Prepare to dine al fresco and sidewalk shop in Spokane.

Friday, 29 May 2020 / Published in News + Updates

First published in the Spokesman Review, Sun., May 29, 2020. By Adam Shanks.

In an executive order issued Thursday, Mayor Nadine Woodward established the Restaurant and Retail Program, which eases the city’s regulations on how and when a restaurant or retailer can expand onto a neighboring sidewalk or parking lot.

Woodward’s executive action complements the efforts already taken by the Spokane City Council, which earlier this month waived application fees for businesses that want to set up on a sidewalk or curbside, and revised city law to reduce the lag time between application and permit approval.

“We felt it was really important to allow businesses that are opening in Phase 2 to increase their capacity. … If you know anything about those businesses, that profit margin is so slim, it is very difficult for many of them to operate at 50%,” Woodward said.

As Spokane entered Phase 2 of Gov. Jay Inslee’s Safe Start reopening plan last week, its restaurants were allowed to open at 50% capacity. In response to business owners’ concerns that this would still hinder profitability, the city has scrambled to relax rules and allow restaurants to spread outside, increasing the number of customers they can serve at any one time and improving their odds of operating in the black.

The city’s new program is also aimed at helping retail businesses, which face similar limits, including operating at 30% of normal capacity during Phase 2.

Under the program, clusters of restaurants and businesses can also apply to have a street closed by applying for a special events permit.

Outdoor seating will still be subject to the 6-foot social distancing rules between tables that apply to restaurants in Phase 2, but outdoor customers will not count toward their occupancy limit. The Elk Public House in Browne’s Addition was the first to apply for a special events permit, which is under review by the city. If approved, it would close down the small section of South Cannon Street for use by The Elk and neighboring restaurants.

The Elk Public House was the first to apply for a special events permit that would close a small section of South Cannon Street for use by the Elk and neighboring restaurants in Browne’s Addition. COLIN MULVANY/ THE SPOKESMAN-REVIEW

The city launched a new page on its website Thursday that provides details about the regulations.

In addition to sidewalk cafes – in which tables are set up on the sidewalk directly outside a restaurant – the city is also encouraging businesses to apply for a streatery or parklet permit. A streatery is an outdoor seating area that encompasses up to two parking spaces at the curbside in front of a restaurant or a nearby loading zone. A parklet is effectively the same thing, but open to the public, not just customers of a specific restaurant.

Under Woodward’s order, the city will consider granting variances to the normal requirements of a sidewalk cafe or streatery, as long as they meet basic safety requirements and still conform to the requirements of Inslee’s Safe Start program.

The order was swiftly and unanimously ratified by the Spokane City Council on Thursday. The program is set to sunset at the end of 2020, but could be rescinded earlier if it becomes unnecessary or extended if needed.

Earlier this month, the council also asked the Washington State Liquor and Cannabis Board to relax restrictions that force a restaurant’s outdoor alcohol sales to directly connected to its premises. The temporary standard would allow restaurants that share space in a closed-down street to sell alcohol, the sales of which are a vital piece of many establishments’ profitability.

The liquor board has already temporarily eased some rules during the stayhome order, including allowing the sale of premixed cocktails to go from licensed restaurants.

During the pandemic, it’s allowing restaurants to apply for an extended floor plan that stretches outside, but “floor plan revisions must be adjacent and contiguous to a licensed premise,” and “areas of responsibility must not be communal or shared with other licensees,” according to the liquor board’s guidance.

“They are eager to work with restaurants to make what adjustments they can,” said Councilwoman Lori Kinnear, who has spearheaded the council’s efforts to ease restrictions on restaurants and retailers.

CONTACT THE WRITER:

(509) 459-5136 [email protected]

A ten-point preparedness plan for our communities

Thursday, 09 April 2020 / Published in News + Updates

Published on Brookings Institute. Article written by Richard Florida and Steven Pedigo. 

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.

  1. 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.
  1. 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. 
  1. 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.
  1. 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.
  1. 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.
  1. 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.
  1. 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.
  1. 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.
  1. 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.
  1. 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.

 

RFlorida

Richard Florida

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

Headshot

Steven Pedigo

Professor of Practice at the Lyndon B. Johnson School of Public Affairs – University of Texas at Austin

Business librarian helps Spokane-area startups

Monday, 30 March 2020 / Published in News + Updates
First published in the Spokesman Review, Sun., March 29, 2020.By Amy Edelen.

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.”

Mark Pond, business reference librarian for the Spokane Public Library, is working out of StartUp Spokane while the downtown library is under construction. (Dan Pelle / The Spokesman-Review)
Mark Pond, business reference librarian for the Spokane Public Library, is working out of StartUp Spokane while the downtown library is under construction. (Dan Pelle / The Spokesman-Review)

 

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.”

Growing resources

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.

PitchBook

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.

Local Leaders Are Reshaping America One Small Town at a Time

Friday, 06 March 2020 / Published in News + Updates

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?

Decorah, Iowa. Image credit.

Decorah, Iowa. Image credit.

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.

Denton, Texas. Image credit.

Denton, Texas. Image credit.

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.jpg

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.

For more information, please visit www.thebusyleadershandbook.com, www.vibrantcommunityblueprint.com, and www.studeri.org.

Inland Northwest workforce training programs help close the skills gap

Wednesday, 26 February 2020 / Published in News + Updates

“The land of opportunity”— that is the promise of the United States. And one of the reasons the country has been able to deliver on that promise is that it has been able to develop the talent it needs to create wealth and to adapt to ever-changing economic realities.

— Martha Laboissiere and Mona Mourshed, McKinsey & Company

In rural regions, where populations are more dispersed and farther from major job centers, a well-trained workforce faces different challenges than those in metro areas, where people are closer to education, training, and employment opportunities.

The need, for both business and society, is clear: we need to better prepare people without college degrees for jobs with promising career paths.

KTEC students during Health Care and Natural Sciences Day at NIC

The Inland Northwest boasts 18 universities and colleges within an 80-mile radius of Spokane, accounting for nearly 90,000 students who study at area colleges and universities.

Building the talent pool for the region requires a dependable source of employees who are well-trained, ready to work and valued for loyalty. The region’s public and private higher education institutions work collaboratively with one another and the business community to ensure a workforce is developed to meet the needs of the Inland Northwest’s residents and industry.

Our region offers a wide variety of daytime and evening classes in the classroom, online course, and via correspondence.

Dream It. Do It. High School students from Idaho and Lewis Counties visiting with area employers

According to a 2019 Federal Reserve System article titled, Strengthening Workforce Development in Rural Areas, declines in prime working-age individuals and closing businesses, highlight the need for strategies that address both labor demand and supply issues.

“For these skills-oriented policies to be effective, community leaders must also implement strategies to retain skilled workers and to address nonskill barriers to work faced by vulnerable populations. Community amenities, quality job policies, transportation systems, affordable housing, health care, child care, and broadband should all be aligned with workforce development efforts.”

— Ashley Bozarth and Whitney M. Strifler, Federal Reserve Bank of Atlanta

 

There is no one solution to tackle all of the workforce issues that communities face. Take a look at the region’s offerings:

IDAHO WORKFORCE TRAINING PROGRAMS:

WASHINGTON WORKFORCE TRAINING PROGRAMS:

Washington Commerce introduces “Thrive!” to help high-growth businesses expand

Tuesday, 17 December 2019 / Published in News + Updates

First appeared on Washington Department of Commerce website on Dec. 17, 2019.

OLYMPIA, WA – Expanding on the success of its original economic gardening program, the Washington Department of Commerce has developed Thrive!, a new program to help second-stage companies increase revenues and position for growth.

Based on the Edward Lowe Foundation’s System for Integrated Growth (SiG) framework, Thrive! connects chief executive officers to subject matter experts who provide them with data, analytics, best practices and strategies that are typically only available to larger corporations. This actionable information can be used to overcome roadblocks related to human resources, finances, operations, marketing, sales, international trade and other business issues.

“Since its introduction three years ago, Commerce’s second-stage program has helped 39 businesses across the state find innovative ways to increase growth and revenue,” said Lisa Brown, Commerce director. “Where the original program focused solely on external issues, Thrive! examines internal and external roadblocks to growth, since one can often affect the other.”

Research shows that historically, companies that have completed a second-stage program like Thrive! experience a 15% to 30% increase in revenue.

The ideal candidate for Thrive! is a company that’s been in operation in Washington for at least two years, has between six and 99 employees, achieved $1 to $25 million in annual revenue and has demonstrated an appetite and aptitude to handle additional growth.

To help offset the $4,275 cost of the program, Commerce contributes $1,275 to pay for the initial needs assessment call with the team leader as well as a strengths-weaknesses-opportunities-threats (SWOT) analysis call with a team of experts assigned to address identified business issues. Based on these calls and the resulting work plan, the CEO can move into the research phase of Thrive!, which entails up to 33 hours of professional research time. Thrive! is conducted entirely by phone and a secure online portal created especially for each participating company. Thrive! requires approximately eight to 12 hours of the CEO’s time over the course of four to eight weeks.

More information about Thrive! as well as a link to the application for the program is available at https://startup.choosewashingtonstate.com/programs/thrive/. Contact Susan Nielsen at [email protected] for eastern Washington Thrive! opportunities.

Region’s 2020 Economic Forecast Looks Very Much Like 2019

Thursday, 12 December 2019 / Published in News + Updates

First appeared in The Coeur d’Alene Press, December 12, 2019 at 5:00 am | By MIKE PATRICK Staff Writer

COEUR d’ALENE — Same ‘ol-same ‘ol looks pretty sweet.

Speaking to a packed house of 215 business people and community leaders Wednesday, economist Dr. John Mitchell said there’s little reason to expect the nation’s unprecedented 126-month expansion to come to a screeching halt. What we saw in 2019 should look a lot like what we see in 2020, he said.

Dr. John Mitchell delivers his keynote to Coeur d’Alene Chamber of Commerce (Loren Benoit, Coeur d’Alene Press)

In his annual Coeur d’Alene Chamber of Commerce breakfast address at the Best Western Plus Coeur d’Alene Inn, the veteran fiscal forecaster predicted economic growth might slow a bit but continue heading in the right direction.

“The things we traditionally worry about at the moment are not happening,” he said.

Sure, there’s some uncertainty with impeachment proceedings, Mitchell acknowledged. Angst ebbs and flows with international trade and tariff talk, too.

It’s always possible the market could see a big dip, or threats emerge to upend the tax system or the medical system. And of course, Mitchell had to raise the specter of a black swan event — some disaster that nobody sees until after it’s already happened — no matter how unlikely.

“I worry about… people’s willingness to take chances and invest,” he conceded. “That’s a threat.”

But having covered the big scary stuff, Mitchell’s forecast had a calming effect.

“The things that preceded many other recessions don’t seem to be there,” he said.

Nationally, Mitchell pointed to GDP slowing slightly next year but strong employment and low inflation propelling a steady course.

Close to home, Mitchell unwrapped a Christmas package of economic positivity.

He cited Idaho’s 2.1 percent population growth as No. 1 in the nation, tied with Nevada.

Idaho’s job growth for the year through October was a sturdy 2 percent, good for eighth in a nation where all 50 states showed job growth in 2019. Mitchell charted Kootenai County job growth for three years, from October 2016 through October 2019, and tallied 8.4 percent growth, with construction and leisure/hospitality leading the way.

The local housing picture is especially bright — if you’re looking at the value of your property rather than your tax bill, anyway. According to Mitchell’s research, the Coeur d’Alene metro area had the fourth highest housing appreciation rate in the country as of the year’s third quarter. Chico, Calif., rising from the ashes of the Paradise Fire, led the way with a 14.25 percent appreciation rate. Boise (11.81) was second, followed by Idaho Falls (11.33) and Coeur d’Alene (10.85). Demonstrating the growth power of the Northwest, Spokane was fifth in the nation (9.36).

Growth is also visible throughout Kootenai County, as building permits attest. Mitchell said residential building permits are up 11.5 percent year over year.

“The forces that have been driving the county would seem to be intact,” he said, pointing to confident employed consumers, an aging population in the higher cost areas, the many attributes of the region, and simply rising with the tide of continued national economic expansion.

He’s got some numbers to back that all up. Looking at 2010 through 2018, Mitchell showed a positive population change in Kootenai County. Making babies was responsible for 3,822 new faces, while net migration brought in 19,111 during that period, he said. That added up to a 16.6 percent increase, well ahead of Idaho’s strong 11.9 percent population growth.

Growth is evident not just in bodies but bank accounts. According to Mitchell’s research, Kootenai County residents’ personal income was up 7 percent last year. He noted that the big uptick isn’t all from hard-working employees getting raises or better-paying jobs, either: dividends, interest, rents and transfer payments are boosting the bankroll of retirees.

“Old people save a lot,” he said.

Worries over deficit spending haven’t slowed the overall economy, and the dreaded “R” word has somehow been held at bay. Mitchell called “recession headlines very common in 2019,” but said the warnings are often a reflection of political rather than economic interests.

“I always have in the back of my mind, ‘What’s the person’s agenda?’” he said. “The recession just keeps getting pushed further and further out.”

With some effort, the economist who has been making similar presentations for 47 years strained to see dark clouds, let alone black swans, on the 2020 horizon. However, all economic expansions end sometime.

“I don’t think it’s going to be in 2020,” Mitchell said, “but it’s out there somewhere.”

Inland Northwest Economic Development News, FALL 2019

Thursday, 21 November 2019 / Published in News + Updates, Uncategorized

The following projects, initiatives, and economic developments are making news in eastern Washington and northern Idaho. This release is distributed by the Inland Northwest Economic Alliance on behalf of its regional partners.

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COEUR D’ALENE, Idaho — StanCraft Boat Co. is expanding from manufacturing watercraft to offering aviation services with the addition of a $15 million StanCraft Jet Center at Coeur d’Alene Airport-Pappy Boyington Field. Construction on the new 85,000-square-foot FBO began in August east of Empire Aerospace, and the project is expected to be completed by May 2020. Coeur d’Alene-based Eric Hedlund Design is the architecture firm that designed the structure, and Hayden-based Young Construction Group of Idaho Inc. is the contractor. The 40,000-square-foot Southfield Aviation building will be used as a maintenance facility after the new jet center is built. In addition to refitting jet interiors, StanCraft Jet Center will offer jet refueling, conference rooms, waiting and pilot areas, and a tenant improvement space for offices. Contact Robb Bloem, StanCraft President, for more information.

Dauntless Air, an aerial firefighting company, relocated its aircraft maintenance operations to the Coeur d’Alene airport this year. Dauntless protects people, land and property from the devastation of wildfires through advanced aerial fire suppression tactics in Minnesota, Washington, Alaska, Idaho, North Carolina, California and Oregon. Learn more about the company at www.Dauntlessair.com or contact Brett L’Esperance, Dauntless CEO.

PULLMAN, WA — Washington State University’s Cosmic Crisp apple will hit the fruit stands on December 1, a project over 20 years in the making. Cosmic Crisp was developed specifically for Washington’s climate and growing conditions. WSU researchers combined the disease-resistant Enterprise with the Honeycrisp, known for its crispness, juicy sweetness, and hint of tartness. There are 12 million trees planted in the state of Washington and this year 450,000 boxes of Cosmic Crisp apples will be available. Washington apple growers will have exclusive rights to the Cosmic Crisp for 10 years. Washington produces 65-75 percent of the nation’s apples, yet this is the first variety that originated from the state. Contact Proprietary Variety Management for more information.

HAYDEN, Idaho — Roller coaster manufacturer, Rocky Mountain Construction (RMC), continues its Six Flags success with the innovative Jersey Devil Coaster at Six Flags Great Adventure in Jackson, New Jersey. Known as a single-rail coaster, riders in one-passenger cars will straddle a 15.5-inch-wide steel, monorail track and navigate a twisted course that will include multiple inversions, climbing 130 feet and hitting a top speed of 58 mph along 3.000 feet of monorail track. RMC has grown to 115 full-time employees and 5 manufacturing facilities, totaling more than 75,000 square feet. See USA Today’s article for more.

DAVENPORT, WA – Washington Department of Commerce, USDA, and Washington State University Medical School hosted a daylong workshop with 100 community leaders and residents from Eastern Washington to address the broadband law approved this year by Washington state lawmakers. A new statewide broadband office will approve and distribute grant and loan funds to local governments, tribes, public, private and nonprofit entities working together to expand broadband. The program has $21.5 million available, including $14.5 million for loans and $7 million for grants. The state will prioritize funding to public-private partnerships, with a focus on underserved areas in the state. Contact Margie at Lincoln County EDC for more information.
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MARIES, Idaho — City officials and housing developers, Troy Lozano, are projecting construction of new homes in Ragan’s Addition to begin in early 2020. Lozano purchased 21 lots in the addition and plans to partner with Julian Construction to build single family homes. Updates can be found at greystonehill.com.

OTHELLO, WA — McCain Foods broke ground on a 170,000-square-foot expansion, a project that will cost $300 million and is scheduled for competition in 2021. The expansion to the frozen potato products line is estimated to bring about 180 new jobs to Othello and is expected to be the biggest manufacturer of frozen potato products in the world. Dale McCarthy, McCain Foods, said Othello’s proximity to West Coast shipping makes it a crucial location for the company. “Othello is very strategic for us.” Adams County officials are working with McCain Foods and the state to develop a recruitment process and support. They plan to conduct a countywide housing needs assessment to confirm housing needs and development solutions.  Email Adams County Economic Development Council for more info.

MOSCOW, Idaho — Northwest River Supplies (NRS) began operations from its new facility on South Blaine Street on November 5. The newly constructed 155,000-square-foot building includes a warehouse, customer service center, corporate offices and a 3,500-square-foot NRS flagship retail store. The $13.5 million project received a tax break from Latah County that exempts 75 percent of the increase in the site’s value from property taxes for five years, ending in 2023. Read more here.

PULLMAN and COLFAX, Wash. — Two Inland Northwest businesses were recognized through the Washington Secretary of State’s Corporations for Communities Award Program. Schweitzer Engineering Laboratories, of Pullman, was recognized for donating and raising funds for local charities and providing money for employees to donate to the charity of their choice. Bunyard Automotive, of Colfax, was honored for repairing vehicles at little to no cost for families in need. Both businesses were awarded the National Association of Secretaries of State Medallion for their efforts in their communities. The full press release is here.

OSBURN, Idaho — The city dedicated the newly completed Shoshone Fire District #1 facility, which was awarded a $500,000.00 block grant earlier this year. The new 10,000-square-foot facility is a significant fire, training, and emergency services upgrade for the region. Contact Silver Valley EDC for more information.

LEWISTON, Idaho — With a start-up $839,809 grant from the National Science Foundation, the Northwest Intermountain Manufacturing (NIMA) Association has created a pilot project to train high school students in fabrication and machining. In partnership with Lewis-Clark State College, the Clearwater Economic Development Association, the University of Idaho and 16 school districts, the program gives students a solid skill set and educational background in manufacturing so they can be ready to start work right after high school for local companies. The first group of students will complete the program in 2020. See Idaho Department of Labor article here.

LIBERTY LAKE, WA — In response to a gap in the city’s flex office market, Liberty Lake Coworking LLC will open Jan. 2 at 23505 E. Appleway. The 4,600-square-foot space will have 11 private offices, six semi-private spaces, and open table space. The space will also feature booths for private calls, two semi-private meeting booths, a podcast and media room, access to high-speed fiber internet, and free parking. More details can be found here.

POST FALLS, Idaho — Construction on Idaho’s fourth state veterans’ home is expected to start next year. The 82,000 square foot project is to be built in Riverbend Commerce Park in Post Falls and will have 64 beds. The home will be built on 7.3 acres donated by the Jacklin Land Co. in Riverbend Commerce Park on Post Falls’ west side. It is adjacent to BioPol Laboratory and Buck Knives. See the full article here.

SPOKANE, WA — The Toolbox manufacturing incubator expanded to 17,000 square feet in a recent move to Logan Neighborhood. Anchored in the space is Vestis, which manufactures specially designed commercial awnings and canopies. The Toolbox continues to serve as collaborative space where established companies and business mentors share expertise, ideas, tools, and equipment with manufacturing startup and entrepreneurs. The Toolbox is overseen by nonprofit Spokane Create. Read full article here.

On December 4, the Edward Lowe Foundation and Washington Department of Commerce will lead businesses through the basics of Thrive!, a new state program that helps second-stages businesses to increase revenue, streamline operations, and expand into new markets. Contact Susan Joseph Nielsen for more information about Thrive!

POST FALLS, Idaho— Northwest Specialty Hospital completed a $4.5 million addition to include an Endoscopy Center and two additional operating rooms. The 15,000-square-foot addition brings to eight the number of operating rooms for patient surgery. The Endoscopy Center, a 8,650-square-foot addition to the hospital, features two procedure rooms, one exam room and eight preoperative and post-anesthesia care unit bays. See company news release for more information.

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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.

Inclusive co-working space in Coeur d’Alene geared toward women entrepreneurs

Tuesday, 22 October 2019 / Published in News + Updates

Article first appeared in The Spokesman Review, October 22 2019. By Amy Edelen, SR staff writer.

As Melinda Cadwallader and Cassidy Bones walk around a vacant building in downtown Coeur d’Alene, they see potential for a community space buzzing with activity.

Bones, Cadwallader and her daughter, Delia, aim to create The Hive, a coworking space geared toward women entrepreneurs – but inclusive to everybody – that fosters an environment of learning and collaboration.

“It’s a coworking and learning annex where you can get outside of your home, get outside of your normal flow of life and have a space to be inspired, to connect with other people, to work on your business and also know that everyone there wants to help support you, too,” Cadwallader said.

Bones and Cadwallader signed a lease for a 3,400-square-foot building at 405 E. Indiana Ave. because of its proximity to a wellness bar, day care center, parking and the energy of downtown Coeur d’Alene.

The Hive, slated to open in early 2020, will feature several coworking tables, a meeting and workshop area, photography corner, and a media room with equipment to develop podcasts.

“We have a lot of coffee shops here in town, but as student, as an entrepreneur and as someone who works digitally, to just go from coffee shop to coffee shop can be exhausting and distracting,” Cadwallader said. “There’s one coworking space here in town, but women want choices, we want options, we want new and interesting spaces to be and to work.”

Cadwallader, who has a background in vocational education at beauty institutes in Denver and Coeur d’Alene, wants to provide space at The Hive for community members to teach classes and host events.

“That’s what I got to do in vocational education. I was able to take people who were licensed professionals without a master’s degree in teaching and teach them how to share their knowledge and information with students,” she said. “When you see that growth in an individual – where they go from a professional to a teacher of that profession – that change affects someone’s whole life.”

The Hive is among many female-focused workspaces gaining traction nationwide as women entrepreneurs and freelancers look for an alternative to traditional offices, with resources and training to grow their businesses.

Female-focused coworking spaces are becoming more prevalent nationwide because they provide a place for women entrepreneurs to gain access to networks, experts and capital, said Marie Mayes, director for Washington State University’s Center for Entrepreneurial Studies.

“Access to capital is a really critical thing to women entrepreneurs,” she said. “These spaces will often host pitch sessions and pitch coaching sessions to help women prepare to raise capital and help understand capital markets.”

Mayes added that she appreciates female-focused coworking spaces are inclusive to everyone, which reflects the diversity of skills and perspectives that startups often have among their teams.

Established female-focused workplace The Wing launched in New York in 2016. It has since expanded to eight locations nationwide and raised more than $117 million in funding from several investors, including SoulCycle founders Julie Rice and Elizabeth Cutler.

Seattle-based The Riveter, founded by CEO Amy Nelson in 2017, expanded its network of community coworking spaces built by women, for everyone, to five additional cities this year after securing $15 million in venture capital financing.

“Our expansion from one to 10 locations and thousands of members in just two years signals a significant market demand for workspaces, community, resources, and content that caters to the needs of women in work,” Nelson said in an email.

Nelson founded The Riveter after a decadelong career as a corporate litigator in New York and Seattle.

“I had a successful career and, for many years, felt comfortable working in the male-dominated space that is corporate law. But, when I shared the news of my first pregnancy with my colleagues in 2014, I felt the perception and perspective of me in the workplace shift immediately,” she said. “It didn’t make sense to me to remain in a system where I couldn’t make an equal dollar and where I knew mothers faced even more discrimination than women without children. So, I decided to start my own business, The Riveter – a modern-day union of working women and allies.”

Nelson said The Riveter, which now serves more than 2,000 members, has been met with excitement from entrepreneurs and businesses nationwide.


The future home of coworking space The Hive, at the corner of Fourth Street and Indiana Avenue in in Coeur d’Alene, is shown on Friday, Oct. 11, 2019. (Kathy Plonka / The Spokesman-Review)

In Coeur d’Alene, Bones said the community’s response to The Hive has been positive, although some people are confused by the concept.

“It’s just new,” she said. “People don’t quite understand it yet, but as we start talking and communicating about what this place is and what this place stands for, people have been very warm, receptive and supportive.”

Bones, who owns Beyond Bones Chiropractic and the small business consulting firm Ascension Consulting with her husband, Ryan, is excited about plans for education space and workshops at The Hive.

“As I’ve created, grown and tried to help rehab businesses, I’ve found there is a really interesting culture around that. The traditional business education that you get in college is not complete,” she said, adding marketing strategies are constantly changing. “So, I’m really excited to have current, very applicable things being taught.”

Memberships at The Hive start at $59 a month, which includes a reduced $10 daily rate for coworking space, two hours of workshops and a 15% discount on additional workshops, event space and media/conference room reservations.

A higher-tier membership – at $129 a month – includes unlimited access to the coworking space, four hours of workshops, two complimentary media/conference room reservations and a 30% discount on additional workshops and event space.

Nonmembers can rent coworking space for $25 a day.

The Hive is launching a fundraising campaign next week to assist with initial startup costs through “iFundWomen,” a crowdfunding platform for female entrepreneurs.

Cadwallader said The Hive’s focus will be primarily on local issues and women to create a space for empowerment in the community.

“It’s locally focused, and we see ourselves duplicating the space, but maybe in another smaller community, like Lewiston,” she said. “We aren’t looking to go to San Francisco. The Wing is there. The Riveter is there. But we have a heart for local community, small business communities, so being a hub for that in a small town is our appeal.”

Moscow location data firm expands to new site

Wednesday, 02 October 2019 / Published in News + Updates
Article first published in Site Selection Magazine, September 2019. by RON STARNER.

When your company earns its keep by providing location data to site selectors, economic developers and others, it stands to reason that other people are going to pay close attention anytime your firm engages in a site search of its own.

That was exactly the case when Moscow, Idaho–based Emsi announced July 26 that it was expanding its footprint in Northern Idaho with a new headquarters. The campus will house more than 500 Emsi employees and give the firm room to grow.

“One of the first goals for Emsi was to employ 50 people earning over $50,000 because good jobs in our town drive prosperity for everyone,” said Andrew Crapuchettes, CEO of Emsi. “Through striving to bless our customers, employees and shareholders, Emsi has enjoyed market success and is now privileged to be a part of Strada Education Network. With Strada’s backing and the crucial support of many people in Idaho, we are grateful and excited to build this signature building in Moscow.”

Emsi was launched in Moscow — 80 miles (130 km.) south of Spokane and 300 miles (480 km.) north of Boise — in 2000, as Economic Modeling Specialists International. When the firm moved to its current downtown facility in early 2014, it had 92 employees. Today, Emsi employs more than 200 people, with about 160 working in Moscow.

Emsi anticipates a move-in date of late 2020. The expansion will allow the firm to add more software developers, engineers, data scientists, economists, sales executives and other personnel. By remaining in Moscow, Emsi retains access to a talent pipeline coming out of the University of Idaho, Washington State University and New Saint Andrews College. More than 550 students with the skills required for Emsi’s key occupations graduate each year from these schools.

Happiness is Hard to Quantify

Emsi CFO Timothy van den Broek says that talent and quality of life convinced the firm that the best place for the new headquarters was Moscow. “We’ve been very happy with Moscow as a place to operate for 20 years,” he says. “It is our town. Our employees mostly live here, and their families live here. Within 10 miles, we have three colleges that all produce a good number of high-caliber graduates.”

But it’s not just about skills, says van den Broek.

“We hire people of great character,” he adds. “Moscow is largely an immigrant community of transplants from across the nation and around the world. I am a family man. I have a wife and five kids. I could not imagine a better situation.”

Tax reimbursement incentives, mostly employment-related incentives, were helpful in getting this deal done, he says, noting what he calls a “fantastic relationship” with the state, county and city. Quality of life is the icing on the cake, says the CFO, who is originally from England. “We have a vibrant restaurant scene in Moscow. The jazz festival brings a good amount of people to the region,” he notes. “My commute is a 10-minute walk. If I drive, it’s one minute.”

The new space could accommodate a workforce of 1,000 people or more, he says. “If we do our job well and help our customers grow, we’ll continue growing ourselves. We are in this for the long haul.”