This article first appeared in the Spokane Business Journal on July 15th, 2021, (Updated 7/16/2021 with new project cost and timeline on the Interstate 90-state Route 41 project.) by Kevin Blocker.
Established in Portland, Oregon in 1976, the transportation civil engineering consulting company David Evans & Associates Inc. has secured a solid presence in the Inland Northwest.
Especially in Idaho.
Despite the fact the biggest share of the company’s Inland Northwest employees are based in Spokane, it tends to secure more work in Idaho than in Eastern Washington.
“Idaho has a more robust program for consultants,” says Russell Leahy, the company’s transportation market leader for the Inland Northwest.
“(Washington state Department of Transportation) does a lot of work internally, so they don’t give much work to consultants,” Leahy says. The situation is similar for both the cities of Spokane and Spokane Valley, he adds.
“Idaho typically runs lean, and they rely more on consultants to help deliver their work,” Leahy says. “We have a breadth of technical skills across the area and across the company that we can draw from. If we do a project here, we can pull people in from all over the company. We have the horsepower to deliver on tight time frames.”
The company has 750 employees in Washington, Idaho, Oregon, Utah, California, Colorado, Nevada, Texas, Mississippi, South Carolina, and New York.
Roughly 35 employees are based in in the company’s Spokane office with another 20 in the Coeur d’Alene office.
Due to COVID-19, however, a significant part of the company’s Inland Northwest workforce is scattered across the region and working remotely, he says.
“We’ve got people in Clarkston (Washington), Lewiston (Idaho) … one in Riggins, Idaho,” he says.
More recently, a significant portion of David Evans & Associates’ Inland Northwest staff has increasingly turned its attention to a planned two-year, $57.2 million Idaho Transportation Department project for which the company is the consultant and design company.
Though he declines to provide specific revenue figures, Leahy says company revenues and projects have been on the rise in the last two to three years.
The project, for which construction will begin in 2023, involves the complete realignment of the Interstate 90-state Route 41 interchange in Post Falls.
“That is a major interchange upgrade to take a lot of the current goofiness out it,” Leahy says in reference to the area’s often inconsistent traffic flow. “But it’s going to be a disruption to everyone driving on the interstate because there’s going to be a lot of work on it.”
When finished, a portion of state Route 41 just off the freeway will be relocated to the west of its current location.
“By moving it away from the hillside, that’s going to allow us to move the westbound off ramp to prevent cars from backing up on the freeway the way they often do now,” he says. “It will give more time and room for people to slow down coming off the freeway.”
“The ultimate goal is to increase the operational efficiency of the interchange,” Leahy says. “It’s a really exciting project for us.”
David Evans & Associates also is the consulting and design company for ITD’s soon-to-be completed realignment of the state Route 53-U.S. 95 interchange just north of Coeur d’Alene and eight miles north of I-90.
But David Evans & Associates also secures a substantial amount of work in the Spokane area, Leahy says.
The civil engineering company currently is operating as the consultant to WSDOT for the current realignment project involving North Barker Road at East Trent Avenue in Spokane Valley, he says.
The project will place a roundabout at Barker and Trent while moving vehicle traffic below a BNSF Railway Co. line bridge to slow traffic while separating motorists from the rail line, he says.
“The separation of vehicular traffic from the railroad tracks is the big facet of that project,” says Leahy, of WSDOT’s desire to reduce keep motorists and trains away from each other as much as possible.
Leahy, a 15-year employee at the company, says most employees at the company have long-standing tenure.
“That’s one of our strengths; we’re a very stable company,” he says.
Despite that, Leahy says it has been a challenge to add more staff to the company’s Inland Northwest operations.
“Following the financial crisis of 2008, 2009, for two or three years, no one was hiring civil engineers,” he says. “A lot of people went to other fields and careers. Even still, it’s really hard to find good engineers right now.”
The growth in the Boise area, however, did result in the hiring of an additional 20 civil engineers to the company to handle work on burgeoning projects there, Leahy says.
“We’re hiring anybody we can right now, if they have skills and are good,” he says.
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This article first appeared in the Journal of Business on January 14, 2021. By Patrick Jones, executive director of the Institute for Public Policy & Economic Analysis at Eastern Washington University.
Supply side said to have greater effect as listings fall short of local demand
Ever thought it’s those out-of-towners who have driven up housing prices here recently? You probably aren’t alone.
After all, the median house price for resale has climbed from approximately $284,000 to $330,000 over the past four quarters.
That $46,000 represents a 16% bump, a steep one for buyers. Spokane’s median price, while still considerably lower than the state value, cruised upward at a slightly higher pace than Washington’s median, which rose 14% over the past 12 months. (Supporting data is available on Eastern Washington University’s Spokane Trends website.)
Prices reflect many forces, both demand and supply. The key drivers of housing demand are income, financing, and population. Incomes here have moved upward in the past few years, but at a rate not too far from historical rates. For sure, mortgage rates have plummeted, leading some homeowners to consider trading up and some renters to consider buying.
Population growth, too, has surged over the past four years, relative to the past two decades. And like most western U.S. cities, Spokane’s population has expanded largely due to migration.
Local families continue to keep OB-GYNs busy, but in the larger scheme of things, it is migration that moves the population needle. For example, from April 1, 2019, to April 1, 2020, the number of heads in Spokane County rose by 7,350. Of those, 85% can be attributable to net migration.
Net migration accounts for the difference between those who move in and those who move out. Over the past five years, the number of county residents here due to net migration has been slightly more than 25,000. That’s a large jump from the prior five years.
Has it been just me who has seen more out-of-state license plates on Division Street or Interstate 90 since the pandemic struck? Observations from behind the wheel are not optimal research techniques. Thankfully, we can look at a public data series: driver’s license surrenders tracked by the Washington state Department of Licensing.
The surprise result for the first 11 months of the year: out-of-state license surrenders have dropped. From January through November the Department of Licensing reports about 7,700 new residents from outside of our state exchanging driver’s licenses. That total is down from 9,160 and 10,830 for the first eleven months of 2019 and 2018, respectively. So much for casual empiricism.
In retrospect, that shouldn’t be too surprising. The early months of the pandemic’s outbreak put a hard stop to mobility in this country.
A comparison of license surrenders in the second quarter of this year with the second quarter of 2019 is startling: 104 this year versus 2,360 last year.
Undoubtedly, the low numbers from this year are due to the closure of state offices for a good part of the quarter. Yet the third quarter, when obstacles to reregistering ostensibly were removed, didn’t compensate for the prior quarter. Licensing data show a gain of little more than 200.
In sum, the continued discovery by those from out-of-state, so strong in the recent years, shifted gears in 2020.
Yet, inflows might still be strong from movers within the state. The U.S. Census tracks annual flows from county to county in the U.S, compiled over five-year intervals. The most recent period is 2014-2018. It clearly shows the flow of Washingtonians to our county to be considerable.
Over that interval, the ratio of new residents to Spokane from Washingtonians to those outside of the state was just slightly below even. That is, a few more new residents have recently come from outside the state than from the other 38 counties in Washington.
It might be the case that the pandemic has changed that relationship, making it relatively easier for residents of Evergreen State counties to move here than those from hundreds of miles away.
In fact, among the top 10 U.S. counties contributing to in-migration here over the 2014-2018, period, seven were in Washington. Ranked by size of their flows, these were: Snohomish, King, Benton, Grant, Pierce, Stevens, and Lincoln counties.
Of the two out-of-state counties, one, not surprisingly, is neighboring Kootenai County, and the other, perhaps surprisingly, is Maricopa, Arizona. Though not a county, Asia as a whole rounded out the top 10.
Most of us have heard anecdotes about neighbors or friends of friends who have moved here from the central Puget Sound area. Many of the accounts describe the new residents as remote workers. That arrangement may well be part of the new normal for our economy and in particular for tech workers.
If so, these new neighbors symbolize a hope held by many in the economic development community: Someday Spokane will benefit from an arbitrage of labor from high-cost to lower-cost urban centers.
It is this observer’s hunch that current movement from other Washington counties has mirrored the decline of out-of-state new residents in 2020.
As a consequence, fingers can’t be pointed at Seattleites for the dramatic run-up in housing costs. Until we have data for 2020, we simply won’t know.
Attempts to explain housing prices solely to increased demand, however, miss half of the equation, perhaps the greater half. The supply side must be considered. Here, as has been widely noted, the offering of Spokane homes has been lowest on recent record.
The Washington State Real Estate Research Center, source for some of the housing data on Spokane Trends, tracks the number of listings by quarter in the county. For Q3 2020, the most recent quarter for which data are available, the count stood at 558. Compare that with 1,158 listings in Q3 2019, or 2,562 listings in Q3 2015.
Population has grown, incomes have grown, financing has gotten much more favorable, yet supply has diminished. Clearly this is a textbook case for rising prices.
The supply of homes (listings) rests on two sources: the number of local households selling their homes and the number of new homes coming onto the market. Spokane Trends doesn’t track the latter, but does follow residential building permits, typically viewed as a leading indicator. (See indicator 2.3.3.) The graph clearly shows a peak in 2016, followed by a decline of 500 permits into 2019.
The reasons behind the decline are numerous.
They include: difficulty in securing land, the cost of developing lots, a tight labor pool in the building trades, and the rising costs of construction, especially lumber. Some of these forces might see some relief relatively soon, but others will take longer to resolve.
That is, unless hundreds of current Spokanites decided to sell and move to a different place. That doesn’t seem to be in the offing now. The pandemic has kept local residents place-bound, too. Once our community reaches a safe threshold of vaccinations, I don’t expect a big outflow. Continued low supply, growing popularity from outside the region, continued low financing costs, and no significant rise in departures imply rising home prices for the foreseeable future.
This article first appeared in the Journal of Business on October 22nd, 2020. . Written by Natasha Nellis
Spokane-based wholesale cooperative URM Stores Inc. has purchased the former Northwest Bedding complex on the West Plains to accommodate ongoing growth, as the organization expands west of the Cascade Mountains.
Located at 6102 S. Hayford Road, just west of the Amazon Fulfillment Center and north of West Plains Building Supply, the newly acquired property includes two warehouses with nearly 140,000 square feet of floor space—one with 117,900 square feet of space and the other with 16,000 square feet.
The structures will be used as additional staging and storage space, says Mike Winger, vice president of store development.
“It gives us some flexibility to better utilize the main URM facility,” he says.
A commercial change-of-use application on file with Spokane County shows tenant improvements in both structures are valued at about $12.4 million. URM purchased the 13.8-acre property for $3.7 million in September, according to Spokane County Assessor’s Office records.
The recently acquired Hayford Road structures previously operated as a boat manufacturer, Sun Runner, from 1977 to 1991 before transitioning into a Northwest Bedding manufacturing facility, says James Black III, Realtor with NAI Black who handled the transaction. The property has been vacant for roughly two years.
The expansion comes on the heels of a double-digit growth in revenues during the most recent fiscal year.
In its 2020 fiscal year ended July 31, the company experienced double-digit sales growth and closed out the year at a consolidated annual revenue of $1.3 billion, up 13% compared with 2019 revenue, Winger says.
Much of that growth is attributable to the COVID-19 pandemic, as more people cook at home and drive up sales at grocery stores, which in turn drives up sales at the wholesale cooperative, he says.
“The way the virus has impacted the restaurant trade has really changed people’s eating habits, and a lot of our retailers have experienced significant sales growth because people are now going to the grocery store and buying a lot of that center-store grocery product,” he contends.
Winger says it’s likely the new facilities will operate with a limited staff, as the facility is intended to be used as a temporary dry food storage facility. However, he adds, the significant growth and demand the company has seen this year has led to over 80 new hires at the URM headquarters, and the company is looking to add 30 to 35 additional employees before year’s end.
URM currently has over 670 employees.
In addition to eliminating periodic expenses related to off-site storage during the holiday seasons, the new facilities give URM expanded storage capabilities that Winger says will allow the company to better serve its growing client base in the large Pacific Northwest metropolitan areas.
“With the growth of our company, we’ve been pushing our trade area farther west,” says Winger. “Now, we service grocers over in the Seattle and Portland area.”
He adds that as more retailers are added to the company’s roster, the demand for specialty products could increase. The new facility will help to accommodate those products that the company headquarters, at 7511 N. Freya, currently doesn’t now.
Further, he says the grocery industry is continuously evolving, with new products being added every day, organic products growing in popularity and diversity, and ethnic foods growing in demand.
The new space will give the company the flexibility to accommodate those needs in the future as the company’s retailer base diversifies, he contends.
During the holiday season, the distributor often rents additional space to store the candy and other holiday treats the member companies only stock seasonally, Winger explains, so having the additional space will cut that expense.
The West Plains facilities currently are undergoing tenant improvements to ensure that the buildings are up to date with code requirements, he says. The buildings also aren’t connected to city water or sewer systems, and instead operate on a private well, so the company is inspecting them to ensure the life safety systems are operational, he adds.
Winger says improvements are slated to be completed by spring 2021.
“We have, for some time, been looking to see how we could expand our existing warehouse facility. We’re somewhat limited because we have the railroad property to the west of us and we have streets on either side,” he says of the company’s headquarters on Freya Avenue.
Much of the planned work is cosmetic, adds Winger. Additionally, the structure’s roof will be replaced, portions of the steel panel wall will be repaired, and the loading docks will need to be repaired or replaced to be properly sized for the company’s trucks, he says.
URM’s flagship distribution center on Freya Street is 680,000 square feet. According to the company’s website, its distribution center receives over 400 inbound truckloads weekly and ships over 450 outbound truckloads a week.
Its headquarters were established in Spokane in 1926. Since, the company has steadily expanded its space, with its last addition occurring in 2014 when the company added 77,000 square feet to its perishable groceries space.
URM services members in Washington, Idaho, Montana, and Oregon. Its offerings include dry groceries, frozen food, ice cream, deli foods, dairy products, fresh meat, general merchandise, and health and beauty aids.
The 99-year-old cooperative is a member-owned food distributor to grocers that include Center Place Market, Family Foods, Harvest Foods, Huckleberry’s Natural Market, Rosauers Supermarkets, Super 1 Foods, The Markets LLC, Town & Country Markets Inc., Yoke’s Fresh Market, and Northwest Grocers.
The company also provides supplies to two URM Cash & Carry stores.
Next year URM Stores will celebrate its 100th year, says Winger.
The following are projects, initiatives and economic developments are making news in eastern Washington and northern Idaho.
SPOKANE, Wash. — Washington Department of Commerce has provided a $100,000 grant to support expansion and workforce training needs of SkyOne Aerospace. Founded in the Spokane Valley in 2015 with three employees, SkyOne Aerospace, specializes in customer-oriented repair and overhaul of instruments, avionics, electronics, mechanical units and hydraulic units of military aerospace aftermarket. SkyOne will purchase new equipment to meet expansion needs and hire additional skilled technicians with military aerospace experience. The company will retain 18 jobs and create 45 new jobs over the course of the next three years. Presently, 40 percent of SkyOne’s workforce are veterans, and the company is committed to hiring more, mostly from Fairchild Airforce Base. Read more on the SkyOne website.
COEUR d’ALENE, Idaho — Idaho Central Credit Union, ranked 2nd by Forbes’ 2020 Customer Satisfaction Survey, opened a branch in Coeur d’Alene at 1327 W. Appleway Avenue. This is Idaho Central’s 38th location in Idaho. The 8,600-square-foot branch has a drive-through with three lanes, an ATM and a video booth in the corner for members to access our VideoChat services. See more about ICCU’s Appleway Branch here.
PULLMAN, Wash. — With the recent successful completion of the $155M runway realignment project at the Pullman-Moscow Regional Airport (PUW), work recently began on the design and construction of a new terminal. In early August, the PUW Airport Board created a Terminal Advisory Committee to help gather community feedback and help shape the design of the $35 – 50M project. Committee members include community and university officials, key business leaders and other interest. Contact the PUW for more information.
MOSCOW, Idaho — Work continues on identifying and developing additional water supplies for the Palouse Region. Under the direction of the Palouse Basin Aquifer Committee (PBAC), an organization which includes the cities of Pullman, WA, and Moscow, ID, Latah and Whitman counties, University of Idaho, and Washington State University, a $150,000 contract was recently awarded to Alta Science and Engineering, Inc., of Moscow, ID. The study will focus on refinement of potential water supply alternatives as well as interim measure to help identify and develop additional water supplies within the Palouse Basin. Contact PBAC for more information.
SPOKANE VALLEY, Wash. — The Spokesman-Review has moved its printing operation to a new facility in Spokane Valley. It is now being printed on a press that was built in the early 2000s, and used to print the New York Times in Ann Arbor, Michigan. A second press, expected to come online this summer, will give the new company, Northwest Offset Printing, a way to print magazine-quality products. Read more in this Spokesman-Review article.
KELLOGG, Idaho —The Silver Valley Community WIFI CO-OP has recently launched to provide community Wi-Fi and free internet connections to Kellogg, Wallace, Pinehurst and Cataldo for residents to do remote learning, apply for essential services, pay bills, and perform other essential tasks. See more at https://www.svwifi.org/home.
SPOKANE VALLEY, Wash. — Spokane-based GL8 Hospitality LLC is breaking ground this week on a Tru by Hilton property in Spokane Valley, marking the brand’s first in the state. The 43,000-square-foot, four-story building will be at 13509 E. Mansfield Ave., east of CenterPlace Regional Event Center. The hotel, which will have 92 guest rooms, is expected to open in November 2020. See the full story here.
LEWISTON, Idaho – The Port of Lewiston welcomes Tsceminicum Bottling Company as its newest tenant. The full-service beverage and bottling factory produces Artesian Fusion Brand products in Aluminum, 500ml PET and PHA fully biodegradable plastic bottles, using water directly from their own Artesian well located at their factory, providing nutrient rich minerals from a deep and ancient aquifer. The bottling factory located on Colonel Wright Way will create eight full time and two part time jobs. Artesian Fusion brand products will be available in regional grocery stores and distributed through Idaho. More on Artesian Fusion here.
SPOKANE, Wash. — Palo Alto, California-based electric car manufacturer Tesla Inc. has established a service center in East Spokane. The company is planning to install 10 more superchargers in Washington, according to its website. Electric vehicles have grown in popularity in Washington in recent years, with over 42,500 plug-in electric vehicles registered in the state as of December 2018, according to the Washington state Department of Licensing. Over 810 of those were registered in Spokane County. Read more here.
MULLAN, Idaho — Lucky Friday mine, located near Mullan, produced 568,537 ounces of silver in the second quarter of 2020 and expects to reach full production by year-end. Lucky Friday is owned and operate by Coeur d’Alene-based Hecla Mining Co, and is the closest mine to Spokane. A Canadian company is a new investor in Hecla. Hecla Mining Co. has silver mines in Idaho, Alaska, and Mexico, as well as gold mines in Nevada and Quebec. Read the full article in the Journal of Business.
SPOKANE VALLEY, Wash. — Etailz has secured $25 million in debt financing to develop new products, expand inventory and grow retail partnerships. The new round of financing will specifically allow the Spokane Valley-based company – which partners with third-party sellers to grow their brands on Amazon, eBay and Walmart – to improve its proprietary software that discovers product trends, identifies new distributors and optimizes price positioning decisions. Etailz was founded in 2008 by Gonzaga University graduate Josh Neblett, his wife, Sarah, and angel investor Tom Simpson. Trans World Entertainment, a publicly traded company, acquired etailz in 2016 for $75 million. Etailz relocated to its 40,000-square-foot Spokane Valley headquarters in 2018. Read more here.
Inland Northwest Economic Alliance (INEA) is a consortium of fourteen economic development agencies representing fifteen counties in the North Idaho/Eastern Washington region. The collaborative effort is aimed at building economic growth through enhancing the brand recognition of the Inland Northwest and its communities and showcasing its business value. To learn more, visit www.inlandnorthwestregion.com.
Socially distanced, socially conscious
Some nonprofits switch to longer fundraising cycles, spend less on overhead
Instead of canceling fundraising events, many Inland Northwest nonprofits have moved them into the digital realm.
Donor participation in charity events is lower, but some nonprofits say they’re receiving nearly as many donations as in prior years from a smaller pool of donors, and nonprofits are saving money by forgoing costly in-person events in favor of low-cost online affairs.
Heather Hamlin, executive director of Women Helping Women Fund, says her staff saw the writing on the wall by mid-March. The organization had planned its 28th annual luncheon for May, but Hamlin and her staff knew well before then that in-person events wouldn’t be possible for several months, at least.
“But the need in the community was bigger than ever,” Hamlin says. “We saw that was going to continue to grow, so we decided to move to a virtual event.”
Women Helping Women Fund decided to change to a longer, eight-week fundraising campaign in which table captains set goals for their groups, who raised money through networking. Keynote speaker Stephanie Land spoke to the organization through a Facebook Live event, which Hamlin says has garnered more than 13,000 views.
Hamlin says Women Helping Women Fund received about $170,000 in private donations in its eight-week campaign, as opposed to the $300,000 the annual luncheon typically generates. Hamlin says corporate donations go to underwriting the event, so Women Helping Women Fund receives every dollar donated by individual donors.
Lutheran Community Services Northwest’s fundraiser was a different story. The annual 8 Lakes Leg Aches bike ride fundraiser, which typically results in about $75,000 in donations, raised about $80,000 in this year’s “virtual ride.”
The 22nd annual biking event had been scheduled for June 22 but was rescheduled for July 18. Development manager Christie McKee says the organization had thought an in-person event might be possible. By July, it was clear that wouldn’t happen, and the organization decided to make 8 Lakes Leg Aches a virtual event.
Attendees were invited to complete one of three rides, with routes that were 30, 45, and 70 miles long, on the course of their choice, or even on a stationary bike, between July 11 and July 18. A finish-line event was held via Facebook Live on July 18.
McKee says ridership was down this year, to about 200 participants from nearly 600 riders in past years, but she says she was impressed by the support those 200 riders provided to the organization.
“We had one pledge rider who raised $9,900 who is 90 years old and rode 17 miles to celebrate his 90th birthday,” McKee says. “We had a few others who were able to raise $10,000 each, and several that did $3,000 or more.”
McKee says most riders are from outside of the Spokane area, which was part of the reason for encouraging participants to bike any course. But it also meant that overhead for the fundraiser was much lower.
“Usually, if we have David’s Pizza at the event and we have 600 riders, our bill’s going to be for 600 riders,” McKee says. “We have roughly 160 riders who are here in this area. The others are all out of town, so they’re not even going to go to David’s Pizza.”
McKee also ordered about half as many T-shirts as usual for the event, expecting that participation would be lower.
“We’ll actually net more this year, because our expenses are going to be lower,” McKee says.
Amy Knapton Vega, executive director at Vanessa Behan Crisis Nursery, said that when she was trying to decide how to pivot the organization’s annual June benefit luncheon, she was told by some that the organization shouldn’t expect to raise any money from events.
But Vega watched as other organizations held successful fundraising events, and she decided to forge ahead. She asked for help from longtime partner Hamilton Studios, which helped the organization put together a virtual benefit luncheon.
“They helped us navigate through what would work, how to tailor it, and they did a great job of doing their own set up, as far as social distancing,” Vega says.
The online event drew 300 viewers, in comparison to the roughly 1,000 people who usually attend the luncheon. But Vega says the exceeded its goal of $170,000, bringing in a total of $172,000.
Going virtual saved Vanessa Behan Crisis Nursery thousands of dollars. Vega says the luncheon usually costs the organization about $40,000. This year, the crisis nursery spent less than $5,000 for its online event.
Don Hamilton, owner of Hamilton Studios, says he started adapting his video production and photography studio into a socially distanced, livestream-capable studio in March. A friend was scheduled to deliver a lecture to a college in Virginia in late March and decided to do so via Zoom. Hamilton thought his friend deserved better than a bland setting.
“It got me wondering — how could I use my cameras, lights, mics, and large studio to safely offer my friend a high-production-value presentation?” Hamilton says. “I started looking into the technology to adapt my motion picture production equipment to support a multicamera, livestreaming studio.”
Hamilton asked the Spokane Regional MarCom Association if he could handle the nonprofit organization’s annual Spark awards event to prove he could do a hybrid virtual event that combined livestreaming with pre-recorded segments.
“They were game, so we started by producing a glossy teaser announcing the event,” Hamilton says. “We then had a number of members of the MarCom board come in, one at a time, to pre-record announcements of the winners.”
Hamilton says the event was a success.
“The show moved seamlessly between pre-recorded packages and the live hosts reading a script from a large studio teleprompter,” he says.
Since then, Hamilton Studios has handled five livestreaming events, including the Vanessa Behan luncheon and YWCA Spokane’s “An Evening in Tuscany” fundraising event.
Social distancing at Hamilton Studio is easy, he says. His studio is located in the former auditorium of St. Joseph Catholic School, and he’s divided the basketball court in half.
“The idea is that whatever we do in there, we get one half-court for the crew and one half-court for the talent, so that nobody’s ever closer than 15 feet,” Hamilton says.
Hamilton says no more than seven people are in the studio at any one time. When a livestreaming event is taking place, just three crew members run the show: Hamilton and his wife, Lorna, sit together at the master controls, where Lorna manages the teleprompter, and Hamilton manages four live cameras in addition to pre-recorded videos. About 25 feet away from master controls, video editor Hannah Sander becomes the live program manager during livestreaming events.
Hamilton says he believes it will be at least another two years before nonprofits can return safely to holding in-person events. In that time, he expects demand for hybrid livestreaming events will increase exponentially.
“I’m already lining up more things,” Hamilton says.
Dana Morris Lee, chief philanthropy officer at YWCA Spokane, says the organization’s livestreaming of its 14th annual Tuscany event surprised her in that it required so much more technical effort and volunteer participation beforehand, as compared to in-person events.
“We had to become virtual experts as quickly as possible,” Morris Lee says. “You need to have a location to do this, and you need somebody who understands the technical restrictions around sound and video, and how to switch between different components of the program.”
An Evening in Tuscany typically draws about 400 people, Morris Lee says. About 200 people watched the livestreamed event.
The fundraising portion of the event was stretched from one night to about six weeks. Morris Lee says the organization decided to do a longer fundraising campaign after watching and learning from other organizations’ events.
“Creating a longer-term fundraising campaign around the event was a critical piece, because you just aren’t going to get the same attendance online that you’re going to get in person,” Morris Lee says.
YWCA Spokane had hoped to raise $100,000. As of July 20, the fundraising campaign had received about $75,000. Now, Morris Lee says she hopes to reach $92,000 by Friday, July 31, when the campaign ends.
While an online event can provide a nonprofit with some funding, Vega says she still missed being in a roomful of people who have a long-standing relationship with the crisis nursery.
“It always feels like you’re going to a kind of reunion,” she says. “It’s always so fun to get to visit and catch up on things, and we just didn’t get that luxury this year. That was probably the hardest part of it.”
As the dreaded coronavirus rips across the globe, city after city has locked down, transforming urban business centers, suburban malls, and other public spaces into ghost towns. This is not the first time this has happened—since time immemorial, cities have been epicenters of communicable diseases.
No pandemic or plague or natural disaster has killed off “the city,” or humanity’s need to live and work in urban clusters. Not the Black Plagues of the 14th century, or London’s cholera epidemic in the 1850s, or even 1918’s Spanish Flu, which killed tens of millions of people worldwide. That’s because cities’ concentration of people and economic activity—which serves as the motor force for innovation and economic growth—is just too strong.
We will get through this pandemic, too. We will go back to work and school and gather in restaurants and theaters and sports stadiums again. But when we do, cities and their leaders should not simply return to business as usual. Not only does COVID-19 threaten to reappear in subsequent waves if we do not remain vigilant, but there will always be future pandemics to brace against as well.
Our mayors, governors, and community leaders must do whatever is necessary to get their cities back up and running as soon as they safely can. After, we will need plans in place to prepare for future pandemics, and any social or economic lockdowns they necessitate. The federal government must do its part too, with bold and unprecedented programs to bolster the economic situation of our states and cities as well as our workers and business, especially small business.
Getting this response right may be as important as what we are doing today. Below is a 10-point plan based on detailed tracking of the current pandemic and historical accounts of previous ones, presenting some key measures to prepare our cities, economy, and workers for the next phase of the coronavirus crisis and beyond.
- Pandemic-proof airports: Airports are a critical engine of economic development—they cannot be idled indefinitely. We need to make sure they can get up and running again quickly, and that means mobilizing like we did in the wake of the 9/11 terrorist attacks by adding temperature checks and necessary health screenings to the security measures already in place. It also means reducing crowding: Simple things like stanchions or painted lines on floors can promote social distancing in waiting areas. Airports should have large quantities of masks and hand sanitizer available, and airlines will need to reduce their passenger counts and keep middle seats open during future health crises.
- Prepare large-scale civic assets: Cities are also home to other forms of large-scale infrastructure: stadiums, arenas, convention centers, performing arts centers, etc. Because they bring together large groups of people, city leaders must pandemic-proof these assets as much as possible, too. Audience sizes may need to be reduced in theaters, with seats left open. Masks may need to be required and made available to patrons as needed, and temperature checks carried out. This will be critical for communities that are dependent on such attractions: A Brookings analysis shows that COVID-19’s economic downturn will hit tourism-driven cities such as Orlando and Las Vegas hardest. The sooner such large-scale civic infrastructure can be safely reopened, the faster our urban economies will be able to rebound in the aftermath of a pandemic.
- Modify vital infrastructure: As we’ve seen during the first phase of the COVID-19 crisis, buses, subways, and trains need emergency infusions of cash to keep the systems solvent when ridership is low or nonexistent. When they are back in service, design changes in stations and seating will be needed to prevent the spread of infectious diseases. Streets may need some retrofits too; New York Governor Andrew Cuomo has called for pedestrianizing some New York City streets to promote social distancing during COVID-19. Some of these changes should be permanent. Cities need to expand and better protect their bike lanes too, while refining bike- and scooter-sharing programs for when public transit in compromised.
- Ready key anchor institutions: Medical centers, hospitals, and universities are on the front lines of the battle against COVID-19, and many are already overtaxed. With dormitories, dining halls, and large groups of people, they will be highly vulnerable to the secondary waves of contagion. How can we ensure that they can operate safely to carry out vital research during pandemics? Just as with other large-scale civic assets, classes in these institutions can be kept small, but institutions will need to retrofit dormitories and dining halls with temperature checks and ensure adequate social distancing so they can safely function.
- Embrace telework: We are in the midst of a massive experiment in remote work. Most people will eventually go back to their offices, but some workers and companies may find remote work to be more effective. Tulsa, Okla. has leveraged this concept through its Tulsa Remote initiative, which pays remote workers a small grant to relocate there while helping them forge community and civic connections. Cities can learn from one another about how to best support the growing cadre of remote workers and make them connected, engaged, and vital parts of their communities.
- Ensure Main Street survives: The restaurants, bars, specialty shops, hardware stores, and other mom and pop shops that create jobs and lend unique character to our cities are at severe economic risk right now. Some projections suggest that as many as 75% of them may not survive the current crisis. The loss of our Main Street businesses would be irreparable, and not just for the people whose livelihoods depend on them, but for cities and communities as a whole. The places that have protected their Main Streets will have a decisive competitive advantage as we return to normalcy. Loan programs from government, foundations, and the private sector as well as support from small business and technical organizations will be essential for ensuring these businesses survive. Cities need to provide this type of assistance and advice to these vital small businesses so they can safely reopen and weather the storm of future lockdowns.
- Protect the arts and creative economy: The creative economy of art galleries, museums, theaters, and music venues—along with the artists, musicians, and actors who fuel them—is also at dire risk. Cities must partner with other levels of government, the private sector, and philanthropies to marshal the funding and expertise needed to keep their cultural scenes alive. Once they are allowed to reopen, these places will also need to make interim and long-term changes in the way they operate. Cities should provide advice and assistance on necessary procedures—from temperature screenings, better spacing for social distancing, and other safety measures—for these venues to continue as part of the urban landscape.
- Assess leading industries and clusters: It’s not individual firms but clusters of industry and talent that drive economic development. Some of those clusters are at greater risk than others: Sectors such as transportation, travel and hospitality, and the creative arts will be hit the hardest, while e-commerce and distribution or advanced manufacturing for health care and food processing may grow. Cities and economic development organizations must assess the industries and clusters that are most vulnerable in their territory, evaluate the impacts future pandemics will have for their labor markets and communities, and plan to make their economies more resilient and robust. They should pull together cluster working groups of business and non-profit representatives and local academics and experts to best assess the impact of the pandemic and pandemic-related response on key clusters and develop medium-range plans.
- Upgrade jobs for front-line service workers: Nearly half of Americans work in low-wage service jobs. A considerable percentage of them—emergency responders, health care aides, office and hospital cleaners, grocery store clerks, warehouse workers, delivery people—are on the front lines of the pandemic. They need better protection, higher pay, and more benefits. States such as Vermont and Minnesota have paved the way by designating grocery store employees as emergency workers, making them eligible for benefits including free child care. Having a well-paid cadre of front-line service workers who can keep our communities safe and functional will help protect us from future wave of this pandemic and others that may follow.
- Protect less-advantaged communities: The economic fallout of pandemics will hurt most for the least-advantaged neighborhoods and their residents, who lack adequate health coverage and access to medical care, and who are the most vulnerable to job losses. This, too, is a fundamental issue of both safety and equity. Concentrated poverty, economic inequality, and racial and economic segregation are not only morally unjust—they also provide fertile ground for pandemics to take root and spread. Economic inclusion and more equitable development are critical factors for the health, safety, and economic competitiveness of our places. Cities and local leaders can work with federal and state agencies, community development organizations and local foundations to target needed funds, support services and technical assistance ot these areas.
There is light at the end of the tunnel. In the not-too-distant future, the pandemic will end and our cities will return to something approximating normal. What we do over the next 12 to 18 months can ensure that our city and metro economies get up and running again while protecting themselves against similar scenarios in the future. This is a time when our cities and their leaders can and must show the way forward.
Professor – University of Toronto’s Rotman School of Management and School of Cities
Distinguished Visiting Fellow – New York University’s Schack Institute of Real Estate
Author – The Rise of the Creative Class and The New Urban Crisis
Professor of Practice at the Lyndon B. Johnson School of Public Affairs – University of Texas at Austin
Mark Pond received very few questions from visitors about starting a business at the reference desk when he began a career at the Spokane Public Library in 2006.
“I just sat at the downtown library at the reference desk waiting for business questions to come to me. It was complete radio silence,” said Pond, the library’s business reference librarian. “People didn’t know what the library had to offer. I didn’t know how to market what we had to offer, and the tools we had available weren’t necessarily anything close to the toolbox we have now.”
Pond jumped into action and led an effort to provide resources to entrepreneurs at the Spokane Public Library. By 2016, the library’s business offerings had expanded to include the Level Up Coworking Space at the downtown branch that provides meeting rooms, Macs with Adobe Creative software and access to a Bloomberg Terminal.
The Spokane Public Library is the second in the nation – the New York Public Library being other – with a Bloomberg Terminal, which provides access to financial news, analytics and charts.
In addition to providing one-on-one business consultations and conducting workshops on various business topics at local organizations, Pond maintains resources at spokanebusiness.org that help people research market information, find potential customers, develop business plans and take online job-training courses.
“One of the primary drivers in opening up the Level Up Coworking Space is the gig economy. It gives them tools and resources to figure out how to do their jobs,” Pond said. “Having those kinds of ongoing education and learning opportunities for the Spokane workforce can be huge in terms of business retention and expansion.”
Becoming a business research librarian
Pond, a Kettle Falls native, graduated with a master’s degree in library and information science from the University of Washington in 2000. He worked as a reference assistant at the University of Washington library while attending college. After graduation, Pond was hired as a reference librarian for the Seattle Public Library, a position he held for more than six years.
Pond said he was drawn to library work because of the opportunity to help people with a range of questions and subjects.
“One of the things that appealed to me about the library world is – if you want – you can get super specialized, but sometimes just sitting at the reference desk taking whatever questions coming your way is really fascinating,” he said.
Pond and wife, Maggie, contemplated a move back to Eastern Washington in 2006 to be closer to family and raise their two children. Within hours of discussing the potential move, Pond saw a job posting for a business research position at the Spokane Public Library.
Although Pond had some experience with business research while working at the Seattle Public Library, he was a little concerned at first that the position would be too specialized and might not be a good fit.
“But I love it,” he said, adding it’s a combination of specializing in business topics while also providing the opportunity to answer many different questions from a variety of entrepreneurs.
“At the same time, there’s some common threads in the business research world – who you are selling to and what’s your business model. So those things, (the library) can really help them,” he said. “I enjoy being able to work with a whole span of different businesses around town. I find that really fascinating.”
It took more than a decade for Pond to develop business resources for the downtown library branch. He said the idea to improve the offerings was planted when he met a man who created a device that assists with safety checks for tractor-trailers.
Pond shared with the man some of the library’s business research tools and directories, and compiled a list of trucking companies on the West Coast within seconds.
“The guy said he paid $1,800 for the exact same list two days ago,” Pond said. “So, I had a couple of interactions like that for the tools we have. They are in need and of value to the business community.”
Technology has changed how people access information at the library. More people are gravitating toward digital access to books and reference materials, Pond said.
“I realized it will be a thing of the future and thought, ‘I have to get outside of the library and meet businesses on their own terms,’ ” he said.
After Startup Spokane – a program of Greater Spokane Incorporated – launched in 2015, more entrepreneurs began seeking Pond’s assistance for market research.
About half the businesses Pond works with are startups, and he recently assisted teams of students with business research for the upcoming Northwest Entrepreneur Competition.
“Even today, people don’t realize how incredible the resources and options he’s created for startups and small businesses,” said Mark Gustafson, director of innovation and strategy at Avista Corp. and managing partner of Mind to Market LLC. “For a startup, there’s no way they would have access to this rich of a system in their company.”
Mind to Market LLC is a program by Avista that connects startups with experienced coaches to prepare them for early-stage investments.
Mind to Market participants find business resources – especially PitchBook – useful at the library, Gustafson said.
The Spokane Public Library, with Pond’s help, became the first library in the country to secure a subscription to PitchBook, a venture capital and private equity database.
“Most mom-and-pop businesses in town aren’t looking for venture capital funding, so it doesn’t address them,” Pond said. “But, for the companies that are looking for venture capital funding, it’s really helpful to have the industry standard tool available to them when they come in and consult with me.”
University of Washington’s CoMotion Labs provided grant funds to cover a one-year subscription for PitchBook, totaling more than $18,500 per year.
Pond said the Spokane market and its location in Eastern Washington and proximity to Gonzaga, Whitworth and Washington State universities appealed to PitchBook.
“The universities don’t have a subscription, but I can present it to MBA classes and when they go back to their hometowns, they are aware of PitchBook,” Pond said.
Greater Spokane Incorporated, the Health Sciences & Services Authority of Spokane County and the Spokane Angel Alliance donated more than $13,000 toward a second-year subscription for PitchBook.
“It seems like the library is really well-positioned to be a crowdsourcing hub for access to more resources, even if they might be kind of industry specific, like PitchBook,” Pond said.
A win for the economy
Although the Spokane Public Library’s downtown branch is closed for renovations, Pond is continuing to accept online and phone consultations.
Pond said during the downtown branch closure, the Bloomberg Terminal will be moved to the Spokane Academic Library at the Riverpoint campus.
Prior to Gov. Jay Inslee’s order to restrict gatherings because of the coronavirus pandemic, Pond was holding several meetings at local organizations such as small-business resource SCORE, a volunteer mentorship program, to help people with writing a business plan and other topics.
Pond aims to continue working to provide resources for Spokane businesses and entrepreneurs.
“We are spending $100,000 per year just for business research tools. There’s zero startups anywhere in the nation that are going to spend $100,000 on market research,” he said. “The library can step in and reduce that scope of risk for our local businesses. It’s a win for them and it’s a win for the Spokane economy.”
Among the databases available through the library are:
- Washington State Legal Forms, offering state and federal forms.
- Statista, with market data, market research and market studies.
- Reference USA, with market research, competitive analysis and sales lead generation.
- Microsoft Imagine Academy, with online courses for Microsoft technology.
- Demographics Now, offering demographics, consumer expenditures and interactive maps.
Article first appeared in StrongTowns on March 6 2020. Written by Quint Studer.
I’ve spent the last two years traveling across the country working with small to mid-sized towns on their revitalization efforts. And what I find is they’re getting lots of things right.
Civic-minded entrepreneurs and private citizens have taken the bull by the horns and are working hard to make their communities the best they can be. They’re finding ways to reinvent themselves, attract the right kinds of business, and transform into great places to work, live, and play.
Here are a few strategies community leaders are embracing as they work to create vibrancy:
They’re changing the conversation on who drives revitalization. It’s important to get citizens engaged in change. They (not government) have to lead the way. Leaders are getting people talking about and looking at the community in a new way. How can we develop and sustain communities that serve all of us and satisfy our human desire to be connected, all without putting unfair liabilities on future generations?
They’re tying their plans to economic growth. There’s just no other path for long-term job creation and a strong, sustainable tax base. It’s important for a community to know where its revenue comes from and, more importantly, know what isn’t generating revenue. For example, don’t build a beautiful bike path unless you are confident that it’s part of a plan that will ultimately spark economic growth.
They’re getting smart about the psychology of change. It’s only human to resist change, even when we know we need it. Someone is going to object to even the best-laid, most well-thought-out plans. That’s why leaders go into change initiatives expecting barriers and crafting plans to deal with them. The whole community will never get behind anything, so don’t waste energy on trying to convince the unconvinceable.
They’re connecting change initiatives to what citizens care about most. For example, it’s important not just to throw data at people, but rather to find a “burning platform” that speaks to their emotions. People make decisions with their hearts, not minds. You have to connect to something they care about. In Pensacola our burning platform was: What can we do to keep our children and grandchildren from leaving town? Once we framed the issues that way, we were able to get momentum behind the change.
They’re using objective data to drive decisions. Community dashboards keep critical metrics front and center. Just like a company, a community needs objective metrics to know how healthy they are, to identify areas that need improvement, and to gauge progress over time. They need to see all of them together and updated regularly. Think of how the dashboard of a car shows gas, oil, engine performance, temperature, and so forth. It’s a way to constantly be asking, How is our community doing on areas that are important to us? Wages? Crime? Education? High school dropout rate?
They’re rebuilding their downtowns. To attract businesses and talent to a community, it must have a walkable, livable, vibrant downtown with lots of great restaurants, shops, fun activities, and trendy residential areas. Young people, in particular, want to live, work, and play in the same area. When you start by revitalizing your downtown, it gets people activated and sparks growth in the rest of the community.
They’re making education a priority. A strong education system creates a strong talent base and appeals to investors. That’s why leaders are doing everything they can to improve theirs. In 2014 Pensacola had a 66 percent graduation rate and also a 66 percent kindergarten readiness rate. We connected the dots and realized if we focused on early brain development, we could impact graduation rates long-term. So we started a pilot program with local hospitals to work with new mothers. Now we are on track to become America’s first Early Learning City.
They’re getting aggressive about attracting investors. Local, organic investment is great. Leaders do everything they can to find, engage, and attract investors who already live in or have ties to the community. But they also know they need to attract external investors. This is both a science and an art. The “science” part is the dashboard, because it gives investors the metrics they need to know. The “art” part is the compelling story you build around that data: Does your community have a high graduation rate? Are there a lot of Millennials? Is the cost of living affordable? Focus on these selling points.
They’re managing incentives more thoughtfully. Incentives to attract big businesses tend to be overused. Sometimes they’re a good idea. Sometimes they’re not. It’s crucial for leaders to carefully evaluate these deals before deciding, handle them with transparency and fairness, and insist on clearly defined success metrics. And remember: The best strategy is to create such a dynamic, business-friendly community that incentives won’t be necessary. Businesses will want to come anyway.
They’re partnering with government the right way. More and more, leaders are realizing they shouldn’t depend on local government to drive growth. They likely don’t have the budget, nor are elected officials likely to be around to see long-term development projects through. Private investment must lead the way. Government is a wonderful partner and wants the same outcomes citizens do. Elected officials can focus on keeping the community clean and safe, being consistent and fair with guidelines and zoning rules, and enforcing codes.
They’re going to extraordinary lengths to engage citizens. The more successful leaders are at doing this, the more engaged the community becomes, and the more likely it is to meet its goals. His advice to leaders is to seek citizen feedback on everything. Communicate relentlessly. Connect back to the why behind what you’re doing and how it affects them. Once citizens are galvanized, they will turn out, take action, make their voices heard, and applaud leaders for making the community better.
They’re galvanizing their small business communities in ways that go beyond “business-friendliness.” Community leaders are starting to realize it’s not just about starting businesses, but about keeping them growing. Entrepreneurs rarely start out with a strong grasp of basic business skills. This is why Pensacola holds monthly training and development workshops, small business “roundtables,” and even an annual business conference (EntreCon). Once you galvanize the army of citizens who are business owners, they’ll be your catalysts for change and your sustainers. They’ll keep your growth on track.
They’re leveraging small successes to keep the momentum going. Great leaders never declare victory. The work of creating a vibrant community is never done. Use each success to grow more enthusiasm and grow the project base. Once you start having success, everyone starts feeling good about the community, and it becomes easy to keep the less successful projects from bringing down momentum. Community pride has a huge multiplier effect.
Creating a vibrant community is a journey. It’s not easy. But once you can get some wins under your belt, and get citizens behind you, you’ll start to see what is possible. That’s when the magic happens. When individuals come together with a common goal, it creates a synergy that’s unstoppable. This is how we’ll change America for the better—one community at a time.
Featured image via Unsplash.
About the Author
Quint Studer is author of Building a Vibrant Community: How Citizen-Powered Change Is Reshaping America and Wall Street Journal bestseller The Busy Leader’s Handbook: How to Lead People and Places That Thrive. He is founder of Pensacola’s Studer Community Institute, a nonprofit organization focused on improving the community’s quality of life, and Vibrant Community Partners, which coaches communities in building out a blueprint for achieving growth and excellence. Quint speaks and works with communities across the country, helping them execute on their strategic plans, create a better quality of life, and attract and retain talent and investment. He is a businessman, a visionary, an entrepreneur, and a mentor to many. He currently serves as Entrepreneur-in-Residence at the University of West Florida, Executive-in-Residence at George Washington University, and Lecturer at Cornell University.