HomeMy WebLinkAbout5256 RESOLUTION NO. 5 2 5 6
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WASHINGTON, APPROVING
THE CITY OF AUBURN TEN-YEAR ECONOMIC
DEVELOPMENT STRATEGIC PLAN
WHEREAS, in the fall of 2015, the City of Auburn embarked on a process
to develop an Economic Development Strategic Plan; and
WHEREAS, it was intended that this plan could provide a guideline for the
City's economic development activities over the next decade; and
WHEREAS, to assist in this endeavor, the City hired a team that included
TIP Strategies, Heartland, and the Retail Coach. Building on the recent Imagine
Auburn Comprehensive Plan, the consulting team developed this strategic plan
with the input of more than 200 stakeholders and based on findings from a
detailed analysis of demographic, economic, and market data; and
WHEREAS, the goals and strategies were also informed by the consulting
team's knowledge of trends and best practices that shape economic
development outcomes and programs across the nation. The result is a set of
goals, strategies, and actions that will propel the City of Auburn forward towards
its vision for 2025; and
WHEREAS, the City's development and adoption of this strategic plan is
timely. Auburn is in the path of growth and has already attracted high-profile
investments in multi-family housing (Trek Apartments and Merrill Gardens),
manufacturing (Orion Industries), and community services (Junior Achievement);
and
Resolution No. 5256
November 10, 2016
Page 1 of 3
WHEREAS, these successful investments highlight Auburn's competitive
advantages, its central location, historic downtown, regional transportation
linkages, and access to labor; and
WHEREAS, the spillover growth from Seattle is just beginning in Auburn.
With large tracts of land coming into to play, such as the 129-acre General
Services Administration (GSA) Complex and the 70-acre Valley Drive-In, and the
momentum that has already built up around Auburn, the City is wise to
contemplate how it wants to grow so it can be better positioned to guide its
future; and
WHEREAS, Auburn can and should harness Seattle's success to shape
its own economic development future as a vibrant, connected City with a strong
and diverse employment base; and
WHEREAS, the City of Auburn should also build opportunity from within
by encouraging companies to start, stay, and grow in the City. All of this work
must be accomplished without losing sight of its purpose: to benefit the citizens
of Auburn and provide employment opportunities for the children that grow up
there; and
WHEREAS, this work will take discipline and direction, leadership and
collaboration, and patience and perseverance across the City and multiple
partners. The City of Auburn's Ten-Year Economic Development Strategic Plan
provides the foundation and lays out the framework to coordinate the City's
transformation into a unique and thriving hub in the Seattle-Tacoma region.
Resolution No. 5256
November 10, 2016
Page 2 of 3
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, HEREBY RESOLVES as follows:
Section 1. That the Economic Development Plan, a copy of which is
attached hereto, marked as Exhibit "A" and incorporated herein by this reference,
is adopted as the City of Auburn Ten-Year Economic Development Strategic
Plan.
Section 2. That the Mayor is authorized to implement such
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. That this Resolution shall take effect and be in full force
upon passage and signatures hereon.
Sr
Dated and Signed this �� day of , 2016.
CITY OF AUBURN
NA CY BA U , MAYOR
ATTEST:
Danielle E. Daskam, City Clerk
APP VEDAS TO FORM:
ALI/
aniel B Hell! ity :ttorney
Resolution No. 5256
November 10, 2016
Page 3 of 3
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"P��� � H E A R T L A N D OTheRetailCoach�
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CiTY OF AUBURN
A�}�1*�����'��DG�MEPJTS
� �"," ,�rat���ies � I�
AUBURN
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PROJECT STEERING COMMITTEE: TIP STRATEGIES, INC. is a privorely held economic
Muyor Nancy Backus development consulfing firm with offices in Austin and Seattle.
Dana Hinman TIP is commifted fo providing quulity solutions for public and
Kevin Snyder private-sector clients. Eslablished in 1995, 1he firm's primary
Doug Lein focus is economic development strategic planning.
Bob Lee CONSULTING TEAM:
Shelley Coleman Jeff Marcell, Senior Partner
Ingrid Gaub
Jeff Tate Caroline Alexander, Projed Manager
John Holman CONTACT:
Paul Haugan 2905 San Gabriel S�reei, Suife 550
Daryl Faber Austin, Texas 78705
PROJECT MANAGEMENT TEAM: PH. 512.343.91 13
www.ti pstrateg ies.com
Dana Hinman, Diredor of Administrafion
Douglas Lein, Emnomic Developmenl Manager
Tiffany Dickman, Project Coordinator
H E �1 R T L A i�' D (�Ti�: �:�����ai�o��h'
HEARTLAND is a $eattle-based real estate advisory and RETAIL COAGH is a premier nafional relail recruitment and
inveslmenf firm with over 30 years of experience designing, development consuking firm, fo�nded by C. Kelly Cofer, President
analyzing, and implementing strafegies to manage risk and and Chief Executive Officer. Since 2000, The Relail Cooch has
optimize value in all aspects of both the built and natural provided the research, relationships and strafegies fo achieve
environmenf. Our five business lines indude publio-sector retail recruitment and development results that have helped more
advisory, privatesector advisory, capifal markets, brokerage than 350 mmmunilies throughout the US become beRer, shonger
services and investment. places lo live and work through an expanded sales tax base.
GONSULTING TEAM: CONSULTING TEAM:
Matf Hoffman, Senior Projecf Manager, Inlegraled Analytics C. Kelly Cofer, CCIM, Presiden�/CEO
Lanzi Li, Associale Project Manager Aaron Farmer, Senior Vice President
CONTACT: CONTACT:
1301 1 st Ave #200 86 Clark Boulevard
SeaRle, WA 98101 Tupelo, MS 38804
PH: 206.662.2500 PH: 662 844.2155
www.heartland Ilc.com www.thereta i koach.net
The Ten-Year Economlc Development Strategic Plan wus adopted by the Aubum City Council in Resolution No. 5256 on
November 21, 2016.
Aubum Cify Council: Largo Wales, Claude DaCorsi, Bill Pelozq Volanda Trou�Manuel,lohn Holmnn, Rich Wagner, Bob BaggeB
ECONOMIC DEVELOPMENT STRATEGY PAGE � I
C17Y OF AUBURN
RESOLUTION NO. 5 2 5 6
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, APPROVING THE CITY OF AUBURN
TEN-YEAR ECONOMIC DEVELOPMENT STRATEGIC PLAN
WHEREAS, in the fall of 2015, the City of Auburn embarked on a process to develop an
Economic Development Strategic Plan; and
WHEREAS, it was intended that this plan could provide a guideline for the City's
economic development activities over the next decade; and
WHEREAS, to assist in this endeavor, the City hired a team that included TIP
Strategies, Heartland. and the Retail Coach. Building on the recent Imagine Auburn
Comprehensive Plan, the consulting team developed this strategic plan with the input of more
than 200 stakeholders and based on findings from a detailed analysis of demographic,
economic, and market data; and
WHEREAS, the goals and strategies were also informed by the consulting team's
knowledge of trends and best practices that shape economic development outcomes and
programs across the nation. The result is a set of goals, strategies, and actions that will propel
the City of Auburn forward towards its vision for 2025; and
WHEREAS, the City's development and adoption of this strategic plan is timely. Auburn
is in the path of growth and has already attracted high-profile investments in multi-family
housing (Trek Apartments and Merrill Gardens), manufacturing (Orion Industries). and
community services (Junior Achievement); and
PAGE � 111
C17Y rJr �:;U'�U:�^�a
WHEREAS, these successful investments highlight Auburn's competitive advantages,
its central location, historic downtown, regional transportation linkages. and access to labor;
and
WHEREAS, the spillover growth from Seattle is just beginning in Auburn. With large
tracts of land coming into to play, such as the 129-acre General Services Administration (GSA)
Complex and the 70-acre Valley Drive-In, and the momentum that has already built up around
Auburn, the City is wise to contemplate how it wants to grow so it can be better positioned to
guide its future; and
WHEREAS, Auburn can and should harness Seattle's success to shape its own
economic development future as a vibrant, connected City with a strong and diverse
employment base; and
WHEREAS, the City of Auburn should also build opportunity from within by encouraging
companies to start, stay, and grow in the City. All of this work must be accomplished without
losing sight of its purpose: to benefit the citizens of Auburn and provide employment
opportunities for the children that grow up there; and
WHEREAS, this work will take discipline and direction, leadership and collaboration,
and patience and perseverance across the City and multiple partners. The City of Auburn's
Ten-Year Economic Development Strategic Plan provides the foundation and lays out the
framework to coordinate the City's transformation into a unique and thriving hub in the Seattle-
Tacoma region.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, HEREBY RESOLVES as follows:
a.a�� � iv
C17Y Oa AUEUv�N
Section 1 . That the Economic Development Plan, a copy of which is attached hereto,
marked as Exhibit "A" and incorporated herein by this reference, is adopted as the City of
Auburn Ten-Year Economic Development Strategic Plan.
Section 2. That the Mayor is authorized to implement such administrative procedures
as may be necessary to carry out the directives of this legislation.
Section 3. That this Resolution shall take effect and be in full force upon passage
and signatures hereon.
Dated and Signed this day of , 2016.
CITY OF AUBURN
NANCY BACKUS, MAYOR
ATTEST:
Danielle E. Daskam, City Clerk
APPROVED AS TO FORM:
Daniel B. Heid, City Attorney
�a�� � v
C1TY OF AUSURN
CONTENTS
ExecutiveSummary............_....__............_...... .................................__...................................................... 1
StrafegicPlan ......................._...._.........................................................._..............................._.._..._.........5
Introduction .............................................................................................................................................7
Vision & Guiding Principles .................................................................__.._....._..................................... 13
FocusArea 1 . Delivery............................................................................................................................ 15
FocusArea 2. Product.............................................................................................................................21
FocusArea 3. Place ...............................................................................................................................27
FocusArea 4. Messaging........................................................................................................................ 32
Implemen�ation and Organization................................_.....................................................,....._..__.......36
Conclusion ............................................................................................_..............................................52
PAGf � VI
U7Y OF AUSUFN
EXECUTIVE SUMMARY
In the fall of 2015, the Cily of Auburn embarked on a process to develop an economic development sfrafegic plan.
This plan will provide a guide for the Ciy's economic development activities and investment over the next decade. To
assist in this endeavor, the City hired a team that included TIP Strategies, Heartland, and the Retail Coach. Building on
the recent Imagine Aubum Comprehensive Plan, the consulting team developed this strategic plan with the input of
more than 200 stakeholders and based on findings from a detailed analysis of demographic, economic, and market
data. The goals and strategies were also informed by fhe consulting team's knowledge of lrends and best practices
fhat shape economic developmenf outcomes and programs across the nation. The resuli is a set of goals, strategies,
and actions that will propel the Ciy of Aubum forward towards its vision for 2025.
The City's development and adoption of this strategic plan is timely. Auburn is in the path of growth and has
already attrocted high-profile investments in multi-family housing (Trek Apartments and Merrill Gardens),
manufacturing �Orion Industries�, and community services (Junior Achievement�. These successful investments
highlight Aubum's competitive advan�ages—its central location, hisroric downtown, regional transportation
linkages, and access to labor. But the spillover growth From Seattle is just beginning in Aubum. With large tracts of
land likely to be redeveloped, such as the 129�acre General Services Administration (GSA) Complex and Ihe 70-
acre Valley Drive-In, and the momentum that has already built up around Auburn, the Ciry is wise to
contemplafe how if wanfs fo grow so it can be better positioned fo guide its future.
Aubum can and should hamess Seattle's success to shape its own economic development future as a vibrant, connected
Ciy with a strong and diverse employment base. It should also build opportuniy from within by encouraging companies
to start, stay, and grow in the City. All of this work must be accomplished without losing sight of its purpose: to benefit the
citizens of Aubum and provide employment opportunities for the children that grow up there.
This work will take distipline and direction, leadership and collaboration, and patience and perseverance across the Ciry
and multiple parfiers. The City of Auburn's Ten-Yeor Economic Developmenf Strategic Plan provides ihe foundalion and
lays out the framework to coordinate the Ciy's growth as a unique and thriving hub in the SeahleTacoma region.
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--:"'•.10`J!iC D_�,'fL�PTAEIVT STRATECIC PLAN PAGE � 1
CITY OF AUSURN
STRATEGIC PLAN SUMMARY: FOCUS AREAS & STRATEGIfS
The strategic plan is structured around four focus areas that have the potential to set the stage for Aubum's success
through a more robust, proactive, and focused economic development program. The four areas were derived from
key findings from an analysis of ihe City's Slrengths, Weaknesses, Opportunities, and Threats. The SWOT analysis
summarizes the input of more than 200 stakeholders and augmented by the results of the various analyses carried
out by the consulting team thai were componenfs of the planning process. The strategies that support each of the
four areas will help address Aubum's primary weaknesses and position it fo capitalize on its principal opportunities.
These focus areas and fheir supporting sfrategies are summarized below Detailed octions for each oF the s�rategies
are provided on pages 4 through 36 of the Strategic Plan.
1. DELIVERY �� :�. ��;�v;�`7
A comprehensive service delivery � qn imentory of sites, a business
system �hot aciively idenfifies and � • � � � climate, and a physica!environmen+
advances economic deve!opmenr �'7 Fhar fosier business growth and
oppoiiunilies in Aubuin ens�re a rosilient employment base
A." Val�a-Add��_d S�arvice�. Clearlydefine the ?.T La'bor Mlarkefr Inforanapion, Design and
services that the Ciry of Auburn provides to mainrain information resources that demonstrate
businesses both directly and through Aubum's strength in terms of its access to skilled
partnerships labor
. ._ 'Loc�l 2�s:nuss VisSr��?ion. Formalize a 2.2 Gec--T'.ec�iy �ites. Ensure a supply of deal-
business visifation program in partnership with ready sites to accommodate new business
the Chamber of Commerce to track trends imestment in Auburn
among Auburn employers and identify any
"' �Ecor�omfcDe,.c....�.r......_... .,-_ -..,- _. Creafea
businesses in need of assistance -"" - `
robusttoolbox to inrluenw economic
i .;; �iv;i:�ess R.��ruirmenr. Recruif new developmentoutcomes
businesses, induding retail, to Aubum to
provide better economic opportunifies and
2G ��,..:�-.��..,�.,5 c�-,_. .
enhance Auburn's quality of place Evaluate and continue to improve the City's land
use and building permit process and
1.» �at�;ys� Praj�c�s. Idenfify and advance performance
catalyst projects tha�will facilitate Aubum's
? ' Z-��-����^-,, M`<� �. Reevaluafe zoning
evolution '
distrids and modify certain aspects of the c^_r.�
' ,� S^r:•;�q:� R_�i��icr>ni�ps. Foster relationships
with key entities that support economic activity Z.b Cas• Cor:cr:sen. Annually com�are
in the City Aubum's development/impac' -
and rebate progroms to pe>rs
ECONOMIC DEVELOPMENT STRA7EGIt PLAN p��_
C1TY Of AUBSJRN
3. PLACE � 4. MESSAGING
� A ccurdina!ed markeling and
� A#racrive oa!eways; irrpressior � branding campaign that elevates
corridors, ard destinahons thal Aubum's reputolion amung �n;erna!
define lhe character of Auburn
and externa! aua`ierr;:es
3.) Strategic Investsc.�:� . Create a target �. - iBr�n` E,���n���,:;r , Develop a stronger
investment program to guide infrastructure brand for Auburn and reinforce Yhis with unified
invesfinenfs that enhance Auburn's economic messaging across organizations
developmentopportunities _ � ii;�i_ _' imu ::� Build a more positive
3.2 R�yinnc' "rc.���orrt�fiion_ Mainfain and perception and a greater sense of community
enhance regional transportafion connections to among Aubum residents through a sfrong
ensure ease of travel to, from, and within partnership with the Auburn Reporter and other
Aubum local media outlets
3.3 D�wr.town Revitalizct�on. Continue to �.3 �ocSaV ,Macl'iw. Continue ro strengthen the Cify's
invesf in downrown revitalization social media strategy to improve Aubum's
internal and external erce tions
... . ;�.:�_..... b'��y ..�_„rr �!ev�`a['.z.wtic,�_ P P
Designate Auburn Way South as an additional 4.G �ub[ic �ceti�aia,n$. Lounch a formal public
Targeted Invesfinenf Area relations campaign fo change the region's
; perception of Aubum
.3,_� ,1'r=s^�..�,;*+c.:^ Gc�nnec�trc�ns, Create stronger
connections between Auburn's primary tourism �.5 Ne�a: �>2�:_ 14'.. I�,._� M:=�,^r;;. Develop a
assets and develop new assets to attract more system for effective communication to the
visitors to Auburn marketplace tha�educates businesses,
w,t R:a;,or�l T�uri,rc. Strengthen regional developers, ond brokers on opportunities
tourism connections available in the City
�.b �S�r�tee�ic Oartr��c�i. Reach out to decision
makers in fhe target induslries to encourage them
fo consider expanding or relocafing in Auburn
The Cify of Auburn's Ten-Year Economic Developmenf Strafegic Plan is an ambitious plan fhaf will require specialized
staff and additional resources to implement. The transition to a more robust and proactive economic development
program necessitates additional capacity in deal making; economic and market research; prospecting and prospecf
management; real esfate finance; as well as marketing and outreach. Most municipally run economic development
departments or offices that undertake this rype of comprehensive economic development program are staffed by three
to four specialisis. Over rhe next three years, the City of Auburn must build up its economic development capacity,
both in terms of staff and operating budget, in order to execute on these recommended strategies. The ideal staffing
pattern would be an experienced economic developer supported by three economic development specialists �business
development, marketing, and redevelopment� in addition to the tourism coordinator and real estate analyst.
ECONOMIC DEVELOPMENT STRATEGIC �LAN PAGE � 3
C]TY fl� AUBUR�I
SuccessFul implementation will require not only additional resources but also an evaluation system that will
demonstrate progress and provide feedback to the City about which strategies are working and which must be
strengthened. Below is dashboard of ou�come measures that should be tracked over the course of implementation. A
more comprehensive list of inetrics and measurement tools can be found on page 51 .
Property Tax Base Commercial Tax Base Retail Sales
� The tax base hos grown s�eadily The share of�e mmmercial lax Reloil sales tax receiph per mpita
since 2013. _ bose fell from ih 2013 peak. have climbed steadily.
Non�exem�l Toxable Volue '�-�Co�nme.cial Sn!es Tox Receip';
(�;ier Capitci� �� �Industrial, Rerail,Officel � �per Capir�� _ �
100,000 — - - � 4��
75,000 --�._T �� 300 _---__
50,000 - - � — 200 `
25,000 ���� � 1 W .
0
2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016
Saurw:King CoontyTox Asses»r Source:King Counly Tax Psseswr Source:City of Aubvm
Inc�ustrial Market Office Market Naw Space Delivery
_ Thevawncyraleroseslighdyw�th � Theva<ancymledroppedwithposifi�e _ OeerlhelasiMroyears,lil�ene++squore
recentnegativenetabsorption. nelabsorp�ion. foobc�chos6eendeli�.ved.
'�NelAbsorptian —Vamncy � - NetAbsorplian —Vocancy Office �Indushiol
600,000 3.0% 100,000 15.0% 200,000
��' 75,000 �
400,000 �f' 1 W,000
2.0% 50,000 � 10.0%
200,000 25,000 100,000 � - ��,-
Q _'� 1.0% 0 _., y S.Ob 50,000 � ��
'� �25,000
-ZOO,O00 O.O o -SO,OOO O.O% ry ,y � ,� ,o
C N b N t7 Q �/1
O O O O O
O O O O O O O O O w N N N w
N N N N N N N [V N
Somce:CaSar $ourte:CoSbr Source:CoS�ar
Emp�oym2nt Un�:-�p�oyment Wa�es
� The nomber of jo6s in ihe Cily has � The regiods unemploymenl mle is The regiods woges are dim6ing
mnhnved lo grow. much lower Ihan in 2012 � grodually.
_ Llne�^i I � .��I F.o�^� Mi:t�ian Houi�y Wci9es �
la-:l E^i Ic;-ine,r (�)
60,000 - —quburn Washington—US 4� — x.
40,OW B'� - 30 �
6A
20 - -_ �� . �� ..
20,000 4.0 �
2.0 ��
p �' , , . 0.0 0 - , . �
2012 2013 2014 2015 2016 2012 2013 2014 2015 2016 2012 2013 2014 2015 2016
$ource:EM51 $ource:BureauofLo6or51alistia $oame:EM$I
cCOAJOPv11C DrVELO?MEN7 STRAi"zGl� r'LA�� PAGE � 4
STRATEGIC PLAN
;
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;
CITY OF 61UBURN
INT�20DUCTIC)�
The City of Aubum (the Ciry) benefits from a number of advantages including a rich cultural and economic hisrory
and a hard-working, civic-minded community. Aubum takes pride in its unique hisrory while looking to the future.
The annual Veterans Day Parade is an example of the value placed on fomily, community, and counfry by the Ciry.
From its origins as a farming community that capitalized on ifs access to rail, the City has transformed into a center
for industry. The Ciry's manufacturing sector expanded and indudes one of Boeing Commercial Airplanes' most
essential fabrimtion sites and the largest airplane parts plant in the world. The community's commitment to quality
of place is demonstrated by the Aubum Environmental Park �a 200-acre passive open space and educational
facility located one mile west of downtown) and the attention to detail given to civic spaces in recent downtown
redevelopment projecfs. Nothing could be more emblematic of the community's focus on its future fhan Junior
AchievemenYs World Learniny Center in Aubum, which holds the successful BizTown and Finance Park programs
that serve children around western Washinghon. The Innovation Partnership Zone further illustrates Auburn's
fonvard-thinking approach and demonstrates its focus on economic success through partnerships.
Even with all of its successes, the Ciy understands that �he only path to a sustainable, healthy economy is through
good jobs and a diversified economic base. Leaders have seen firsthand what happens when a single concentration
of businesses in one industry is too large. The region boasts one of the country's largest clusters of distribution
centers, of which the Ciy has hisrorically held a major concentration. These facilities were aRracted to the area due
to exceptional highway access and close proximity �o two deep-water ports and an international airport. Despite
low employment per building area, relatively low wage jobs, and the strain they place on city fransportation
infrastructure, these centers benefited the City because of the large amouni of sales tax revenue they generated.
However, in 2008, changes made by �he Washington Shate legislature impacied fhese revenues. These changes
redefined how the point-of-sale location was determined, moving it away from the distribution point. As a result, the
City found itself facing all of rhe challenges of the industry without the associated tax revenue.
The City is at a pivotal time in its history. Over the last several years, remarkable development has taken place.
New buildings have emeryed and more are planned in and around the authentic downtown, like the recently
complefed 126-unit Trek Apartments, the 129-unit Merrill Gardens at Aubum fhat is c�rrently under construction,
and the 592-unit mulfifamily and senior housing development called fhe Reserve. New businesses are building and
expanding in the community, such as Orion Industries' 100,000 square foot manufocturing facility �hat employs
265 people. Momenfum has been built through hard work from eleded leaders, Cify staff, and visionary business
leaders and investors. With growth from Seattle spilling southward, the City will no doubt continue to see its own
growth accelerate over the next ten years.
With fhe opporfunity to shape its own future in mind, the City of Auburn embarked on a process to develop a ten-year
econamic development s�rategic plan ro formalize its economic development program and fransform it inro a
proactive, entrepreneurial effort. This plan will provide a guide for hhe City's economic development activities and
investment over the next decade.
tLONO,'ySdC �EY'eLflPt�]eN"f ST?AicG1C �IAN PAGE J 7
CiTY Of AUbURN
APPROACH AND METHODOLOGY
To assisl in the development of the strategic plan, the City hired a feam that induded TIP Strategies, Heartland, and fhe
Retail Coach. The scope of work was comprehensive and ambifious and took place over the course of eleven months.
The pieces of the scope are described below:
� �e.3.. .,f;�_:5 L' � ..-.� c;.�:1v'.I�.0 :... . z. _. . _�_ .'. > ": ❑�. 25 �1 '. .11�,"I� 3l._��C:�1,'.-..liJ�S: Th15
task required an in-depth analysis of Auburn's position in the reyion versus ifs peer communities from the
stondpoin�of demographics, schools, housing, job growth, tax rates and fees, and industrial and office markets
(rents, stock, age, and developmenf�. The findings From this fask painted a dear picture of Auburn's strengths
and weaknesses within the region.
• A reac'.a'�ry ra+,;.,�•:� A review of the regulatory environment (both policy and process� provided insights
into any consfrainfs to developmenf in Auburn.
• A maruer cap�a:ity s?ur]y: Heartland estimated the square footage of office and industrial space needed to
meet the demand from project job growih and compared this figure to the amouni of square footage the
remaining developable land could support. This comparison provides a tool to evaluate whether or not Auburn
can supporf Future job growih.
� Aro an�:q s:� c� re?�:: ap�ort�,��It::;: The Retail Coach defined Aubum's retail trade areas and analyzed
the demographics and psychographics of these areas to iden�ify potential retailers �hat would be a good fit for
Auburn. They assisted the Ciry in creating and distributing customized marketing materials to these target
retailers and worked with the Ciy to identify potential si�es for inrerested retailers. Their deliverables provide
hools for the Economic Development Division and community partners to use when recrui�ing retail. These tools
include demographic profiles for ihe retail trade areas, an interactive mapping application, and general
insfructions on how to use the information to farget retailers.
• F pc�c-��t'on s_rvey: A survey to regional commercial real estate brokers documented the perceptions they
hold about Auburn.
• An assessmeni of Aubur:.�; :c-i�e'it��c p�;i+'�:-:��,;: This task assessed Auburn's relative positioning
based on the top ten factors that are important to corporate site selection and locafion.
• Targef industry analysi; a�d pro4iles: TIP analyzed indusfry clusters and segmenfs lo identi(y industry
niches ro �arget for business recruitment. Once the cateyories of industries and specific niches were identified,
detailed profiles were created as a tool for the Economic Development Division as Ihey develop industry
knowledge and position Aubum for success in �argeted b�siness recruitment.
• A r_ r . _ ur!- ., - c r _ :. The City's online presence is the most important fool for the
Economic Development Division to support its outreach adivities. TIP evalua�ed the existing economic
development webpage and made recommendahions to improve its effectiveness.
• Orqcr�__v�1� -� �__..� _ ��u�•:�,c�; TIP evaluated fhe City's capacity to implement the strateyic plan and
made recommendations for resources needed from an operational standpoint.
The resulfing deliverables are included as supporting documenfation and analysis. In addition, the feam conducted
extensive public input, reachiny more than 200 employers, community and regional leaders, residents, and other
stakeholders. The key findings from both of these exercises are summarized in the next section.
ELflNt�i�11C DEV"t10?�'�I�NT STr'.dTcG1C Pi»;J PAGE � �
tiTY OF AUBURN
KEY FINDINGS
The key findings below provide fhe City, ihe Economic Development Division, and its economic development
partners information about Auburn's competitive positioning—from both a business attraction and a development
standpoint. It also identifies major constraints or barriers to economic development as well as key opportunities.
L+�m�graa'�,ics The City of Aubum has been growing rapidly, adding almost 18,000 new residents over the last
ten years. Accordiny �o Esri, a leading data provider, fhe populafion of Aubum is expected to reach almost 85,000
residents by 2020. With a median age o( 33.5 years old, Auburn's population is relatively young and the senior
(age 65+) is smaller �han many of its peers in the region. However, Aubum's population has lower educational
attainment levels than many of its regional peers and has lower median household incomes.
inJo��kiea�-c�.. More than 37,000 residents are part of Auburn's labor force. However, Auburn-based employers draw
labor from a large area that exiends across densely populated areas of the SeattleTacoma region. In fact, more than
35,000 workers commute into Auburn each day for work while more than 25,000 workers leave Auburn for jobs outside
of the city limits. Auburn's position within the region and its access to labor is one of its greatest strengths from a business
attraction standpoint. Within a 45-minute drive time, there are an estimated 1 .5 million workers.
Ec�nomy. Aubum has a diverse economic baee with notably strong manufacturing and retail sectors. Aubum's
employment base grew by more ihan 6,500 jobs �14 percenf� beiween 2010 and 2015 and is projected to add
another 6,400 over the next ten years. Though Aubum's manufacturing sector remains strong, Ihe sector's outlook is
largely dependent upon Boeing specifically and fhe aerospace indusfry more generally.
Tax �ase. Sales tax and property tax revenues account for more than rivo-thirds of the City's sources of funds. This
structure hiyhlights the importance of a robust re�ail sector and a healthy commercial tax base. Motor vehide sales
are a vital part of the Ciy's retail tax revenue. Industrial uses, aerospace-related being one of the largest, are the
most prominent segments of the commercial �ax base. The Ciiy's dependence on motor vehicle sales and aerospace
could leave the City's revenue at-risk in light of curcenr trends in these Iwo industries.
GP�r.`.iry of �Ic:e. Auburn is fortunate to have a strong and improving school district and Green River College to
provide educational opportunities and workforce fraining. Relafively low and declining crime rafes and a wide
array of recreational and entertainment amenities support a high qualify of life. Oowntown Auburn is one of the
City's most unique and dis�inyvishing features. Although condi�ions in the downtown have improved greatly over fhe
last few years, much opportunity remains. The staYe of Auburn Way South, as one of the main perception corridors
in the City, is an area with great potential and in need of significant enhancement. The issue of homelessness
remains a problem both in Aubum and in the greater region.
Re�l =srr�re ���^,c����kcr �x '�P��cu�:r Aubum is a regional industrial center wifh a large stock of space 20 to 30
years old. Aubum's industrial renYs are the third highest in the Soufh Sound subregion and ihs vacancy rate is one of
the lowest Its office market is relafively small and most of the square footage was built beFore 1990, but its vacancy
rate is one of the lowest and its rents are about average for its peer group. Auburn's low vacancy rates and lack of
available buildings are its major constraints to job growth and economic diversification.
�ie�u'atory F �:Ir�n ;�=n-. Auburn's re�ulatory environmenf was found fo be comparable to its peer
communities. Permitted uses are generally flexible. Heiyhf is prescriptive and massing is flexible for mosf zoning
ECONOTA�C DEVEiOPT�1e'NT 5T�2A7eG1C PLATd PAGE � 9
crrr o� ausu�ra
cateyories. Parking requirements are comparable fo peers. The development process is relafively predictable and
responsive. Aubum's fee structure makes it "average" in terms of the cost of doing business.
N'a-''< er ;�occ l'y. Auburn's developable lands Yhai are zoned for industrial and office uses are adequate to
support Auburn's projected job yrowth over the next ten years. Opportunities for growth indude the redevelopment
of Valley 6 and the GSA Property as well as further development in Downtown Auburn and around the airport. The
conversion of warehouse space to manufaciuring represents another opportuniry for strengthening and diversifying
the tax base.
R-= :�� n` - '.::-'. Auburn's primary rehail trade area, which is the draw area for the "everyday shopper," has a
population of 169,377 with median household incomes of more than $70,000. Auburn's retail trade area, which is the
draw area for its destination retailers such as those at the Outlet Collection, has a population of 525,778 with median
household incomes of about$68,000. The mosl significant areas of retail leakage were food and beverage stores,
Foodservice and drinking places, building material and garden equipment stores, and general merchandise stores.
Si-e =�'e.tion C�rnr�_'rlii�re:����ss. Auburn is fortunaYe to be in a region that is known for being a magnet for
world-class talent and companies. This reyional strength can put Auburn on the list in the competition for business
recruitment. Within the Seattle-Tacoma region, Aubum stands out for its central location, access to labor, and
quality of life. The Ciry's willingness and creativity in offering business assistance is another strength. The lack of
available buildings and sites is Auburn's primary constraint.
aro'icer & D�valcr,er Per,;:paio�,. Among ihe more thon 50 brokers who participafed in an online survey, fheir
percepiion of Auburn is more negative than fheir perception of regional peers. Respondenfs' percepfion of Aubum's
business dimate is more negative than other South Sound peers. In addition, respondenh ranked the likelihood of
dients considering Au6um for projects as lower hhan ih peers. Among developers in�erviewed, there was more
awareness of opportunities to invest in Auburn and the developers held a more favorable percepfion of Auburn's
business dimate. Promoting a more posifive perception of Aubum and making sure brokers and developers in the
region are aware of Auburn's value proposition is a significant opportunity.
'o-�e' I�-.r'.�;*-y :G�e'�qs��;. Aubum's greatest opportunities for business expansion and aHradion are still relafed
fo manufacturing and warehousing. Within these sectors, fhere are opporfunities fo expand and diversify into new
or growing areas. In manufaduring, Auburn has a robust supply chain thaf supporfs ihe aerospace sector. These
specializations and capabilities can support a wide range of innovafive manufadurers. Aubum has the elemenfs fo
become a regional hub for innovative "makers", but must work to build its reputation in fhis regard. Aubum is the
heart of the regional dishibution neh.vork. While warehousing uses are the dominant use currently, there is an
opportunity for Aubum to deliberately grow its base of employers that supporf transportation and warehousing such
as third-parry logistics providers, wholesale trade agents and brokers, and trdnsportation arcangement. The City's
desire to increase its base of office-using businesses will require a degree of "market-making" as Aubum has a very
small existing office market. The Sounder Station and the associated Transit-Oriented Development as well as the
future redevelopmenf of the Valley 6 Drive-In are Aubum's key office opportunities. Finally, hargefing retailers and
restaurants will continue to be an opportunity for Auburn and an importanr component oF diversifying and growing
Auburn's tax base. Retail recruitment will also play a vital role in the revitalization oF Downtown and Aubum Way
South and in enhancing Aubum's qualily of place, in general.
:CONOhiK aEVELUP?>9EfJ7 �TRATEGIC PL/1�� �«G= � 10
carv oF ausuRr�
h7ark=4ina Tc;s Websites are fhe single mos� important marketing and outreach tool in economic development.
The City of Aubum's primary online presence for economic development is through . .. . . , ,. The
Economic Developmeni Division is under the "Doing Business" section and reflects the consistent look and feel of ihe
City's website. While mosi all of the useful elements of an economic development websife are fhere
in _ _ _ , - , it is di(ficult to find certain key information or
requires many clicks ro find it. Reorganizing and optimizing the Ciy's economic development online presence will
improve the ef(ectiveness of Aubum's economic development marketing and outreach efforts.
Urg�r[x�^�or::l :,�;;c: ^y The City of Aubum's Economic Development Division is a division of fhe
Administration Department and is staffed by an economic development manager with a part-time contractor.
Recently, a real estafe analyst was transferred from Facilifies to fhe Economic Development Division and a parRtime
tourism coordinator has been hired to supporf tourism promotion. This lean division is supported by many
contributions of other departments, most directly by the Community Development and Public Works Department and
the Finance Department. Under this current organizational structure, the City does not have excess capaciy fo
implemeni a sfrategic plan or staff a proactive, entrepreneurial economic development initiative. Many peer cities
both inside and outside of�he region staff their departments with three to four economic development professionals
or specialists and additional administrative support as needed.
THE RESPONSE
The City's decision to develop and adopt a ten-year economic development strategic plan speaks to its
acknowledgement that shaping Auburn's future requires a formalized economic development program. Such
programs have sysfematic processes for yenerafiny leads, managing prospects and projects, and providing a dear
set of value-added services. Leads are generated through marketing and outreach efforts, and relationship
managemeni is an essenfial building block of a high-quality lead generafion nehvork. Leads are converted to
prospects and projeds hhrough effective sales, and the depih o( knowledge from the findings of this body of work
informs and enhances the economic development team's abiliy to articulate Auburn's value proposition. In addition,
forward-looking economic developmenf programs build in mechanisms for identifying transformative projech fhat, if
realized, would aRract additional private investment to hhe Cify. Finally, the most successful programs recognize ihat
strong parinerships greafly increase the impact and reach of their programs. All of these aspects of economic
developmenf programs are grouPed info the sirategic plan's first focus area: D�r.v_-r'.
Sales and marketing of any kind requires a clearly defined "producf." In economic developmenf, the "producY' is the
real estate as well as the assets, amenities, business dima�e, and other facrors that in(luence the atlinctiveness of the
real estate. Auburn's greatest strength is its access to a large labor pooL The Ciy can make sure that its workforce
strengths are documenfed and packaged well as a means of produd enhancemenf. One of Auburn's primary
constrain�s is the lack of available buildings and sites that are "deal-ready." This constrainl is notable because
businesses cannot expand or locate where there are no appropriate sites. Generating leads is futile if there is not
suifable real estate. Auburn's business and regulatory climate is not a constraint, bul fhere are a few changes and
enhancements that could make it even better. Aubum con directly influence its supply of available si�es and buildings
and can ensure �hat its business climate is competifive and supportive of responsible business growth. Sfrafegies
related to product enhancement and development are grouped into the plan's second focus orea: = c_i_
ECONOMlC DEVELOPMfIVY 5'e�2.'�TcGfC PLAN PAGE � 1 7
c��*r or avsu��
Quality of place is important to both business and talent retention and attraction. A communiy's assets and amenifies
are central to its quality of place and define ihe community's character. A programmatic process for defining target
areas and making strafegic investments can have a transformative impact on a community's quality of place.
Downtown Aubum and Aubum Way South are �he two areas that stakeholders prioritized for investment. Better
connecting fhese and ofher assets can be a way of building critical mass ihai can propel Aubum fo the tipping poinh.
Strategies pertaining to enhancing Auburn's quality of place are grouped into the third focus area: e.a:
A clear barrier to Aubum's success that came across through stakeholder input is the perception thaY intemal and
extemal audiences hold of the City. This perception can be influenced through branding, consistent messaging, as
well as social media and public relations campaigns. More targeted outreach is needed to change perceptions and
build awareness of Aubum among hhe regional real estate community and companies in the target sectors.
Strategies ro change this perception and reach targe�audiences are grouped in the fourth focus area: M`!?ssa� -y
These four focus areas define the structure of the plan. Each area was chosen for its potential contri6ution to moving
Auburn forward �owards its vision for the future. Each area also directly addresses an existing barrier to economic
development and positions Aubum for future success.
. � .
/�� 1. Delivery: A ccmpr�hansive service delivery system that octi�ely idenfifies m�d odvc�nces
LI"'?s4 E;�nomic develupn,ant opportunities in Auburn
llU trd
���p 2. Product: An inventory of sites, a business climate, and o physical environmen�that foster
� 'd��� bcsiness growih and ensure a resilienf employment base
l�
� 3. Place: ABractive gateways, impression mrridors, and destinations that define rhe character
of Auburn
� 4. Messoging: A coordinated marketing and branding mmpaign ihat elevates Aubum's
� repufation amony intemal �nd extemal audiences
THE REPORT
On the following pages, we define discuss Aubum's economic development vision. Then, we preseM each focus
area with the strategies, actions, projects, and partnerships that support it. Aher discussing the recommended
strafegies, we propose responsible parties and a fimeline for implementation as well as an organizational structure
and resource plan for tne City to expand its capacity dedicated to economic development.
The detailed findings and deliverables associated with each task in the scope of work are contained in a separate
report of supporfing documentafion and analysis. Within fhis section of appendices are additional implementation
tools to support the economic development team, such as sfrategic considerations in the target industry profiles and
retail market analysis. There is also additional information thal can and should inform how the economic
development team posifions Auburn in its marketing and outreach activilies. The wealth of information contained in
these pages should be a valuable resource to the implementa�ion team.
fLDNflAAiC DEVELOPMENT STP.ATE^v1C t'iAiJ PAGE � 12
CITY O'F AUSURN
V!5lOiV � GUIDlNt� PRINCl�PLE�
A clear vision and guiding principles provide an overarching direction for strategic plans. In 2015, Aubum set out a
vision for itself in �he Comprehensive Plan. This vision was esta6lished through the Imagine Auburn visioning exercise
and developed in the context of the Washington Sfafe Growih Management Act, King and Pierce County Planning
Policies, and the Puget Sound Regional Council's VISION 2040.
The vision ihat emerged was:
�- � - ,
,,- . � _, ,. � �
r _. � , '
_ �., �i _ �
Along with this statement, the Comprehensive Plan set out a series of values thal encapsulated the vision and formed
an evaluation and decision-makiny framework for future city policies, regulations, initiatives, and invesiments. Each
of these values is defined in detail in the Comprehensive Plan, which provides a very useful reference point for this
economic development strategic plan. The value and vision from fhe Comprehensive Plan provides a clear guide for
economic development activities over the next ten years and beyond.
Auburn's seven value statements are:
1 . Ch�racter. Developing and preserving aBradive and in�eresfing places where people want to be.
2. Weliness. Promoting community-wide health and safey wellness.
3. Servi<e. Providing transparent government service.
4. Economy. Encouraging a diverse and fhriving marketplace for consumers and businesses.
5. Celebrafrion. Celebrating our diverse cul�ures, heritage, and community.
6. Environrner�t. Stewarding our environment.
7. Svs3mino'-�ility. Creating a sustainable fufure for our communify.
In addition to these value statemenh, the "Economy" value statement and description is further fleshed out with the
articulation of a vision statement in the economic development element of ihe Comprehensive Plan. This vision
siafement is:
"Aubum is a community that has a robusf and diverse economy where businesses seek to locafe, people desire to
visit, and residenis enjoy a range of commercial offerings. Businesses fhat locate in Aubum find if easy to enfer the
marketplace, encounter ideal conditions for their long-term success, and become rooted and involved in ihe
community. Visitors continue to retum to Auburn because of its high-quality natural resources, parks, public spaces,
and commercial attractions. Residents choose to live in Aubwn because of the diverse, family wage employment
opportunities and access fo entertainmenf, restauranf, refail and services."
The vision above paints a picture of a vibrant commercial, employment, entertainment, and recreation center that
has a regional draw. It is a magnet for businesses, talent, and visitors due to its high qualiry of place, diverse
employmenf opportunifies, and various entertainment and recreation options.
ECl�itilOPr9fC UfVELOP�Y]eN7 57f�ATEGIC PLJ"�N PAGE � ]3
t1TY Oi AUaURN
Ii is with this vision and values in mind �hat the strategic planning process of Auburn's ten-year economic
development plan was defined. The process was driven by the understanding ihat achieving Auburn's vision will
take a deliberate, sustained, and s�rategic approach to economic development.
This planning effort builds off the Imagine Auburn initiahive by adopting a simplified economic development vision
and guiding principles that are consistent with the overarching vision laid out in �he Comprehensive Plan, but
narrower in scope and specific to fhis planning effort This statement and principles will guide fhe economic
development strategy and will help the City articulate its competitive advantages and its intentions. The framework
fhat encompasses the City's economic development approach is presented below.
.
Auburn is the City that Works
� �
1. A vibrant, conneded, healYhy communiry for residen�s rc live vi;�to:s to enjoy, and businesses Yo thrive
2. A robust, diverse employment base that provides good economic opportunities for residents and supports
high-quality city services
3. ? �n,� e�-�u< i �o�^al sv°.tam Yhai ��ran� � , ^u�l �., wid�� <.4ill=, �FaY A� .ur �tn;ec �mpluver s=ek
This simplified economic development vision is an acknowledgement of Aubum's heritage as an agriculfural and
manufacturing center and to the strong work ethic of its residents. II also speaks to the City's willingness to partner
with the private sector to achieve its vision. The guiding principles define the Ciy's goals for its communiry,
employmenf base, and educational system. The goal for fhe community is to be vibrant, connected, and healthy, in
terms of both its residents and its physical environmenf. The employment base is to be diverse, resilient, and
sustainable, supporting both current and fufure residents of Auburn. The educational system is aligned with
employers' needs, wihh a strong workforce development mmponent and a K-12 system thai prepares studen}s with
21" Century skills. This vision and these guiding principles form the foundation of Auburn's Ten-Year Economic
Developmenf SfraYegic Plan.
fCONOPo11C DEVELGri^lIE�]T S�RATrG9C r LA�1 AAt"i't � 14
CITY OF AUBURN
FOCUS AREA 1 . DELIVERY
�� c�, _ _ �-�-, �ce deliv�� , � r o��n� , �_i_.,..
- - _ _ - �ubuir.
Aubum is forfunate to be in the path of growth, and, pg�ORITY PROJECTS
in the past years, the City has successfully se�fhe O New & Improved VVebsite (1.1�
stage for increased invesimenf. As a result, the interest p $trudure For ldenlifyiny and Realizing Catalyst
in and momentum around Auburn have been
Projecfs �1.4)
increasing and continue to build.
In 2014, Auburn's population was almost 76,000. By F'vU�E 1. QTY OF AUBIJRN WA
2020, Esri, a leading demogrophic data provider, ����V � �
estimates Ihat Aubum's population will be nearly 90
85,000. With the cost of housing continuing lo dimb 80 84.6
throughout the Seattle region, Auburn and its South �� 75.5
Sound peers will likely see popula�ion growth
60
accelerate even more than Yhese conservafive
projecfions predict. O50
Currently, the City is a net importer of labor with more N 40
47.5
workers commuting ro Aubum for jobs each day than 03a
S
leaving. As new residents move into the communiry, �2p
Auburn's economic development acfivities will ��
influence whether there are job opportunities for these
new residents in Auburn or whether they will commute � „� ,o � � o, o — cv � Q �n o
outside the city limits for work. o 0 0 0 0 0 0 0 0 0 0 0
N N N N N CV N (V N N N (V
ACCOfC�ing to E�/I$I, a �eadin9 economic and �ObOf Source:The Washinylon Slate Offiw of Financial Management,
market data provider, the Ciy is projected to add Forecasring ond Research Di�lsion. Projecrions via Esri.
over 6,400 jobs over ihe next 10 years. This number
is also likely conservative. The actual number and composition of iobs could change dramatically with a tar9eted,
entrepreneurial economic development program.
The Ciy's current economic developmen� resources and structure allow the Ciy to be responsive to opportunities
that come its way. It has a proven track record of dedication and creativiy that has yielded impressive resulh to
date. However, the current progrom does not provide the capacity needed for the City to be proactive in seeking
oul the opportunities that it wants. To transform Auburn's economic development delivery system to be both
responsive and proactive, the City will need to augment its program with additional resources and stronger
partnerships. This will position the City fo better support the attraction, formation, retention, and expansion of
businesses that form the economic backbone of the community and provide more and better economic opportunities
for Aubum residents.
fCONOA,IIC DEVctOPMet�]T STRATEGIC PLAN PAGf � 75
CITY OP AUBURN
' .1 . V�',ue-Added S:.r�i._s- Clearly define the services that the Ciy of Auburn provides to businesses both
directly and through partnerships. The list below lays out the value-added services that the Cily and its
partners can or do provide existing businesses and businesses looking to relocate to Aubum. The City's
economic development webpage should be organized around �hese areas. �See Appendix G for more
remmmendaYions on Yhe wehsihe:�
Value-Added Service Area Supporting Acfions
� � Utilize rhe IPZ Tc�skforce as TEAM AU6URN to help
� .� �,,�,, �, ` , _ sell Aubum to prospects. Organize regular meetings
de�elopmenf szrvices, �ncen�ives of these team members to keep them informed of the
prospect pipeline, meetings with prospects, and
potential recruitment hips. Educate the team members
on Auburn's value proposition and the associated
messaging to present a unified voice fo prospects.
�.S-2. Continue fo assist prospects in finding suitable siles,
navigating the development process in Auburn, ond
securing available incentives (rom local and s�ate
sources
SMALL 81/51NE55 ASSISTANCE: 1.1.3. Launch and manage a business incubator
Adivities include: incubator 1.1.4. Continue to organize weekly 3No Networking at
management, 3No Nehvorking, Auburn-based businesses
workshops ond techniml assisrance,
access !o car�rtal '�' � Continue to parfner wifh }he Small Business
Assistance Cenrer at Green River College on
technical assistance and workshops for small
businesses
_. Establish partnerships with area SBA lenders,
communiy development financial institutions, and
other nonprofit microlenders Yo provide better access to
capital for businesses that do nof qualify for bank
financing
' . I .r. Assemble a list of revolving loan funds and other
financing resources that are available to Auburn-
based businesses �a good start can be found here:
http://www.oria.wa.gov/?pageid=737�
cCONOfP�IC DEVELOPi`r1cNi SIRATkGIC FLx�tJ ?:+v: j 70
C17Y pF A,UuUF.r7
Value-Added Service Area Supporting AcTions
WORKFQRCE D'EYELOPMENS: 1 . �' .�. Confinue to pariner with Green River College and
Activities inclucle: custom Iraining, talent WorkSource to provide customized training
pipeline parmerships � .1 ,�. Strengthen the partnership between Auburn Public
Schools, Green River College, and Aubum's
business community by organizing industry sector
partnerships that explore workforce demand, critical
occupations, and available curricula
In1FORMATION RESOURCES AND 1.A.9�D.Maintain a catalog of informafion and resources
PUBLICATIONS: relevant to economic development on fhe Cih/'s
Acfiviiies include: demographic and webpage
economic data, real estate market 1 .^, .' 1 . Employ data such as CoStar, the King Counfy
informa�ion, retail trade area tiata, Assessor database, and City-managed development
supplier database, inves�ment tracking datasets to establish systems that regularly
opportunifies collect and visualize market trends, induding new
development, asking rents, vacancy rates,
absorption, sales activity, and sales and leasing
activity.Update and review this data at least
quarterly and distribute the findings to stakeholders
as part of the effort to espouse "Why Auburn" to the
regional real estate community
1'.� .o ."�..Update retail irade area data on an annual basis
and make this accessible to stakeholders and
parMers eledronically
' .� Provide profiles on the City's �arget investment areas
(See St�ategy 3. 1�. These should include a map,
basic information, public investment projects, as well
as resources and tools available for privafe projects
7 .2. �o:al �,us i�;s 'u :: _ , Formalize a business visitation program in partnership with the Chamber of
Commerce ro track trends among Aubum employers and identify any businesses in need of assistance
1.^e.l . Es�ablish a visiYa�ion protocol, a list of information to be collected during each visit, and set a goal
how many businesses each year. Visiting four to eight businesses each month is a reasonable goal
that would allow the Cih/ ro reach a critical mass of employers.
1 .2.2. Creale a database of Auburn-based employers with the City's business license database, paying
particular attention to the inclusion of employers in key economic drivers (business & professional
services, manufacturing, healthcare, dis�ribution)
cC{�e�70,Y11C DEVE3.OPP>I'=AJ7 ST52ATEGlC F�1t'1N PAGE � 17
CITY OF AUBURAd
I .2.< Using CoStar or other sources, iden�ify �;_rTAiL RECRUITMENT
employers who have leases that will be
�� ��.:�� �.,.��,ruitm?nt will be an importon�port o(Auburn's business
exPiring in the next fwo or fhree year5 to ,m�dion activities.An expanded and more robusl retail secror
be prioritiZeC� for visi�ations not only qenerates sales tax for the City�ut also augmenh ifie
C�y's qualiy of place by providing addi�ional omenities.Thus,
i .2�. Maintain detai�ed notes on visifs in the
i?i�il r<uultment reinforces Ihe City's e8orls ro diversify the tax
economic development projecf database : ,,,, ,macr new employers and residenrs,as well os re�italize
fo document �he relofiOnship over fime �� . ',�'eas such as downtown and Auburn Way South.
1 .2.°. Compile information col�ected from visits - �.-'�"� �f this strategic planning process, �he Re�oil Coach
.��_;� defined Aubum's primary retail h�ade area and relail
to track trends among employers and
._:o creo. Far each area, TRC summarized key
distribute these findings to stakeholders, _ ,,, ,a,�phic charaaerisrics, examined the retall
such as local and regional economic _.:�:���r�n�ties, a�d establ�shed the major psychograph�c
development partners, the mayor, the city � �"� These analyses are provided both onhne and in
council, and ciiy department heads, in an -�'�''-'d�x C.
annual report and presenfation I,'C �6rn idenfified target rerailers, creoted custom retailer
. ����!:�Il�ry packages for each retailer, and sent these
1 .3. Business �2ar�r�l�tn��,en�`. Recruif new businesses, , ��:.kt,yec b the reol estare deportments of each of the
including retail, fo Aubum to provide better �-�a�lers_A�y Ie❑ds thorcame abour from rhls outreach were
economic opporfunities and enhance Auburn's ��"ie�rr,d to the Ciy's Emnomic Developmenr Offir.e.
qualiry of place In �cldition, TRC created retail market proFiles fhaf the Cily
.��.�. Ir. p�rtners can use to reuch out to addilionol retoilers.
i .; 7 . Sfrengthen relationships with brokers,
�� .�� �. TRC made recommendations on how the Cify con
developers, and indusiry associations in „�aioach rerail recruirmenr:
the metro area and create an education
� '_�;niinue b fows on rhe recruitment oi developers, as
oufreach proyram targefed fo these �I�,_.� rend ro�ri�e much of rhe retoil de�elopmeni in
groups to ensure that Auburn sfays fop of .�;,;hingron.
minc� for business relomfion. NAIOP ,:..��_i�d ICSC RECON every year as well as ICSC regionol
(Commercial Real Esiate Developmenh ,,�nrs taking place in Washington. Gregon, ond
Associafion�, International Council of :nlifomia rhroughout the year.
Shopping Centers ��CSC�, and Urbpn � ...II qubum b retailers and developers as o Primary Trode
�and Institute (ULI� pre imporfanf ^a populafion of 169,377 ond not as a community
organizations in which to be active�y ��-���lation. For thosa laryer and destination reloilers. use Ihe
involved. In addiiion, industry ��,:il Trade Area population of 525.778.
associations, suC�i a5 t�le PaCifiC - �- .���inue to use Fhe Cell Phone Shopper Analysis as a lool to
,mbqt relailers-pe��cepfions of store s�ocing issues.
Northwesi Aerospace Alliance, the
Aerospace Fufures Alliance and ihe � -�-�'�� a`Nareness of Auburn among national retoilers 6y
P�er�isiny in publications such as the Dallas Business
Center for Advanced Manufacturing ..,,;,,,al, New York BusinessJoumal, Shopp�ng Centers
Puget Sound, are also good vehicles for i„ etc.
, y.
cultivating sfrong relationships. �.�..�„�itain awareness of retoil incentives being offered by
..� -. Culfivate strong partnerships with ihe .''�`���=r communities in the region and mnsider using
Economic Development CoUnCil of Seaftle � b:�r incentives spn�ingly in cnses�hat would
��i;ficanlly expand the retad trode orea or generote o
8 King Counly, the Economic _„i��,�I of new iax re�enue
.CON�rViIC �EVciL�?�iciJ7 ST�.aT_G1L PLAN PAGE � 18
CITY OF AUBURN
Development Board for Tacoma-Pierce Counfy, �he Washington State Department of Commerce, the
Port of Seattle, the Norihwest Seaport Alliance, the Greater Seattle Trade Development Alliance,
and Challenge Seattle to identify co-markefing opporfunities and joint trade missions in order to
strengthen Auburn's lead generation nehvork
7 .3.3. Join the coalition of local governments and organizations fhaf represenf Ihe communities of fhe
grea�er South Sound region �from Des Moines south fo Olympia). This effort is in the process of
being formed and will be cen�ered on growing the South Sound economy and addressing unique
economic challenges and opportunities
1 .3.A. During business visi�ations (see Strategy 1.2�, ensure that Auburn-based businesses are oware o(
the valueadded services fhat the City provides and have information on the different economic
developmenl initiatives. This group of business leaders can serve as an indirect salesforce (e.g. they
can generate leads among �heir peers� if they are soying positive things about Auburn's business
dimate and economic development opportunities
1.3.5. Culhivpte relationships among promising young companies across rhe me�ro who are currently
involved in incuba�or or accelerator programs. Market Aubum as an inviting "landing pad" where
they can grow in a supportive environment that is well-located, accessible, and affordable
1.3.6. Ac�ively prospect among companies in targel industries �See Appendix F�
1.4. Caia!yst Proje.ct;. Identify and advance cafalyst projecfs that will facilitate Auburn's evolufion
7.4.3. Work with city council and department heads to identify and priorifize potential catalysf projects,
ensuring ihaf fhe projects also align with all departmenf acfivities. The Livable City Year provides
an opporfunity fo vet projeds in 2016-17 and can be a starting point for this proieU list
1 .4.2. Hold quarterly work sessions with this group to learn from guest speakers about what other
communities are doing and to brainstorm what Aubum could do. Guesh could include staff from
o�her cities, urban planners, or economic developers that could share their experiences with the
group
1.G.3. From the project list generated in the quarterly sessions, priorifize projects based on feasibility,
expense, time frame, impacf, and alignment with Auburn's focus areas
1.4.4. For the two or three top ranked proiects, attain formal approval from depariment heads and the city
council to move them forward
1.4.5. Creale projed teams for each approved projecf of three to Five individuals responsible for
implementafion
1 .4.6. Maintain a tool that tracks progress on project implementation, and report progress and outcomes
af the quarterly meetings
3 .4J Build awareness of these projects and report hhe successful implemenfa�afion of any projects
through fhe public relations campaign �See S�ra�egy 4.4)
ECL>nI0iYI1C DEVELOP�tilEN7 STRATEG7C PLAN PAGE � i9
CITY OF AUBURN
1 S. Sr,�rcg�c Rular�onsn�ps. Fosfer relafionships with key entities that support economic activily in the City.
These include:
i .5.1 . Puget Sound Energy: Energy avallabiliry and cost to deliver are common questions from
businesses looking lo locate in an area. The Cily should be able ro connect prospective businesses
with the appropriale PSE staffer to have questions quickly addressed. The Ciry should be aware of
planned improvements to Ihe system
1 .5.2. Muckleshoot Tribe: The Tribe is a major property owner in the City and has shared ifs
economic development goals. The City should work together with the Tribe to ensure thal planning
activities with overlapping interests are cooperatively discussed and considered
1 .5.3. Port of Seattle: As part of fhe Port's Century Agenda, it is seeking to help add 100,000 jobs in
the next 100 years. To do this, it has stated an interest in assisting cities wiih unlocking indushial
propery and positioning it for redevelopment. Land around the airport and in northwest Auburn
that is challenged with wetlands may be opportunity areas
1 .S.G. King County: Work with the Counfy on improving the stormwater funcfion in the area west of SR
167
1.55. Army Corps of Engineers: Establishing a working relationship with �he ACE regarding wedand
delineation and mifigation sirategies is importanf for proactively assisting developers seeking to
improve land with weflands. The early involvement of �he ACE should improve permiRing efficiency
1 5.5. Transportation: Engage with agencies that supporf multimodal transportation infrastructure
induding PSRC, Sound Transit, King County Metro, and Pierce Transit. The Cily should continue to
advocafe for funding ro support transportation improvemenfs
ELOr�ON1JC DEVELOPh9ENT 5TRA7EGIL PLAN Pt>GE � 20
LiTY flF AUBUF,r�7
- I ' . PRODUCT
FOCUS AREA 2
�� i�n . , . . _, , _- ' r,-]��. �lirl rl L�f , . 1� C•�'. "_ ' � -
� i"� _ . .. > _ ... . . - _. .c. .,_-
Economic development takes place in a competitive
environment. This competition o(ten starfs on a global scale PRfORITY PROJECTS
and continues down ho specific sites as companies filter out O Labor Frofile �2.1�
possibilities based on their operafional needs. Area � Deal-Ready Site inventory (2.2)
DevelopmenYs 2015 S�rvey of Corporate Execufives ranked
respondenis' top site selection criteria. The top ten criferia ���URS 2. TOP SITE SELECTION fACTORS
are presenied in Figure 2 . .�- `.I r-��JAi2TEk Z01,^,
Auburn's primary strength, and Yhe sirength of the South
. �
Sound region, is its access to skilled labor. In the 145 zip
codes that are within about a 45-minute drive of Aubum, Avaii�biliry of skilled �abo� �
there are 1 .5 million workers. Over 800,000 of these — - - --
workers fall into the "middle skills" segment of workers. In Highwoy accessibility �
fad, Auburn has very good access ro hard-to-find skillsets such _..
as customer service representafives, truck drivers, registered
s Qualiy of life �
nurses, maintenance and repair workers, and various types of
technicians hha�support manufacturing operations. i Occupancy or consfruction
costs Seattle MSA �
Auburn's primary constraint is the availabilih� of sites and � �
buildings with vacanty. This constraint is importanl because
a community's inventory of sites and buildings determines ` Available buildings O
whether or not it can enter in�o the competition for business
investment. � Labor costs (Seottle MSA) O
The majority of the other site selection facrors distinguish
regions across the country from one another. In thar regard, Corporate tax rate �
i
Auburn is fortunate to be located in a region tha� is a —�-----��-----
magne� for talent and investment, which provides it with an r Proximity to major markeis �
advantage over communities of similar size in less
compehitive regions. State and local incentives O
Within the Seattle-Tacoma Mefro area, fhe compefition to -
aftract businesses is stiff, and communities must differentiate - , availabiliiy and msts �
themselves to standout From their peers. At this level, local __ i
incentives, business climate, available amenities, reputation, • _ -
and relationships oken play a large role in deYermining where
$ource: Area Developmenf's Survey of Corporote Execulives,
a pro�ect�ands. With a concenfrated effort to make TIP Strufegies Research.
enhancements in each of these areas, Aubum can significandy
improve ifs competitive positioning among its regional peers.
ELONOrY91: DeVE1flP�"�1Et'd7 ST!?ATfG]C �LAN PAGf � 21
CITY OF AUBUP,N
�..,o h�+,c-M1. 1 i_-��t!o • DesignandmaintaininformationresourcesthatdemonstrateAuburn's
strength in terms of its access to skilled labor
2. 'I . 7 . Maintain up-to-date labor market information on Auburn and its laborshed and make this
information available on the economic development website as well as in a report format. This
informahion can be obtained through paid data sources such as EMSI or from free sources such as
the Employment Security Deparfinenf, fhe Bureau of Labor Statistics, and the Census Bureau's On
fhe Map application
3.3 .?. For taryet industries, create profiles that highlight the availability of relevant occupations as well as
training programs and ofher workforce
development reso�rces
SITe PEtCKAG�WG
2.2. t�a�a-.-Re�.-�.y Sit�,s. Ensure a supply of deal- . ;, i���st (�ve years, there hos been u proli{eralion o!
ready sites to accommoda�e new business . . c�.rtlfication proyrams across ihe U5. To be
investmenf in Aubum .., ��, ,;=,a, londowners collect viYal informotion and
2.2.1 . Maintain an inventory of Auburn's most "�O°�uct some of the preliminary studies necessary (or
��.�rc development. While the mechonics of these
importan� parcels and sites—ihose with
.. �,�..ms vary widely from pince lo ploce, the primary
high-impacf developmenf or ...i.r. uf the certification programs is the depth of
redevelopment potential or fha�are . . -,:,r�on ovallable on these key sites, An Invenrory
located in sYrategic areos. � ���., wirh thls klnd of Informotion mai�nble can
222. Among the eight sub-areas identiFied in "e a community an edge over competition.
ihe Comprehensive Plan, focus on the . . -� �s a list oG rhe information that should be
airport area, Emerald Downs, fhe GSA � ��-�ed on key sites, to the extenl that il is availuble:
Properfy, and Northwest Aubum as key + �,4-ne�shlp starus
planning areas with high commercial . ._>�,�rlption of parcel�s), includ�ng current uses,
development potenfial. Appendix F .�oning, special zones, and current assessment
defails industries fhaf would be a good �•4ormation
fit for Aubum and how Auburn and . ndury survey
Ihese planning areas should be . � •,.:r.se I envirunment audit/assessment
posifioned ho attrad these indusfries . :,_.,.rechnical srudles
_._,_ . Work wifh relevanf land owners or • pographical onalysis and maps
brokers to package these sifes wihh . ;,;n�l photogrnphy
highly informative informafion packets . - ,q;neered site development plans
�elecfronic) �see Site Packaging ro Ihe . ��.:.;;�iled analysis of site developmenf wst
right) and actively promofe these sites to , _„nplete information on pricing
prospective businesses and regional , � I ry servlces, including rypes of services and
brokers R,e �f providers
_._ -. Encourage the land owner and broker to • c:ustrial power qualiry
list the site on the Cify's invenrory of .
buildings and sites
�t4idfliv4li. DL-'J=Z�P�'C=���d 6l't2A?cGIC FLIT� ?AC'i2 � 22
CITY OF AUBURN
2.2.5. Meet with insti�utional investors and owners of underperforming properties to make the case for
additional investment to increase their yields
2.2.6. Facilitate the comersion of industrial buildings that are currendy used for warehousing and
distribution to manuFacturing or other sales tax generating uses by identifying and hacking
conversion opportunities based on:
• Physical building characteristics;
• Current ownership (proactive outreach fo understand motivations and offer supportJ;
• Current tenancy;
• Anticipated u�iliiy undergrounding requirements; and
• Whether land area can support a manufacturing parking ratio
FIGURE 3. IND'JST&IA?_ AfJD OfF1:E DfVE'�fl?N.ENT OPP�OFTllhi17T C.RzAS
�
- ���;
�� � : � �
�,,. .�-r-.---�-_- --- � �
.� � �
. � � ° T
..:strial .���F �
ifii ..r
` � . .J '. Cl- . r. .
w'�+.;���������...����,j���....�: � ' .
����
� OC�
� O C
� I � . { . . ._ _ � TYFNm1w�
.,��
. �^ 5 „-\ / Ae,rospace Hub
v
•�
,�` '" M``� ^�' � _ .
� �,.✓ �f T _ GSA Property
� ��.
y� � _ ' N
Potentfal Annexation Area
* Potential Rezone Area
EGONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 23
U7Y OF AUEU�N
2.2.7. Work with land owners to facilitate conversion opportunities, redevelopment of high-potential parcels, or
the assembly of multiple parcels by addressing barriers where possible and connect them with local
developers and real estate investors who seek these kinds of opportunities
2.2 S Maintain a database, as part of the economic development project database, of all known
businesses seeking additional space in fhe region fo make connections with property owners in
Auburn as space becomes available
2,2.�. Work with the ACE and King County to identify and implement strategies that may unlock
wetland/storm water impaired areas of the City where appropriate.
2.2.1 0. Evoluate the feasibilily of annexing some or all of the areas adjacent to the City that are in
unincorporated King County as a means of improving Auburn's commercial land base. Two of fhe
three areas highlighfed in Figure 3 are located within the urban growth area �UGA�, and one is
located outside fhe UGA.
2.3. Economic C,eveloam._nt Too:��=. Create a robust toolbox to influence economic development oukomes
2.3.1. Catalog all tools available. The Municipal Research and Services Center �MRSC) has a good
database '- - _ — . - ;
,.- I,- i . � � i i For each tool, summarize how
it works and how can be used
2.3.2. Consider and evaluate the feasibiliy of the (ollowing programs:
• As pari of ihe pending 2017/2018 DUC code updates, fhe permilting of taller buildings that
could provide s�ructured parking in the building podium and improve the Iikelihood of project
feasibility
• A property tax abatemeni program similar to the Multifamily Tax Exemption for properfies
looking to converf exis�ing warehouses to manufaduring uses. This would need to be piloted
wifh approval from fhe Sfate Legislature
+ A Landscape Conservation and �ocal Infrasfrucfure Program (LCLIP�, which allows ihe City to
access County properry tax revenues to support needed infrastructure improvements
� Public Development Aulhori�ies (PDA) for areas such as the airport that may leverage revenue
bonds.
• New Market Tax Credits �NMTC� for commercial projects �nmtccoalition.org)
• Community Economic Revitalizafion Board (CERB) grants for transportahion projeds
2.3.3. Collect examples of communities who use �hese fools in an innovative way fo supporf projecfs that
advance their economic developmeM goals ond share these with relevant Cily stakeholders
2.3.4 Ensure that city council and City sta$are well-informed of the type and use of financing tools
available to municipalities
ECONOMIG DiVELOPM'cM STRATEG9C PLAN PAGf � 24
CITY OF AUSURN
2.3.5. Establish a policy that sets out the Ciy's GUIDELINES FOR EFFECTIVE AND
goals for ihe use of ihese various fools as RESPON518LE INCENTIVE USE
well as a process and framework for . �i�ceniioas should 'oe al�,i-,,,a w ih �he ciy's econom:�
evaluating projecis developmenrgoals.
2.3.5. Adopt fhe guideline for effective and • UpFronr oaro and analysis can reduce risk and
responsible incentives use �See guidelines :=�^ve outcomes
listed in call-ou� • Uue diligence that includes background research
on appliconh ond business case analysis for
2.3.7. Adopf a comprehensive fiscal and �:ojxts seeking major discretionory incentives
economic impact tool fo measure the !��.elp commun�ties muke good decisions.
retum on invesimeni for projeds being . _"oluating project amibules rebtive ro economic
evaluated. Impact Datasource or �;e.�elopment goals and quanfi(ying fiscal and
InformAna�ytics are iwo exomples �a�.:onomic impocts of proposed invesfinenh
_�nable xonomic development organizations lo
2.3.8. Create content for the City's website and ;,,,�ermine whether projects cao genernte ne1
for brochures �hat allows owners and ,.�efits for the commun�y.
developers to understand the fools and , ,__„�d ar,alys�s can help expla�n and buiid
programs tha�may be available for their ,,,pp�rr for decis�ons
project and how it relates ro their pro forma
. ,. _. ,,e performance requirements and monitor
2.3.9. Develop a dear flowchart that establishes o,'F;I��nce with performonce agreements to assess
ihe process that owners and developers '��'��^=��her projed milestones were reached.
will need to follow 10 obtain assistance in ` L'e prepared ro report on who is receiving
orcler fo sef realistic expectafions '��'��:����ives, how much is be�ng spent, and Ihe results
�� rl,at spending.
2.4. Contin�ous Proc�ss Vrt�pro�:ament. Evaluafe tstanlishpoliciestoprotedthecommunilyinfhe
and continue to improve the Ciy's land use and • ;�se of non-performonce.
building permif process and performance. Projects . Regulady(e�ery rhree ro(ive years)evaluate the ciy's
that require key decisions from multiple departments ;.;,r(ofo of InceNives to understand which programs
have reportedly been slowed by an ine(ficient •,:�st helpful In achie�ing economlc development
decision making process. To address this: ,
2.4.1 . Continue fo employ fhe permitting � � .. - ��„;m��n��:a-.r�es,��a
performance tracking system to understand
performance. This should track the progress of a permit and allow ihe applican�ro know in real
time which deportment�s) are reviewing the permit and when a decision is to be made.
2.4.2. Develop a regular report based on information from the iracking sysiem that allows the
development communiy and city staff to understand how efficiently permits are being processed.
1.4.3. Create a map-based report wi�h supportiny tables that tracks all major commercial developments in
the City induding new construction and major renovations. This should be updated quarterly and
be made available �o the public.
ECONOM7C D'EVELOPMENT STRATEG�C PLAN PAGf � 25
CITY OF AUSURN
2.4.R. Consider reviewing the fee structure associated with permit reviews. Currently the fee covers three
review iterations. A stepped fee structure that increases with each review would create an incentive
for the applican}s to thoroughly incorporate code requirements prior fo plan submittal.
2.4.5. Establish precedents log that may be used for future staff to reference how certain situations tha�
share similar conditions were addressed previously. This would create a mechanism to retain
instilutional knowledge and serve as reference for staff to provide developers and their design team
with a clearer idea as ro how react to its proposal.. This should track the progress of a permit and
allow the applicant ro know in real time which department(s� are reviewing the permit and when a
decision is lo be made.
2.5. Zoning Modlfi<a`ion. Reevaluate zoning disfricts and modify certain aspects of the code
2.5.7. Expand the Downtown Urban Center �DUC� zoning district to indude fhe logical adjacent areas. To
enact this change, cooperation wi�h the Puget Sound Regional Council �PSRC� will be necessary.
2.5.2. Consider zoning modifications related to height and parking discussed in Appendix B to improve
projecf feasibilily
2.5.3. Add flexibility ro the industrial land use code to allow for more yard storage and permiRed uses
such as building contractors in districts that are currently more restrictive. Such added (lexibility
could better support desirable business adiviy without undermining the intent of the original
restriction. See Appendix B for more information
2.5.4. Consider an overloy on the Landing Field �LF) zone and adjacent commercial properties lo permi�
airside supporfive land uses around fhe airport
2.6. Cost Con;peruor. Annually compare Auburn's development/impact fees, tax rates, and rebate programs
to peers
2.6.1 . Conduct research on regional peers to idenlify any rate changes or fee changes and record in a
business climate database, which can be created with informahion from this strategic plan
2.b.2. Document any significanf changes and distribute a summary report to relevant department heads
2.6.3. Work collectively fo resoive any issues revealed by this research exercise
2.6.4. Publicize the areas where Aubum stands ouf among its peer group to fhe regional real estate
communify
ECONOMIC DEVELOPMErd7 STRATEGiC PLAN PAGE � 26
CITY OF Al➢bURdJ
� FOCUS AREA 3. PLACE
Altrach : �i,-., , _„ _ .._
Aubum's Comprehensive Plon designafed special
planning areas—distrids, sub-areas, impression corridors, PRIORITY PROJECTS
ond gatewoys—becouse they warront additional O Do�vr.t,�in Ra�ito!izotion (3 3)
emphasis in planning, investments, and policy � Target 1�-vess�nenr F�nc� r-, !3 �',.
development. Prioritizing the underperforming special
planning areas for additional investment and coordinating lhese investments with other economic development
activities can hasten the transformation of Ihese areas into communiy assets. Together, these areas defin= rich
character areas in Aubum and play a large role in shaping people's perceplions of the Cify.
Auburn is also fortunate to have an array of destinations lhat draw visitors to Aubum from across the region,
including an authentic downtown and a number of different recreational amenities. The map in Figure 4 lish the
various assets and amenities. These regional amenities enhance the qualiry of life of Aubum residents and attract
visitors to Aubum.
However, many of fhese special planning areas and amenifies lack connectivity, both socially and physically.
Working to connect fhese differen�areas and amenities and adding to the inventory of destinc�ions could greatly
enhance Auburn's reputation in the regional tourism and real esrate markers.
FIGURE 4. AUBURN f-.��S�T ".'r�.:;�XT ivli':
ros[�r�c T� �
uaroni roeeurvo� � r., �
s��nu r 1 . � ,
�, f t AubumMumupalAmoon
c..a ,
��',�. � � � � � � Auhurn5laoon
� -� itllF e
� ' � ��� � EDUCATION
. �,a s 1 GreenNiverAviaaon
� � Lea Hill TechnologyProgram
West Hill 0 � GrcenXiverCollege
E �
�uf,".. ! • ,":.�� � PECREA710N
�:qs 2
'�. `� / 3 LesGoveVark
� • _ .. 1 MucMleshoatCa�lno
'� �OWOtOW�1 �' S AubumGameFarmGark
� 6 L i '�� � ' - 6 The Outlet Collecnon
/ ��� �"� 7 Emenitl Downs
� � � . �4 B Au6umGollCoune
0
to� ; ��-� 4 � 9 Soos Creek
�� � 1 ���J'jt • BotaNcalGmden
! ' � 5
� � MAIOREMGLOYEPS
\ � + ' � 10 MultlCare Aubum
� Medical Center
ORIVE TIMES FPOM AUBUNN � �� y���q q�pum Complex
To SeaTx Al�port IO MIN �
ToDownmwnRaak 30MIN � Lakeland �, .
" _ _ : _ _ _ _ _ _ _ _ ______''_
To Downlown BNkvue 30 MIN � � � �-
TO DowMown TMoma 17 MIN ��_ +� �
Source: Heortland Research.
=i- , �: „� . ,..� ,
3. '. . Srrcregic I�. r . . ... .. Creafe a targef c:�:;�KAPYE'S TARGE7 IPJWESTMEN7 A2�vrZA;`�S
investmenf program fo guide sirahegic ;: �� ;,, 2011 and furrher reFlned �0 2013, i'�..��
... ru _ _ . , �.
infrastructure invesimenfs that enhanw Auburn's _,.,i,:,�J Invesrmenr Progrum seeks ro ollgn p�c.�.�-
economic developmenf opporfunifies. �, :z•�.,�menh in economic developmeN, neigh6��! -::_..
, �a��i�my, communiry developmenl, and capirc�
3.1 .7 . Creafe a cross-deparfinental forum for .,.;,.,,,,emenrs wi�h private In�estrnents The goa o:� i�•.�.,
identifying and prioritizing areas for , .�,�am �s ro increase the impacrot rhe Ciry's investme�,�;
tor9efBd inf�dSt�UCiU�2 invesfinent -�. ��ng in more opportunities for business growlh and
���,�n;�� residential living emimnments.
3.1 .2. Evaluate markel-challenged areas for
i h.� ,trctegy is designed oround four pillars:
their potential fo attract private
investment through targeted public n �-iinlizntion Plonninq Implementing the City's
_::mc;•ehensive Plon, identifying neighborhood opportunily
investment projects and designafe two
. .�, und alignmy diRerenf implementahon tools;
or three areas as "Target Investment
. ,_v,ded Area Develogment: Creating taibred inveslmeni
Areas" based on the criteria below:
.,. .�•qies, mtegmting plans and projecfs from different Cily
• Does Ihis (or could fhis) area function - -'-'�menh, utilizing local nonprofit support,and creating
�,����r l�i�driven economic opportunifies;
as a vital gafeway, impression
corridor, or destination for Auburn? � �^'.:�,�iol Incenlive Plannina: Compiling a wmprehensive list
�i a���oiloble incentives, aligning growth strotegies, stressing
• Are there si�es in the area wifh high il e ".'Jmdow of OpporNniy" �o in�estors, and creoring
redeve�opment poten}ip�? .:'-'���able and dedimled funding sources for targel areas;
• Are there barriers to redevelopment
- _ -�_;mic Develo�ment Assistance: Packaging incenfives
fhaf Can be Oddfe55ed by _, I;'�>Ipct partFolios for interesfed applicanfs, markefing
infr45tNC}Ufe inve5finenf5? ..i . ..�tlreoch aclivifies, and responding to �rojecf ond
,��"holder needs.
• Would investment in the area yield �
net benefits to Auburn (cosf-benefit ' �109'��^ `^'as iniliolly piloted an Iwo target areas In
. . i. ii wos ezpanded ro six farget areas. To slaff the
analysis�? i�„ .I,,:�m, there is one incentives expert and a designated
�..1 .?�. A�ign t��e City's resources, both � �.�-�:�i lor euch of tho rargel ureas. Each areo has a
. .�:�aic webpago wifh news and announcemenfs, project
planning and programmatic, around the
.,. ,:npYions and maps, and a detailed prospecNs.
Target Invesfineni Areas fo ensure fhey
reinforce capilpl invesfinents ��� �'���-��'�tiun to irs own resources, the C�y has successfully
� � .�cd o number of gronts ro help�ddress s'ome of fhe
.,.1 ,4. Tailor a suite of services and/or � ��'�'�:���ges in rhe targeted oreas, induding orowniield
incentives Yhof is available fo support - -��"'ng ond redevalopment, tronsporroti�n, and orher
. .,-,�.rol ossistonce.
private secror projects in Ihe Target
Invesiment Areas in order fo overcome � �-9h varlous ouneach acriviries, Spokane's ciy staf(has
. .��::ted awareness of Ihe prograrci and fhe special
rea� Or Perteived market 9aps .. -.�.n�.es available, As a result, fhere has been an uptick in
3.7 .5. Package fhe information ancJ acfive�y �� � ��'<�elopment opplimtions in certain target areas and
„ �::ed honsactions and 6uilding rehabilltation in olhers.
market fhe areas lo potential investors . ;-,:, af�he areas, rhe business associotion hos reques�ed
and other stakeholders ($BB $ffqlegy ,niion of o Rusiness improvemenl Districf ro suppori 11ie
22. l) . . . . ,. �:�� �hcF oioa
ELONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 28
L?7Y Or ALI^,LI�'•!
3.2. Rec�orai ��:r����;��_�-.i � . - Mainfain and enhance regional iransportation connections to ensure ease of
travel to, from, and wi�hin Auburn
3.?.' . Prioritize improvements on and around Auburn Way North and Auburn Way South and a better
connecfion from SR-167 connecfion fo downtown
3.2.2. Coniinue to partner with Sound Transit fo secure adequate parking around the Sounder station as well
as convenient service and better multi-modal connectiviry to downtown and other Auburn destinations
3.2.3. Continue to improve the Auburn Municipal Airport by conducting a needs assessment of businesses
located in Aubum and in the immediate region to understand whether they could use an enhanced
airport for business purposes and whah improvements would be needed
5.3, iJeovntowr f:e��Wi`�!iz::civn. Continue fo
invest in downtown revi�alimtion DOWNTOWN AL'��..:�. i . . . . . ..., .
Gowrdown Aubum is on� oi lii-�_i�y� ei �rc.� �
3.3.1. Optimize regional mu�fimodal �ew suburban aties hove an outhentic, histonc .., . .
downiown connechivity bofh to and from c:>ver the pasr six years, the Ciy has invested inlli;oo�. �
the City to ease fravel fimes and Jollars In projech ro set ihe stage For increased growd��
improve the downtown expe�ience :Inwnlown. As o resull, a number of large smle proje��::
have been completed or are underway, includin� Iho l.
3..3.2. Re-evoluafe the Business Improvemeni �parrmenrs, Merrill Gardens,and i-
Area to look af how rafepayers are Mulricare. The core of Main Stre��
�,nderperforming diorriond in Ihe��_ �
assessed, who is being assessed, and
how the funds can best be used. This is �� add�ess rh�s challenge, re��ral: :
a valuable tool for downtown ��<�s on rhe secr�on of�na�n Sne�=
_ Sireef$E. This corridor should hove o ���ia�.����y c„��.�,��
revitO�iZafiOn but ii is Nrrenhly being •.>.�anf mix fhat is anchored by deli6eralely spaced
undeNfi�ized businesses. These anchor tenonts should generote foo�
iraffic for tho other ztorefronts in beiween Ihem_ Tuce'6.-
3.3.3. Develop an investmenf brochure i6v tenanr miz of Main Srreei Auburn should ae��.:> �.
(elecfronic and prinh� for downtown fhqt unique retuil and en�erlainment deslination thai -
feafures a mop of ihe Downtown Urbpn �-��roanding employers and housing developme��.� .
Cen�er; key data and shatistics; overview '1-aws people dow�nrown.
of Pu�lic investment; available `✓�'hlle evenrs can help raise owareness of dowi•,'. �
incentives; photographs that highlight ��s��esses, �r will ha�e more ��.�po<r at�h�s �r�_.
:lownfown revi�n,�izaflon lo work c�irer.fly wlth 6='� � .
new investment and potential _ , ,
, ,.�:. , i r r:�c�� ., _ _
investments; and a map with available
parcels
3.3.4. Publicize a comprehensive list of incentives available to support projecfs in �he Downtown Urban
Cenfer boYh in the brochure and on the City's website. These include the following benefits:
DowntowrvS�ecific
• Multi-Family Tax Exempfions
= Slorefront Improvemenl Program
Cl"'f J,= ��.C�, �,?J:.
= Downtown Zoning and Design SYandards
• A Comprehensive Environmenfal Impact Review
+ Excess Srormwater Capacity
CiN-Wide
� Deferred Impad Fee and Sysiem Development Charges
• Construction $ales Tax Exemption
• Small Business Assistance Program
• New Markef Tax Credifs (for qualifying Census tracfs�
• No Business and Operations Tax
3.°,.5. Conlinue to pariner wihh the Auburn Downtown Associafion to support existing small businesses
down�own and to recruit torgeted retailers and tenants downtown
3.3.6. Contim�e to actively seek investors and developers for downtown projects
3 3.7. Approach successful restauranteurs and
local retailers both in Auburn and �he _ . . . . _ �
Greater Seattle region to ask if �hey
would be interested in expandiny _
r
downtown ��*�"'-" -
3.�. Au'�:�rn L",'ey S�u,9., Ri;vitc-��._.....
Designate Aubum Way Soufh as an addirional
Targeted InvestmentArea � ?��
��;
; r-
3.r<,� . Complete the Aubum Way Sou�n
Corridor Plan ��. � -. �� ..���. �._.i�- '.
._. .., _ . � �
y _
3.5.2. Develop an invesfinent brochura
(electronic and print) for Aubum Way , , ,.,, i,,.... . .
Soufh to highlight the opportunities iha� � .�e,l� i�o��o�� o L�o��i ���� � �����,�_�,� ,: � , �
are iclentifieo' in fhe corridor plan. Include - ���:ho�ed by�he Culi�ary Institute of Americo, the Poarl
. ....;.;>s a number of Innovotive dining concepts, One of
a map; renderings of potenfial projeds;
.e: is the kiosk picfured abovc. During the weekly
ke data and statistics; and an overview
y .�.��•^ers' marker at tha Peorl, o feotured chef takes over
of public investment and available . o;k and tesrs o menu on the formers market pahons.
Pro9ram5 ���.�rners order af the counler ond enjoy their meal o�the
. �..;cen�ou�door searing area. The kiosk provides food
,i,C:.:i. $trenyfh0n the Cih��s Parfne�shiP with the . �,�__,�rnneurs with space lo innovate as well as a buill-in
Muck�eshOOt fribe around fhe ���,��•mer base. This opportunity to test ond sharpen
revitalization of fhis corridor ,������:anr conceprs 'm the kiosk has bolsrered rhe
..��i��oninq "foodie" rultuiu thot Is ene of the �e(ining
,..: ' _i_c . _ �r;- Create stronger f �<_,
mnnections between Auburn's primary fourism
EtONOM1IC D"cVELOP,ti7E�]7 5'fRATeGIC �LAiU �AGE J 30
CITY OF AU3UP,N
assets and develop new assels to attract more visirors �o Auburn
°,.5.7 . Develop and market packages that indude visits ro three or four rourism des�inations to offer to both
residenis of and visitors to the metro area (e.g. Golf & Gamble, Shop 8 $lots, Music 8 More)
3.5.2. Coordinate a brewery and distillery tour. Green River Cyclery has regular tours to breweries and
would have good insights into how this would work
3.�.3. Consider creating a food entrepreneur kiosk downtown where a guest cheF can serve a featured
menu. This could be a way of fosfering the growth of unique restaurants in Auburn and could
address the need for a si�-down reshaurant for business lunches
3.9.4. Explore �he Feasibility of a hop-on/hop-off tour or shuRle that runs between ihe Outlet Colledion,
the golf course, downtown, the casino, White River Amphitheater, and Emerald Downs to facilitate
visitors' movemenf from one place to another
3.6. Region�l �our�s.-. Strengthen regional tourism connectiau
3.6.1 . Evaluafe the potential beneFifs of establishing a Tourism Promotion Area that includes neighboring
communities
3.6.2. Establish a regional partnership of communities fo joinfly promote the South Sound as a tourism
destination
ECONOMIt DEVELOPMfNT S7RATEGiC PIAN PAG£ � 31
CITY OF AUBURN
�� FOCUS AREA 4. MESSAGING
� q coor�'ina�ed ma�kel�n; a^� 6� - � ._ _ ,�� _ .- '- I''- - .
Aubum has a strong heritage and history that define ❑
unique character and foster community pride. While �'��ORII'Y PROJECTS
Auburn faces challenges, its citizens see great O Brond Enh�ncemenf �4.1)
opportunity. The word cloud below is how Aubum's 8 Target Industry Ouh'each �4.6)
residents perceive Aubum today.
- � . . � � , Possible
���,� �� .. �. � -'--�:� ��_ � ���'�lBedroom
�nnovativePOt211t1 � !Under ar.hievmg
ti;�,,,, I� � ��,� �,.� Community
,��„_����.��a� ,;� �- �..,��.����,
Unsafe .. . - Need (or visitor activiry�c.:,,OI� � "" �-ukeC
�O� � � uiet
Opni�iis'c
Scary �r-:�., .
Growch
Hodga,odge Acress�,bie Centr2� • Sm�ll
in5pinnqO.pportu n ity
CFanging � � '� : � '
'-i . P�nr Ai:��m.n��.-,-.i-, ,
��� .� � �����:!-'o��ieless� center � , � �,
� �
Auburn is in the midsf of an exciting transformation. There are numerous positive changes going on right now in the
City, and residents recognize this momentum and the potential for improvement. The word cloud below is how
Auburn residents describe Auburn in ten years.
��v!l-.I�IUf�lit�,
�ivable - �,,,.�;..
�o��F�,�o�bzt.F���,e gWa I k a b l e . �.����.:�„��:,,
�,�9,,.,s� �Thrivin � ���.,��,m,
IntlusM ceme. �_'=a- • • i - _.-��nal
��� Destination �n.��,�,�,
'i�Ed��rS'du'au�, [+�Fe hip�4iv
ano,d��.�; , , ■ Recreational Friendly ., � �-
, _
. _ i r�a n
� �
�,�,
Modern . Diverse "`�°'r �
Hi_;''1 (c�h _,� ;i
(� � :VI!'�Q - _ -���tin�:a
p � �>m._�
. �� : .. •. . . � �1 1 , �'.:.fL I I _-.:ly'4ff111Y111
°o°:°`°^"`r""' Sustainable �' ������,e�
nnoratlon IeaCer
-II�nd..•,ur. ! Inno-:Tl,pr 4 ecnapi'en-:,rc �.L�i , i ..
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 32
CITY Of AUBURN
Though positive words dominate these word douds, a number of negative percepfions are held bo�h by Auburn
residents, by the larger region, ond by the regional real estate communiy. These perceptions are largely influenced
by media reports on crime in Auburn and by under-performing impression corridors and gateways that lead to
Auburn's tourism destinations. These negative perceptions undermine Auburn's potential. There is also a large
number oF residents in the greater Seattle orea thaf have no knowledge of Aubum and hold a neutral perception.
Auburn must work �o change these neutral and negative perceptions ro positive ones. In doing so, Ihe Ciy should
also build awareness of Aubum as a destination— for recreation, living, and business investment.
Currently, fhe organizafions that define the Cily of Aubum's brand identity, both internally and in the Seattle region,
are not unified. The Ciy of Auburn's tagline is "more than you imagined." This tagline is also shared by the Auburn
Tourism Board. The Aubum Downtown Association and Chamber of Commerce, however, each have unique logos
and brands that ore distind from the Ciiy's. On social medio, ihe Auburn Police Departmeni, the Ciy of Aubum, the
Chamber of Commerce, and the Innovation Partnership Zone have active presences that are also distinct. A more
unified, collective voice and identity that spans all of these entities could be more effective in changing the internal
and external perceptions of Auburn.
4.1. 8rand Enhance:-,er:t. Develop o stronger brand for Aubum and reinforce this with unified messoging
across organizaYions
4.�.1. Adopt a new tagline. "More �han you imagined" implies that people already hold a negative
percepfion of Aubum
4.1.2. Coordinate a consistent marketing theme and campaign that applies across the City, economic
development, Ihe Chamber of Commerce, fhe Auburn Downtown Association, and the Auburn
Tourism Board
4.1.3. Regularly (quarterly or annually� create talking poinfs for community leaders and parfner
organizations �hal highlight positive developments in Auburn, success stories, and why ir is u
desirable place to visit, live, work, and invest
4.1 .4. Invest in a wayfinding and placemaking strategy to reinforce this brand across Aubum
4.2. Internal Image. Build a more positive perception and a greater sense of community among Auburn
residenfs through a strong partnership with fhe Auburn Reporter and other local medio oudets including
public radio, community websites, and social media outlets
4.2.1. Profile positive developmenls in Aubum that feature City investments, new businesses, and other
economic development successes in order to build awareness of the City's positive momentum
4.2.2. Publish interviews of Aubum residents that highlight the things they like to do in Auburn and good
memories of Auburn in order lo strengthen the community's pride and cohesion
4.3. Social M1ec:;a. Confinue to sfrengthen the City's social media strategy to improve Aubum's internal and
external perceptions
4.3.1. Develop a more consistent and strategic economic development voice across social media
platforms, in particular Linkedln and Twitter in order Yo develop a greater awareness of economic
development activi�ies in Auburn
. ..07:0.`ill;. D`c"cLO��'"=i'1T =�TI'.'1TE^�'C .�_. . . . , i �l_
. ir�. �,- , ,__
4.3.2. leverage 3No Nehvorking to dishibuYe
KcY INFLUENCER5 DEFIf��.
more positive stories about Auburn and
Auburn's business culture ''�m "key mfl�ence�s° is oR,:,
�, ��:�Gy.These individ�als ore achve online and a�..
4.3.3. Connecf with Auburn's key influencers � �����Pd by a raryet oudience. Connecting with ihv��
through social media and push out - �j�ols allows a campo�g� to reach these audl.:
.,�.�.��. push mr, , .. . �. . . . �.
positive confent through this network.
_. .- ..; Fd�l .
Contenl can be about economic
developmenf successes, business climate,
and other aspects of the City's
transformation
4.3.4. Launch a hashtag campaiyn �#ThislsAuburn or #AubumWorks or #AuthenticAuburr) related to
Auburn's brand that helps promote positive perceptions
4.4. Public Reiat�ons. Launch o formal public relations campaign to change the region's perception of Auburn
4.4.1 . Focus on earned media as a strategy to
educafe fhe region about Aubum's ANJBURN'S TOP 10 ASSETS
positive attributes. Eamed media refers to . ,:��ry has o d�sr�nct�al�e prop<�;liicr� o�d compri�.r..
publicity gained through promotional � ,.i�on�ng rhat�r musr an�culare when "selll�g" Irsell r�:
efforfs other fhan advertising, as opposed ��'��^^15, sire selecrors, and prospects
fo paid media, which refers to publicity �� ACCE55 TO SKILLED LABOR ro s�pport industrial
gained through advertising. oc���ines
4.4.2- Build owareness of Auburn as a �- CENTRAL LOCATION berwecn por�s,
rcensportotion assels, and onchor cities �Seattle nnd
destination for visilors, for residents, and
Tacoma�
for business investment by making these
aucliencet aware of community assets, �- �n AUTHENTIC AND HISTORIC OOWMOWN
the housing market, transportation wiih a Sounder Stoii:?n
linkages, and invesiment opportunifies - gROAD AND DEEP SUPPLY CHAIN to ,upno�t
manufacturing
4.4.3. Creale a buzz about Auburn, particularly
_ RECREATION AND EN7ERMAINMEM
in the Seattle-Tacoma metro area by
AMENTITIES- pu�ks, casino, race track,golF
publicizing srories in local and regional ,:,,e, shop�Ioy
news oudets that demonstrate what a
. GREEN RIVER COLLEGE is a partner is workforce
greal location Auburn is. These sbries
���mmo
could feature the City's success siories
� UP AND BNSF roil ��ines anJ BiJSF is ex�anding
and relocafions (be sure to highlight
specifics about Auburn's assets fhaf � ^-. srror,g a�d sroble INDUSTRIAL IMARKET
enable its companies ro succeed�. They A DIVERSE COMMUNITY wirh o srrong sense of
should also highlight growth in Aubum, , �=,_
inc�uding the invesfinenl downtown ancl .. •.., 3a„ernmenr�har is A WILLING PARTNER
componies who have invested in Auburn
ECONOMIC DfVELOPMENT STRATEGIC PLAN PAGE � 34
Ca7Y OF AUSURN
^+.��.:. Generate press releases and blog posts that promote opportunities to visit, live, invest, and work in
Auburn
�.5. Re.�' Est��-:, A�ia���t F=po t. Develop a system for effective communication ro the marketplace that
eduwtes businesses, developers, and brokers on opportunities available in the City
4.5.1 . Transition the internal market hackiny system used to evaluate market benchmarks fo publish a
regular report that can be distributed to Ihe business, brokerage, and development community
45.2, Conduct regular forums with commercial brokers to discuss Aubum perceptions, opportunities, and
regional activiy
4.6. Strate,�ic L� .�;r*_c,cl.,,, Reach out to decision makers in fhe fargei industries fo encourage fhem to consider
expanding or relocating in Auburn
.^-.b,1 . Leverage Aubum's community of business leaders and executives to reach peers in their networks
by cultivatiny stronger relationships and keeping �hem well-informed of Auburn's sirengfhs and
resources available for economic development
4.5.2. As part of TEAM AUBURN, have a core team of executives who are willing fo meet with prospecis
and help sell Auburn
4.5.3. Attend key trade shows in target industries and use these events as opportunities to gather indus�ry
intelligence and make persornto-person connections. Leave behind compelling marketing collaferal
with industry players
^— ^� =. Join regional economic development trade missions in collaboration with regional and state
economic development organizations whenever possible
G.6.5. Take advantage of Seattle's position as a global destination for conferences. Follow the regional
conference schedule and look for opportuniries to meet with prospects while they aBend
conferences in the region
�',.�.6 When fraveling, schedule appointments with any local executives in targef indushry secrors that are
in hhe area
cC�r•'.^i',11i. D�y�Lnn1�,1�9;�IT S?^^,T;31C ?L.'�.��I n^�G' � .r
C1TY Oi AUB�JRN
lMPLENIElVTATlON AND ORGANSZATION
The Aubum Ten-Year Economic Development Sfrategic Plun is ambi�ious. If will require a transition of the current
economic development infrastructure to a cohesive department with additional capacity and expertise. This will allow
the Ciy of Auburn to have one of the mosf robust and entrepreneurial economic development programs in hhe region.
The Cify's investment in economic development will yield a retum that will strengthen the City's tax base, create
economic opportunities, and transform the City to a vibrant and connected hub in the SeattleTacoma metro area.
STAFFING
The recommenda�ions below are based on the consulting team's knowledge of organizational best practices and a
review of peer ciy budgets and siaffing.
�\
Economic Developmenl
Manoger
ED Admin Support
��
Business Developmenl Marketing Redevelopmenl Tourism Real Eslafe Analysis
�� �1 �� �� ��
IMPLEMEtJTATION TEAM
ECONOMIC DEVELOPMENT SPECIALI5T5
Reco;nm�nrSe� Staffing 5rruc'ure. The structure above would provlde fhe capacity to implemenl the strategic
plan. The Manager, who leads the team, is an experienced economic developer that has led teams successfully in
complex transactions, innovative program management, and effective communimtions with stakeholders. The
Business Developmenf posifion has experfise in prospecf managemenf, deal making, business visifahion, and
economic development analysis and research. A Marketing posifion carries out all outreach and marketing
activifies. The Redevelopment position has expertise in real eslaYe development and real estate finance. An
administrative assislant supports the team. In addition, the tourism coordinator position that is funded by the LTAC,
and the real estate analyst, transferred from facili�ies, are now part of the team. This provides the opporfunity of
greater integration of these functions with economic development.
This staffing struc�ure would provide the City with �he capacity to condud ongoing research ro support business
recruitment and retention/expansion activities and to consistently produce and deliver content to support a
markefing and outreach sfrategy. Bofh of fhese functions enable economic development programs to idenfi(y
prospective companies and establish/maintain relafionships with fhese potenfial prospects. This structure also
provides the department with the capacity to build a much stronger referral network thaf consists of local business
FCOI'�10tb1JC DEb'ELDPh1E�'�JT STRC�7eGIL PL�I,"d P/>Gr � 36
CI7Y OF AUBURN
leaders and regional real estate brokers and developers. The outcome of this increased capacity should be more
and higher-qualiy prospec�s and projects, which should accelerate investment and job creation in Aubum. The
Redevelopment expertise provides economic development programs with an enhanced obility to identify
redevelopment opporfunifies, structure deals, and complete projects. An intlepth knowledge of financing tools
available in the State of Washington and at�he Federal Governmenf should enable Auburn to access capital to
support redevelopment opportunities.
The additional staffing will cost about $436,000 annually once the Economic Development Division is fully staffed
in 2019.
Op�rc'in7 B�dget. Funding the additional functions of the ED Division's programs will require an additional
$78,000. This includes a $60,000 marketing and outreach budget that can be used for public relafions, marketing
materials (including web design�, social media, trade show travel and attendance, and limited advertising. An
additional $18,000 for data services, memberships, and market and economic research would cover a subscription
to Hoovers.com, on-going consulting services, and memberships to NAIOP and ICSC.
B�dget Summary. The additional staffing requirements und operating budgel will likely require up to a total of
$514,000 annually by 2019.
GTY OF AUI3URN
IMPLEMENTATION
Because of its �en-year scope, this strategic plan has a long list of sirategies and octions. Implemen�ing these will take time and can only be done as resources
and capaciy are added. To implement this plan, fhe City should firsl focus on reorganizing ihelf to be consistent with �he strategic diredion o( the plan.
Adding a staff person dedicated to business development will enable the deploymenl of the program foundations, which should direcdy correlate wi�h
increasing investment into the City. The marketiny posifion will enable the City ro implemenf Focus Area 4 more fully. Redevelopment expertise will allow ihe
City to advance further in the implementation of Focus Areas 2 and 3.
, �� „ _ a
Strategy 1.1.Clearly define the services fhat the City of Auburn can provide to businesses both directly and through parYnerships.
I.l .I. Oryonlze re�ulor meetings of ihe IPZ h�skforce as IEAM AU6URN lo keep Munuc�cr& 6usiriess
�hem in(ormed of Ihe prospect pipeline, meetings wilh prospecis,and polenllal GevelopmeM � .
recruitment irips ____ � � f
1.12. Continue to assisf prospects in finding suitable sites, navigating ihe Manoger & Business � '
development process in Auburn, and securing available incentives fram local Development ', �
and stale sources ' '
1.1.3. Launch and manage a business incubaior Manager & Business �
Developmenf/ � , ,
SBDC
1.1.4. Conlinue to organize weekly 3No Neiworking ot Aubum-based Manager&Marke�ing / ■ � '.
businesses SBDC ,
--- ------ � :
1 J.5. Conlinue to pariner with ihe Small Business Assisiance Center at Green Manager 8 Marketing /
River College on techniml assistance and workshops for small 6usinesses Chamber � �
ADA
- - - --. _ .. ._. .._ . . :... . _
1.1.6. Establish partnerships with area SBA lenders, community developmenl Business Development/
financial instiiutions, and other nonprofit microlenders fo provide betfer access SBDC I, , �
ro capifal for businesses thaf do not qualify for bank financing ' _ _ .
ECONOMIC DEVELOPMENT 5TRATEGIC PLAN PAGE � 38
CITY OF AUBURN
. , .
. - . �
1.17. Assemble a lisf of revolving loan funds and olher(inancing resources Busineu Development/ i �� ■ � �
ihat are available to Aubum-based businesses SBDC ��,
. �__--- - � -------- . . .
1.I.8. Continue lo pariner with Green River College and WorkSoorce to Manoger � .
provide cuslomized fraining I
� -�--� - - ------ --- . . _ .
1.I.9. Strenglhen ihe partnership behveen Aubum Public Schools, Green River Manager/ ! .
College, and Auburn's business mmmuniry by organizing industry sedor WorkSouice I ,
parinerships that explore workforce demand, critiml occupalions, and Workforce Developmenf '�. �
available curricula Council ���.
l.l.10. Mainfain o calalo of iniormation and resources relevaN to economic Business Develo ment �I ■ � �� :
9 P i
developmenf on Ihe Ci�y's webpage
1.1.1 I. Track and report market trends af leost quarterly and distribute the Business Development ��
(indings fo stakeholders as part of the effor�to espouse "Why Aubum" to the �
regional reol estate communiry
1.1.12. Update and distribure retoil trade area data annually Business Development � � I
1.1.13. Provide profiles on ihe City's targef investment areos Bus�ness D�vr:lopment �-��
STrategy 1.2.Formalize a business visitation program to hack trends among Auburn employers and identify any businesses in need of assistance
1 2.1 . Estoblish o visitotion protocol, o hsi cf 'm(ormolion 10 be collected dunng Buslne>s Devalopmenl ;
eoch visil, und set a yoal how meny businesses each year. Chamber �
1.22. Creale a database of Auburo-based employers with the Ciry's business Business Developmenl ■ � ' I
license database . I
1 2.3. Using CoStar or other sources, idenfify employers who hove leases ihai Business Development ■ �
will be expiring in fhe next hvo or three years to be priorilized for visitafions �
_ . -i
1.2.4. Mainfain detailed notes on visits in the economic development projecl Bosiness Development/ � �
database to documeN ihe rela�ionship over lime Chamber � �
1 2.5. Compile information collected from visits lo Irack trends among Businest Development/ �
employers and dislribute these findings to stakeholders in an annuol reporl and Chamber , �
presentafion . . ��
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 39
CITY Of AUBURN
.
� �
Strategy 1.3.Recruit new businesses, including retail,to A�burn to provide beMer economic opportunities and enhonce Aubum's quality of place
1.3.1. Sirengihen relalionships with brokers, developers, and induslry Manager
associalions in ihe metro area and create an educalion outreach program �
targeted to these groups :
. .. I _�--_- _ . . �
1.3.2. Cultivate strong partnerships wiih regional organizoiions to identify co- Monager ' �. ■
marke�ing opportunities and joint trade missions .
1.3.3.Join the coalition of local governments and orgonizations that represent Monager ■ � ��
fhe communilies o(�he grealer South Sound �egion
1.3.4. During business visitations, ensure thot Auburo-based businesses are Business Development
aware of fhe greal services Ihaf ihe Cify provides and have in(ormation on the �
di(fereN initiatives _ __ i
1.3.5. Culliva�e relafionships among promising young wmpanies across the Business Development ., I ■ �
metro
1.3.6. Actively prosped among componies in laigef industries 6usiness Development �
Strategy 1.4. Identify and advance caTalyst projecTs fhaT will facilitate Auburn's evolufion
1.4.L Work wih city council and deparimeN heads to ident�fy and pnorltlze Manoger �
pofeNial calalysf projeds
1.4.2. Hold quarierly meetings with this group to leam from guesl speakers about Manoger .
wha�o�her communilies are doing and to bminslorm what Aubum could do
_ _ . .. > . _ . . - ' —� -- --
I.4.3. From the project lisf generated in the quarlerly sessions, priori�ize Manager/
projecls based on feasibility, expense, Iime frame, impad, ond olignment wilh Departmen�Heads �
Aubum's opportuniry areas
1.4.4. For Ihe two or three top ranked projecfs, creote o project teom of three Manager/
b five individuals responsible for implementation Deparfinenf Heads �
1.4.5. Maintain o fool ihat tracks progress on project implemenfalion, and Admin ■ �
reporf progress and oukomes at fhe quarterly meetings _ _ _ _ __
ECONOMIC DEVELOPMENT STRATEGiC PLAN PAGE � 40
CITY dF AU6URiV
,
s ' • - �
STrategy 1.5. FosTer relafionships with key enTiTies fhat suppoM economic activity in ihe City ''
. _ - �--------- _. . _ .___ . _._�
L5.1. Initiafe and cultivate reloiionships. Manager �
Sirafegy 2.1. Design and maintain informaTion resources that demonsfraTe Auburn's strengih in terms of its access to skilled labor �
2.1.l. Mainfain uµtotlate labor morket information on Aubum �nd its Buslne=_s Developmenl / I
laborshed and make Ihis information available on ihe economic developmeN WorkSou�ce ■
website as well as In a repor�{ormaf �, '
. .. ___ _ __-------+----
2.L2 For ta�get indushies, create profiles that highlight the availabilily of Business Development/ �' I
relevant occupations as well as training programs and other workforce WorkSourw � i
development resources
S}rategy 2.2. Ensure a supply of deal•ready siTes To accommoda}e new business invesfinent in Aub�rn
2.2.1. Mainlain an inventory of Aubum's mosl Imporianl parcels ond sites- Real Esfate& � �I
fhose with high-impaci developmenl or redevelopmenf potential or fha�are Redevelopmenf � I
located in strategic areas. '
22.2. Among ihe eight sub-areas identified in fhe Comprehensive Plon, focus Real Es�afe & I '�
on �he airporl orea, Emerald Downs, ihe GSA Property, and Norihwest Auburn Redevelopment/ �
as key planning areas with high commercial developmeM poteniial Community Developmenf& �
Public Works �
2.2.3. Work with relevani land owners or brokers b package fhese sifes with � Real Estafe & �
highly informotive in(ormalion pockets �elecfronic�and actively promote these Redevelopment � i�
sites to prospeclive businesses and regional brokers
2.2.4. Encourage ihe land owner and broker to list the sife on ihe City's Real Estote & ■
inven�ory of bui�dings and sites Redevelopmenf -- I �
225. Meef with insfifufional invesfors and owners of underperforming Manager& Redevelopmenf ■ '�.
properties to make ihe case for additional investmenf to increase their yields �
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 41
CITY dF AUI3URN
,
� , �
22.6. Facilitale the conversion of indusirial buildings thof are curren�ly used for Redevelopmenf �. '�,
warehousing and dis�ribution to manufacturing or olher sales fax genera�ing � �
uses . . _ _ — ,, —_ __�. — _ __ - .
22J. Work with land owners to facilitafe conversion opporlunifies, RedevelopmeN '��.
redevelopment of high-potenfial parcels, or fhe assembly of multiple parcels by ■ �
addressing barriers where possible and connect ihem wilh local developers ��,
ond real esfafe irnestors who seek fhese kinds of opporfunilies '� _ �
228. MaiNaln a database as part of the CRM of all known businesses Business Development 'I � I ��
seeking addilionol space in Ihe region fo make connedions wi�h proper�y ; � I �.
owners in Aubum os space becomes available � '
. _ I --- II� - -���.
22.9. Evaluate ihe feasibilify of annexing �he areas adjocent�o Ihe City iha� Manage� �
are in unlncorpora�ed King Coun�y as a means of improving Aubum's � ��.
coinmercial land base
Sfrafegy 2.3.Create a rob�st toolbox to influence etonomic development oufcomes
2.3.1. Catalog all tools availuble in �he sta�e Business Developmenf/ �■ �.
Finance
2.32. Consider and evaluafe fhe feasibilify of the addifional programs Manager/ � ■
Finance
2.3.3. Colled examples of communities who use ihese tools in an innovalive Business Development/ .
way fo support projecfs fhaf advonce fheir economic developmeni yoals and Finance ��'', �
share these with relevonf City stakeholders � _
2.3.4. Ensure that ciry council and City staff are wel6informed af the ype and Monager/ ■ i
use of financing tools available to municipalifies Finance �.
2.3.5. Establish a polity that sei;out the City's goals Ior ihe use of these Manager/ ■
varlous tools as well as a process and framework for evaluating projech City Council, Finance , �
. , _..i— .. . -� ---
2.3.6. Adopt the guideline for effective and responsible incentives use Manager/ ' � '', �
City Council, Finance ' ■ __ � �'i �
ECONOMIC DEVELOPMENT STRAT[GIC PLAN PAGE I 42
CITY OF AUBURN
,
. �
2.37. Adopt a comprehensive fiscal and economic impact tool to measure the Manager/ �� i I,
return on inveslment for projeds being evalualed Finance ��, � �� ;
. _.. __;___ .-----.__.. ,
2.3.8. Create mntenl for the Cify's websife and for brochures �haf ollows Business Developmenf/ � �,
owners and developers to understand the tools and programs that may be Finance I � ��
available fo�iheir project and how i�relates to their pro forma ' �
2.3.9. Develop a clear flowchart that establishes Ihe process that owners and Business Development /
developers will need b follow lo obtain assistance in order fo set real�slic Finance A
expectalions
_ . ._ .
Strotegy 2.4. Evaluate and continue to improve the City's land use and building permit process and performance.
2.4.1. Conlinue ro employ�he permitting performonce iracking system to Business Developmeni / �.
understand per(ormance Community Development& ` �,,
Public Works
2.42. Develop a regular reporl based on informalion from the fracking system Business Development/ �
that allows the development communiy and ciy staff ro undersiand how Cammunity Developmeni& ' � ',
ef(icienlly permils are being processed Public Works
2.4.3. Creole a map-based report with supporfing tobles ihat fracks all major Business Development/ ��
commercial developments in the Cily including new conslruction and major Comm�nily Developmem& �
renova�ions Public Works
2.4.4. Consider reviewing ihe fee strudure ossociated with permit reviews Manager / �
Camm�ni�y Developmenf$ '. �
Public Works � � �
2.4.5. Esiablish precedeNs log that may be used for fWure staff to reference Business Developmenf/ � �. �I
how certain situotions ihat share similar condilions were addressed previously Communiry Developmeni& � �
Public Wo�ks . .—. .. . . .--- --_ - I ----
l
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 43
CITY OF AUBURN
� _ �
Strategy 2.5. Re•evaluaTe zoning districts and modify certain aspects of the code
2.5.1. Expand Ihe Downtown Urban Center �DUC) zoning distr�d to indude the Manager / � � .
logiml adjacent areas Communily Developmenf& � � � i
Public Works ' '
25.2. Consider zoning modifications related to 6eight and parking Io improve Manager/ ,
projecl feasibility Communify Developmenf& � ',
Public Works ���.
. . .. . . .. --- "�—�
2.5.3. Add flezibility lo ihe indusfriol land use code lo ollow for more yard Manager/ '�
sforage and permiBing uses wch as bullding mntmcbrs in districts that are Community Developmenf& � �� I I
currendy more restricfive Public Works �
2.5.4. Consider an overlay on fhe Landing Field �LF) zone und adjacent Manoger / ii �'
commercial properties to permit airside supportive land uses around the airport Community Development& �
Public Works
Strafegy 2.6.Annually compare Auburn's developmenf/impact fees, tax rafes, and rebafe programs to peers �
2.6.1. Conducf research on reyionol pzers to idenlif��any role changes or fee Business Development/ �
chanyes ond record �n a business dimnle da�obase, which mn be created wilh Finance, Community
information from ihis slrolegic plan Developmen�& Public � ,
Works
2.6.2. Document any significant changes and distribute a summary report to Business DevelopmeN/ � '
relevanl department heads Finance, Community ',
Developmenl& Fublic ��i �
Works - . ', --——_-1
2.6.3. Work collecfively to resolve any issues revealed by this research Business Development/
exercise Finance, Communify
Developmenl& Public �� � �,
Works
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 44
CITY OF AUBURN
. ,
. - • �
26.4. Publicize the areas whe�e Aubum slands out among ifs peer group fo Business Developmenf& S
Ihe regional real eslate communiry Markeling
Sfrategy 3.1.Create a farget invesfinenf program to guide strategic infrastrucfure invesfinents fhat enhance Auburn's economic developmenf
opportunities
3.1.1. Creafe a cross-deparfinental lorum for identi(ying ond prioritizing areas Manager / . . ■
for targeted infrasiructure investment � Mayor's ONice '�.
3.1.2. Evaluale marketthallenged oreas for their potential Io attrad piivate � Redevelopmenf ��� �
investment ihrough targeted public investment projects and designale hvo or � . , �
ihree areas as "Targei Investmenf Areas'" �
3.1.3. Align Ihe Cily's resources, both planning and programmalic, around ihe Manoger /
Torget Investmenl Areas to ensure Ihey reinforce capital investments Departmenl Heods �
. . .. . . _- -- �
3.1.4. Tailor a suite of services and/or incentives Ihat is available lo supporf Manager� Redevelopment
privafe sedor projecfs in Ihe Torgef Inveslment Areas in order to overcome real � � �
or perceived market gaps I� _ _i _
3.L5. Package ihe informotion and actively markef the areas �o potenlial Redevelopment 8 Marke�ing .
investors and other s�akeholders
Sfrategy 3.2.Maintain and enhance regional iransportaTion connecTions To ensure ease of fravel to and from Auburn
32.I. P�iorilize improvemenis on and around Auburn Woy Norih ond Auburn Monoger /
Way South and a betfer mnnection Gom $R-167 connection io downtown Community Developmenf& �
Public Works �'
� ._
322. Continue to partner with Sound Transil to secure adequate parking Manager/ I �
around ihe Sounder station os well as convenient service and betler muhi-modal Community Development& � ,
connedivity to downtown and olher Aubum destinations Public Works �� '� . '
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 45
CITY Of t�UBURh!
,
. , e
32.3. Continue fo improve Ihe Auburn Municipal Airpor�by conduding a Business DevelopmeN/
needs assessment of businesses located in Aubum and in ihe immediate region qubum Municipal Airpor�
lo undersland whether�hey could use an enhanced airporl for business �
purposes ond what improvements would be needed
Sfrategy 3.3. Continue to invest in downtown revifalizafion
3.3.1. Optimize regional multimodal downtown connec�ivi�y bolh to and from Manager/
the City to ease Iravel times und impro�e ihe downtown experience Community Developmenf 8 �
Public Works '
3.3.2. Reevaluate ihe Business Improvement Area ro look al how rafepayers Business Development/
ore assessed,who is being assessed, and how the funds can best be used Finance �
ADA
3.3.3. Develop an investmenl brochure (eledronic and prinf) for downtown ihat Markeling / �'��, I
features a map of ihe Downtown Urban Center, key data and stalistics; qpq ''� I
overview of public investment availa6le incentives; photographs that highlight � �'�. I
new investment and potenlial inveslmenls; and a map wi�h avoiloble parcels
3.3.4. Publicize a comprehensive lisl of incentives available b supporf projecfs Morkeling /
in fhe Downfown Urban Cenier bolh in�he brochure and on ihe City's website ADA �
3.3.5. Confinue to support exisling small businesses downtown ond to recruit Business Development/
targeted retailers and tenanh downtown SBDC � �I i
ADA I I �
3.3.6. Continue fo actively seek investors and developers for dowNown Manager, Redevelopment/ ■ I, , ■ i
projects ADA �
3.3J. Approach successful restauranteurs and Ixal retailers bo�h in Auburn RedevelopmeN / �
and the Grealer Seanle region to ask if Ihey would be inlerested in expanding ADA �
downlown
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 46
CI7Y OP AUtiURN
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� _ , �
StraTegy 3.4.Designafe Auburn Way South as an addifional Targefed Investment Area
. _--------._.. _. .. . . ,
3.A.L Complele the Auburn Way South Corridor Plan Redevelopment/ _
Community Developmenf& �
Public works �'
3.4.2. Develop an invesfinent brochure (electronic and pnN� (or Auburn Way Mmketing /
Soufh to highlight the opporiunities�hat are idenfified in fhe corridor plan Community Development& � �� �
Public Works �'
3.4.3. Sirenglhen ihe Ciry's parinership with the Muckleshool tribe around the Manager/
revitalization of ihis co�ridor Mayor's Office ��
Strafegy 3.5.Creafe sTronger connections befween Auburn's primary Tourism assets and develop new assefs to attracf more visifors to Auburn
3.5.1. Develop and market packages Ihal include vis��.ts to fhree or four lourism Tourism
destinations io offer to both residents of and visilors ro ihe metro area (e.g. Gol( �
8 Gamble, Shop & Slois, Music&More� �
I—
3.5.2. Coordinate a brewery and distillery tour. Green River Cydery has Tourism �
regular lours to breweries and would have good insights info how Ihis would� � , �
work
3.5.3. Consider creating a food entrepreneur kiosk downtown where a guest Tourism , �. ■ ��,
chef can serve a featured menu � '�
3.5.4. Explore the feasibility of o hop-on/hop-off tour or shuttle that runs Tourism � � T I
between fhe Oudet Colleclion, the golf course,downtown, ihe casino, White ■ '
River Amphi�healer, and Emerald Downs ro facililate visitors' movement from
ane place lo anofher
ECONOMIC DEVELOPMENT STRATEGIG PLAN PAGE � 47
CIiY OF AU6URN
,
� . �
Strategy 3.6. Strengthen regional tourism connecfions
. . . . __. ._-- . ..
3.6.1. Evaluote the pofenfiol benefits of establfshing a Tourlsm Promoiion Area Manager, Tourism ■ �
thul indudes neighboring communifies
3.6.2. Estoblish a reyionol porinership of communities to joinfly promole Ihe Manoger, Tourism � .
South Sound as a tourism destinotlon
Sfrategy 4.1. Develop a sfronger brand for Auburn and reinforce fhis wifh unified messaging across organizations
4.1.1. Adopf a new tagline. 1�lrinuger / �
Mayor, CifyCouncil, �
Depariment Heads
4.1 2. Coordinate a consistent marketing Iheme and mmpaign that applies Marketing
across the Ciy, economic developmeN, the Chamber of Commerce, the �
Auburn Downtown Association, and the Aubum Tourism 8oard
4.1.3. Regularly �quarterly or annually� creafe�ulking poinis for community Morkefing
leaders and partner organizations thot highlight posiiive developmenis in �
Auburn and why it is a desirable place to visi�, live, and invest i � , �,
. . ------j - ---,__.__ ,
4.1.4. Invest in n wayFinding and plocemaking siralegy fo rein(orce ihis brand Manager, Marketing / ' �
aaoss Auburn Comrnunity Developmeni d �
Public Works
Sirategy 4.2. Build a more positive pertepfion and a greater sense of tommunity among Auburn residenfs through a strong partnership wifh the
Auburn RepoMer and other local media outlets
42.1. Profile posilive developmenfs in Auburn Ihot feature Cify inveslments, Marketing
new businesses, und olher emnomic development su¢esses in order l0 6uild �
owureness of ihe C�ty's posifive momenium . . _ - ' -- . .
4.22. Publish interviews of Aubum residents thai highligM the ihings they like Marketing . ■ �'
to do in Auburn and good memories of Auburn ' � I . I �.
. : _ _._---�!_..
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 48
CITY UF AlJ6UftN
,
. . e
Sfrafegy 4.3.Confinue to sTrengThen the City's social media strategy to improve Auburn's internal and external perceptions
. . _ _ _ .. . ._—:
4.3.1- Develop o more mnsislenl and sirategic economic developmenf voice Marketing
ucross aocial media plalforms, in particular Linkedin and Twitter in order to �
develop a grealer awa�eness o(economic developmeN oUivities in Aubum '�� �
4.3.2. Leverage 3No Nehvorking to distribute more posilive stories about Marketing .� �
Aubum and Aubum's business culture _ , � �—I �_ _ � I I�I
4.3.3. Connecf wifh Auburn's key influencers fhrough social media and push Marke�ing I .
ouf positive content Ihwugh Ihis network .
4.3.4. Launch a hashlag campaign �elated to Auburds brond �hot helps Markeling . � ' �
promote posi�ive perceptions
�
Strategy 4.4. Launch a formal public relafions campaign to change the region's perception of Auburn
4.4.1. Focus on eamed medin �s u sirofegy to educale ihe region obouf Marke�ing ■ I
Auburn's positive attributes '
4.4.2. Build awareness of Aubum as a destination for visitors, for residenfs, Marketing � .
❑nd for business investment by making audiences aware of community assets, � I .
the housing market, transportation linkages, and investmeN opportunifies � I
4.4.3. Creale a buu about Auburn, ariicularl in �he Seatlle-Tacoma me�ro Marke�in � �
P Y 9 I
area by publicizing stories in loml ond regional news oudels ihat demonstrate ' �
what a greal I«ation Aubum is. � �
4.4.4. Generote pres<_ releases ond blog posis fhal promote opporfunities �o Markefing � �
visil, live, Invesl, and work in Aubum �
Strategy 4.5. Develop a sysfem for effective communication To the markefplace that educafes businesses, developers, and brokers on
opporTunities available in ihe City
45.1. Transilion ihe :ntemal morket trccking rystem used fo evaluote market Bustness Development, Real
benchmarks to publish a regular report ihal mn be disiributed Io ihe business, Estate, Markenng � � �
brokerage, and development communify �, _ _ I _ I _
1 - a _
4.52. Conduct ret�ulnr forums with commercial brokers fo discuss Aubum Business Development, Real i ■ ,,� ;
perceptions, opportunities, ond regional odivity Esfafe, Markefing I
EGONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 49
CffY OF AU6URN
�
. . �
Sfrategy 4.6. Reach out to decision makers in fhe target indusiries to encourage them to consider expanding or relocating in Auburn �
4.6.1. Leverage Aubum's mmmunity of business leaders and execuiives io Manager
reach peers in Iheir nelworks by cul�ivating stronger relationships and keeping .
fhem well-informed of Auburn's sirengihs and resouaes available {or etonomic
development ��
4.6.2. As part of TEAM AUBURN, have a core�eam of executives who are Business Development ' ■ ;
willing io meet with prospeds and help sell Auburn _ ��� _
4.6.3. At�end key trade shows in target induslries and use Ihese eveNs as Manager, 8usiness �
opportunifies fo gather indusiry inlelligence and make persoo-to-person Developmenf � I
connecfions
4.6.4.Join regional economic development trade missions in collaboration with Manager, Business i,
regional and state emnomic development organizations whenever possible Development/ � I
Mayo/s Office '
4.6.5. Take advantage of Seattle's position as a global destinaiion for Business DevelopmeM ■
conferences
4.6.6. When iraveling, schedule appointments with any locol ezecufives in Business Developmeni ■ '',,,
fargef indusiry sedors fha�are in �he area ' �
ECONOMIC DEVELOPMENT STRATEGIC PLAN PAGE � 50
CITY Oi AUBURN
PERFORMANCE EVALUATION AND MEASUREMENT
To understand the impact of the City's economic development efforts and to track success, it is important to monitor
a set of key performance indicators. Below is a set of indicators that are tied to three topics directly related to the
strategies contained in ihis plan: 1� tax base; 2) real estate market; and 3� economic opportunity.
Property Tax Base Commercial Tux Base Retail Sales
� The lax base has grown sleadily — The shore of ihe commercial tax Relail sales Iax receiph per copi�a
since 2013. base fell from ih 2013 peak. have climbed skadily.
Nomexemp�Tuxable Volue �- =oinmerrlal Sales Tan Receiph
100,000 ��Jzr Capilu� _ (Induslrial_Retail, OFfice) 4� (per Cap4o) �
75,000 � 3�
50,000 „ 2� — -- .
25,000 1�
O � .
2012 2013 201d 2015 2016 2012 2013 2014 2015 2016 2012 2013 201d 2015 2016
So�rce:KifgCa�MyTacAsteswr $ourca:KingCoumyTozAxoswr Sourca�.CiyofAubum
Industrial Market Office Market New Space Delivery
_ iheva<anryroleroseslighdywirh ThevacanryrakclropperJwifhposiF.e �_+—� Overlhelaslhvoyerns,liMlere«sqwre
recentnegativenerabsorption. nelabsorprion. i� �wbgehosbeendelivered.
���NelAbsorplion �Vamnq �NelAbsorplion —Vamncy OFFice •Indushiol
600,000 3.0% 100,000 IS.OA 200,000 �
75,000
400,000 -- -- � 150,000 � —-
2.0% 50,000 - - 10.0%
200,000 25,000 100,000 � � '
p . _L_�_.i . 1 A% 0 � . � . . . 5.0% 50,000 ,. -■. _
-25,000 --..
-200,000 0.090 �50,000 0.0°-
N f'1 P VI �O N ('J V h (V ^'I `n `O
O ' O O O
O O �J O O O O O O rv rv rv rv N
$ource:CaSWr $ource:CaStvr Savma:Co$mr
Employment Uneinployrnent Wa�es
� The number of jobs in Ihe Ciy hos � Yhe region's unemployment rak is � The region's wages are clim6ing
conlinuecl ro grow. moch lower ihan in 2012. gradoally.
�.��.. _ 11�._.��.� :�.ir .`-oi�r�y Wa��,:.
ol;r E ^.�nr
60,000 I .! I5�
—Aubum—Woshingron�US `� — - —
40,000 8.0 30 _ . �
6.0 -
20 "
20,000 d.0 _ .
,
2.0 __ _ ._ 10
0 - � - 0.0 -- � 0 -
2012 2013 2014 2015 20I6 2012 2013 201d 2015 2016 2012 2013 2014 2015 2016
Saurce:EM51 Source:B�reauoflaborStaliYia Sourm:FM51
fCUNOA�IIC D�VELOPMEN7 STRATf{'i1C PLAI�E �AGE � S7
CITY OF A�JBUP,IJ
In addi�ion to these key performance indica�ors, Ihe City should moniror output measures related to these topic areas
and other strategies. Suggested measures include:
• Jobs creafed and average wages-only projects that the ED Division managed
• Private investment overall and by target area
• Square feet of distribution conversions
• Return on investment (ROI) on any incentives �fiscal & economic impact�
• Industrial and o(fice lease rates
• Broker adiviy
• Restaurants and retailers - new and closed
• Employmenl by sector
• Wages by sector
• Earned media
• Web traffic
It will also be useful to track some of these metrics for peer cities and the metro area to provide context for Aubum's
performance.
Being able to drill down further to get behind the key performance indimtors will allow the City ro evaluate strategy
implementation and make tweaks ro the slrafegic plan as necessary. This feedback loop is how the strategic plan
Iransforms into a living document that will maintain relevancy over the fen-year period.
The Economic Development Office should be responsible for maintaining updafing these metrics on an on-going
basis with the assistance from the consulting team, as needed.
CONCLUSION
The City of Aubum should be commended for their recognition of the importance of economic developmenl strategic
planning at this junclure in Auburn's hislory and in the confexf of a booming regional economy. Wifh fhe plan in
place, the Cily will be positioned to transilion its economic development program to a more robust and
comprehensive program that will allow it to influence its own economic development future. The implementation and
monitoring of the plan will be the next phase. This work will lake discipline and direction, leadership and
collaboration, and patience and perseverance across the City and with multiple partners. The City of Aubum's Ten-
Year Economic Development Strategic Plan provides the foundation and lays out the framework ro coordinate the
City's continued evolution into a unique and thriving hub in the Seattle-Tacoma region.
ECONON3IC DEVcLOPiY9Et�lT STRA7cGIC �'LAlI �A�GE � 52