576 Endorsing the Thurston Community Economic Alliance Strategic PlanCITY OF YELM
RESOLUTION 576
A RESOLUTION OF THE CITY OF YEW ENDORSING THE THURSTON COMMUNITY ECONOMIC
ALLIANCE STRATEGIC PLAN
WHEREAS, the Thurston Economic Development Council Board of Directors created the
Thurston Community Economic Alliance in early 2016 in order to begin developing a regional
strategy for economic development; and
WHEREAS, the City of Yelm is a member of the Thurston Economic Development Council
Board of Directors, represented by CouncilmemberTad Stillwell; and
WHEREAS, City staff and elected officials participated in the development of the
strategic plan along with other communities, stakeholders, and members of the public, and
WHEREAS, the strategic plan coordinates a regional approach to achieve economic
vibrancy in the Thurston Region, sets a framework for partnerships, sets guiding principles of
effort and priorities, and
WHEREAS, the strategic plan does not supplant organization efforts, replace partnership
authority, superimpose goals onto other organizations, and propose a new form of governance;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yelm that the Thurston
Community Economic Alliance Strategic Plan as adopted by the Thurston Economic
Development Council Board is hereby endorsed by the City of Yelm.
IT IS FURTHER RESOLVED that City staff will continue to participate with the other economic
development practitioners from the Thurston region to implement the Strategic Plan and to
develop a regional vision for economic development.
APPROVED this 11th day of April, 2017.
cac_
fFoster, ayor
ATTEST:
Lori Mossman, City Clerk
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Message from TCEA
Introduction and Context
Vision and Mission
Strategic Plan Construct
Partner Roles
Focus Areas Overview
Focus Area 1: Career Pathways and
Workforce Readiness
Focus Area 2: Target Industry Growth
and Innovation
Focus Area 3: Small Business and
Entrepreneurial Resource
Focus Area 4: Infrastructure, Policy
and Funding Coordination
Focus Area: Brand Development,
Partnerships and Communication
Performance Indicators Overview
Performance Indicators Index
Indicator 1. Components of
Population Change
Indicator 2. Real Property Value
Indicator 3. Gross Regional Product
Indicator 4. Industry Presence
and Impact
Indicator S.Target Industry Employment
Indicator 6. Industry Sales Leakage
Indicator 7. Tourism Revenue
Indicator 8.Taxable Retail Sales
Indicator 9.Overall Employment Growth
Indicator 10. Labor Force Participation
Indicator 11. Class of Worker
Indicator 12. Median Wages
Indicator 13. Median Household Income
Indicator 14. Housing Affordability
4
5
8
9
10
14
15
16
17
18
19
20
21
22
23
24
25
27
28
29
30
31
32
33
34
35
36
Indicator 15. Poverty
Indicator 16. Percent of Students
Qua I ifyi ng for Free/Reduced Lunch
Indicator 17. Educational Attainment
Indicator 18. High School
Graduation Rates
Indicator 19. K-12 School Performance
Indicator 20. Commuter Outflow
Indicator 21. Mode of Commute
Indicator 22. Consumer Confidence
Implementation Structure
Acknowledgments
Focus Group and Community Interview
Participants
Strategic Initiatives Matrix
Focus Area: Career Pathways
and Workforce Readiness
Focus Area: Target Industry Growth
and Innovation 47
Focus Area: Small Business and
Entrepreneurial Resources
Focus Area: Infrastructure, Policy
and Funding Coordination
Focus Area: Brand Development,
Partnerships and Communication
37
38
39t
40
41
43
44
45
46
48
50
51
53
55
56
58
3
MESSAGE FROM TCEA
It is our great honor to present the first-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.
Ourjourney has been deliberate and inclusive
the final product reflective of the community
we live in and the people and organizations th;
make it a place we all love to call home. More
than 40 organizations have signed on to lead c
support implementation of proposed initiative
The initiatives, in turn, are designed to advance
community goals identified through a variety of
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. Asa "living document",
the plan will also be updated every five years
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 aswe build an even
stronger Thurston County.
II IIS _11IF.' (D D (..J (_m - I1- II (D IS A IIS If_w CO N "I" IE "I"'
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
Alliance and first-ever county -wide strategic
plan for economic development is our shared
effort to fulfill that goal.
The Strategic Plan was shaped through a
collaborative process involving variety of
partners, with coordination and leadership
provided by the Thurston Economic
Development Council. More than 100 business
and non-profit leaders, educators, elected
officials and other stakeholders participated
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
is essentiallythe fulfillment of prior planning
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
Under the leadership of the Pacific Mountain
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
industry clusters were identified:
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
5
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community. The new PacMtn WDC Strategic Plan
cal Is 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
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.
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.
Fluctuations in JBLM Force Center for Business and Innovation Launch
A recent white paper revealed the extent to which I n fal 12015, South Puget Sound Community
the City of Lacey's economy is supported by, and College (SPSCC) and the Thurston Economic
I
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
and a new entrepreneurial certificate program
with existing business development and veteran
service programs. The goal is to help connect
growing businesses with highly -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 -
lending program to help finance promising
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
identification of strategic initiatives.
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
specific local purposes. While targeted grants
have been secured in the past to complete
specific projects, grant funding is cyclical and
often restricted in terms of use. A stable
strategic initiatives fund would allowfor more
proactive economic development activities
outlined in the strategic initiatives section
beginning on page 50.
7
VII SI10 N A IIS ID M II SS 10 N
The Thurston Community Economic Alliance is TCEA Mission
a voluntary partnership of local governments, Foster shared community prosperity through
businesses, non -profits, educational institutions coordinated and leveraged community and
and economic development practitioners that economic development activity as manifested
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
produce regional benefits and create a structure
and mechanism for aligning individual member
and practitioner roles and responsibilities.
I
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.
/\IIfM-M. ' II C" P LAN CQNS'"I"IRM'"I"'
The Strategic Plan was assembled through
the process shown below. Focus area teams
met on three separate occasions to develop
and refine proposed initiatives, set proposed
implementation timelines and identify potential
lead and support partners. These three
Community Leader Summits provided an
opportunity to review and confirm preferences
for performance measures, partner roles and
responsibilities and the ensuing implementation
and reporting framework.
I -CIT �ROM
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9
IMAM,. F.' R LE
Economic development involves diverse development arena. Many other community
stakeholders operating in a variety of spheres. groups play a role in economic development
Successful economic development occurs when and it is anticipated the inventory will grow over
stakeholders bridge those spheres, identify clear time. Likewise, many of the inventoried partners
roles and work collaboratively to achieve shared serve otherfunctions beyond these specific
goals. The following provides an inventory of economic development -related roles.
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, it identifies the key roles some
of the larger partners play within the economic
10
• Plan convener, coordinator, tracker
• ADO (State contact for economic development
activities)
• Regional recruitment lead (production focus)
• Retention and expansion support
• Foreign direct investment coordination
• Data, research, white papers
• Jurisdiction -specific recruitment/retention
• Infrastructure readiness and "place -making"
• Targeted initiatives (Woodland Square, Veteran
Service Center, Brewery District, Downtown
Olympia, etc.)
• Self -governance; land use policy coordination
• Specialized business ventures and attractions
• IPZ management
• Center for Business & Innovation
(entrepreneurial support)
• Forecast and Innovation Expo
• Real estate forum, opportunity site marketing
• Grants and micro -loan support
• Policy recommendations
• Local tax and land use policy
• Development, permitting "ombudsmen"
• Strategic investment support
• Natural resource based industry leadership
• Business promotion and networking • Small business incubator
• Policy coordination (Shared Leg. Priorities) • Education, schools support (via Foundation)
• Targeted workforce development support (13213)
• Local business promotion and networking
• Workforce readiness analysis and programs
• Job seeker support (WorkSource)
• Labor force, target industry data
• Business retention support
• Strategic response (JBLM,job loss events)
• DOL, other grants
11
• Import-export lead
• Commercial/industrial/tourism support
• Customized training and education
• Knowledge transfer
•General Education
• Enterprise Zone management, promotion
• Rural development support and funding
• Internships, apprenticeships
• Special projects (micro -loan, policy research)
• Vocational education
•Visitor brand and marketing • Place -making support and promotion
• Targeted economic development activity support
(e.g. Bountiful Byway)
• Multi -jurisdiction policy convener • Transportation system planning/funding
• County land use and workforce housing analysis
• Public (workforce) transit • Congestion relief
• Specialized/responsive transportation. solutions
• Business and community data source
• Community wellness tracking and initiatives
• Technical assistance
• Strategic investment support
• Regional infrastructure funding
• Convene and align non-profit partners
12
• Workforce training and education support
Health policy and advocacy
• Workforce support programs
• Technical assistance
• Workforce pathways for clients
IF- 0 _m, (..J S A IF.' IfM-M.AS IIRII
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.
14
Vocational
Education &
Work-based
Learning Support
15
Real-time Data
Analysis & Strategic
Partner Briefings
ie
uuui
Strategic Plan for
Agriculture &
Food Manufacturing
16
Culture of
Innovation
17
High-Speed
. . ....... ....... .
Commumication
Networks
18
Communications
Plan
19
P IE IF.1 IF- 0IF.1 II I A IIS _m, IE II IN �D II "I IIR
This section describes the data TCEA wiI I
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 everyfactor affecting economic
conditions, indicator snapshots can help local
leaders track measures that matter to their
constituents, and accordingly, make policy
and investment decisions to achieve defined
goals. The diverse range of our indicators
reflects TCEA's vision that successful plan
implementation can and should positively
20
impact multiple facets of community well-being.
Indicator progress will be tracked and reported
annually to Alliance members and the broader
community.
In all, TCEA has identified 22 core indicators.
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
resultingfigure will provide a year -over -year
snapshot of our general direction.
1_ IF---II J IF.' S _110 N P IE F �1 IF - 0 F.1 II I A N IE II IN �D II ! IIR II IN
1. Components of Population Change
2. Real Property Value
3. Gross Regional Product
4. Industry Presence and Impact
• Number of Enterprises by Sector
• Wages paid by Sector
• Annual Average Employment
by Sector
• Annual Average Wage by Sector
5. Target Industry Employment
• Target Industry Employment Change
6. Industry Sales Leakage
7. Tourism Revenue
• Visitor Spending and Revenue
• Visitor Spending by Lodging Type
8. Taxable Retail Sales
• Taxable Sales
• Taxable Sales vs. Population Growth
9. Overall Employment Growth
10. Labor Force Participation
• Unemployment Rate
11. Class of Worker
12. Median Wages
13. Median Household Income
14. Housing Affordability
• Housing Affordability:
Middle Income Families
• Housing Affordability:
First Time Buyers
15. Poverty
16. Percent of Students Qualifying for
Free/Reduced Lunch
17. Educational Attainment
18. High School Graduation Rates
19. K-12 School Performance
• K - 12 Performance: English Arts
• K-12 Performance: Math
• K-12 Performance:
Science and Biology
20. Commuter Outflow
• Thurston Resident Place of Work
21. Mode of Commute
• Mode of Commute Outside County
• Mode of Commute Inside County
22. Consumer Confidence
DATASOURCES
• American Community Survey
(US Census)
• Bureau of Labor Statistics
• Dean Runyan and Associates
• Economic Modeling Services, Inc.
• J Robertson and Company (J RO)
• Office of the State Superintendent
for Instruction
• Saint Martin's University
• Thurston County Economic
Development Council
• Washington State Department of
Labor & Industries
• Washington State Employment
Security Department
• Washington State Office of
Financial Management
21
M1 l D ( :fel II fel .` > : II 11D(' II D V j I_
Why it matters: Population change, and what's causing it, is an important indicator of market capacity.
Howwe'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
yea r.
Population Count, ].96]. 201.5
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22
Source of Population Growth, ].96].' 201.5
MIMI Residual Net N/ligratlon Natural Increase
|KJ0(`�T[�����U����������U0�� � �—�—��—���—'--'--''--'_____ ______
Why it matters: Rea I pro pertyva I ue provides a snapshot of overa I I prosperity. The higher the va|ue.the
more desirable the location.
Howwe're doing: Thurston has the 6th highest average parcel value among in Washington. Thurston's
average parcel value is$23U.77land total county real value is$25.662.646.633 about 3%ofstatewide
real property value. The mean value for all counties is $162,390 per parcel, while the weighted mean is
$271,863.
$600,000 $545,008
$400,000 $363,53e
$291,255$300,000
$zoo'000
$1oo'000
$o
Average Value of Real Property
$258,182 sss
$^°+ $230,771 $227,624 $222,277 $216,878 $210,725
-� �
23
IIf [_ACA UI1, t:- GROSS REGIONAL N_ PRODUCT
" DUCT
Why it matters: Gross Regional Product measures the final market value of all goods and services
produced in a specific region including earnings, property income and taxation on production (less tax
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, which align with our identified target industry clusters.
Howwe'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).
I h urston Gross Regional Product 201.4
Mining, Quarrying, and Oil and Gas Extraction
0%
*Arts, Entertainment, and Recreation
IUUIwIIN 1%
Educational Services
IUUIwIIN 1%
Management of Companies and Enterprises
luMIN 1%
Transportation and Warehousing
IMMIN 1%
utilities
luMIN 1%
tither Services (except PuhlicAdministration}
IuulwlulwlulwlulMIM 2%
*Accommodation and Food Services
IWIIAIUTAIUTAI MIN 2%
Administrative and Support and Waste Management and...
IuulwlulwlulwlulMIN 2%
*Information
IWIIMINIIIMIll 2%
*Crop and Animal Production
IWIIMINIII Mill 2%
Real Estate and Rental and (..easing
IMINIlwlulwlulwlulwlulwlulwlvo 3%
*Manufacturing
IMINIlwlulwlulwlulwlulwlulwlvo 3%
*Professional, Scicntific, and Technical Servlccs
IWIIAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUIIII 4%
Finance and Insurance
IWIIAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUIIII 4%
Construction
IWIIAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUIIII 4%
Retail Trade
IUUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUII 7%
Wholesale Trade
Iuulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlulwlvu 7%
*Health Care and Social Assistance
IWIIAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUTAIUI 8%
Other Non-Industrics
IuuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluuluulU 14%
Gommicnt
IUUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUIwIUI 33%
0% 5% :1.0% :1.5% 20% 25% 30% 35%
*Identified target industries
24
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.
Howwe're doing: The tables provide a snapshot of Thurston industry performance in 2014. As has been
the case for manyyears, Government is the single largest employer and wage payer in Thurston County.
But other industry sectors play a significant role as well. Combined, non-governmental enterprises
account for two-thirds of total employment, about 60% of total wages (and, incidentally, some of the
highest annual average wages).
Health care and social assistance
Construction
Professional and technical services
Retail trade
Other services, except public administration
Administrative and waste services
Accommodation and food services
Wholesale trade
Real estate and rental and leasing
Finance and insurance
Manufacturing
Government
Transportation and warehousing
Agriculture, forestry, fishing and hunting
Information
Educational services
Arts, entertainment, and recreation
Management of companies and enterprises
Utilities
Mining
1,886
Government
$1,980,942,731
862
Health care and social assistance
$572,388,814
726
Retail trade
$333,157,952
670
Wholesale trade
$269,580,752
635
Professional and technical services
$210,141,534
489
Construction
$183,693,460
468
Manufacturing
$153,266,049
371
Finance and insurance
$152,817,797
256
Administrative and waste services
$150,559,229
249
Accommodation and food services
$133,122,906
179
Other services, except public administration
$114,326,966
173
Transportation and warehousing
$78,650,648
151
Agriculture, forestry, fishing and hunting
$55,052,472
146
Educational services
$72,640,288
117
Information
$53,657,469
106
Management of companies and enterprises
$48,651,071
94
Real estate and rental and leasing
$40,630,507
18
Arts, entertainment, and recreation
$22,781,340
9
Utilities
$14,340,240
6
Mining
$1,667,281
25
N D CAT(A I NDUSTRY PRESENCEAND I KPACT(cont'(])
26
...... . ..............
III
A
.
VIII
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, fishing and hunting
1,541
Information
918
Management of companies and enterprises
724
Utilities
170
Mining
31
26
VIII
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, fishing and hunting
$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
l N D l C', AT C l 1, 5 A"ARG ETI N DUSTRY E M P I OYMENT
Why it matters: Employment trends provide insight into the overall health of Thurston County's target
industries.
How we're doing: Overt he three-year period between 2012 and 2014, employment remained stable or
grew inmost of Thu rston'starget industry clusters, with the most significant growth occurring in health
sciences.
x
I airget Industry F.�innjployinneint , 201.2 201.4
@1929] 2 201.3 111111 201.4
3,162
1,�541
ILI � 1�11
918
N§
G
IR10
3,592
92
cr
4�11
M11W.
�Ido
41-6
27
1181F�
918
N§
G
IR10
3,592
92
cr
4�11
M11W.
�Ido
41-6
27
|KJ[l|(—/\T[l� ��- U����0 ���~������U �� U ��
� ���������������''�'�'������'�����
Why itmatters: Good and supplies purchased outside ofThurston County represent lost income
and tax revenue.
Howwe'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.
% Industry Dernent Met In Region vs. Irriports, 2014
Accommodation and Food Services
Retailaue
~1 lea|mCare and Social Assistance
Other Services (except Public Administration)
Real Estate and Rental and Leasing
Administrative and Support and Waste Management
Construction
Educational Services
~mrts, Entertain mentand Recreation
Wholesaleoue
~pmfe,mnnal,Scientific, and recxn/ca|Services
*Crop and Animal p'nuvrunn
ron,pnrtaunnand Warehousing
Government
Finance and Insurance
*Information
Management ofCompanies and Enterprises
Utilities ililillllllllllllllllIIIIIIIIIIIIIII
~manufacturing
Mining, Quarrying, and Oil and Gas Extraction 1111111111
*Identified target industries
28
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' economica ctivity and provides
a high return on investment (after visitors spend, they Ieave... or come back to invest).
How we're doing: Visitors pending 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.
Vii siitoir Slpeindiiing and IF.:airniing sw 2000 2015
00
2.`..z0
200
MW
:1.50
:1.00 77.5
50
0
2000 2005 201.0 201.4 201.5
@INIlVisitc.ar Spending (Millions) E.'arnings (Millions)
Vli litoir Spendling by Il...odgling ...rylpew 2015
$»0 $»50 $1.00 $1.50 $200
IIM I"Iotwl, IVIotwl 11111111 F- rivat" I""IC:)I"ne 1111111 other Overnight
29
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. I n Washington, the sales tax is especially
important for local government given the absence of an income tax and limitations on property tax increases.
Howwe're doing: As the graphs below indicate, taxable retail sales have been trending upward in Thurston
County during the past several years, exceeding the growth rate of our population by a significant margin.
f axable Scales Revenue 20.117 20.15
ur
0 $4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,00
$1.,500,000
$:1,111111,000
211:1.11 211:1.1. 211:1.2 211:1.3 211:1.4 20.1.5
............wAll Sales Retailer Sales Only
3.0%
8%
C:r%
4%
2%
0%
2G:
2%
30
%Change: IPopu,ullado n vs. ...11axalblle Sales, 2010....2015
M
II f [_:) II C A _ Uf 1, 9- OVERALI E K IV:° I " M E NTG IV: T I..,I1
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.
Howwe're doing: Between 2000-2015, Thurston added 60,000 residents but only 15,000 newjobs
on balance. In other words, our population has grown 23%, while employment has only grown 13%.
Job vs. F)olpullaHo n Growth, 2000....2015
EMM
250,000
207,355
200,000
1.50, 000 118,184
102,904
1.00,000
31
M-ACATUR 10- 1 ABOR FORCE PARTICIF)ATION
Why it matters: Labor force participation indicates how many people of work age are actually working.
How we're doing: The graphs be I ows how Thurston has maintained a high I a borforce participation rate
since 2010 and overall unemployment levels near the state average. The impacts of the "Great Recession"
are read ilyvisib I e in the 2009-2011 timeframein the second graph, followed by four consecutive years of
falling unemployment rates.
1lalboir ll:::�oirce, E:.:: inn 1plloyinne int aind Unemployment: 2.000 201.6
140,000 128,724
'120,000
121,382
1.Q: o,000
80,000
60,000
40,000
20,000 7,342
........... .
0
—1.1.1.0viliain Laboir Fbirce Totall F.'irnjployirneint Total) Uneirnployment
1.2.0% Uneirnployment Rate, 2000-20.1.6
1.0.0%
8.0%
6.0%
4.0%
2.0%
0.0%
32
2..000 2001. 2002 2003 2..004 2..005 2006 2..001 2008 2009 201.0 201.1. 201.2 201.3 201.4 201.5 201.6
f quirston L.Inern p loyrnent Rate Washington L.Inernployrnent Rate
II N I_) II � , A _I UI 1, 11 : CI ASS 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.
33
Class f W uirllksir-
..i..11huirstoin vs. WasIhfingtoin
State 2014
78%
80%
65%
60%
l 10..,11I'S toII7 Co0.,11II7"�:y
40%
MIN Wasllhiingtoin S ate
29%
20%
16%
6% 6%
0%
.......................................... ����� , , , , , , ��
...................................... .......,.....��
Private wage and
Government
Self-employed
salary
workers
33
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 lowert hat the statewide
average, due in large part to King and Snohomish County (where cost of living is also higher), but have
not lost significant ground over the past 15 years. As has been noted in prior Thurston EDC analyses,
Thurston is home to fewer high wage earners and fewer low wage earners.
IMediain II....iouMu,selholld Income, 2.000....201.5
$70,Q:DQ:D0 66,993
$65,000 l
$60,000 62,108
$50,
A,PA,PA,P ��ulwluuluuulwluuluulWluuluulllWllUAWwWPWwWPWwWPWu1WP .,
$40,000
2.000 2001. 2002 2003 2004 2.Q: 0.11.5 2006 2007 2008 2.009 201.0 201.1. 201.2. 201.3 201.4 201.5
a l�iiim im ,..Thurston
34
Why it matters: Higher median wages indicate a strong presence of high-wagejobs, a competitive
employment environment and effective work readiness programs.
Howwe'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.
IMediain Wages, 1990 ....2014
$25.00
$22.61
$20.00
$21.17
$10.00
0 -4 N ro I..n 1"^, CXR C°i 0 "1 N ro ".1, Ln UO 1'- CXR C°i 0 -4 N ro t.
CrI CrI CrI CrI CrI CrI CrI CrI CrI CrI C a C a C a C a C a C a C a C a C a C a _4 _4 _4 _4 _4
CYr CYr CYr CYr cn cn cn cn cn cn o o o o o o o o o o o o o o o
mimummumm-Ma sli in toin State 1� li'n0...RIr s'toin
35
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. For the first-time home buyer without equity, median housing prices are starting to outpace median
incomes.
Housing Affordability - Middle Income Families: Q1, 2010 to Q1, 2016
200
180
160
140 moo
120
Thurston I.I.Washington State
100
80
60
40
Q1: Q3: Q1: Q3: 2011 Q1: 2012 Q3: 2012 Q1: 2013 Q3: 2013 Q1: 2014 Q3: 2014 Q1: 2015 Q3: 2015 Q1: 2016
2010 2010 2011
Housing Affordability - First Time Buyers: Q1, 2010 to Q1, 2016
Q1: Q3: Q1: Q3: 2011 Q1: 2012 Q3: 2012 Q1: 2013 Q3: 2013 Q1: 2014 Q3: 2014 Q1: 2015 Q3: 2015 Q1: 2016
2010 2010 2011
36
|�0�0T��1�-������� � �—�—��_��__�_---'-''
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.
Howwe'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.
l5.9%
1.1.9%
27.9%
A]|famDes A]|penp|e Underl8yeam FamDesw&h Fema|ehead nf Fema|ehead nf
fema|ehead nf hnuoehn|dvv&h hnuoehn|dvv&h
hnuoehn|d,nn re|atedchDdren re|atedchDdren
opnuoepreoent underl8years under5years nn|y
37
FOR FREUREDUCED I UNCI -1
Why it matters: Another way to examine poverty is through the Free and Reduced Lunch program
offered to school students from low income families.
Howwe're doing: Four of seven local school districts are near or above the statewide average for number
students identified as low-income.
%ILow-Ilncoirn Students, 2014-15
Griffin \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ 18.0%
Olympia
Fu rawate r\\�0��0�\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\\��\�\��\�\��\�\��\�\��\�\��\�
North Fh u rsto n\0\0000000000000000000000000000000000000000000000000000000000000000\
Ye I r\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\
Washington Average
Fe n i n o\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\
Rochester
38
\\\\\\\\\ 43.0%
44.1%
45.0%
47.2%
40% 50% 0%
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 2010th rough 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.
100
90%
0%
70%
60%
50%
40%
30
20
10
J%
IEducationa� Attainment
2010 2011 2012 2013 2014
Percent high school graduate or higher 1I111 Percent bachelor's degree or higher
39
II N D II C A Ul 1�-1 IGI�-1 SCI -1001 " 1GIV" - D - TI " N RATES
I E
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.
Howwe'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.
Graduation IlRates, 2014-15
iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillillillillillillilliillillillillilillillillillillillilliillillillillillillilliillillillillillillilliillillililllillillillillillillilliillillilillillillillilIIIIIIIIIIIIIIIIIIIII Washington Average, 77.2%
iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillillillillillillillilillillillillillillillillillillilliillillillillillillilliillillillillillillilliillillillillillilljlllllllllllllllIIIIIIIIIIIIIIIIIIIIII111111renino,76.3%
Rochester, 76.9%
4 -year Cohort Yelm, 80.6%
j rumwater, 82.0%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIII Olympia, 85.4%
5 year Cohort.
40
North Thurston, 79.2%
11111111111111111 Washington Average, 79.9%
renino, 86.0%
Rochester, 90.8%
Yelm, 78.6%
IIIIIII rumwater, 84.9%
IIIIIII Olympia, 86.3%
North Thurston, 84.7%
65% 70% 75% 80% 85% 90% 95%
111111 Was iiington Average 1111111 en'ino 111111111 Rochester Yelrn 1111€ I urnwater 111111 Olympia III North I hurston
II f [_:) II C A _ UR 1-9- IVB.- 2 SC F-1 " " 1 IPERFORMANCE
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.
(English I...anguage Arks SLandards, 2014 :9.5
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 26.3%
Griffin, NA
IIII Tenino, 14.9%
IIIIIIIIIIIIII Rochester, 41.6%
1.1tlh Grade Yelm, 51.2%
iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillillillillillillillilillillillillillillillillillillilliillillillillillillilliillillillillillillilliillillillillillillillillillillilliillillillillillillilliIIIIIIIIIIIIIIIIIIIIII111111111111IIIIIIIIIIIIIIIIIIIIIIIIIIIIITumwater,43.4%
IIII Olympia, 19.3%
11 North Thurston, 41.6%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 56.9%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Griffin, 78.4%
VIII Tenino, 67.0%
8t1Rochester 64.1/
h Grade IIIIIIIIIIIIIIIIIII
Yelm, 58.3%
Illi Tumwater, 70.2%
Olympia, 78.8%
11 North Thurston, 58.0%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 57.6%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Griffn, 68.4%
IIII Tenino, 54.5%
Rochester 66.2/
5t1h Grade IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
Yelm, 52.0%
iiiiiiiiiiiiiiiiiiiiiillillillillillillilliillillillillillillillilillillillillillillillillillillilliillillillillillillilliillillillillillillilliillillillillillillillillillillilliillillillillillillilliillillillillillillilliillillillillillillillillillillilliillillillillillillilliillillillillillillilliillillillillillillilllllllllllllllIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIlTumwater,62.6%
IIII Olympia, 65.4%
IIt01AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOl1AOf North Thurston, 61.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
IIIIII Washington Average 111111 Griffin IIIIII fen'ino IIIIIIIII Rochester - Yelrn 11111 -FurnwaterrIIIIII Olympia IN North fhurston
M
IIf I:- IICA UI�" 1_9:IVB.- 2 SCF -1 " " 1PERFORMANCE
Math `standards, 201.4-7.5
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 13.7%
Griffin, NA
Tenino, NA
1.7.th (tiradeIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Rochester, 30.3%
IIIIIIIIIIIIIIII IhIIIIIIIIIIIIIIIIIII1II3IIIIII8III IIIIIIIII
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
Tu mwate r, 15.3%
IIII Olympia, 13.1%
114N1PO1110111011101110111011101110111011101110111011101110111011101110111011105' North Thurston, 13.6%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 46.1%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Griffin, 67.0%
IIII Ten ino, 43.5%
8th Grade Rochester, 531%
'- Velm, 472%
IIII Tumwater, 572%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIII Olympia, 63.3%
114NO1A01110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111\t North Thurston, 44.6%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 48.1%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Griffin, 53.4%
IIII Tenino, 35.3%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
5th C rade Rochester, 56.8%
Velm, 40.5%
II€ Tumwater, 48.7%
IIIIIIIIII Olympia, 57.4%
IIh11t1P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011Ptl North Thurston, 51.9%
0'% 7.0'% 20'% 30'% 40'% 50'% 60'% 70'% 80'%
IIIIIIWashinfton Average 111111 Griffin 11114 Tenino IIIIIIII Rochester °.Yelrn 11111 Tumwater VIII Olympia 11114Nortin Thurston
Science and Biology Standards, 201.4-7.5
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 72.S%
Griffin, NA
IIII Tenino, 73.0%
IIIIIIIIIIIIIIII
Rochester 731%
:10th (tirade ,.Velm, 70.5%
IIIIIII Tumwater, 77.4%
III Olympia, 84.0%
IIh11t1P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P011P01E North Thurston, 76.9%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 60.7%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Gri ffin, 835%
IIIIIIIII IIIIIIIIII Tenino, 86.9%
8th (tirade Rochester, 691%
Ye lm, 663%
IIP Tumwater, 60.9%
IIII Olympia, 793%
IIfN11A0111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111Y North Thurston, 70.4%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Washington Average, 63.4%
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII Griffin, 90.4%
IIII Tenino, 57.9%
(IIIIIIIIII Rochester, 76.9%
5th Grade
- - - -
Velm, 64.9%
-
IIII Tumwater, 67.1%
(III Olympia, 69.9%
114N1PO111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110111011101110 North Thurston, 673%
0'% 7.0'% 20'% 30'% 40'% 50'% 60'% 70'% 80'% 90'% 7.00'%
111111 Washington Average IN Griffin (IIII Tenino IIIIIIII Rochester Yelrn 11111 Tumwater 1IIII Olympia 1124Nortin Thurston
42
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-countyspendinganda
lower quality of life for the commuter, just to name a few.
Howwe'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.
i""Illiu,iur ur°ul IIC esid ii it Cl`Il f Woii1k, 2013
1
ili II uUusdou.0 Co U 111 ty IRM, II loin o Coui iity IS IKVu.ig Co u 1111..y 11 ewls Counity
IlvIa so I Co u 1111 t III, Gays ILNarbor couuiiity E Od eir II odatlioiiiis
43
|KJ0(`�T[ ��1-����K������������0�^��
����������. MODE OF COMMUTE
'�'�
Why itmatters: Alternative modes oftransportation (vs. sing|e'occupancyvehidecommutino)can he|p
reduce congestion and carbon emissions whi I e a I so increasing people's qua I ity of I ife.
How we're doing: Within Thurston County, about 2596ofworkers commute totheir job using an
a I ternativef or m of transportation. That figure drops to 15%for those commuting to work outside of
Thurston County. Carpooling is the second highest travel mode and public transportation, for now, a
distant third.
Mode of Commute Outside of 1� huirstoin County, 2013
Flierce County
Mason County
King County
O 5,000 1D,000 1�000 20,000 25,000
IINII Drove alone Carpooled 0 Flublic transportation Other mode
Mode of Commute Within Murston County, 201.3
u 1.0,00 20,000 ,0,000 40,00 50,00 60,000 70,000 80,000 90,000
1101 Drove alone Carpooled 11111 Public U ansportation Other mode
VJA
Why it matters: The Thurston EDC has been tracking consumer, CEO and small business confidence
levels since 2008. The quarterly index measures residents' opinions about job security, timing of major
purchases and expectations for the future. The results help businesses and financial institutions interpret
the "mood" of consumers sot hey can plan accordingly.
How we're doing: After in inauspicious start, the index has been gathering steam overt he past two years.
With the "Great Recession" fading further into the rear view mirror, consumers are once again feeling
confident about the irjob prospects, investments and spending activities.
40
120
100
0
0
60
40
20
Q:D
onsuirrrneir Confidence, 2008....201.5
�4 CY'C "�tiR" � CYY'C "�tiR" � CY'C "�tiR" � CYY'C "�tiR" � CYY'C "�tiR" � "�tiR" "'•'::R" "�tiR"
M
II II I P II__. IE II` I IE IIN _ IF/V ISM II (D IN '71"' IlRUI '71"' a IIIR
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 Oversight
The 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
specific tasks may be funded through a small
percentage of the Strategic Investment Fund
(SIF)funding. Costs for individual initiative
implementation will be borne or secured by the
initiative leads.
Initiative Implementation
Initiatives will be implemented by designated
Lead Partners who have agreed to adopt,
champion and implement one or more initiatives.
Lead Partners were identified by the planning
teams based on their organization's mission and/
or skill set. Planning teams have also identified
potential 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
46
provide the majority of resources, while in others
they may simply spearhead the identification and
coordination of implementation resources. Lead
Partners are responsible for coordinating with
identified support partners, or other partners as
they are identified.
Partner Coordination Meetings
Alliance 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
or review potential modifications. Additional
coordination will occur among the public and
private sector, between economic development
practitioners and across partner initiatives as
detailed in the Alliance action plan.
Partner Reporting
Lead Partners will be surveyed annually regarding
initiative progress. Specifically,they will be asked
to:
• Confi rm implementation status for their
initiatives (not started, underway,
implemented)
• Share highlights and outcomes that can be
passed along to the broader community
• Identify barriers or challenges that could
require initiative modification or Alliance
assistance
• Acknowledge other partners that have
contributed to success
Surveys will be distributed in late summerwith
the goal of producing a progress report each
fall. In some instances, Thurston EDC staff or
consultants will follow up with individual partners
to secure photos and other information to
develop highlight narratives.
Annual Progress Report and
Partner Celebration
The 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
from each of the five plan focus areas. The annual
report will be posted on the EDC website, with
e -links provided to Alliance partners along with a
I i mited 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 Fund
As 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 SlFfunding. As currently
envisioned, the EDC intends to form an SI F
subcommittee comprised of members from
its Board of Directors and representing other
Alliance partner entities. The SI F 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 SI F investments will
be included in the Annual Progress Report.
Periodic Updates
The TCEA Strategic Plan for Economic
Development is designed as a living document.
While the vision and focus areas are long-term,
the action plan will be updated on five year
intervals. 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
overtime.
Updateswill include significant partner
engagement, 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.
M
(-I K I° OWL .IfE IfD )" II I IE N _.l -S
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 hel p 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.
Andrew Barkis
Joseph Beaulieu
Thurston EDC Board
Andy Ryder
Joshua Cummings
Perry Shea
Bill McGregor
Kevin Ekar
Carrie Whisler
Bob lyall
Kim Fry
Kevin Ekar
Brent Butler
KirkVeis
Michael McGauly
Bryan McConaughy
Lon Wyrick
Reid Bates
Bud Blake
Lori Drummond
Bud Blake
Cathy Wolfe
Michael McGauly
Heather Burgess
Cheryl Selby
Mike Mason
Virgil Clarkson
Chris Richardson
Mike Mattox
Ann Freeman-
Cindy Huntley
Mike Reid
Manzanares
David Schaffert
Michael Steadman
Brian Fluetsch
Dick Cvitanich
Mike Strub
Jessica Jensen
Don Melnick
Mike Williams
Wayne Mannie
Dr. Angela Bowen
Norma Schuiteman
Denise Marroni
Dusty Demarest
Pat Rants
Mike Mattox
Ed Galligan
Patty Bel monte
Jace Munson
EJ Zita
Paul Knox
Bill McGregor
Evette Temple
Pete Kmet
Tom Oliva
George Bridges
Renee Sunde
Evan Parker
George Smith
Rick Walk
Rob Rice
Graeme Sackrison
Rob Rice
Cheryl Selby
Grant Beck
RodneyYouckton
Dr. Molly Smith
Heidi Behrends-
Ron Harding
Tad Stillwell
Cerniwey
Sandra Miller
Dr. Tim Stokes
Jim Geist
Sandra Romero
Jim Greene
Scott Spence
Professional Assistance
Jim Haley
Sean Murphy
Jason Robertson,
Jim Larson
Shauna Stewart
J Robertson and Company
Jim Morris
Sierra Burton
Joe Downing
Steve Hall
John Bash
Ted Jernigan
John Doan
Theresa Wall
John Hurley
Tim Lew
John Setterstrom
Vita Zvirsydyz-Farler
John Weidenfeller
Zach Kosturos
Jon Jones
M
/\I If ' II C_. II IIS II.11II A -M 1 II V IE S IM A!"IR
On the following pages is a comprehensive
matrix of the current initiatives within each of
the five identified focus areas. The initiatives
were identified and developed during the
three Community Leader Summits, and are
designed to be actionable and trackable. As
initiatives are completed, new initiatives will
be added to the I ist.
*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.
50
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FOR MORE INFORMATION, PLEASE CONTACT
Thurston Economic Development Council
4220 6th Avenue SEI Lacey WA 98503
PH: (360) 754-6320 FX: (360) 407-3980
www.thurstonedc.com/tcea