The URL can be used to link to this page

Home My WebLink About052819_ra01JEFFERSON COUNTY BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST TO: Board of County Commissioners , FROM: Philip Morley, County Administrator/'`f: DATE: May 28, 2019 SUBJECT: Update by EDC Team Jefferson and Authorization to Designate the Economic Development Council of Jefferson County as the Associated Development Organization for Jefferson County STATEMENT OF ISSUE: EDC Team Jefferson (the Economic Development Council of Jefferson County) is the designated Associate Development Organization (ADO) for Jefferson County. EDC Team Jefferson Executive Director Brian Kuh will provide an annual report on 2018 activities, as well as Team Jefferson's focus for 2019 and beyond. This presentation will be followed by an opportunity to designate EDC Team Jefferson as Jefferson County's Associate Development Organization (ADO) for the next State biennium. The designation will be submitted to the Washington State Department of Commerce. ANALYSIS: A copy of the planned presentation materials is enclosed. EDC Team Jefferson is registered in Washington State under the name "Economic Development Council of Jefferson County," and is registered as a 501(c)6 with the United States IRS. EDC Team Jefferson's work as the Associate Development Organization is defined by RCW 43.330.080, by its Strategic Plan, and by its contracts with the Port of Port Townsend and the County. FINANCIAL ANALYSIS: Under a separate county contract with EDC Team Jefferson, EDC Team Jefferson presently receives $50,000 per year of Public Infrastructure Fund support to finance personnel in economic development offices as authorized by RCW 82.14.370 and JCC 3.28.030(2)(d). It also receives $28,020 per year of support from Jefferson County's General Fund to perform its ADO responsibilities, appropriated annually in the county's adopted budget. Other funding is provided by the Port of Port Townsend, the Washington State Department of Commerce, in kind office support from the City of Port Townsend, grants and class fees. RECOMMENDATION: Hear the EDC Team Jefferson presentation and dialogue with Mr. Kuh and county staff regarding re -designation, and adopt a motion authorizing the BoCC Chair to execute the Associate Development Organization Certification/Designation Form for the Washington State Department of Commerce. REVIEWED BY -...w� 4'hifip Morel- t�"Acmnistrator Date ATTACHMENTS: EDC Team Jefferson Presentation Materials, Strategic Plan, and FY 2018 ADO Report to the Washington State Department of Commerce Associate Development Organization Certification/Designation Form EDCTEAM p1jefferson May 28, 2019 Report to Jefferson County Board of Commissioners Team Jefferson's Story 2006: Economic Development Council's Were a Mess — Three failed EDC efforts in 7 years 2007: A New Way of Doing It — Bill Wise, Katherine Baril, Marty Gay and Craig Weir said • "Let's put together a team of people, not an organization that lives or dies by a single person" • "Let's call it Team Jefferson" — They applied for the ADO designation from the County and were approved. • The County has supplied $25,000 in assistance for well over 12 years. — Under the umbrella of WSU until 2011 • Many costs were absorbed by WSU. — We met for two days and decided to become a separate entity, applying for the ADO designation from the County. • We were successful for the 2011-13 biennium • Re -designated for 2013-15, 2016-17, 2018-19 biennia. Team Jefferson's Story Our Vision • Local economic, environmental, and social prosperity for generations to come. Our Mission • Build and attract business owners. Strategic Objectives 1. Build a business -friendly environment that welcomes economic growth while preserving and enriching each community's unique character. 2. Ensure an educated, savvy, and well- connected business community countywide. 3. Be proactive fiscal stewards of our organization, and effective storytellers for our community. Name Brian Kuh TBD Jim Williams Jay Bakst Earll Murman Bill Lowry Marty Gay Ben Bauermeister Heather Dudley Nollette Arlene Alen David King Gage Pacifera Paul Rice Dr. Arendt Speser TBD TBD 110:191 110:191 Team Members Position Executive Director BRC Admin. Assistant focusPLAN Instructor Sector Economic Development Economic Development Economic Development Community Lean Resource Economic Development Lean Thinking Instructor Economic Development / Finance President Industrial / Research Vice President Agriculture / Food Secretary / Treasurer Software / Tech Board Director Construction / Development Board Director Economic Development/ Tourism Board Director Maritime Trades Board Director Software / Tech Board Director Real Estate Board Director Education / Finance Board Director Manufacturing Board Director Maritime Trades Board Director Natural Resources Board Director Healthcare Formula for Success A Team of Professionals • Many different talents and energies We Grow Existing Businesses • Advocacy: an independent voice in collaboration with the Chamber • Economic Gardening We Build Business Owners • Focus on existing and new business owners • 1:1 consulting • Education programs that get results (focusPLAN, Lean, etc.) Publicly Supported But Independent • Remain neutral • Act as catalysts, ombudsmen, and peacemakers • Maintain objectivity • Be accountable equally to all stakeholders Formula for Success New Board Members • Bringing new views to opportunities for economic development. • Ensuring a diversity of sectors have a voice at the table. Continuous Improvement of Strategic Focus • Building upon fundamental successes in the past. • Leading the organization to a higher level of engagement and efficacy. Our Goals Focus upon creating business owners: • Help them gain critical skills. • Provide relevant and informed counsel. • Partner with them to purchase, lease, grow opportunities. Build on our strengths: • Work where you want to live. • Support our maritime heritage, outdoor expertise. • Leverage local key advantages and resources. • Take advantage of the new economy to grow existing business and start new ones. EDC Team Jefferson Initiatives Strengthen Our Partnerships • LION — continue to provide administrative assistance • Capacity Enhancement for public partners • Business Resource Center — maintain shared space with Chamber, SBDC, Emerald Coast Opportunity Zone, Lean Resource, and Jeff. Homebuilders Assoc. Be a Resource to Business • Maintain "one stop shop" availability to assist or refer to resources • 1:1 consultations for any need • Expand and improve critical training for businesses • Site selection assistance, curate economic data Convene and Facilitate • Critical Community Conversations • Advocacy and Policy — collaborate with WEDA, Chamber and other key stakeholders Business Education: What We Offer • focusPLAN — Business Planning class, 11 weeks • Lean Thinking — 7 -week series built for teams from various companies and organizations, additional entrepreneur trainings offered each year • BRE Consultation — one-on-one consultation with EDC team members, focused on Business Retention & Expansion needs Critical Community Conversations • Opportunity Zones — ongoing outreach and training on OZ funding and projects • Jefferson Broadband Action Team — multi - stakeholder task force focused on broadband expansion and connectivity needs • Jefferson Hygiene Facility— prompted by limited access of Boat Haven restrooms, focused on hygiene facility needs • 5Things — coming again Summer 2019 Proposed FY 2020 Funding WA Dept. of Commerce Jefferson County (General Support) Jefferson County (Partner Funding Match) Port of Port Townsend City of Port Townsend (BRC Support) Grants / Sponsorships PIF Economic Development Support Revenue from Classes / Programs Total Funding * Not yet confirmed/ approved. $40,000 $28,000 $5,000 $30,000* $10,000 $11,000* $50,000 $11'.000 $185,000 2020 Est. Expenses Payroll (at 2.0 FTEs) $141,000 Program Expenses $22,000 Rent $10,000 Office Expenses /Utilities $3,800 Professional Services $2,500 Other Expenses (Insurance, Supplies, Travel, etc.) $5,700 Total Est. Expenses $185,000 FY 2018 ADO Results Recruitment Activities Goal Actual 3 5 167% of goal Retention / Expansion Activities Goal Actual 70 77 110% of goal Business / Start -Up Assistance Goal Actual 30 59 197% of goal Readiness and Capacity Building Goal Actual 4 170 4,250% of goal FY 2019 YTD ADO Results Recruitment Activities Goal Actual 3 9 300% of year-end goal Retention / Expansion Activities Goal Actual 70 44 63% of year-end goal Business / Start -Up Assistance Goal Actual 30 100 333% of year-end goal Readiness and Capacity Building Goal Actual 4 112 2800% of year-end goal Request for Jefferson BOCC 1. Designation of EDC Team Jefferson as Associate Development Organization (ADO) for the 2019-21 Biennium, 2. Maintain funding support. • PIF -like funds in rural counties are appropriate for ADO support per State RCW 82.14.370, Section (3)(a). • Additional support could continue to be considered as matched funding to complement other sources. EacTEA , L-liefferson Strategic Plan 2019-2020 Vision: Local economic, environmental, and social prosperity for generations to come. Mission: Build and attract business owners Audience: 1) Prospective and current businesses in Jefferson County 2) Local economic development organizations and government entities 2 years from now, in order to... /we must... / by focusing our resources to.... / we will... Prepared by Casey ReefercoseyreeferQyahoo.com 5/23/19 Page 1 of 1 Objectives (words) Goals (numbers) Strategies (wmds) Actions / Measures (numbers) Build a business -friendly Establish EDC Team Jefferson as Cultivate strategic partnerships ❑ Define and foster a network of synergistic partners for business environment that welcomes ombudsman and advocate to that strengthen EDC as a resource development. economic growth while address local economic and voice for business growth and ❑ Work with 1CCC to develop a plan to host an annual meeting with preserving and enriching each development issues and sustainability countywide representatives of local economic clusters to incubate solutions for community's unique character. opportunities Convene and facilitate business problems. Facilitate 5 business collaboration among government ❑ Convene a collaboration on City and County permit processes to create a development projects and business leaders road map for users. Research funding for process improvement efforts. n E generating 50 new jobs in Be a valuable informational and Reference Kitsap County as a model. I Jefferson County by end of 2020 educational resource to partners ❑ Facilitate "The 5 Things' local economic summit meetings in April and c and businesses October with Port, County, City, JCCC, Main Street, PUD E ❑ Host 10 CEO Breakfast roundtable discussions E 0 ❑ Host roundtable sessions with local economic clusters —one cluster per quarter — to understand collective needs for economic growth. ❑ Establish method for tracking jobs generated by business development. Ensure an educated, savvy, • Be the nexus of business • Provide State and County economic ❑ Curate and share current economic data via EDC classes, a -news, well-connected business planning, education, and data in an accessible publicformat website, and relevant community meetings. community countywide. economic data • Engage Board for BRE consultations ❑ Execute 25 BRE sessions annually via Board outreach and 25 at BRC. • Reach 50 local enterprises with • Infuse innovative best practices Identify proactive vs. reactive and start-ups. o Business Retention and and continually improve the ❑ Host 4 BizIQ 90 min. workshops each year; topics TBD. a Expansion (BRE) support each educational experience through ❑ Execute at least 4 Lean classes per year. o year participant and instructor feedback ❑ Optimize and refresh branded educational programming by end 2020. u• Assist 20 start-ups each year ❑ Institute annual participant/instructor satisfaction surveys. w•Achieve 75% class capacity ❑ Share best practices with other ADOs once a year. • Achieve 75%+ participant ❑ Provide a process for business education instructors to report and discuss satisfaction (top 2 box survey) continuous quality improvement for curriculum each year Be proactive fiscal stewards of Secure $180K annual funding Diversify performance-based ❑ Achieve EDC income targets: our organization and effective for EDC operations and funding model with fee-based o 94% performance-based funding (State, Port, County, City) ? storytellers for our community. administration programming o 6% earned income from fee-based programming aIncrease public visibility of EDC Create annual messaging platform ❑ PIF business development projects, and build EDC as the voice for ❑ pursue grants and expand sponsorships. advocacy, and community economic health of our ❑ guild a Board to tit future needs. ° ° impact Benchmark and measure communities Create a dashboard of ke y ❑ Develop narrative and communication plan by summer 2019. success performance metrics to track and ❑ Update EDC website content by spring 2019. p` report success ❑ Evaluate the idea of creating and managing a volunteer network. ❑ Identify key performance metrics and report annual progress to Board, partners, and funders. Prepared by Casey ReefercoseyreeferQyahoo.com 5/23/19 Page 1 of 1 5/23/2019 ADO Economic Development Council Team Jefferson FY18 - ADO Economic Development Council Team Jefferson FYI ADO Targets Fiscal Economic Development Council Team Owner Brian Kuh Year Name Jefferson FY18 Fiscal Year 2018 Account Economic Development Council Team Jefferson Recruitment and Marketing Activities Sums Target #: R&M 3 US Recruitment & 2 Activities Mktg Activities Sum Business Contacts 3 Int'I Recruitment & 0 Initiated Sum Mrktg Activities Sum Site Selector Contacts 2 Initiated Trade Shows 0 Attended Sum Recruitment & Mktng 5 Activities SUM Sum Business Retention and Expansion Activities Sums Target #: BR&E 50 Target #: BR&E 20 Interactions Follow -Ups Outreach Interactions 56 Follow -Up 21 Initiated Sum Interactions Initiated Sum %Outreach 112.00% %Follow -Up 105.00% Interactions Init. Interactions Init. Sum/Target Sum/Target Minority -Owned 4 Minority -Owned 1 Business Interactions Follow -Ups Sum Sum Woman -Owned 27 Woman -Owned 15 Business Interactions Follow -Ups Sum Sum Veteran -Owned 1 Veteran -Owned 1 Business Interactions Follow -Ups Sum Sum Tribal Member-Ownd 0 Tribal Member -Owned 0 Bus. Interactions Sum Follow -Ups Sum Business Assistance (Including Start -Ups) Sums Target #: Business 20 Target #: Business 10 Assistance Requests Assistance Follow - Ups Businesses 36 Bus. Assist. Follow- 23 Requesting Up Interactions Sum Assistance Sum %Businesses Req. 180.00% %Biz Assist. Fol -Up 230.00% Assistance Interact Sum/Target Sum/Target https://wastatecommerce.fbrce.com/ADO/a l 8C0000009XyEe/p?retU RL=/ADO/al 8C0000009XyEe • Close Window • Print This Page • Expand All I Collapse All 1/2 5/23/2019 Minority -Owned 6 Assistance Requests Sum Woman -Owned 16 Assistance Requests Sum Veteran -Owned 0 Assistance Requests Sum Tribal Member -Owned 0 Assistance Req. Sum Economic Development Council Team Jefferson FY18 - ADO Minority -Owned Bus. 2 Follow -Ups Sum Readiness and Capacity/Asset Building Sums Target M 5 Engagements Engagements to 170 Increase Communities Sum %Engagements 3,400.00% Sum/Target System Information Kathy Carlson, 9/27/2017 4:18 PM ADO Targets Q1 Targets Last Modified By Brian Kuh, 10/16/2017 3:54 PM Last Modified Date 10/16/2017 Q2 Targets Last Modified By Brian Kuh, 2/1/2018 6:15 PM Last Modified Date 2/1/2018 Q3 Targets Last Modified By Kathy Carlson, 4/16/2018 9:13 AM Last Modified Date 4/16/2018 04 Targets Last Modified By Kathy Carlson, 7/9/2018 3:01 PM Last Modified Date 7/9/2018 Woman -Owned Bus. 9 Follow -Ups Sum Veteran -Owned Bus. 1 Follow Ups Sum Tribal Member -Owned 0 Bus. Follow -Ups Sum Target #: Community 5 Activities Community Activities 28 Sum %Community 560.00% Activities Sum/Target Last Modified By Rollup Helper, 5/23/2019 2:00 PM https://wastatecommerce.fbrce.com/ADO/al8C0000009XyEe/p?retURL=/ADO/al 8C0000009XyEe 2/2 5/23/2019 ADO Economic Development Council Team Jefferson FY19 - ADO Economic Development Council Team Jefferson FYI ADO Targets Fiscal Economic Development Council Team Owner Brian Kuh Year Name Jefferson FY19 Fiscal Year 2019 Account Economic Development Council Team Jefferson Recruitment and Marketing Activities Sums Target #: R&M 3 US Recruitment & 2 Activities Mktg Activities Sum Business Contacts 4 Int'I Recruitment & 0 Initiated Sum Mrktg Activities Sum Site Selector Contacts 4 Initiated Trade Shows 1 Attended Sum Recruitment & Mktng 9 Activities SUM Sum Business Retention and Expansion Activities Sums Target #: BR&E 50 Target #: BR&E 20 Interactions Follow -Ups Outreach Interactions 29 Follow -Up 15 Initiated Sum Interactions Initiated Sum %Outreach 58.00% %Follow -Up 75.00% Interactions Init. Interactions Init. Sum/Target Sum/Target Minority -Owned 9 Minority -Owned 7 Business Interactions Follow -Ups Sum Sum Woman -Owned 13 Woman -Owned 3 Business Interactions Follow -Ups Sum Sum Veteran -Owned 0 Veteran -Owned 0 Business Interactions Follow -Ups Sum Sum Tribal Member-Ownd 2 Tribal Member -Owned 1 Bus. Interactions Sum Follow -Ups Sum Business Assistance (Including Start -Ups) Sums Target #: Business 20 Target #: Business 10 Assistance Requests Assistance Follow - Ups Businesses 24 Bus. Assist. Follow- 6 Requesting Up Interactions Sum Assistance Sum %Businesses Req. 120.00% %Biz Assist. Fol -Up 60.00% Assistance Interact Sum/Target Sum/Target https://wastatecommerce.fbrce.com/ADO/a l 8COOOOOOC3 N iz/p? retU RL=/ADO/a l 8COOOOOOC3N iz • Close Window • Print This Page • Expand All I Collapse All 1/2 5/23/2019 Minority -Owned 2 Assistance Requests Sum Woman -Owned 10 Assistance Requests Sum Veteran -Owned 2 Assistance Requests Sum Tribal Member -Owned 1 Assistance Req. Sum Economic Development Council Team Jefferson FY19 - ADO Minority -Owned Bus. 3 Follow -Ups Sum Readiness and Capacity/Asset Building Sums Target M 5 Engagements Engagements to 112 Increase Communities Sum %Engagements 2,240.00% Sum/Target System Information Kathy Carlson, 8/2/2018 10:54 AM ADO Targets Q1 Targets Last Modified By Kathy Carlson, 10/18/2018 11:21 AM Last Modified Date 10/18/2018 Q2 Targets Last Modified By Diana Divens, 1/31/2019 7:38 AM Last Modified Date 1/31/2019 Q3 Targets Last Modified By Diana Divens, 4/25/2019 12:21 PM Last Modified Date 4/25/2019 04 Targets Last Modified By Kathy Carlson, 8/2/2018 10:54 AM Last Modified Date 8/2/2018 Woman -Owned Bus. 1 Follow -Ups Sum Veteran -Owned Bus. 1 Follow Ups Sum Tribal Member -Owned 0 Bus. Follow -Ups Sum Target #: Community 5 Activities Community Activities 14 Sum %Community 280.00% Activities Sum/Target Last Modified By Rollup Helper, 5/23/2019 2:00 PM https://wastatecommerce.fbrce.com/ADO/al8C00000OC3Niz/p?retURL=/ADO/al8C000000C3Niz 2/2 Associate Development Organization Certification/Designation Form (For use by County officials.) JEFFERSON affirms/ designates the (Name of County) Economic Development Council of Jefferson County (Name of ADO) as the Associate Development Organization to coordinate economic development services for the county under contract with the Washington State Department of Commerce. Consistent with statutory requirements: The prospective ADO is a non-profit organization. OR ❑ A public entity that has formed an authority or committee with full operating authority to carry out the duties of the ADO. It is important to recognize that this group would have its own authority and budget, not just the power to recommend actions/plans/expenses. 2. Economic development is the primary mission of the prospective ADO, and not just a secondary activity. This can be demonstrated with a written mission statement in a brochure, web -page, newsletter, etc. It may also be documented in the organization's by-laws. 3. For economic interests in the county, this organization serves as a networking tool and resource hub for business retention, expansion, and relocation in Washington. 4. This organization has/will have the capacity during the period under contract with Commerce to carryout work activities as detailed in RCW 43.330.080 This designation is effective on the date signed below, and shall remain in effect for the 2019- 2021 biennium (07/01/2019-06/30/2021). Please provide documentation of the County executive or governing body's action designating the above -identified organization as the ADO. Signature Title: Chair Print Name Kate Dean Date: May 28, 2019 PLEASE SUBMIT THIS FORM AND DOCUMENTATION TO: Diana Divens, Contracts Coordinator Office of Economic Development and Competitiveness Washington State Department of Commerce Post Office Box 42525 Olympia, WA 98504-2525 360-725-4187 Revised (04/04/19) J* .1 Department of Commerce fqkS'� 0 Associate Development Organizations Eligibility & Designation Guidelines April 2019 Revised (04/04/19) Overview Washington's Department of Commerce (Commerce) maintains a contracted partnership with 35 Associate Development Organizations (ADOs), serving 39 counties, through both technical assistance and funding for local economic development activities. Each county in the state has designated an organization as their ADO to partner with Commerce and serve as the lead on local economic development activities in their county. This guide is provided to assist county leaders in the process of designating the most effective organization to serve as the ADO for their county. The criteria that Commerce uses to approve and negotiate a contract with a county -designated ADO is also covered. The origins of ADOs date back to Governor Booth Gardner's Team Washington strategy that was initiated in 1985 to develop public-private, and state -local partnerships across the state. At first the Local Economic Development Assistance Program (LEDA) provided administrative grants to 33 ADOs that served the state's 39 counties. ADOs were to become the principal contact for the department and all county economic development elements (chambers, towns, ports, businesses, etc.) would coordinate their efforts through their local ADO. Expectations of ADOs The broad role of an Associate Development Organization is that of advocacy and leadership, serving as the point of contact for local economic activities, recruiting/hosting new businesses, and coordinating business retention and expansion efforts within its service area. The ADO serves as the principal contact for Commerce regarding economic activity in their area. ADOs help Commerce gather data about community profiles, industrial sites, plans for business development and retention, reports on business activities, and proposals for other economic activities in their service areas. ADOs are described in more detail in RCW 43.330.080, and a copy of that code is provided in the reference section of this guide. Specific expectations of the ADO, as assessed by Commerce for contracting purposes include: 1) Partner with Commerce: The designated ADO organizations shall partner with Commerce as the lead local economic development organization in their service area to deliver economic development services at the local level. Through a contracted partnership, Commerce determines the scope of services delivered under the ADO grant/contract in collaboration with the ADO. The ADO works closely with Commerce to develop and carry out strategies and show potential for long-term sustainable growth. 2) Contracting Organizations (ADOs) in each Community or Regional Area Must Be "broadly representative of community and economic interests... capable of identifying key problems... and mobilizing broad support for recommended initiatives." The code lists key players as: • local governments • chambers of commerce • workforce development councils • port districts • labor groups • institutions of higher education • community action programs • other appropriate private, public, or nonprofit community and economic development groups. Revised (04/04/19) 3) Best Practice Sharing: ADOs must meet and share best practices with other ADOs at least two times a year. 4) Resources and Services Provided to Local Businesses: ADOs shall provide direct assistance, including business planning, to companies throughout the county who need support to stay in business, expand, or relocate to Washington from out of state or other countries. Assistance must comply with business recruitment and retention protocols established in RCW 43.330.062. 5) Regional Planning: Support for regional economic research and regional planning efforts to implement target industry sector strategies and other economic development strategies including cluster-based strategies. 6) Reports to Commerce: ADOs report quarterly on activity outcomes; i.e., Business Retention and Expansion assistance; Business Recruitment, Entrepreneurial Business Start-ups, etc. They also provide information on how they coordinate and collaborate with other organizations and jurisdictions in their counties, as well as other significant accomplishments. Timelines for reporting are in each g rant/contract. 7) Formal designation by County: The County's Board of Commissioners must formally designate an organization to serve as its ADO, providing Commerce with a signed statement of designation along with a certification of eligibility. Revised (04/04/19) References RCW 43.330.080 Coordination of community and economic development services — Contracts with county - designated associate development organizations — Scope of services — Business services training. (1)(a) The department must contract with county -designated associate development organizations to increase the support for and coordination of community and economic development services in communities or regional areas. The contracting organizations in each community or regional area must: (i) Be broadly representative of community and economic interests; (ii) Be capable of identifying key economic and community development problems, developing appropriate solutions, and mobilizing broad support for recommended initiatives; (iii) Work closely with the department to carry out state -identified economic development priorities; (iv) Work with and include local governments, local chambers of commerce, workforce development councils, port districts, labor groups, institutions of higher education, community action programs, and other appropriate private, public, or nonprofit community and economic development groups; and (v) Meet and share best practices with other associate development organizations at least two times each year. (b) The scope of services delivered under the contracts required in (a) of this subsection must include two broad areas of work: (i) Direct assistance, including business planning, to companies throughout the county who need support to stay in business, expand, or relocate to Washington from out of state or other countries. Assistance must comply with business recruitment and retention protocols established in RCW 43.330.062, and includes: (A) Working with the appropriate partners throughout the county including, but not limited to, local governments, workforce development councils, port districts, community and technical colleges and higher education institutions, export assistance providers, impact Washington, the Washington state quality award council, small business assistance programs, innovation partnership zones, and other federal, state, and local programs to facilitate the alignment of planning efforts and the seamless delivery of business support services within the entire county; (B) Providing information on state and local permitting processes, tax issues, export assistance, and other essential information for operating, expanding, or locating a business in Washington; (C) Marketing Washington and local areas as excellent locations to expand or relocate a business and positioning Washington as a globally competitive place to grow business, which may include developing and executing regional plans to attract companies from out of state; (D) Working with businesses on site location and selection assistance; (E) Providing business retention and expansion services throughout the county. Such services must include, but are not limited to, business outreach and monitoring efforts to identify and address challenges and opportunities faced by businesses, assistance to trade impacted businesses in applying for grants from the Revised (04/04/19) federal trade adjustment assistance for firms program, and the provision of information to businesses on: (1) Resources available for microenterprise development; (11) Resources available on the revitalization of commercial districts; and (III) The opportunity to maintain jobs through shared work programs authorized under chapter 50.60 RCW; (F) Participating in economic development system -wide discussions regarding gaps in business start-up assistance in Washington; (G) Providing or facilitating the provision of export assistance through workshops or one-on-one assistance; and (H) Using a web -based information system to track data on business recruitment, retention, expansion, and trade; and (ii) Support for regional economic research and regional planning efforts to implement target industry sector strategies and other economic development strategies, including cluster -based strategies. Research and planning efforts should support increased living standards and increased foreign direct investment, and be aligned with the statewide economic development strategy. Regional associate development organizations retain their independence to address local concerns and goals. Activities include: (A) Participating in regional planning efforts with workforce development councils involving coordinated strategies around workforce development and economic development policies and programs. Coordinated planning efforts must include, but not be limited to, assistance to industry clusters in the region; (B) Participating with the state board for community and technical colleges as created in RCW 288.50.050, and any community and technical colleges in the coordination of the job skills training program and the customized training program within its region; (C) Collecting and reporting data as specified by the contract with the department for statewide systemic analysis. In cooperation with other local, regional, and state planning efforts, contracting organizations may provide insight into the needs of target industry clusters, business expansion plans, early detection of potential relocations or layoffs, training needs, and other appropriate economic information; (D) In conjunction with other governmental jurisdictions and institutions, participating in the development of a countywide economic development plan. (2) The department must provide business services training to the contracting organizations, including but not limited to: (a) Training in the fundamentals of export assistance and the services available from private and public export assistance providers in the state; and (b) Training in the provision of business retention and expansion services as required by subsection (1)(b)(i)(E) of this section. [2014 c 112 § 111; 2012 c 195 § 1; 2011 c286 § 2; 2009c 151 § 10; 2007 c249 § 2; 1997 c60 § 1; 1993 c 280 § 11.1 Revised (04/04/19) Notes: Findings -- Intent -- 2007 c 249: "The legislature finds that economic development success requires coordinated state and local efforts. The legislature further finds that economic development happens at the local level. County -designated associate development organizations serve as a networking tool and resource hub for business retention, expansion, and relocation in Washington. Economic development success requires an adequately funded and coordinated state effort and an adequately funded and coordinated local effort. The legislature intends to bolster the partnership between state and local economic development efforts, provide increased funding for local economic development services, and increase local economic development service effectiveness, efficiency, and outcomes." [2007 c 249 § 1.] RCW 43.330.082 Contracting associate development organizations — Performance measures and summary of best practices — Remediation plans — Report 1)(a) Contracting associate development organizations must provide the department with measures of their performance and a summary of best practices shared and implemented by the contracting organizations. Annual reports must include the following information to show the contracting organization's impact on employment and overall changes in employment: Current employment and economic information for the community or regional area produced by the employment security department; the net change from the previous year's employment and economic information using data produced by the employment security department; other relevant information on the community or regional area; the amount of funds received by the contracting organization through its contract with the department; the amount of funds received by the contracting organization through all sources; and the contracting organization's impact on employment through all funding sources. Annual reports may include the impact of the contracting organization on wages, exports, tax revenue, small business creation, foreign direct investment, business relocations, expansions, terminations, and capital investment. Data must be input into a common web -based business information system managed by the department. Specific measures, data standards, and data definitions must be developed in the contracting process between the department and the contracting organization every two years. Except as provided in (b) of this subsection, performance measures should be consistent across regions to allow for statewide evaluation. (b) In addition to the measures required in (a) of this subsection, contracting associate development organizations in counties with a population greater than one million five hundred thousand persons must include the following measures in reports to the department: (i) The number of small businesses that received retention and expansion services, and the outcome of those services; (ii) The number of businesses located outside of the boundaries of the largest city within the contracting associate development organization's region that received recruitment, retention, and expansion services, and the outcome of those services. (2)(a) The department and contracting associate development organizations must agree upon specific target levels for the performance measures in subsection (1) of this section. Comparison of agreed thresholds and actual performance must occur annually. (b) Contracting organizations that fail to achieve the agreed performance targets in more than one-half of the agreed measures must develop remediation plans to address performance gaps. The remediation plans Revised (04/04/19) must include revised performance thresholds specifically chosen to provide evidence of progress in making the identified service changes. (c) Contracts and state funding must be terminated for one year for organizations that fail to achieve the agreed upon progress toward improved performance defined under (b) of this subsection. During the year in which termination for nonperformance is in effect, organizations must review alternative delivery strategies to include reorganization of the contracting organization, merging of previous efforts with existing regional partners, and other specific steps toward improved performance. At the end of the period of termination, the department may contract with the associate development organization or its successor as it deems appropriate. (3) The department must submit a final report to the legislature by December 31st of each even -numbered year on the performance results of the contracts with associate development organizations. [2014 c 112 § 112; 2012 c 195 § 2; 2011 c 286 § 3; 2009 c 518 § 15; 2007 c 249 § 3.] Notes: Findings -- Intent -- 2007 c 249: See note following RCW 43.330.080. Revised (04/04/19)