sect
or
Par
tner
ship
s m
od
el.
Pac
Mtn
yo
uth
Ser
vice
s,
sch
oo
l Dis
tric
ts, n
ew
mar
ket,
Ch
amb
ers,
C
olle
ges
→
Vo
cati
on
al E
du
cati
on
an
d W
ork
-bas
ed
lear
nin
g su
ppo
rt
Co
nd
uct
an
ed
uca
tio
n a
nd
tec
hn
ical
as
sist
ance
cam
paig
n t
o p
rom
ote
th
e va
lue
of v
oca
tio
nal
ed
uca
tio
n a
nd
rel
ated
ca
reer
pat
hway
s, a
nd
co
nn
ect
stu
den
ts t
o
inte
rnsh
ips
and
oth
er o
n-s
ite
job
ed
uca
tio
n
opp
ort
un
itie
s. *
This
, and
all
educ
atio
n-re
late
d ac
tions
ack
now
ledg
e sc
hool
dis
tric
ts
are
impl
emen
ting
thei
r ow
n st
rate
gic
plan
s to
ac
hiev
e ex
celle
nce.
Pre
pare
mat
eria
ls w
ith
ro
i fo
r em
ploy
ers
+ r
oad
map
for
acce
ssin
g an
d in
tegr
atin
g w
ork
-bas
ed le
arn
ing;
d
evel
op
inve
nto
ry o
f tra
inin
g re
sou
rces
an
d w
illin
g em
ploy
ers
wh
o c
an e
ffec
tive
ly
use
wo
rk-b
ased
lear
nin
g, in
clu
din
g o
JT,
inte
rnsh
ips,
lead
ersh
ip t
rain
ing,
WE
X a
nd
ap
pren
tice
ship
s.
Th
urs
ton
ED
C, B
2B
, P
acm
tn, C
ham
ber
s, s
cho
ol
Dis
tric
ts, n
ew m
arke
t,
Co
llege
s, m
orn
ings
ide,
Tr
ade
Ass
oci
atio
ns,
hea
lth
sc
ien
ces
and
oth
er in
du
stry
P
artn
ers
and
spo
nso
rs
→→
→
Ext
end
ed
sTE
Am
lea
rnin
g o
ppo
rtu
nit
ies
Fac
ilita
te e
xtra
-cu
rric
ula
r sT
EA
m
(sci
ence
, tec
hn
olo
gy, e
ngi
nee
rin
g, a
rts
and
mat
h) l
earn
ing
opp
ort
un
itie
s fo
r K
-12
st
ud
ents
to
hel
p pr
epar
e th
em fo
r th
e jo
bs
of t
om
orr
ow
, an
d in
crea
se s
tud
ent-
bu
sin
ess
inte
ract
ion
s an
d u
nd
erst
and
ing
by c
onv
enin
g in
tegr
ated
lear
nin
g ev
ents
, b
usi
nes
s to
urs
an
d o
ther
ed
uca
tio
nal
o
ppo
rtu
nit
ies.
Exa
mpl
es in
clu
de
perm
anen
t o
r m
ob
ile
mak
er s
pace
s; b
usi
nes
s sp
on
sors
hip
s –
i.e.
ro
bo
tics
co
mpe
titi
on
s, s
kills
co
nte
sts,
etc
.; ta
rget
ed c
lass
es o
r w
ork
sho
ps; p
athw
ay
pro
gram
s co
nn
ecti
ng
hig
h s
cho
ols
an
d
colle
ges,
etc
.
Tim
ber
lan
d R
egio
nal
Li
bra
ry, s
PsC
C, T
hu
rsto
n
ED
C, C
ham
ber
s, s
cho
ol
Dis
tric
ts, i
nd
ust
ry P
artn
ers
and
spo
nso
rs
→→
52
Fo
Cu
s A
rE
A 1
: C
AR
EE
R P
AT
hW
Ay
S A
ND
WO
Rk
FO
RC
E R
EA
DIN
ESS
(co
nt’d
)
Key
Wo
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
inte
grat
ed h
igh
er
Ed
uca
tio
n P
rogr
ams
Co
nti
nu
e an
d e
xpan
d lo
cal c
olle
ge/
un
iver
sity
ed
uca
tio
n a
nd
tra
inin
g pr
o-
gram
s th
at a
dva
nce
loca
l em
ploy
er w
ork
-fo
rce
opt
ion
s an
d p
rod
uct
ion
cap
acit
y (i.
e. t
ech
-tra
nsf
er).
incl
ud
e in
tern
ship
an
d e
mpl
oym
ent
pipe
lines
to
ret
ain
tal
ent
in T
hu
rsto
n.
iden
tify
ad
dit
ion
al w
ays
hig
her
ed
uca
tio
n
can
be
a re
sou
rce
to p
riva
te s
ecto
r en
ter-
pris
es a
nd
ind
ust
ries
– e
.g. r
e-se
arch
pr
oje
cts
and
lead
ersh
ip d
evel
opm
ent.
SPSC
C, C
olle
ges,
oth
er
inte
rest
ed P
artn
ers
and
E
mpl
oyer
s
→→
→
Exp
and
ed A
cces
s to
E
mpl
oym
ent
Trai
nin
g r
eso
urc
es a
nd
se
rvic
es
Workwithcommunity-basednon-profits
to e
xten
d e
mpl
oyer
-su
ppo
rted
wo
rkfo
rce
trai
nin
g to
har
d-t
o-r
each
au
die
nce
s
Developa“work-ready”certification
pro
gram
to
faci
litat
e h
irin
g an
d/o
r o
n-t
he-
job
tra
inin
g o
ppo
rtu
nit
ies
wit
h a
rtic
ula
ted
an
d n
avig
able
car
eer
path
way
s fo
r th
e lo
ng-
term
un
empl
oyed
(s
ee P
acm
tn iW
i pilo
t pr
oje
ct fo
r in
ven
tory
of e
mpl
oyer
“wo
rk-r
ead
y” s
kill
and
ab
ility
pri
ori
ties
). sh
are
lear
nin
g ab
ou
t w
ork
sty
les,
ski
ll ga
ps a
nd
bes
t pr
acti
ces
for
inte
grat
ed w
ork
plac
es (i
.e.
mill
enn
ials
, sen
iors
, etc
.).
Pac
Mtn
, Co
llege
s,
Co
mm
un
ity-
Bas
ed n
on
-Profits,SchoolD
istricts
→
Em
ploy
men
t fo
r A
ll
Pro
mo
te a
nd
exp
and
em
ploy
men
t o
ppo
rtu
nit
ies
for
peo
ple
of a
ll ag
es a
nd
ab
iliti
es, a
nd
wo
rk w
ith
em
ploy
ers
to
rem
ove
or
mit
igat
e b
arri
ers
to h
irin
g an
d r
eten
tio
n o
f th
ose
wit
h e
mpl
oym
ent
chal
len
ges
incl
ud
ing
sen
iors
, peo
ple
wit
h
dis
abili
ties
, th
ose
wit
h c
rim
inal
rec
ord
/re-
entr
y ci
tize
ns
and
th
e h
om
eles
s.
iden
tify
app
ropr
iate
co
mm
un
ity
serv
ice
part
ner
s –
e.g
. mo
rnin
g-si
de
as c
on
du
it
to D
Vr
an
d o
ther
sta
te, F
eder
al a
nd
pee
r non-profitresourcesandproviders.
Mo
rnin
gsid
e, P
acm
tn,
Th
urs
ton
Co
un
ty,
Co
mm
un
ity-
Bas
ed s
ervi
ce
Pro
vid
ers,
Th
urs
ton
ED
C,
Ch
amb
ers,
Em
ploy
ers
→→
→
53
Fo
Cu
s A
rE
A 2
: TA
Rg
ET
IND
uST
Ry
gR
OW
Th
AN
D IN
NO
VA
TIO
N
Ou
r V
isio
n: S
up
po
rt a
nd
sti
mu
late
gro
wth
in e
mp
iric
ally
-defi
ned
“cle
an a
nd
gre
en”
trad
ed-s
ecto
r in
du
stri
es t
hat
pro
vid
e cr
itic
al jo
bs,
gen
erat
e
sign
ifica
nt
taxa
ble
rev
enu
e an
d a
ttra
ct n
ew in
vest
men
t. E
xist
ing
sect
ors
incl
ud
e th
e fo
llow
ing
iden
tifi
ed c
lust
ers:
IT/T
ech
no
logy
, Fo
od
pro
du
ctio
n/A
gric
ult
ure
, hea
lth
Car
e &
Lif
e Sc
ien
ces,
To
uri
sm, W
oo
d P
rod
uct
s, M
anu
fact
uri
ng,
gov
ern
men
t
Key
Wo
rds
(Dra
ft) i
nit
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
rea
l-ti
me
Dat
a A
nal
ysis
an
d s
trat
egic
PartnerBriefings
Per
form
per
iod
ic d
ata
anal
yses
to
id
enti
fy o
ccu
pati
on
an
d in
du
stry
tr
end
s an
d p
rovi
de
pert
inen
t in
-fo
rmat
ion
to
em
ploy
ers
and
loca
l go
vern
men
t pa
rtn
ers
thro
ugh
pe
rio
dic
(qu
arte
rly)
e-b
last
s.
uti
lize
exis
tin
g E
msi
, or
sim
ilar
futu
re
sub
scri
ptio
n s
ou
rce.
see
ore
gon
D
epar
tmen
t o
f rev
enu
e fo
r b
est
prac
tice
s ex
ampl
e. B
uild
an
d g
row
su
bsc
rib
ers
list.
C
reat
e a
net
wo
rk o
f bro
kers
an
d a
gen
ts
and
mar
ket
Th
urs
ton
ass
ets
thro
ugh
ED
C’s
Z
oo
mpr
osp
ecto
r si
te.
Pac
Mtn
, Th
urs
ton
ED
C, T
rP
C,
Ch
amb
ers
→→
→
Bu
sin
ess
ret
enti
on
A
ctiv
itie
s
Co
nd
uct
ind
ust
ry a
nd
sm
all
ente
r-pr
ise
“bu
sin
ess
wal
k”
cam
paig
ns
to id
enti
fy t
op
bu
sin
ess
prio
riti
es, b
arri
ers
and
pr
opo
sed
so
luti
on
s, a
nd
en
sure
co
ord
inat
ion
an
d c
om
mu
nic
atio
n
amo
ng
mu
nic
ipal
itie
s, p
riva
te
ente
rpri
se a
nd
eco
no
mic
d
evel
opm
ent
part
ner
s.
solu
tio
ns
incl
ud
e po
licy
advo
cacy
, ad
dit
ion
al
Ch
amb
er, E
DC
or
gove
rnm
ent-
spo
nso
red
pr
ogr
ams
and
/or
tech
nic
al r
eso
urc
e su
ppo
rt. u
se c
om
mu
nit
y d
evel
opm
ent
asse
t m
ap fo
r re
ferr
al n
etw
ork
s th
at c
an
supp
ort
ret
enti
on
. Avo
id “s
urv
ey fa
tigu
e” b
y co
ord
inat
ing
wit
h p
eer
part
ner
s to
pre
ven
t duplicationandsharefindings.
Ch
amb
ers,
Th
urs
ton
ED
C,
Tr
PC
, Cit
ies
→→
Targ
et in
du
stry
r
ecru
itm
ent
iden
tify
su
pply
ch
ain
gap
s an
d
opp
ort
un
itie
s w
ith
in t
arge
t in
du
stry
clu
ster
s, d
evel
op
mar
keti
ng
stra
tegi
es a
nd
tak
e co
ord
inat
ed p
ub
lic-p
riva
te s
ecto
r ac
tio
n t
o a
ttra
ct n
ew in
vest
men
t.
incl
ud
es o
utr
each
, sit
e vi
sits
, ret
enti
on
su
rvey
s, a
cces
s to
cap
ital
, ass
oci
atio
n e
ven
ts,
trad
e sh
ow
s an
d in
cen
tive
s. A
do
pt g
oal
s fo
r re
cru
itm
ent
in e
ach
ind
ust
ry c
lust
er a
nd
ov
eral
l. sh
are
“les
son
s le
arn
ed” t
o e
nh
ance
su
cces
s ra
te.
Th
urs
ton
ED
C, C
itie
s, T
hu
rsto
n
Co
un
ty, P
ort
of o
lym
pia,
Pri
vate
se
cto
r P
artn
ers,
Pac
mtn
, Th
e E
verg
reen
sta
te C
olle
ge
→→
→
stra
tegi
c r
egio
nal
P
artn
ersh
ips
Co
nti
nu
e to
bu
ild s
trat
egic
pa
rtn
er-s
hip
s w
ith
nei
ghb
ori
ng
cou
nti
es t
o a
ttra
ct a
nd
ret
ain
re
gio
nal
tar
get
ind
ust
ry s
ecto
r in
vest
men
t.
som
e su
pply
ch
ain
ind
ust
ries
may
bet
ter
fitinanothercounty,butdriveeconomic
opp
ort
un
ity
in T
hu
rsto
n (e
.g. m
ill in
ma-
son
, ad
ded
val
ue
+ b
anki
ng
acti
vity
in
Th
urs
ton
). u
se c
om
mu
ter
dat
a to
sh
ow
in
terc
on
nec
ted
nes
s.
Th
urs
ton
ED
C, C
itie
s, C
ham
ber
s,
Po
rt o
f oly
mpi
a, W
A D
epar
tmen
t o
f Co
mm
erce
, Tr
PC
, Co
llege
s
→
54
Fo
Cu
s A
rE
A 2
: TA
Rg
ET
IND
uST
Ry
gR
OW
Th
AN
D IN
NO
VA
TIO
N (c
on
t’d)
Key
Wo
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
Eco
no
mic
D
evel
opm
ent
Dis
tric
t Fo
rmat
ion
inte
grat
e w
ith
pee
r co
mm
un
itie
s to
form
a fe
der
ally
-des
ign
ated
E
con
om
ic D
evel
opm
ent
Dis
tric
t an
d s
ecu
re g
ran
t an
d t
ech
nic
al
assi
stan
ce t
o fu
nd
cri
tica
l in
fras
tru
ctu
re p
roje
cts
and
im
plem
ent
oth
er p
ort
ion
s o
f th
is
stra
tegi
c P
lan
.
ED
D d
esig
nat
ion
an
d C
ED
s P
lan
re-
qu
ired
to
acc
ess
us
ED
A a
nd
oth
er fe
der
al fu
nd
s.
Th
urs
ton
bes
t-po
siti
on
ed t
o s
erve
as
ED
D
adm
inis
trat
or
for
regi
on
.
Th
urs
ton
ED
C, T
hu
rsto
n C
ou
nty
, P
eer
Co
un
ties
, Cit
ies,
Po
rt o
f o
lym
pia,
Ch
amb
ers,
Tr
PC
, WA
D
epar
tmen
t o
f Co
mm
erce
→
Fore
ign
-Dir
ect
inve
stm
ent
Exp
and
fore
ign
-dir
ect i
nves
tmen
t by
vis
itin
g an
d h
ost
ing
inve
sto
r d
eleg
atio
ns,
su
ppo
rtin
g E
B5
Vis
a pr
ogr
ams
and
faci
litat
ing
pro
ject
s an
d in
du
stry
dev
elo
pmen
t w
ith
h
igh
job
cre
atio
n v
alu
e.
Co
nsi
der
est
ablis
hin
g an
EB
5 P
rogr
am a
nd
/o
r “W
orl
d T
rad
e C
ente
r” w
ith
in t
he
Cen
ter
for
Bu
sin
ess
and
inn
ovat
ion
. Th
is c
ou
ld
alsoincludeanon-affiliatedself-branded
inte
rnat
ion
al t
rad
e “m
art”
typ
e ce
nte
r.
Th
urs
ton
ED
C, C
ham
ber
s, P
ort
o
f oly
mpi
a, C
olle
ges,
Tr
PC
, P
riva
te s
ecto
r E
mpl
oyer
s
→→
Fore
ign
Tra
de
Zo
ne
Pro
mo
tio
n
Pro
mo
te t
he
Po
rt o
f oly
mpi
a’s
Fore
ign
Tra
de
Zo
ne
des
ign
atio
n
to e
xist
ing
and
pro
spec
tive
m
anu
fact
uri
ng
ind
ust
ries
to
en
cou
rage
exp
ansi
on
an
d n
ew
inve
stm
ent.
Co
nsi
der
cre
atin
g a
cro
ss-w
alk
pro
du
ct fo
r lo
cal m
anu
fact
ure
rs t
hat
co
uld
acc
ess
fore
ign
m
arke
ts; h
ost
an
nu
al t
rad
e su
mm
its
to e
xpan
d
loca
l kn
ow
led
ge o
f in
ter-
nat
ion
al t
rad
e o
ptio
ns.
Po
rt o
f Oly
mp
ia, W
su, s
PsC
C,
Th
urs
ton
ED
C, C
ham
ber
s, C
itie
s,
sain
t m
arti
n’s
un
iver
sity
, Exp
ort
-im
port
Ban
ks, C
on
gres
sio
nal
D
eleg
atio
n, T
rad
e A
sso
ciat
ion
s
→→
→
inn
ovat
ion
Par
tner
ship
Z
on
e su
ppo
rt
supp
ort
dev
elo
pmen
t o
f Thurston’sfirstIPZinTumwater
to a
dva
nce
th
e em
erge
nt
bre
win
g-d
isti
llin
g in
du
stry
an
d s
tim
ula
te
job
gro
wth
an
d r
etai
l sal
es.
succ
ess
at t
he
Tum
wat
er s
ite
cou
ld
pote
nti
ally
fost
er a
dd
itio
nal
sit
es in
oth
er
Th
urs
ton
co
mm
un
itie
s.
Cit
y o
f Tu
mw
ater
, Th
urs
ton
ED
C,
Cit
ies,
Wsu
, Po
rt o
f oly
mpi
a,
Pri
vate
sec
tor
Em
ploy
ers
→→
→
stra
tegi
c P
lan
for
Agr
icu
ltu
re a
nd
Fo
od
m
anu
fact
uri
ng
Dev
elo
p a
stra
tegi
c pl
an fo
r T
hu
rsto
n C
ou
nty
agr
icu
ltu
re
pres
erva
tio
n a
nd
en
han
cem
ent
and
val
ue-
add
ed fo
od
m
anu
fact
uri
ng.
Foo
d m
an/a
g is
a p
rim
ary
ind
ust
ry c
lust
er.
Exp
lore
opp
ort
un
itie
s in
urb
an a
nd
ru
ral
sett
ings
(e.g
. ag
bu
sin
ess
cen
ter,
cold
sto
rage
, fa
rm t
o t
able
pro
mo
tio
n, n
ew fa
rmer
lan
d
acq
uis
itio
n, u
rban
+ v
erti
cal f
arm
ing,
bu
sin
ess
dev
elo
pmen
t an
d m
arke
tin
g ed
uca
tio
n, e
tc.).
WSU
Ext
ensi
on
, Th
urs
ton
C
ou
nty
, Po
rt o
f oly
mpi
a, T
hu
rsto
n
Co
nse
rvat
ion
Dis
tric
t, C
itie
s,
En
terp
rise
for
Eq
uit
y, E
dib
le
Fore
st, o
ther
inte
rest
ed P
arti
es
→→
55
Fo
Cu
s A
rE
A 3
: SM
ALL
Bu
SIN
ESS
AN
D E
NT
RE
PR
EN
Eu
RIA
L R
ESO
uR
CE
S
Ou
r V
isio
n: P
rom
ote
an
d s
up
po
rt a
cu
ltu
re o
f in
nov
atio
n a
nd
en
trep
ren
eurs
hip
by
con
nec
tin
g sm
all a
nd
em
ergi
ng
bu
sin
ess
wit
h t
he
reso
urc
es
they
nee
d t
o la
un
ch a
nd
gro
w.
Key
Wo
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
Cu
ltu
re o
f in
nov
atio
n
Fost
er a
cu
ltu
re o
f in
nov
atio
n
at a
ll ag
es, b
y o
ffer
ing
sch
oo
l pr
ogr
ams,
pro
vid
ing
bu
sin
ess
advi
sin
g, c
oac
hin
g an
d
trai
nin
g, h
ost
ing
mee
t-u
ps a
nd
en
trep
ren
eur
com
peti
tio
ns,
pu
blic
izin
g lo
cal s
ucc
ess
sto
ries
an
d t
ellin
g o
ur
sto
ry t
hro
ugh
th
e co
mm
un
icat
ion
s pl
an (s
ee B
ran
d
Dev
elo
pmen
t, P
artn
ersh
ips
and
C
om
mu
nic
atio
n).
A c
ult
ure
of i
nn
ovat
ion
via
to
ols
, act
ivit
ies
+ in
spir
atio
n t
o r
einv
ent.
in
nov
ativ
e co
mm
un
itie
s at
trac
t an
d g
row
maj
ori
ty o
f n
ew e
nte
rpri
ses.
in a
dd
itio
n, d
ata
sugg
ests
T
hu
rsto
n is
vu
lner
able
to
do
wn
-tu
rns
in
stat
e G
over
nm
ent
empl
oym
ent,
an
d t
hu
s couldbenefitfromsectordiversity.
SPSC
C/C
BI,
Ch
amb
ers,
Tr
ibal
En
terp
rise
Pro
gram
s,
TE
sC, s
PsC
C, s
mu
, sch
oo
l D
istr
icts
, Cit
ies,
so
uth
Co
un
ty
Co
mm
un
itie
s, l
acey
Vet
eran
’s
Cen
ter,
Bo
ots
2B
usi
nes
s
→→
→
Cen
ter
for
Bu
sin
ess
and
inn
ovat
ion
(CB
i)
res
ou
rce
Pro
mo
tio
n
incr
ease
aw
aren
ess
and
use
of
CB
i bu
sin
ess
trai
nin
g, e
du
cati
on
, ad
visi
ng
and
co
ach
ing
serv
ices
an
d r
eso
urc
es fo
r b
usi
nes
s st
art-
up,
str
engt
hen
ing
and
gro
wth
.
incl
ud
es s
BA
, sC
or
E, s
BD
C, s
cale
-up,
P
rocu
rem
ent
Tech
. Ass
ista
nce
Cen
ter,
WA
Cen
ter
for
Wo
men
in B
usi
nes
s,
Eco
no
mic
Gar
den
ing
+ s
PsC
C s
ervi
ces:
en
trep
ren
euri
al c
ert.
, ad
van
ced
m
anu
fact
uri
ng
/ co
mpu
ter
lab
s an
d h
igh
-te
ch c
on
fere
nce
ro
om
s. P
rom
ote
sP
sCC
m
anu
fact
uri
ng
reso
urc
es t
o h
elp
dev
elo
p pr
oto
type
pro
du
cts.
SPSC
C/C
BI,
stat
e o
f Was
hin
g-to
n (b
usi
nes
s lic
ensi
ng)
, Cit
ies,
sm
u, T
EsC
, Co
llege
an
d h
igh
sc
ho
ol C
lass
es a
nd
Clu
bs
(e.g
. D
ecca
), C
ham
ber
s, T
imb
erla
nd
li
bra
ry D
istr
ict,
ser
vice
Clu
bs,
F
inan
cial
inst
itu
tio
ns
→→
→
Em
ergi
ng
Bu
sin
ess
sect
or
supp
ort
an
d
Exp
ansi
on
Gro
w t
he
nu
mb
er a
nd
ran
ge o
f se
rvic
es, f
acili
ties
an
d n
etw
ork
s av
aila
ble
to
su
ppo
rt g
row
ing
bu
sin
esse
s an
d s
tart
-ups
.
Exp
and
to
ser
ve o
ther
sec
tors
an
d c
itie
s, a
nd
o
ffer
faci
lity
vari
ety
(co
-wo
rk, m
anu
fact
uri
ng/
mak
er s
pace
, tec
h, c
om
mer
cial
kit
chen
, etc
.)
SPSC
C/C
BI,
Cit
ies,
Po
rt o
f o
lym
pia,
Th
urs
ton
Co
un
ty,
Cham
bers,Non-Profits,OlyMega,
En
terp
rise
for
Eq
uit
y
→→
→
Acc
ess
to F
inan
cial
r
eso
urc
es
Fac
ilita
te a
cces
s to
sta
rt-u
p an
d
expa
nsi
on
fun
din
g fo
r em
ergi
ng
bu
sin
esse
s an
d e
ntr
epre
neu
rs,
and
str
engt
hen
ed
uca
tio
n a
rou
nd
businessplanningandfinancing.
Bu
ild k
no
wle
dge
an
d u
se o
f exi
stin
g o
ptio
ns
(e.g
. En
terp
rise
for
Eq
uit
y, W
A C
row
d-
fun
din
g, K
icks
tart
er) a
nd
par
tici
pate
in
dev
elo
pin
g n
ew o
nes
(e.g
. sP
sCC
Fo
un
dat
ion
m
icro
-lo
an F
un
d, l
oca
l inv
esti
ng
net
wo
rk).
SPSC
C/C
BI,
sBA
, sP
sCC
Fo
un
dat
ion
, En
terp
rise
for
Eq
uit
y,
Fin
anci
al in
stit
uti
on
s
→
mu
lti-
Cu
ltu
ral
Bu
sin
ess
Dev
elo
pmen
t su
ppo
rt
inco
rpo
rate
mu
lti-
lingu
al a
nd
m
ult
i-cu
ltu
ral c
apac
ity
to e
xist
ing
bu
sin
ess
dev
elo
pmen
t se
rvic
es
arra
y, a
nd
exp
and
aw
aren
ess
of s
ervi
ces
thro
ugh
cu
ltu
rally
-co
mpe
ten
t o
utr
each
an
d
enga
gem
ent.
rea
ch o
ut
to h
ispa
nic
Ch
amb
er A
sian
, m
usl
im a
nd
oth
er r
elig
iou
s co
mm
un
itie
s,
CommunityActionCouncil,othernon-profits
/ ag
enci
es t
hat
hav
e es
tab
lish
ed t
rust
wit
h
targ
et c
om
mu
nit
ies.
Th
urs
ton
ED
C, h
ispa
nic
Ch
amb
er
of C
om
mer
ce, C
ielo
, JB
lm, T
rib
es,
Co
mm
un
ity
Act
ion
Co
un
cil,
Th
urs
ton
ED
C, C
ham
ber
s,
Th
urs
ton
Co
un
ty, C
itie
s
→→
56
Fo
Cu
s A
rE
A 4
: IN
FR
AST
Ru
CT
uR
E, P
OLI
Cy
AN
D F
uN
DIN
g C
OO
RD
INA
TIO
N
Ou
r V
isio
n: S
tren
gth
en c
olla
bo
rati
on
to
en
sure
po
licy
alig
nm
ent,
ad
equ
ate
infr
astr
uct
ure
fun
din
g an
d e
ffec
tive
imp
lem
enta
tio
n o
f str
ateg
ic
com
mu
nit
y in
itia
tive
s.
Key
Wo
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
lan
d u
se a
nd
Tr
ansp
ort
atio
n
Co
ord
inat
ion
Co
nven
e m
ult
i-ju
risd
icti
on
al la
nd
u
se a
nd
tra
nsp
ort
atio
n s
yste
m
plan
nin
g se
ssio
ns
to e
nsu
re
alig
nm
ent
bet
wee
n p
lan
nin
g an
d c
om
mu
nit
y d
evel
opm
ent
dir
ecto
rs a
nd
eco
no
mic
d
evel
opm
ent
prac
titi
on
ers,
an
d
prov
ide
upd
ates
to
inte
rest
pa
rtie
s th
rou
gh p
erio
dic
pu
blic
fo
rum
s.
Alig
n p
olic
ies
wh
ere
feas
ible
, iD
sh
ared
pr
iori
ties
/so
luti
on
s, u
pdat
e pr
ivat
e se
cto
r vi
a E
DC
foru
ms.
En
gage
ele
cted
s vi
a su
stai
nab
le T
hu
rsto
n. E
arly
go
als:
Co
nta
ct
+ o
mb
ud
sman
info
+ t
ran
sit
solu
tio
ns
for
empl
oym
ent
cen
ters
.
Th
urs
ton
ED
C, C
itie
s, T
hu
rsto
n
Co
un
ty, C
ham
ber
s, in
terc
ity
Tran
sit,
Tr
PC
, Dev
elo
pers
→→
→
nat
ive
Am
eric
an
Trib
al s
upp
ort
an
d in
itia
tive
C
oo
rdin
atio
n
supp
ort
loca
l Tri
bes
in
dev
elo
pmen
t in
itia
tive
s th
at h
ave
bro
ader
co
mm
un
ity
impa
ct (j
ob
s,
spen
din
g, a
nd
inve
stm
ent)
.
Est
ablis
h r
egu
lar
com
mu
nic
atio
ns,
iden
tify
ke
y in
itia
tive
s an
d p
rio
riti
ze m
utu
ally
-beneficialprojects.
Th
urs
ton
ED
C, C
itie
s, T
hu
rsto
n
Co
un
ty, T
rib
es, T
rP
C, P
acm
tn→
→→
ind
ust
rial
an
d
Co
mm
erci
al s
ite
inve
nto
ries
Dev
elo
p, u
pdat
e an
d m
arke
t in
ven
tori
es o
f ava
ilab
le in
du
stri
al
and
co
mm
erci
al la
nd
an
d s
ites
in
all T
hu
rsto
n c
om
mu
nit
ies.
incl
ud
e si
te-r
ead
ines
s d
ata,
env
iro
nm
enta
l st
atu
s, c
lear
co
nta
ct in
fo fo
r fo
llow
up;
ve
rify
wit
h lo
cal j
uri
sdic
tio
ns
to e
nsu
re
con
tin
uit
y an
d a
ccu
racy
. Co
nsi
der
pu
rsu
ing
plan
ned
act
ion
Eis
pro
cess
to
pre
-cer
tify
ke
y co
mm
erci
al/i
nd
ust
rial
lan
d fo
r d
esir
ed
dev
elo
pmen
t.
Th
urs
ton
ED
C, T
rP
C, T
hu
rsto
n
Co
un
ty, C
itie
s, T
hu
rsto
n P
uD
, r
eal E
stat
e B
roke
rs, P
ort
of
oly
mpi
a
→→
→
Per
mit
tin
g A
ssis
tan
ce
Cre
ate
om
bu
dsm
en w
ith
in
mu
nic
ipal
per
mit
tin
g d
epar
tmen
ts
to p
rovi
de
clar
ity
and
ass
ista
nce
n
avig
atin
g th
e d
evel
opm
ent
pro
cess
, tax
an
d b
usi
nes
s-re
late
d
issu
es.
Trai
n E
DC
sta
ff s
o t
hey
can
hel
p fa
cilit
ate
conv
ersa
tio
ns
wit
h p
riva
te s
ecto
r re
gard
ing
loca
l age
ncy
dev
elo
pmen
t pr
oce
sses
.
Cit
ies,
Th
urs
ton
Co
un
ty,
Th
urs
ton
ED
C, T
rP
C, C
itie
s,
Ch
amb
ers,
inte
rcit
y Tr
ansi
t
infr
astr
uct
ure
in
vest
men
t P
rio
riti
es
and
Fu
nd
ing
stra
tegi
es
iden
tify
pri
ori
ty in
fras
tru
ctu
re
init
iati
ve li
kely
to
gen
erat
e h
igh
ret
urn
on
inve
stm
ent
and
co
ord
inat
e gr
ant
and
le
gisl
ativ
e st
rate
gies
to
sec
ure
im
plem
enta
tio
n d
olla
rs.
Can
be
init
iate
d t
hro
ugh
exi
stin
g sh
ared
le
gisl
ativ
e P
rio
riti
es w
ork
gro
up,
bu
t po
ten
tial
ly e
xpan
d t
o in
clu
de
legi
slat
ive
del
egat
ion
.
Th
urs
ton
Ch
amb
er, T
hu
rsto
n
Co
un
ty, T
rP
C, C
itie
s, in
terc
ity
Tran
sit,
Po
rt o
f oly
mpi
a,
legi
slat
ive
Del
egat
ion
→→
→
57
Fo
Cu
s A
rE
A 4
: IN
FR
AST
Ru
CT
uR
E, P
OLI
Cy
AN
D F
uN
DIN
g C
OO
RD
INA
TIO
N (c
on
t’d)
Key
Wo
rds
(Dra
ft) i
nit
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
Tran
sit/
Tran
spo
rtat
ion
sy
stem
incr
ease
tra
nsi
t ri
der
ship
by
off
erin
g w
ork
plac
e in
cen
tive
s,
incr
easi
ng
serv
ice
to e
mpl
oym
ent
cen
ters
an
d t
arge
ted
mar
keti
ng
to
pote
nti
al s
yste
m u
sers
.
incl
ud
e cr
oss
-co
un
ty t
ran
sit
anal
ysis
an
d
stra
tegi
es.
Inte
rcit
y Tr
ansi
t, T
hu
rsto
n E
DC
, C
ham
ber
s, l
arge
Em
ploy
ers,
T
hu
rsto
n C
ou
nty
, Tr
PC
, Cit
ies
→→
→
rec
laim
ed W
ater
st
rate
gy
supp
ort
dev
elo
pmen
t o
f rec
laim
ed
wat
er in
fras
tru
ctu
re t
o r
edu
ce
new
so
urc
e n
eed
, en
sure
cap
acit
y an
d d
evel
op
alte
rnat
ive
sou
rce
supp
ly fo
r ap
plic
able
ind
ust
ries
.
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
des
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
ic lo
cati
on
, cu
ltu
ral a
sset
s, A
ffo
rdab
ility
an
d in
tegr
ated
wo
rkfo
rce
and
ed
uca
tio
nal
sys
tem
s.
Key
Wo
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
mar
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,
ho
usi
ng
Aff
ord
abili
ty, w
ork
forc
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
wo
rkin
g gr
ou
p an
d m
eet
regu
larl
y to
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
Dev
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
→→
→
59
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.
for MorE inforMaTion, PlEaSE ConTaCT