Newberg’s Strategy to Become America’s Best …...Industry growth has occurred but without exploration or implementation of the potential synergies among industries that could

Newberg’s Strategy to Become America’s Best Community

November 2015

ACKNOWLEDGEMENTSThe Newberg ABC Partners would like to thank the many people who helped develop Newberg’s strategy to become America’s Best Community and provided the community input and buy-in necessary to make this plan possible.

NEWBERG ABC CONTRIBUTORS

Bob Andrews, Mayor, City of NewbergCarr Biggerstaff, Board Chair, Chehalem Valley Chamber of CommerceBrett Baker, General Manager, Austin IndustriesRobin Baker, President, George Fox UniversityTeri Council, Sales Project Manager, A-dec Inc.Don Clements, Superintendent, Chehalem Park and Recreation DistrictRob Dailey, Executive Director, Chehalem Cultural Center Darren Eastman, Co-founder, AgileMapp, Inc.Alvin Elbert, Owner, A.R.E. Manufacturing Inc.Terry Emery, Owner, Want & Emery CPARob Felton, Director of Marketing Communications, George Fox UniversityChad Freeman, President, Strategic Economic Development Corporation of OregonJoni George, Chief Officer & Vice President of Human Resources, Climax Portable Machining & Welding SystemsLeah Griffith, Director, Newberg Public LibraryScot Headley, Dean of Education, George Fox UniversityBob Hanks, Executive Director, Portland Community College CLIMB Center for Advancement

Todd Hansen, Owner, Longplay WineBill Hatcher, CEO, A to Z WineworksAllen Holstein, Vineyard Manager, Argyle WineryJohn Kerekanich, Managing Partner, Newberg FordSheryl Kelsh, President & CEO, Chehalem Valley Chamber of CommerceJody Kropf, Owner, Red Hills MarketDenny Lawrence, Regional Director, Bon AppetitKym LeBlanc-Esparza, Superintendent, Newberg School DistrictDennis Lewis, Owner, Lewis Audio VideoAshley Lippard, Owner, Ashley Lippard DesignsJulie Marshall, Customer Experience Analyst, A-dec Inc.Lynn Montoya-Quinn, Director, Portland Community College Newberg CenterGary Mortensen, President, Stoller Family EstateDeb Mumm-Hill, Director of Student Success, IDEA Center, George Fox UniversitySam Neff, Owner, Neff VisualsSkip Newberry, President, Technology Association of OregonJohn Nunn, Owner, Half-price NetworksScott Parrish, President & CEO, A-dec, Inc.Mike Ragsdale, Executive Director, Newberg Downtown CoalitionStephen Rhodes, City Manager Pro Tem, City of NewbergKat Ricker, Public Information Coordinator, Chehalem Park and Recreation DistrictAllen Routt and Jessica Bagley, Owners, The

Painted Lady RestaurantDoug Rux, Community Development Director, City of NewbergLinda Sandberg, Owner, Sandberg FarmsJim Sanders, Winemaker & Owner, Aubichon CellarsNoah Smith, Graduate Student, George Fox UniversityRollin Soles, Owner, ROCO WineClaudia Stewart, Communications Coordinator, Newberg School DistrictFrancisco Stoller, Realtor, The Kelly GroupYune Tran, Assistant Professor of Education, George Fox UniversityRick Turoczy, Co-founder & General Manager, Portland Incubator Experiment Jeff Vandenhoek, Owner & Consultant, Intentionality LLC.Betty Vergets, Owner, Newberg ACE HardwareRenata Wakely, Community Development Director, Mid-Willamette Valley Council of GovernmentsEmily Weichold, Hospitality Manager, The Four Graces WineryStevie Whited, Owner, Express Employment Professionals, Yamhill CountyRon Wolfe, Vice President & Manager, Premier Community BankLorie Wolff, Owner, One Horse StudioLori Van Zanten, Chief Executive, Providence Newberg HospitalPierre Zriek, Managing Director, The Allison Inn & Spa

NEWBERG ABC CORPORATE SPONSOR

Lillian Casares, Senior Director, Affiliate Sales & Marketing, Pac-12 Networks

THE NEWBERG ABC PARTNERSRecognizing the opportunity presented through the America’s Best Communities Competition, our coalition of industry representatives, city staff, and institutional leadership came together to develop this Strategic Plan for Newberg. The Newberg ABC Partners are committed individuals representing the institutional capacity and decision-making authorities needed to make this plan successful.

NEWBERG ABC PARTNERS

Bob Andrews, Mayor, City of NewbergCarr Biggerstaff, Board Chair, Chehalem Valley Chamber of CommerceTeri Council, Sales Project Manager, A-dec Inc.Rob Dailey, Executive Director, Chehalem Cultural CenterAlvin Elbert, Owner, A.R.E. Manufacturing Inc.Terry Emery, Owner, Want & Emery CPARob Felton, Director of Marketing Communications, George Fox UniversityLeah Griffith, Director, Newberg Public LibraryTodd Hansen, Owner, Longplay WineLorelei Juntunen, Consultant, ECONorthwestJohn Kerikanich, Managing Parnter, Newberg FordSheryl Kelsh, President & CEO, Chehalem Valley Chamber of CommerceDenny Lawrence, Regional Director, Bon Appetit

Kym LeBlanc-Esparza, Superintendent, Newberg School DistrictDennis Lewis, Owner, Lewis Audio VideoAshley Lippard, Owner, Ashley Lippard DesignsJulie Marshall, Customer Experience Analyst, A-dec Inc.Lynn Montoya-Quinn, Director, Portland Community College Newberg CenterDeb Mumm-Hill, Director of Student Success, IDEA Center, George Fox UniversityJohn Nunn, Owner, Half-price NetworksMike Ragsdale, Executive Director, Newberg Downtown CoalitionStephen Rhodes, City Manager Pro Tem, City of Newberg Kat Ricker, Public Information Coordinator, Chehalem Park and Recreation DistrictAllen Routt and Jessica Bagley, Owners, The Painted Lady RestaurantDoug Rux, Community Development Director, City of NewbergLinda Sandberg, Owner, Sandberg Farms Noah Smith, Graduate Student, George Fox UniversityFrancisco Stoller, Realtor, The Kelly GroupLori Van Zanten, Chief Executive, Providence Newberg HospitalJeff Vandenhoek, Owner & Consultant, Intentionality LLC.Betty Vergets, Owner, Newberg ACE HardwareEmily Weichold, Hospitality Manager, The Four Graces Winery

Ron Wolfe, Vice President & Commercial Banking Officer, Premier Community BankLorie Wolff, Owner, One Horse StudioPierre Zriek, Managing Director, The Allison Inn & Spa

CONTACT INFORMATIONFor more information about this report, please contact:

Carr BiggerstaffNewberg ABC Partners115 N College Street Ste 2Newberg, OR [email protected]

Table of ContentsCALL TO ACTION 1

NEWBERG BY THE NUMBERS 3

STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS 9

VISION AND STRATEGY 13

SHORT-TERM TACTICS 17

SCHEDULE FOR SHORT-TERM IMPLEMENTATION 18

PROJECT MANAGEMENT 19

VERTICAL INTEGRATION OF THE WINE INDUSTRY 20

INNOVATION ACCELERATOR 22

BUSINESS RESOURCE CENTER 24

WORKFORCE DEVELOPMENT 26

DOWNTOWN REVITALIZATION 28

FUNDING 31

SUCCESSFUL IMPLEMENTATION AND OUTREACH 33

A PATH FORWARD 39

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Hydro Graphics Inc.

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NewbergPortland

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I-5

Newberg is a city of 22,000 residents located in Oregon’s Chehalem Valley about 20 miles southwest of Portland, sheltered on three sides by mountains, and sitting alongside the Willamette River. Newberg’s quality of life has attracted rapid population growth that is expected to continue into the future. Economically, the City has experienced growth in key industries that support well-paying jobs, including manufacturing, health care, tourism, and specialty agriculture. Together with many small businesses and involved citizens, these institutions are the foundation of the City’s unique economy.

The City is the gateway to three nationally recognized American Viticultural Areas specializing in Pinot Noir and home to Yamhill County’s eighty wineries, more than two hundred vineyards, and dozens of tasting rooms. Cultural and service amenities include the locally owned Allison Inn and Spa (Oregon’s only 5-star hotel), the 70-mile Chehalem Valley Heritage Trail System, the Chehalem Cultural Center, the Newberg Farmer’s Market, and several acclaimed restaurants, such as the Painted Lady. The community ranks among the top-five safest cities in Oregon. With a congestion-reducing highway bypass opening in 2017, Newberg is poised for increased livability and greater prosperity.

Newberg’s Strategy to Become America’s Best Community | 1

CALL TO ACTION This Strategic Plan is a call-to-action that lays out a collaborative approach for achieving a more vibrant and resilient economic future. Becoming America’s Best Community will require connecting our growing population to economic opportunity and catalyzing and coordinating additional growth in the key economic sectors. This effort has already benefited from unprecedented community collaboration. Many community partners have already committed time and resources to implementing the actions identified in this Plan.

▪ Innovating our wine industry by sourcing the majority of our equipment regionally, collaborating with other industry leaders, filling labor gaps through mechanization and workforce development, and developing strategies to improve our resiliency in the face of climate instability.

▪ Fostering technology-driven business growth by establishing Newberg’s first Innovation Accelerator.

▪ Supporting startups and the expansion of businesses of all kinds by providing a one-stop Business Resource Center.

▪ Developing and cultivating a workforce ready to support businesses and the community through engaging local educational institutions like George Fox University, Portland Community College, and Newberg School District.

▪ Revitalizing downtown with major street improvements, mixed-use infill development, rehabilitation of existing buildings, and enhanced event programing to create a more vibrant, pedestrian-friendly, and economically thriving center for our City.

The Strategic Plan explains how the ABC Partners will leverage the America’s Best Community Competition to make Newberg the nation’s leading center for high-tech wine while growing existing manufacturing and innovative businesses and supporting a variety of robust small businesses.

Newberg’s ABC Plan is a part of a larger Economic Development Strategy. Newberg is developing in the fall of 2015 (see Appendix A). The ABC plan targets many of the key goals of the Economic Development Strategy: fostering entrepreneurial business formation and growth by facilitating Vertical Integration of the Wine Industry, creating a Business Resource Center and Innovation Accelerator, growing a qualified and educated workforce through workforce development, and increasing public investment in critical infrastructure through downtown revitalization. The ABC Plan gives Newberg the opportunity to devote additional human and financial resources to target five specific projects the community has already identified as essential for economic development. In addition, it will provide the Economic Development Strategy with metrics and reporting essential to assess how the larger effort is progressing.

3

Newberg by the Numbers

Grounding Our Strategy in Economic RealityNewberg’s unique economy and workforce is poised for growth, but only if a targeted economic development strategy addresses key challenges. An overview of key findings from our detailed existing conditions analysis:

▪ Newberg offers a fast-growing, young, and diverse workforce.

▪ While educational efforts have improved overall educational attainment since 2000, Newberg’s residents still lag behind the region and state. Increasing access to higher education opportunities, including 2-year technical degrees for residents will make the labor force more competitive in the region and better match the needs of Newberg businesses.

▪ Newberg is the gateway to Oregon’s most productive wine region and most valuable varietal, Pinot Noir. Industry projections are strong.

▪ Newberg’s strongest economic sectors (manufacturing, health care, and education) provide well-paying jobs and constitute 55% of Newberg’s workforce. However, non-residents who commute in each day fill 74% of Newberg jobs. This situation puts pressure on the already congested transportation system and limits access to the benefits of economic growth for Newberg residents.

▪ Industry growth has occurred but without exploration or implementation of the potential synergies among industries that could make Newberg a growth engine for the region.

4 | Newberg’s Strategy to Become America’s Best Community

POPULATION CHARACTERISTICSReflecting our belief that any successful strategic plan must be responsive to the on-the-ground economic challenges faced by businesses, institutions, and citizens, we began our strategic plan process by analyzing the characteristics that define Newberg and the people who live and work here. The existing conditions analysis establishes a common baseline, helps us to identify opportunities and challenges, informs the development of new strategies, and provides metrics for tracking progress. Relevant findings are summarized in the next section; details are contained in Appendix B.

AVERAGE POPULATION GROWTH PER YEAR, 1990-2013Source: US Census 1990 SF1 Table NP1, 2000 Table DP-1, and ACS 5-year estimates 2013 Table B01003.

2.3%Newberg Yamhill Co.

1.8%Portland MSA

1.7%Oregon1.3%

MEDIAN AGE, 2013Source: US Census ACS 5 year estimates, 2013 Table S0101.

HIGHER EDUCATIONAL ATTAINMENT OF THE POPULATION AGE 25 AND OLDER, 2013Source: US Census ACS 5 year estimates, 2013 Table S2301

PERCENTAGE OF THE POPULATION THAT IS HISPANIC OR LATINO, 2013Source: US Census ACS 5-year estimates 2009-2013 Table DP05.

Yamhill Co.37.7

Yamhill Co.23%

Yamhill Co.14.9%

Oregon38.7

Oregon30%

Oregon11.9%

32.3Newberg

27%Newberg

14.4%Newberg

Newberg’s population has grown faster than the county, the Portland MSA, and the state. Yamhill County’s population is predicted to grow faster than the Portland 3-county area and the state over the next 40 years.

Newberg has a younger population than the county or the state.

Newberg lags behind Oregon in higher education attainment.

Newberg has a relatively large Latino population.

71 percent of Newberg’s non-white population is Hispanic or Latino.


The majority of Newberg residents work outside of the City.

Only 23 percent of Newberg’s residents both live and work in the community.

99W

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EMPLOYMENT INFLOW AND OUTFLOW, 2012Source: US Census OntheMap Data, 2012

PERCENT OF NEWBERG RESIDENTS THAT WORK OUTSIDE THE CITY, 2013Source: US Census OntheMap Data, 2012

commute to Portland

commute to Tigard

commute to Tualatin

9.7% 6.0% 5.8%

The majority of Newberg’s residents who work outside of

Newberg commute to the Portland Metropolitan Area.

JOBS BY INDUSTRY FOR WORKERS EMPLOYED IN NEWBERG AND WORKERS WHO LIVE IN NEWBERG, 2012Source: US Census OntheMap Data, 2012

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Work in Newberg

COMMUTING CHARACTERISTICS

Disparities exist between people who live in Newberg and people who

work in Newberg.

Residents who live in Newberg (blue) are more likely to work in the

service sector than those who work in Newberg but are not residents

(red). In addition, those who commute outside of Newberg tend to work in high

paying sectors such as professional, administration, and other services.


The majority of businesses in Newberg are small.

97 percent of all firms in Newberg employ less than 950 people.

AVERAGE NUMBER OF WORKERS PER FIRM, 2013Source: Quarterly Census of Employment and Wages, 2013

12.3Newberg Yamhill Co.

11.3Dundee7.3

PERCENT OF JOBS IN MANUFACTURING, 2013Source: Quarterly Census of Employment and Wages, 2013; US Bureau of Labor Statistics, 2013

Newberg has almost twice as many jobs in manufacturing relative to the nation.

21.1%Newberg Yamhill Co.

23.0% 12.4%Oregon United States

10.6%

WORKFORCE AND INDUSTRY CHARACTERISTICS

31.1%

38.1%

36.4%

37.3%

32.5%

24.6%

Internal Jobs filled by Residents

Internal Jobs filled by Non-Residents

< $15,000 $15,001 -$40,000 > $40,000

ANNUAL INCOME DISTRIUBTION FOR WORKERS EMPLOYED IN NEWBERG, 2012Source: U.S. Census OntheMap Data, 2012

Disparities exist between people who live in Newberg and people who work in Newberg.


Newberg and Yamhill County lie at the heart of Oregon’s most productive wine region, the North Willamette Valley. Yamhill County is home to a third of the state’s vineyards, and 40 percent of the states wineries. Thirty percent of the wine produced in the state comes from Yamhill County.

REGIONAL GRAPE PRODUCTION IN TONS, 2005-2014Source: Southern Oregon University Reserach Center 2014 Oregon and Winery Census Report, 2013-2014; USDA National Agricultural Statistics Service, 2005-2012

GRAPE PRICE PER TON FOR OREGON’S 5 MOST EXPENSIVE VARIETALS, 2014Source: Southern Oregon University Reserach Center 2014 Oregon and Winery Census Report, 2013-2014

$2,518Pinot Noir Cabernet Sauvignon

$2,399Cabernet Franc

$2,345Syrah

$2,225Tempranillo$2,084

1,500

3,000

4,500

6,000

02005 2006 2007 2008 2009 2010 2011 2012 2013 2014

In terms of total production and price per ton, Pinot Noir is the most valuable wine varietal produced in Oregon. Approximately 36 percent of the state’s Pinot is grown and bottled in Yamhill County. Yamhill County, with Newberg at its epicenter, also has more wine industry jobs, wages, and total economic impact than any other county in the state.

WINE INDUSTRY CHARACTERISTICS

North Willamette Valley

Rogue ValleySouth Willamette ValleyColumbia River AreaUmpqua Valley

9

Understanding Newberg’s Competitive Position Building on the detailed existing conditions and economic evaluation presented on the previous pages, the ABC Partners reviewed Newberg’s unique competitive growth position with industry and community representatives. This strategy exploits this competitive advantage by matching strengths to opportunities. We found that Newberg’s greatest opportunities lie in new partnerships among specialty agriculture, manufacturing, and educational institutions. Many Newberg businesses are leading innovations in high-tech manufacturing and could benefit from access to a more local market (specialty agriculture and wine production, for example) that requires increasingly complex machinery to be successful. Crossover in workforce needs suggests opportunities for collaboration. We uncovered a strong appetite for these types of partnerships, and a willingness to commit to action. Newberg can mitigate weaknesses or threats by converting them into strengths or opportunities. For example, one of Newberg’s threats is competition from the Portland metro area. It can carve out a market niche by differentiating itself from Portland as a vibrant, economically self-sufficient community with great quality of life in the middle of the wine country.NTS

Strengths, Weaknesses, Opportunities, and Threats


SWOT ANALYSIS FOR EQUITABLE GROWTHBased on the above existing conditions research and local knowledge, the ABC Partners performed a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis for Newberg. This analysis identifies the current internal and external circumstances that will either aid or harm Newberg’s future economic development. The results of the SWOT analysis are described below.

Economic base. Three of Newberg’s five main industries (manufacturing, education, and healthcare) offer above average wages and have allowed Newberg’s economy to be resilient even during the Great Recession. Many local businesses are leading the nation in innovative technologies, and are growing and seeking new opportunities.

Workforce. Newberg has a young, diverse, and rapidly growing workforce primed for entrepreneurial activity.

Location. Newberg is at the center of Yamhill County and Willamette Valley wine, agriculture, and bucolic scenery while still being within an hour of the City of Portland. It is also easily accessible via major state thoroughfares such as Interstate Highway 5, which connects Portland and Seattle to the north, and continues south to California. Its soil and climate are ideal for wine production.

Community support and willingness to commit to action. Newberg has received immense support from the local community in

pursuing the ABC Grand Prize. This support has come in the form of ABC coverage at community events, social media participation, stakeholder meetings with key decision makers, weekly meetings of the ABC Partners, and letters of interest in support of the Newberg ABC priority projects. Just as importantly, many industry leaders and community institutions have committed to ongoing implementation.

Weaknesses: Internal factors that place Newberg at a disadvantage relative to others.

Small business turnover downtown. For years, traffic on State Highway 99W has choked downtown Newberg. As a result, motorized travel has become sluggish, pedestrians and bicyclists are less safe, and both residents and non-residents have been deterred from patronizing local businesses.

Lack of technical degree training and uncoordinated workforce development activities. Newberg and Yamhill County lack sufficient entry-level, skilled blue-collar workers and often have difficulty filling manufacturing positions. While there is a machining program at Newberg High School, technical degree programming in the community is lacking.

Limited high-tech sector. Unlike many of its neighbors closer to the Portland Metro Area, Newberg has had difficulty attracting high-tech software-oriented companies to the area.

Wine industry challenges. Vineyards and wineries face a severe labor shortage, are constrained to purchasing most of their

equipment from outside the region, and must cope with erratic seasons due to climate change. Unlike other regions outside of the U.S., Oregon is not employing mechanization and other technologies to deal with labor shortages.

Opportunities: External factors stemming from community or societal forces that Newberg could exploit to its advantage.

Downtown revitalization and the Highway 99W bypass. Newberg has an opportunity to reinvent its downtown through the Newberg-Dundee Bypass project to divert Highway 99W traffic around the City and a $259,000 Transportation Growth Management grant from the state to conduct an extensive downtown community planning process. These projects, along with ABC funds and other local resources, could be used to transform downtown into an attractive accessible destination for residents and visitors.

Collaboration between businesses and workforce development initiatives. There is an opportunity to capitalize on the success of ongoing efforts such as the Chamber of Commerce internship program, the Career Technical Education (CTE) grants awarded to the Newberg School District, the high school’s Pathways to Engineering program, and Portland Community College’s expanding presence, all of which are already moving workforce development forward.

New business growth. Newberg’s residents and students are an untapped resource for new businesses. For example, dozens of new businesses could spring from George Fox

Strengths: Internal characteristics of Newberg that give it an advantage.


University’s business, engineering, and computer science students, some of whom are already creating their own businesses while in school. In addition, Newberg has the potential to provide an affordable and nurturing environment for a number of emerging businesses that are being priced out of the Portland metro area market.

Collaboration and innovation in the wine industry. Broad collaboration within the wine industry is currently lacking. In addition, wineries and vineyards have yet to reach out to local innovative manufacturing and high-tech businesses outside of the wine industry on a wide scale. By leveraging the wine industry’s current strengths with innovative technologies and outside perspectives, the wine industry can address many of its current challenges and create opportunities for expansion.

Threats: External factors stemming from community or societal forces that could cause problems for Newberg.

Competition from the Portland Metro Area. The Portland Metro Area is a major market force in the region. Newberg may have difficulty attracting or retaining outside high-tech businesses for several reasons: the perception that high-tech workers prefer urban amenities, the lack of a “network” of businesses for cross-pollination of ideas, and the incentives offered by other communities in Oregon and Washington.

Attracting and retaining a skilled workforce. Similarly, Newberg must make efforts to keep its skilled workforce and employ students locally after they have completed their education.

NEWBERG’S HIGH-TECH ECOSYSTEM

Newberg is already home to several innovative technologies:

▪ Superior ergonomic design and dental training (A-dec Inc). Since 1964, A-dec has been at the forefront of dentistry equipment design, using conversations with dental professionals to effectively pioneer the use of “sit-down” dentistry. It is also Newberg’s largest employer, and one of the largest dental equipment manufacturers in the world.

▪ Water-transfer printing (Hydro Graphics, Inc). This unique method involves applying printed designs to three-dimensional surfaces, including metals, plastic, glass, hard woods and more. Specialties include retail and commercial products, sports equipment, automotive parts, and hunting products. Hydro Graphics Inc. has also created football helmets for the Seattle Seahawks and for many NCAA football teams.

▪ Automated portable machining (Climax Portable Machining & Welding Systems). These tools help Climax customers solve repair challenges, optimize maintenance processes quickly and cost-effectively and maximize the “uptime” of in-field equipment. Their customers come from the industries of power generation, shipbuilding, service and engineering, and heavy construction market sectors worldwide.

▪ Computerized Numerical Control (CNC) machining (A.R.E. Manufacturing, Inc). CNC machining relies on computers to

automate and operate high precision machine tools. A.R.E. Manufacturing uses CNC equipment to engineer, design, and assemble custom products. They work with the dental, marine, recreation, and hydraulic industries and occasionally the wine industry.

13

Vision and Strategy

Newberg as America’s Best CommunityNewberg will build on its advantageous geographic location and the capacities of its business, education, government, and community partners to become a national leader for cross-industry innovation in viticulture, wine production, and high-tech manufacturing. The City’s business, educational, and built environment will support growing entrepreneurship for existing and new businesses of all types.


VISIONThrough the ABC process, the ABC partners have established the following vision for Newberg:

Newberg will build on its advantageous geographic location and the capacities of its business, education, government, and community partners to become a national leader for cross-industry innovation in viticulture, wine production, and high-tech manufacturing. The City’s business, educational, and built environment will support growing entrepreneurship for existing and new businesses of all types.

Newberg, through strong public-private partnerships, will achieve this vision by:

▪ A. Creating a vertically-integrated wine industry that fills labor gaps through mechanization and workforce development, sources the majority of its equipment regionally, collaborates with other industry leaders, copes with climate instability, and is a national leader in wine production.

▪ B. Establishing an Innovation Accelerator that fosters technology-driven business growth.

▪ C. Providing a one-stop Business Resource Center to support startups and the expansion of businesses of all kinds.

▪ D. Engaging local educational institutions like George Fox University, Portland Community College and Newberg School District in the development and

cultivation of a workforce ready to support businesses and the community.

▪ E. Revitalizing downtown with major street improvements, mixed-use infill development, rehabilitation of existing buildings, and enhanced event programing to create a more vibrant, pedestrian friendly, and economically thriving center for our City.

▪ Managing a coordinated approach to implementing these transformations by utilizing our local resources and leveraging others from public and private providers regionally and nationally.

The purpose of the strategic plan is to promote sustainable community economic development in the City of Newberg that creates an environment of opportunity for residents of all ages and backgrounds that will encourage them to become a lasting part of the community. We believe that offering training, facilities, and leadership through an organizational structure is the way to unlock the full potential of the people and businesses of Newberg—that’s where the Newberg ABC Partners comes in.

Based on the SWOT analysis and extensive community outreach through this and previous community planning efforts, the Partners have identified five priority projects noted above to accomplish its goal of community economic development. The long-term outcome of the priority projects will be a stable, vibrant economy in Newberg, where the wine industry, technological innovation (including manufacturing, health care, and high-tech industries), and small businesses and entrepreneurs can exploit mutually supportive synergies. This integrated economy will offer

more opportunities for local employment and innovation by playing on Newberg’s inherent strengths of wine, manufacturing, and health care, while growing a high-tech sector and a greater diversity of small businesses.

VERTICAL INTEGRATION OF THE WINE INDUSTRY

Vertical integration is a system in which the supply chain of a product, from production to the consumer, is controlled by a single entity. In the context of the Oregon wine industry, vertical integration entails creating a self-sustaining “wine ecosystem” where the majority of wine cultivation, fermentation, equipment production, winemaking sciences and methods, information analysis, marketing, promotion, and sales can be sourced within the region.


NEWBERG’S FUTURE ECONOMYWINE INDUSTRY

Newberg will expand and vertically integrate its wine industry to become a leader in high-tech wine production and distribution, partnering with local manufacturing industries and employing local skilled workers.

TECHNOLOGICAL INNOVATION

Newberg is already a leader in this area in some fields. Expanded innovation, improved coordination among industries (including the wine industry), and a strengthened workforce will open up new markets for local products.

SMALL BUSINESSES & ENTREPRENEURS

Entrepreneurship is an essential part of the economy. Access to growing high-tech markets, business support programs, and a skilled workforce can support small businesses and startup growth

PRIORITY PROJECTSA. Promote Vertical Integration of the Wine IndustryVertical integration will allow the wine industry to reduce costs and become more efficient while facilitating collaboration between vineyards. This system will in turn allow for greater innovation and grow Newberg’s wine industry globally.

B. Implement an Innovation AcceleratorA high-tech accelerator focused on fostering innovation will provide mentorship, a collaborative space, and high-speed internet for entrepreneurs and startups. The Newberg Innovation Accelerator will bring all of Newberg’s resources together in one environment, allowing for the development of new technologies that can support growth across many industries and capitalize on the many talents of Newberg area residents and students.

C. Implement a Business Resource CenterThe Center will provide a one-stop-shop of resources necessary for small and startup business success, from online information on incentive programs to in-person business support services.

D. Develop Newberg’s WorkforceBy developing a well-trained workforce with skills that are applicable to local industries and businesses, Newberg will retain a greater proportion of its workforce. Such a workforce will provide the basis for the expansion of the wine and manufacturing industries and facilitate local entrepreneurship and innovation.

E. Revitalize DowntownDowntown Revitalization will make Newberg a more desirable place for current residents to live and for tourists to visit. It will also facilitate greater community engagement and development and support local businesses.

17

Short-term Tactics

Leveraging Resources and Community CommitmentThe short-term tactics described in the following pages detail the discreet steps necessary to move toward our vision and goals over the next 11 months. This work plan is a guiding document that will allow the ABC Partners to hit the ground running when we are announced as winners. We have described the rationale for each action, identified a lead partner, described funding sources, and described actions that would occur after the 11-month period, when Newberg becomes the Grand Prize winner of the ABC Competition. Newberg’s industry and institutional partners are already committed to the focused and specific actions in our work program. We have secured signed letters of interest from the following partners:

▪ A to Z Wineworks ▪ A-dec Inc. ▪ A.R.E. Manufacturing Inc. ▪ AgileMapp Inc. ▪ Climax Portable Machining & Welding Systems ▪ George Fox University ▪ Mid-Willamette Valley Council of Governments

▪ Portland Community College CLIMB Center ▪ Portland Incubator Experiment ▪ Stoller Family Estate ▪ Strategic Economic Development Corporation of Oregon ▪ Technology Association of Oregon ▪ Stoller Family Estate

Further, we recognize that the economic transition suggested in our vision statement is not possible with just the resources we will secure from the Newberg ABC Competition. As such, we have identified additional resources totaling $170,950. Newberg’s community partners will add 70% for every ABC dollar during the 11-month work program.


SCHEDULE FOR SHORT-TERM IMPLEMENTATIONThe following chart provides an overview of short-term tactics that will advance our five priority projects over the coming 11 months. We have included project management actions as well, to ensure successful ongoing public outreach and coordination among our committed partners. A more detailed discussion of the specific tactics and the priority projects follow.

4-16! 5-16! 6-16! 7-16! 8-16! 9-16! 10-16! 10-16! 11-16! 12-16! 1-17! 2-17! 3-17! 4-17!

1. Create an official Newberg ABC partnership!2. Organize community celebration event!3. Hire a Project and Communications Coordinator!4. Measure Progress!

1. Hold a project kick-off meeting with regional stakeholders!2. Conduct a gap analysis!3. Conduct best practices research!4. Create an action plan!5. Identify and recruit industry partners!6. Evaluate the benefits of a Federal Market Order!7. Pursue USDA, state, or other agricultural grants!8. Identify a demonstration project!

1. Create an Accelerator Advisory Board!2. Hold an accelerator kick-off meeting!3. Perform a feasibility study!4. Set up temporary accelerator facility!5. Create a Business Plan!6. Identify demonstration projects!

1. Collaborate with Portland Community College to fund a staff person!2. Conduct a gap analysis & best practices research!3. Create a Business Resource Center website!4. Perform a feasibility study!5. Provide in-person small business development services.!6. Connect student interns with local businesses!

1. Conduct a survey of local businesses' workforce needs!2. Conduct a gap analysis!3. Scale-up the Chamber of Commerce Internship Program!4. Expand Newberg Elementary School's Coding Program!5. Connect to regional technical programs & create new programs!

1. Draft Newberg Downtown Improvement Project!2. Perform a Market Analysis on the Butler Property!3. Public Hearing Draft NDIP and Adoption Process!4. Secure funds for implementation!5. Evaluate options for a URA, BID, or EID!

D. WORKFORCE DEVELOPMENT

A. VERTICAL INTEGRATION OF THE WINE INDUSTRY

B. INNOVATION ACCELERATOR

C. BUSINESS RESOURCE CENTER

PROJECT MANAGEMENT, OUTREACH & SOCIAL MEDIA

E. DOWNTOWN REVITALIZATION

PROJECT MANAGEMENT, OUTREACH & SOCIAL MEDIAPROJECT MANAGEMENT, OUTREACH & SOCIAL MEDIAPROJECT MANAGEMENT, OUTREACH & SOCIAL MEDIA

B. INNOVATION ACCELERATORB. INNOVATION ACCELERATOR

D. WORKFORCE DEVELOPMENTD. WORKFORCE DEVELOPMENT

PRIORITY PROJECTS

SHORT-TERM TACTICS


PROJECT MANAGEMENTPROJECT LEAD

Carr Biggerstaff; ABC Project and Communications Coordinator

STAKEHOLDERS & PARTNERS

Newberg ABC Partners, the Chehalem Valley Chamber of Commerce

FUNDING SOURCES

ABC Competition Funds; Chamber of Commerce funds; in-kind matches from the ABC Partners

PROJECT RATIONALE

Organization and effective project management will be essential during the 11-month implementation period and beyond. This effort will, from the beginning: assign roles, delegate tasks, measure project progress, and ensure that outreach and storytelling efforts continue into the Finalist and Winner Rounds. Carr Biggerstaff has volunteered to be the main decision maker and coordinate all implementation activities in close coordination with the ABC Project and Communications Coordinator and a committed group of partners. This structure will also support implementation of the long-term actions during the Winner Round.

CONNECTIONS TO OTHER ACTIVITIES

This effort, while not an official priority project, will be the unifying structure underling the other five efforts. It will ensure that all five projects are meeting both the needs of the community and the requirements of the ABC competition.

SHORT-TERM IMPLEMENTATION (FINALIST ROUND)

1. Formalize ABC partnership. The Newberg ABC Partners solves a governance challenge that many cities face during implementation efforts—it brings together partners that cross agency and organizational boundaries to address Newberg’s needs holistically. During the Finalist Round, where short-term implementation is essential, this partnership will be formalized to see the effort through to long-term implementation. Subsets of the ABC Partners will be responsible for championing specific projects and action items and will report back to the larger group, which will meet regularly.

2. Organize community celebration. The ABC Partners will begin their 11-month work plan by celebrating their victory and announcing the ABC Parnership, which will implement the plan. The celebration will be widely publicized and bring community members, media, industry partners, and regional economic development leaders together to formally kick off the next round of activity.

3. Hire a Project and Communications Coordinator. The ABC Project and Communications Coordinator will work out of the Chehalem Valley Chamber of Commerce and be responsible for 1) communicating Newberg ABC’s project progress via social media platforms 2) creating marketing materials 3) measuring the outcomes of the plan, and 4) storytelling ABC success at community events throughout the year. The Coordinator will create a Newberg ABC-branded social media and expand upon the content on the Chamber of Commerce’s website. In addition, the coordinator

will manage the Chamber of Commerce Internship program and ensure that the program is integrated with the Business Resource Center. This part-time paid position will likely be filled by one or more local students, providing them an opportunity to improve their local community, develop business and marketing skills, and form connections with local leaders (see Appendix C for a full job description).

4. Measure Progress. All projects will need to keep a record of their progress to measure outcomes and prove plan efficacy. This task will be the responsibility of the ABC Project and Communications Coordinator with oversight from the Newberg ABC Partners. The final product of this action item will be an infographic of Newberg’s success to aid in storytelling and celebration efforts during the Winner Round.

LONG-TERM IMPLEMENTATION (WINNER ROUND)

1. Evaluate formalizing the ABC Partners as a 501(c)(3) status. Like the Finalist Round, the Winner Round will begin with an affirmation of community partners and representatives of the Newberg ABC Partners. To continue the effort, the Partners may choose to pursue non-profit 501(c)(3) status over the next few years.

2. Continue the Project and Communications Coordinator program.

3. Measure Progress. Project progress will continue to be measured beyond the ABC competition and will remain the responsibility of the ABC Project and Communications Coordinator with oversight from the Newberg ABC Partners.


A. VERTICAL INTEGRATION OF THE WINE INDUSTRYPROJECT LEAD

Chehalem Valley Chamber of Commerce


Local and regional wineries, vineyards, and suppliers; Chemeketa Northwest Wine Studies Center; Oregon State University; the Oregon Wine Board; the Oregon Winegrowers Association; and the Oregon Wine Research Institute

FUNDING SOURCES

ABC Competition funds; the Chehalem Valley Chamber of Commerce; grant funds; and in-kind matches from the ABC Partners

PROJECT DESCRIPTION

The goal of this project is to make Yamhill County a self-sustaining, internationally recognized wine region. While a few Oregon wines have already penetrated national and international markets, this scaling up effort is expected to take years or even decades if California serves as an example. During the 11-month implementation period, the ABC Partners will focus on 1) creating broad awareness and support for the project among wine industry stakeholders, 2) identifying industry challenges and creating an implementable plan to address these gaps, and 3) securing funding through grants to pursue an implementation project.

PROJECT RATIONALE

Newberg is an ideal candidate to lead vertical integration of the wine industry since it is the gateway to wine country, the center of the state’s most productive wine region, the

North Willamette Valley, and home to some of Oregon’s most well-known wines. The industry has driven economic growth in Newberg and the region, and has the opportunity to even better support growth in the future. At the same time, the industry faces challenges. Based on interviews, (see below and Appendix D) the main challenges facing the Yamhill County wine industry today include 1) labor shortages, 2) climate change and seasonal variability, 3) a lack of locally produced equipment, and 4) a lack of implementable research or technologies to inform production.

Vertical integration and innovation in the wine industry will allow Newberg-area vineyards to fill labor gaps through mechanization and workforce development, rely on more local and regionally-produced equipment, collaborate with other leaders in the industry, become more resilient to climate instability, and become a national leader in innovative wine technologies.


The outcome of the 11-month work program for the Vertical Integration of the Wine Industry will be a demonstration project that will be championed by Newberg’s Innovation Accelerator in the ABC Winner Round. In addition, this project will enhance ongoing efforts at the local, regional, and state level to market, innovate, and promote Oregon wine. The Chehalem Valley Chamber of Commerce has already advanced this effort by creating the Oregon Wine Education Center, which features a Tasting Room Associates course, extensive marketing materials and information for visitors, and a variety of community events and tastings.


1. Hold a project kick-off meeting with regional stakeholders. The first steps in creating industry-wide change will be to: 1) understand the challenges faced by wineries, vineyards, suppliers, and equipment manufacturers, and 2) build consensus for action. These partners will be essential to the long-term success of any structural changes to the industry.

The ABC Partners have conducted one-on-one interviews with stakeholders during the Quarter-Finalist Round and will build upon this outreach effort to host a large-scale workshop with stakeholders during the first month of the Finalist Round. Outreach efforts to the industry at large will continue throughout the 11 months to ensure broad awareness of the project and stakeholder buy-in.

FINDINGS OF THE QUARTER-FINALIST ROUND INTERVIEWS WITH WINE INDUSTRY STAKEHOLDERS

▪ High equipment costs limit the capacity of small and mid-sized vineyards in Yamhill County to innovate and increase efficiency.

▪ Pinot Noir, the key varietal for the region, relies on the area’s cool weather to flourish. Weather variability and overall warmer weather due to climate change is an imminent challenge to the region.

▪ The local wine industry struggles to find reliable labor during harvest season and lacks the new, skilled labor necessary to innovate and scale production.

▪ The area has a strong community, but could benefit from better local access, increased amenities for visitors, and a unified marketing strategy to grow the region.


2. Conduct a gap analysis. Based on the challenges identified in meetings with regional stakeholders, the Newberg ABC Partners will conduct a gap analysis to identify the steps necessary to overcome challenges and create a more resilient, sustainable, and profitable industry. Next steps may include applying for regional, state, and federal research grants, testing new techniques and technologies from other regions, developing state of the art equipment, finding methods to perform region-wide vineyard testing, or implementing the viticulture-related research already occurring at regional universities and institutions.

3. Conduct best practices research. Given the identified gaps, the ABC Partners will research practices, equipment, and technologies available. The wine industry is specialized and technological solutions to its challenges often require knowledge of microbiology, robotics, and geology; thorough research at this stage is essential to create a pragmatic industry-appropriate approach.

4. Create an action plan. Based on the information gathered in the gap analysis and the best practices findings, the ABC Partners will create a formal action plan with a timeline, budget, identified partners, and action items to be implemented during the Finalist Round of the competition.

5. Identify and recruit industry partners. While regional stakeholders provide grassroots-level support, it is also essential to collaborate with regional leaders with a broader perspective on the industry. The ABC Partners have already engaged the Oregon Wine Board in discussions related to the feasibility of a federal market order. Additional partners could include the Oregon Winegrowers Association,

the Oregon Wine Research Institute, Oregon State University’s Extension Service, and other marketing, sales, and supply partners.

6. Evaluate the benefits of a Federal Market Order and potentially begin application. The ABC Partners will evaluate pursuing a research and marketing-based Federal Market Order for Oregon wine grapes. The decision will be based on industry cohesion and support for a market order as well as the efficacy of the program for promoting the industry’s goals.

7. Pursue USDA, State, or other agricultural grants. If the ABC Partners choose not to pursue a Federal Market Order, it will pivot to focus on pursuing other funding options. Possible grants include the USDA’s Specialty Crop Block Grant Program, which awarded $66 million to the California wine industry between 2008 and 2012, and the USDA Specialty Crop Research Initiative.

8. Identify a demonstration project. The final product of this project will be to identify a demonstration project to implement during the Winner Round. The project will be determined based on findings from previous actions and focus on filling one or more of the gaps identified. Potential demonstration projects include developing advanced technologies for cleaning winery equipment that reduce water use, water and nutrient analysis in the vineyard, vineyard management automation, and specialized software for wine production.

MEASURING PROGRESS

▪ Number of wine-industry stakeholders interviewed during Quarter-Finalist and Semi-Finalist Rounds

▪ Number of wine-industry stakeholders attending the project kick-off meeting

▪ Number of endorsements or letters of interest from regional wine associations

▪ Findings of the gap analysis

▪ Findings of the best practices research

▪ Implementation actions identified in the action plan

▪ Grant(s) applied for and awarded

▪ Identified demonstration project


1. Implement one or more Demonstration Projects. With the support of industry stakeholders, the ABC Partners will research and implement one or more projects that enhance wine production and vineyard management based on innovative techniques, methods and technologies.

WHAT IS A FEDERAL MARKETING ORDER?

Created under the Agricultural Agreement Act of 1937, a marketing order is a USDA program that legally binds participants in a given agricultural industry to 1) stabilize market conditions, 2) collectively regulate the supply, demand, or price of an agricultural commodity, and 3) conduct research and marketing development. This last goal is likely the most relevant to the wine industry given that wine is a value-added product and unlike many other commodities, strives for differentiation and uniqueness in its final product. Marketing orders do not yet exist for wine grapes. In order to establish a market order, two thirds of industry participants must agree to participate, and industry leaders must work extensively with USDA officials over a year to year-and-a-half application process.


B. INNOVATION ACCELERATORPROJECT LEAD

Accelerator Advisory Board


George Fox University; Portland Community College, Technology Association of Oregon; Portland Incubator Experiment; various technology-driven wineries; and other local and regional businesses

FUNDING SOURCES

ABC Competition funds; the Chehalem Park and Recreation District; in-kind matches from ABC Partners; the Accelerator Advisory Board; and other local businesses and collaborators

PROJECT DESCRIPTION

The purpose of the Innovation Accelerator is to seed economically sustainable local innovation and invention in the community. The Accelerator will facilitate high-tech economic development, attracting businesses from across the region to work and learn from one another. It will include low-cost office space for three to six selected businesses, free high-speed internet, extensive mentoring and partnership opportunities, and potentially a Makerspace.

PROJECT RATIONALE

Despite the presence of many innovative businesses in Newberg, there is currently no venue to connect Newberg businesses and organizations looking for mentorship opportunities or to start their own businesses with regional leaders in technology. There are

many savvy and experienced executives who live in the area, and who are seeking volunteer and investment opportunities. Nevertheless, the community has difficulty attracting high-tech businesses due, at least in part, to the lack of skilled workers with appropriate machining and other skills. At the same time, the area’s growing wine industry outsources much of its equipment and materials, and lacks technology to increase its efficiency. The area’s educational institutions are nurturing talented students in business, marketing, design, engineering, and computer science who leave the area to find jobs. An accelerator brings all of these resources together in one environment, allowing for the development of new technologies that can support growth across many industries and capitalize on the many talents of Newberg-area residents.

This project already has a broad base of support; when the Newberg ABC Partners asked for letters of interest from local stakeholders, it received almost a dozen responses from local and regional institutions (see Appendices E and F).


The Innovation Accelerator will be successful because it builds off of existing programs and leverages the talents of existing industries.

Supporting high-tech innovation. Along with the Business Resource Center, the Innovation Accelerator will not only help new businesses get started and continue to grow in Newberg, but will provide the resources necessary to support high-tech businesses in particular.

Leveraging the existing business activity among students. Dozens of new businesses could spring from George Fox’s business, engineering and computer science students, some of whom are already creating their own businesses while in school.

Supporting the wine industry. It can serve as a tool to implement a demonstration project for the Vertical Integration of the Wine Industry project during the Winner Round of the project as well as future projects.


1. Create an Accelerator Advisory Board. To create a successful accelerator, the Newberg ABC Partners will find local and regional partners willing to support the venture through their time, mentorship, and financial support. This is an ongoing process. This process has already begun in the Quarter-Finalist Round with the letters of interest signed by local stakeholders including A-dec, George Fox University, and the Technology Association of Oregon. Some of these partners will form an Accelerator Advisory Board representing the local community, which will take over the accelerator from the Newberg ABC Partners and be responsible for the following implementation actions.

2. Hold an accelerator kick-off meeting with stakeholders from key industries. The first action of the accelerator will be to hold a meeting between key regional stakeholders in manufacturing, health care, and high-tech. The purpose of the meeting will be to identify challenges each of these sectors face and


strategies for better tackling said challenges through collaboration.

3. Perform a feasibility study. The Advisory Board will begin by determining the accelerator’s space, staffing, focus, linkages, and revenue structure.

4. Set up a temporary accelerator facility. The Advisory Board will setup the interim Accelerator Facility in the Chehalem Park and Recreation District administrative building. The Board will purchase any necessary office furniture and supplies to begin hosting one to two foundational businesses. Leaders of other accelerators the ABC Partners have already visited, such as Skip Newberry, President of the Technology Association of Oregon, and Rick Turoczy, Co-founder of the Portland Incubator Experiment, will provide advice on necessary resources and where to source equipment. The facility’s workspace configuration will be based on the accelerator facilities at the Oregon Museum of Science and Industry in Portland and will feature high-speed internet from Frontier.

5. Create a business plan. Based on the findings of the feasibility study, the Advisory Board will compile an official business plan of their intentions for the accelerator. The plan will solidify the foundational tenets and purpose of the accelerator and be used to market the center to potential partners and benefactors.

6. Identify demonstration projects. One of the accelerator’s first implementation projects will be based on findings of the Vertical Integration of the Wine Industry project. Its purpose will be to use the accelerator’s resources and talent to tackle challenges within

the wine industry and implement a solution during the Winner Round of the competition. Possible implementation projects include 1) software to organize and track vineyard yields, inventory, and operations, 2) software to optimize production and costs tracking and inventory management and 3) an application that uses compiled regional geospatial data to inform vineyard cultivation.

MEASURING PROGRESS

▪ Number of letters of interest received from partners and mentors

▪ Number of stakeholders attending accelerator kick-off meeting

▪ Findings of the feasibility study

▪ Set up a temporary accelerator facility

▪ Accelerator business plan

▪ Number of businesses using in accelerator

▪ Identified demonstration project

▪ In-kind funds raised by the end of the 11 months


1. Implement one or more demonstration projects. During the Winner Round of the competition, the Advisory Board will implement the identified demonstration project with the assistance of the Vertical Integration of the Wine Industry project leaders. Other demonstration projects related to various Newberg industries will follow.

2. Move the accelerator to a permanent facility. Potential sites include the City-owned Butler property across from City Hall and the short-term facility at the Chehalem

Park and Recreation District administrative facilities. A market analysis will be performed on the Butler property for the Downtown Improvement Project during the ABC 11-month implementation period and will inform the decision on whether to make the property the accelerator’s permanent home.

3. Consider creating a Makerspace. As the Accelerator evolves, it will likely attract businesses in need of resources or equipment beyond a desk and high-speed internet. Based on usage and local business needs, the Accelerator Advisory Board will consider creating a Makerspace. Adding Makerspace capability to the accelerator may broaden the facility’s appeal to entrepreneurs engaged in a variety of different trades while furthering workforce development by providing training in much needed skills including machining and welding. The Makerspace may be housed at the same facility as the accelerator or virtually integrated with the accelerator if it is deemed necessary to find a separate space.

WHAT IS A MAKERSPACE?

A Makerspace is a center that brings entrepreneurs, students, businesses, and mentors together under a single roof to foster interdisciplinary innovation and provide shared, state-of-the-art equipment, including 3D printers, lasers, metal-working tools, wood-crafting tools, and sewing machines. Makerspaces allow individuals and businesses to access tools, learn from mentors and instructors, and collaborate with peers in a single affordable environment they wouldn’t normally have access to.


C. BUSINESS RESOURCE CENTERPROJECT LEAD

Chehalem Valley Chamber of Commerce


Portland Community College; George Fox University; City of Newberg; Newberg Downtown Coalition; other local businesses

FUNDING SOURCES

ABC Competition funds; Portland Community College; the Chehalem Valley Chamber of Commerce; and in-kind matches from other ABC Partners

PROJECT DESCRIPTION

The Newberg Business Resource Center will serve as a “one-stop-shop” for local business needs. Whether connecting businesses with City and County services, introducing them to funding and professional resources, or providing guidance to help with sales, IT, and social media, the center will be a tremendous asset. It will also connect the local workforce and students with job and internship opportunities offered by local businesses.

PROJECT RATIONALE

Many companies have difficulty keeping up with changing technology, software, and marketing. Small businesses in particular need help getting established and growing. They often cannot afford to hire full-time IT or marketing staff and as a result, may not be reaching potential customers or utilizing their resources to the best of their ability. At the same time, Newberg and Yamhill

County businesses lack entry-level, skilled blue-collar workers and often have difficulty filling manufacturing positions in particular. In addition, businesses are sometimes unsure of where to go for assistance when navigating Newberg’s business landscape.


The Business Resource Center provides some of the same mentorship and resources as the Innovation Accelerator but with a focus on all businesses, including growth in existing businesses, businesses relocating to Newberg, and startups. While the Innovation Accelerator’s goal is in-depth technical assistance for a few transformational companies, the Business Resource Center’s goal is a breadth of support for all Newberg businesses. It also ties into workforce development efforts as it seeks to connect local students and employees with local businesses. The Resource Center builds off of ongoing programs such as the Newberg Economic Development Revolving Loan Fund and the City’s Enterprise Zone designation.


1. Collaborate with Portland Community College to fund a staff person. Portland Community College’s CLIMB Business Development program has offered to provide a full or part-time staff person to provide business advisory services at Newberg’s Business Resource Center. Portland Community College has already written a letter of interest expressing their intent to support the Business Resource Center (see Appendix G).

The first action item for this project will be to finalize the details of this arrangement and see if it is feasible in the short if not the long term.

2. Conduct a gap analysis and best practices research. In order to understand the current economic environment for small businesses and determine the best economic development center model for Newberg, the ABC Partners will conduct a gap analysis and best practices research early in the Finalist Round. The goal of this analysis will be to identify strategies for the center to best serve Newberg’s business environment.

3. Create a Business Resource Center website. A website will be the first step in offering support for local businesses. This website will serve as an online presence for the center before a permanent location is found. It will combine many of the scattered resources currently available on various public, City, and other organization domains and will be continuously updated as the center grows. The resource center website will be promoted through the Chamber of Commerce and City’s websites and social media and be presented to regional economic development and business organizations.

4. Perform a feasibility study to determine operating structure, space, staffing, focus, linkages, and revenue structure. In the interim, the center will be staffed by Portland Community College and housed at the Chehalem Valley Chamber of Commerce. While it is possible that this staffing and location will be permanent, the Partners will explore other


space, staffing, and funding options. A key possibility is for the Center to be housed in the same facility as the Innovation Accelerator.

5. Provide in-person small business development services. The Chamber will provide meeting space for advisors to meet with local businesses. These professional advisors will help businesses address a broad set of needs including sales, customer service, marketing, and operations, often connecting the business with other services and solutions providers. This capacity will begin as part-time “office hours” at the Chamber and will expand to a full-time service out of a permanent facility during the Winner Round.

6. Connect student interns with local businesses. The Business Resource Center will serve as a hub to connect students at local universities and trade schools skilled in marketing, graphic design, IT, business, and other services with businesses in need of support.

MEASURING PROGRESS


▪ Business Resource Center website

▪ Number of visitors to the Business Resource Center website

▪ Findings of the feasibility study

▪ Hiring one or more full or part-time staff persons

▪ Number of students connected to internships through the Resource Center


1. Move the Business Resource Center to a permanent facility. Potential sites include the City-owned Butler property and the Chehalem Valley Chamber of Commerce. A market analysis will be performed on the Butler property during the Downtown Improvement Plan and will inform the decision on whether to make the property the Business Resource Center’s permanent home.

2. Facilitate region-wide collaboration between workforce development stakeholders to expand and extend services. Yamhill County School Districts, George Fox University, Portland Community College, the Oregon Employment Department, and regional businesses could be brought together to align interests through the business resource center.

WHAT KIND OF RESOURCES AND INFORMATION DOES NEWBERG CURRENTLY PROVIDE?

▪ Newberg Economic Development Revolving Loan Fund: provides low-interest loans to new or expanding existing businesses.

▪ Newberg’s Enterprise Zone: provides a three-year property tax abatement on new industrial equipment and buildings for companies that generate jobs.

▪ Oregon Small Business Development Center Advisor: provides confidential counseling though the Oregon Small Business Development Center Network to assist in business creation and advise existing businesses.

WHAT KIND OF RESOURCES AND INFORMATION WOULD THE RESOURCE CENTER PROVIDE?

The Resource Center will provide a single point of contact to get questions answered on the following topics:

▪ Navigating City and County services for buildings, ordinances, and incentives like the Enterprise Zone.

▪ Consultation on business operations from experts and mentors .

▪ Trainings from George Fox University and the Portland Community College CLIMB Center on topics like entrepreneurship, small business development, leadership, employee communications, sales and customer service excellence, online sales and management, and marketing strategy.

▪ Resources for specialized services such as IT support, website and social media trainings, as well as guidance on financing options, legal, and other professional services.

▪ Assistance with finding and recruiting employees and interns from Newberg’s workforce development program.


D. WORKFORCE DEVELOPMENTPROJECT LEAD

Chehalem Valley Chamber of Commerce; ABC and Communications Coordinator


Newberg School District; George Fox University; Portland Community College and CLIMB center; and other local businesses

FUNDING SOURCES

ABC Competition Funds; Chehalem Valley Chamber of Commerce funds; in-kind matches from the ABC Partners and other local businesses

PROJECT DESCRIPTION

The purpose of the Workforce Development project is to coordinate existing local and regional workforce development programs to create a pipeline of skilled workers for Newberg businesses. The ABC Partners will accomplish this goal by 1) identifying the challenges existing programs face, 2) expanding successful workforce development efforts, such as the Chamber of Commerce Internship program, and 3) finding opportunities for Newberg residents to earn technical degrees in the local area.

PROJECT RATIONALE

Newberg and Yamhill County lack entry-level, skilled blue-collar workers. Many community stakeholders feel that too many students opt for four-year degree programs, as there is insufficient emphasis on the marketability of technical degrees or developing technical skills in high school or two-year community college

programs. Besides the machining program at Newberg High School, technical degree programming in the community is lacking. As a result, Newberg companies have difficulty finding employees from the local area; for example, Climax recently had to hire three machinists from outside of Oregon. The wine industry also suffers from a lack of skilled and unskilled labor.

A skilled workforce will allow Newberg businesses to hire a larger share of employees from within the local community. It will also allow residents to enter more profitable fields like manufacturing and health care, industries currently employing more non-residents than residents.


During community outreach forums for “Beyond the Vision, the Chehalem Valley in 2020,” (see Appendix H), creating technical and career opportunities for local students was identified as a top priority.

The existing workforce development efforts in Newberg are extensive but not yet sufficient. The Chamber of Commerce internship program gives high school students hands-on experience at local businesses. The Newberg School District recently hired a School-to-Business Coordinator, created a Pathways to Engineering class, and a Champions of STEM Leadership team all through CTE funding. Newberg elementary students are already gaining technical knowledge through computer programming classes. And finally, the Chamber of Commerce’s Oregon Wine Education Center recently started offering beginner through

advanced tasting room associate training classes to educate those looking to enter the wine industry. Improved coordination across these programs is required.


1. Conduct a survey of local businesses’ workforce needs. The first action of the Workforce Development project will be to better understand the challenges Newberg businesses face in finding employees in the local community and the types of qualifications they want in applicants. This input can then be used to align and expand workforce development efforts with business needs. The ABC Project and Communications Coordinator will lead the survey and write up the findings of the survey in a concise, highly visual summary report.

2. Conduct a gap analysis. While the survey will focus on business gaps, the workforce development gap analysis will focus on how Newberg’s workforce training programs are actually performing. This will make existing efforts, which have already seen a large degree of success, even more efficient and effective.

3. Scale-up the Chamber of Commerce Internship Program. The ABC Partners will work to prepare more high school students for the workforce by growing the Chamber of Commerce’s internship program and giving more students the opportunity to gain hands-on career experiences. For the summer of 2016, the ABC Project and Communications Coordinator will run the program.


4. Expand Newberg Elementary School’s Coding Program. The ABC Partners, Newberg School District, and George Fox University will pool resources in order to purchase iPads for the elementary school’s third grade coding program. George Fox University Assistant Professor of Education Yune Tran piloted the current program with help from George Fox University students. Providing new equipment for this program will open up more opportunities for children to have exposure to programming principles, logic, and structure, as well as a potential career path down the road.

5. Connect to regional technical programs and create new programs in as needed. Newberg’s lack of a technical college is a major roadblock in its workforce pipeline. The Partners will collaborate with Portland Community College and Oregon State University to explore the possibility of creating a technical program in the community focused on manufacturing. Another option in the interim would be to arrange transportation for local students to regional campuses. A successful model in the region is the Career and Technical Education program run through Salem-Keizer Public Schools. Their new facility in north Salem included significant investment in machining and other advanced manufacturing equipment, as well as an agricultural science extension. Partnerships and shared facilities could present excellent opportunities for Newberg students as well.

MEASURING PROGRESS

▪ Number of businesses participating in the workforce needs survey

▪ Findings of the workforce needs survey


▪ Number of students enrolled in the Chamber of Commerce internship program

▪ Estimated total return on investment for interns

▪ Number of courses (credit and non-credit) offered at the Portland Community College Newberg Center

▪ Number of college-credit courses offered at the high school level

▪ Number of students enrolled in tasting room course at the Chamber of Commerce

▪ Number of George Fox Students who stay in the community after graduation


1. Establish mentoring programs at the high school level involving regional businesses in project-based learning experiences.

2. Extend the Chamber of Commerce internship to run year-round. The ABC Partners will create a year-long program that takes place after school during the school year. The program will continue to be run by the ABC Project and Communications Coordinator.

3. Facilitate region-wide collaboration between workforce development stakeholders to expand and extend services.

4. Extend opportunities for local students to earn technical degrees within the region. This could mean transporting students to a Portland Community College campus, offering more technology and machining-focused courses at the Portland Community College

Newberg Center, sharing facilities or equipment with the Makerspace, bringing other institutions into the community, or reaching out to the Oregon State University extension program in McMinnville.

THE CHAMBER OF COMMERCE INTERNSHIP PROGRAM

The Chamber of Commerce Internship is a nine-week program for high school and college students consisting of 1) forty hours a week of work at a local business, 2) weekly life skills classes, and 3) a day of community service. Interns are paid minimum wage by their employer and are estimated to cost approximately $3,800 each. In return, interns are expected to bring in at least a 300% (or $11,400) return on that investment. The goal of the internship is to provide businesses with high-quality, value-added work while giving students the opportunity to gain workplace experience and skills and greater connections to their local community.


E. DOWNTOWN REVITALIZATION

PROJECT LEAD

City of Newberg


Newberg Downtown Coalition; Chehalem Valley Chamber of Commerce

FUNDING SOURCES

State of Oregon-funded Transportation Growth Management (TGM) Grant, in-kind matches from the City of Newberg, the Newberg Downtown Coalition, and the Chehalem Valley Chamber of Commerce.

PROJECT DESCRIPTION

Newberg will reinvent its downtown and catalyze economic development by capitalizing on existing projects and leveraging ABC resources to create a more attractive streetscape, a less-congested and more efficient transportation network for multiple modes, strategies to bring in development, and attraction and retention strategies for a robust mix of small business tenants for downtown buildings.

PROJECT RATIONALE

For years, the large volume of traffic traveling on Highway 99W has overwhelmed Newberg’s downtown. This traffic makes downtown unpleasant for pedestrians and bicyclists, makes motorized travel sluggish, deters residents and non-residents from patronizing local businesses, and stymies development and redevelopment. Newberg has an opportunity to reinvent its downtown with the

construction of the Newberg-Dundee Bypass to divert regional traffic around the City by 2017 and a Transportation Growth Management (TGM) grant it was recently awarded.

The Newberg ABC Partners will leverage ABC resources to create an effective Downtown Improvement Plan and see that plan through to implementation during the second half of the Finalist Round.


Downtown Revitalization it is fundamental to facilitating other Newberg ABC projects and to the economic viability of the community. Without an accessible, aesthetically pleasing, and growing downtown, the wine industry will not be able to attract the tourism it needs to thrive, and innovative and small businesses will be more difficult to attract to the community. Newberg will continue to struggle to retain its workforce and student populations. In addition, downtown revitalization has a long history as a top priority in the community based on extensive outreach and planning efforts, including the “Declared Future for Downtown Newberg in 2020” (2001), the Newberg Civic Corridor Streetscape Project (2003), “Beyond the Vision, the Chehalem Valley in 2020” (2004), and the “Downtown Transformation” report (2014) (see Appendix H).

The ABC Downtown Revitalization project will leverage the ongoing Downtown Improvement Project planning process and integrate seamlessly with the products of the community outreach findings, which will be available at the beginning of the Finalist Round.


1. Draft Newberg Downtown Improvement Project. Before and during the 11-month ABC Finalist Round, a draft Newberg Downtown Improvement Project plan will be prepared to incorporate work completed, including findings from existing conditions, stakeholder interviews, and feedback obtained through the Community Visioning process. The draft plan will identify actions to revitalize the downtown area with corresponding project costs and potential timelines. The community will have the opportunity to provide input on the draft plan.

2. Perform a Market Analysis on the Butler Property. The undeveloped City-owned Butler

THE NEWBERG DOWNTOWN IMPROVEMENT PLAN

The purpose of Newberg’s $259,000 Transportation Growth Management (TGM) grant from the Oregon Department of Transportation and the Land Conservation and Development Department is to create a Newberg Downtown Improvement Plan. The goal of the plan is to revitalize Newberg’s Downtown by creating: 1) an attractive streetscape, 2) a diverse mix of local businesses and public spaces, 3) an improved transportation network for automotive, pedestrian, and bicycle traffic, and 4) a more effective parking system. The Newberg Downtown Improvement Plan process is underway as of fall 2015 and will continue to the end of October 2016. It is important to note that the TGM grant funds are to be spent on planning and extensive community outreach efforts, not on implementation.


property has the potential to act as a catalyst site for the downtown area. During the 11-month Finalist Round, the Downtown Improvement Plan team will conduct a market analysis on the Butler property to determine the most appropriate use for this property, which may include housing the Innovation Accelerator or Business Resource Center.

3. Public hearing on the draft Newberg Downtown Improvement Project and adoption process. During this phase, the Newberg Planning Commission will hold public hearings on the plan. A final plan will be prepared based on this public input for City Council adoption.

4. Secure funds for implementation. The result of the TGM-funded Downtown Improvement Plan process will be a set of action items based on community outreach and key stakeholder interests. The next step in implementation will be to find funding sources for these projects. The ABC Partners will research how downtown can best leverage a variety of funding sources, including state historic preservation and local façade improvement grants, historic tax credits, community development block grants, and foundation

THE BUTLER PROPERTY

The undeveloped 10,000 square foot Butler property is located at the intersection of Howard and First Street across from Newberg City Hall. The site is owned by the City of Newberg within the Civic Corridor area of downtown and was the former location of a car dealership. The City is interested in the development opportunities of this site as a catalyst location for revitalization within the downtown area.

AUG2015

SEPT2015

OCT2015

NOV 2015

DEC 2015

JAN 2016

FEB 2016

MAR 2016

APR 2016

MAY 2016

JUN 2016

JUL 2016

AUG 2016

SEPT 2016

OCT 2016

NOV2016

DEC2016

JAN2017

FEB2017

MAR2017

APR2017

Newberg Downtown Improvement Project

ABC Competition

Project Setup

Existing Conditions Analysis

Community Vision Process

• Draft NDIP• Case Study of Butler

Property

• Draft NDIP and Adoption Process

• Secure funds for implementation

• Establish a URA, BID, or EID

NEWBERG DOWNTOWN IMPROVEMENT PROJECT AND ABC FINALIST ROUND CALENDAR


funds. The ABC Partners will also aid owners of historic buildings seeking historic tax credits for adaptive re-use of their eligible buildings.

5. Evaluate options for an Urban Renewal Area (URA), Business Improvement District (BID), or Economic Improvement District (EID). URAs, BIDs, and EIDs are state public financing tools to stimulate growth and economic development. Together, these resources can dramatically assist in providing a thriving, mixed-use downtown environment to attract and retain businesses, residents and visitors. It is estimated that the cost to pursue all three programs would be a quarter of a City staff full-time equivalent. Once the Downtown Improvement Project plan is complete, the ABC Partners will work with the City and other community stakeholders to explore and potentially apply for these programs during the ABC Finalist Round and beyond.

MEASURING PROGRESS

▪ Findings of the Newberg Downtown Improvement Project plan

▪ Findings of the Butler Property market analysis

▪ Increases in retail sales, pedestrian counts, transient lodging taxes, and other activity levels

▪ Grant(s) applied for and awarded

▪ Infrastructure improvements, public/private investment, or other projects implemented as a result of the process


1. Implement downtown infrastructure improvements. During the Winner Round, Newberg’s Downtown will be undergoing

actions identified in the Downtown Improvement Plan such as streetscape and transportation system improvements. Potential streetscape projects are likely to include planting street trees, curb extensions, landscaping, installing public art projects, and improving signage and branding of downtown. The ABC Partners will use the funds secured during the Finalist Round of the competition to assist implementation of these improvements during the Winner Round.

2. Bring a mid-level hotel to the area. Newberg is home to the Allison Inn & Spa, Oregon’s only 5-star hotel as well as several economy motels. It currently lacks a mid-level hotel where tourists can stay while visiting the community or exploring wine country. In the Winner Round of the competition, the ABC Partners will work to find a mid-level hotel to bring to the community to fill this gap.

WHAT ARE URBAN RENEWAL AREAS, BUSINESS IMPROVEMENT DISTRICTS, AND ECONOMIC IMPROVEMENT DISTRICTS?

Urban Renewal Area (URA): URAs capture any new property tax generated by new development as well as annual increases in taxes from existing development within a designated area and reinvest those funds in public and private capital improvements listed in the URA plan. Creating a URA involves a months long community engagement process and City Council action to craft a URA plan that includes desired actions and projects as well as a financing report.

Business Improvement District (BID): BIDs generate funds through an assessment on business owners with resources being directed to assist with downtown promotions, management,

programing, and parking. BID creation involves downtown businesses agreeing to being assessed fees for agreed upon programs, marketing, and other eligible uses as well as City Council authorization.

Economic Improvement District (EID): EIDs, similar to BIDs, generate funds through an assessment on property owners with resources being directed to assist with downtown promotions, management, programing, and parking. EID creation involves property owners agreeing to being assessed fees for agreed upon programs, marketing, and other eligible uses as well as City Council authorization.


FUNDINGFunding for Newberg’s five priority projects relies on three main resources: the $100,000 Semi-Finalist prize, the $170,950 in in-kind matches from ABC Partners and members of the community, and the over 1,000 volunteer hours members of the ABC Partners have already pledged. The $100,000 Finalist prize will be used to fund key research and action plans to inform implementation, meetings with community stakeholders, equipment for the Newberg Innovation Accelerator, and a portion of one or more Project and Communication Coordinators. The table below outlines the funds allocated to each of the five priority projects.

In addition to the above committed funds, the ABC Partners will be exploring, and where appropriate, making applications to state and federal agencies with funding programs that align with the priority projects. Resources from the federal Economic Development Administration are available to support projects advancing innovation, workforce development and economic development. The state of Oregon offers grants as well as below market-rate loans and tax credits for projects that address downtown redevelopment, innovation, and workforce development. Funds at both the state and federal level require differing levels of matching resources, which Newberg anticipates raising from public and private sources. The list below outlines additional potential funding sources by priority projects:

Vertical Integration of the Wine Industry

▪ Business Oregon Special Public Works Fund

▪ Federal Economic Development Administration

Innovation Accelerator



Business Resource Center


▪ Business Oregon Regional Solutions Team


Workforce Development


Downtown Revitalization

▪ ODOT Enhance Funding (2018-2012 STIP)

▪ State of Oregon Special Public Works Fund for publicly owned facilities that support economic and community development

▪ USDA Rural Business Development Grants

Priority Project Funding Source ABC Fund

Amount

Partner Fund

Amount

Total Amount

Project Management & Outreach

Newberg ABC Partners, ABC Funds, Chehalem Valley Chamber of Commerce

$15,000 $20,000 $35,000

A. Vertical Integration of the Wine Industry


$25,500 $8,250 $33,750

B. Innovation Accelerator

Newberg ABC Partners, ABC Funds, Chehalem Park and Recreation District $31,000 $35,000 $66,000

C. Business Resource Center

Newberg ABC Partners, ABC Funds, Portland Community College CLIMB Center

$16,000 $39,000 $55,000

D. Workforce Development


$12,500 $33,500 $46,000

E. Downtown Revitalization

City of Newberg, Chehalem Valley Chamber of Commerce, Newberg Downtown Coalition

$35,200 $35,200

Total $100,000 $170,950 $270,950

FINALIST ROUND BUDGET (FULL BUDGET IN APPENDIX I)


33

Successful Implementation and Outreach

Ongoing Commitment to Outreach and EngagementThe ABC Partners are excited to tell the story of our success, and have built capacity into our work program to allow a clear focus on communications and engagement. Partnerships are the foundation of this strategy; it cannot be executed without ongoing, engaged participation from a wide range of stakeholders in the community and industry. The ABC Partners were committed to public and stakeholder engagement as they developed this strategy, and will remain committed in the years to come.


OUTREACHDURING THE QUARTER-FINALIST ROUND

Outreach through the following venues played a large role in informing the priority projects and strategy the ABC Partners have identified:

▪ Quarter-Finalist Round Kick-off Event last April to celebrate Newberg’s success.

▪ Vertical Integration of the Wine Industry: one-on-one interviews with stakeholders in the wine industry, as well as conversations with Tom Danowski, Executive Director of the Oregon Wine Board.

▪ Newberg Innovation Accelerator: ABC Partner visits to and collaboration with regional accelerators and incubators such as the Technology Association of Oregon, the Portland Incubator Experiment, and Oregon Story Board.

▪ Business Resource Center: The ABC Partners forged a partnership with the Portland Community College CLIMB Center as a result of a Workforce Development Roundtable the Partners hosted in August.

▪ Workforce Development: For the above mentioned Roundtable, the ABC Partners brought together over 25 workforce development stakeholders to identify partners, gaps in existing programs, and a vision for what Newberg’s workforce could look like in the future.

▪ Downtown Revitalization: The vision and strategy is informed by decades of community outreach and planning (see Appendix H) as well as numerous outreach events as part of the Newberg Downtown Improvement Plan (see pages 28 and 29).

These targeted efforts, along with ABC Partners presence at community events and in local newsletters, websites, a social media venues, united the community behind Newberg’s Strategic Plan and spread awareness of ABC’s mission to strengthen rural communities and economies.

DURING THE FINALIST ROUND

Outreach to key stakeholders as well as the larger community will be essential for the Newberg ABC Partners’ priority projects to succeed. Outreach will come in the form of 1) targeted forums, roundtables, and surveys, 2) ABC engagement at local community events throughout the year, and 3) broad public storytelling through social media, blogs, and informational materials. The ABC Project and Communications Coordinator will be leading the outreach effort and will be working closely with the ABC Partners to ensure that story-telling efforts directly reflect progress on the implementation actions, celebrate successes, and reach out to the community when faced with challenges. All priority projects include community outreach action items, as follows:

Vertical Integration of the Wine Industry

▪ Meet with Regional Stakeholders

▪ Identify and recruit industry partners

Innovation Accelerator

▪ Identify Partners and Mentors and create an Accelerator Advisory Board

▪ Hold an Accelerator Kick-off meeting with stakeholders from key industries

Business Resource Center

▪ Create a Business Resource Center website and market it to the community

Workforce Development

▪ Conduct a survey of local businesses’ workforce needs

Downtown Revitalization

▪ Community Vision Process

▪ Public Hearing on Draft Newberg Downtown Improvement Project and Adoption Process

In addition, Newberg ABC will be represented at community and regional events between now and the end of the Finalist Round (see table).

The Project and Communications Coordinator will use the following venues for storytelling and celebration:

▪ The Newberg ABC web page, Facebook page, and Twitter account

▪ The Chehalem Valley Chamber of Commerce website, Facebook page, and Twitter account

▪ The City of Newberg newsletter, website, Facebook page, and Twitter account

▪ The Business Resource Center website

▪ The Rotary Club of Newberg Newsletter and website

▪ The Newberg Kiwanis Foundation website and Facebook page


▪ The Chehalem Cultural Center website, Facebook page, and Twitter account

▪ The Chehalem Park and Recreation District website

▪ The Newberg Downtown Coalition website and Facebook page

▪ Newberg Farmers Market Facebook page

▪ The Grow Yamhill County website

▪ Other ABC Partners’ websites, Facebook pages, and Twitter accounts

April 2016

May 2016

June 2016

July 2016

August2016

September2016

October2016

November2016

December2016

January2017

February2017

March2017

Newberg ABC Kick-off

Event

Newberg Downtown

Improvement Plan Joint PC/CC

meeting

Newberg Downtown

Improvement Plan PMT meeting

Willamette Valley

Lavender Festival

Newberg Downtown

Improvement Plan Public Hearing #1

Newberg Downtown

Improvement Plan Public Hearing #2

Halloween Trick-or-

Treat Street

2016 Newberg Holiday Market

Dr. Martin Luther King Jr. Holiday Celebration

Chehalem Park and Recreation District Father-

Daughter Dance

Newberg Downtown

Improvement Plan “Reality

Check” meeting

Newberg Downtown

Improvement Plan Advisory

Committee meeting

Special Olympics Oregon Summer Games

George Fox University

Service Day

Newberg Holiday Tree

Lighting

Oregon Truffle

Festival

Chehalem Park and Recreation

District Blue Moon Social

Newberg Camellia Festival

Oregon Wine Month & Memorial

Weekend in Wine Country

Tunes on Tuesday

Tunes on Tuesday

Newberg Downtown

Clean-up Day

Farmer’s Market

Farmer’s Market

Farmer’s Market

Farmer’s Market

Farmer’s Market

First Friday First Friday First Friday First Friday First Friday First Friday First Friday First Friday First Friday First Friday First Friday First Friday

NEWBERG COMMUNITY CALENDAR, FINALIST ROUND


MEASURING PROGRESSDuring the Finalist Round, evaluation procedures will be essential to measure implementation success, identify how action items may have shifted, document challenges or roadblocks, and determine appropriate solutions. The ABC Project and Communications Coordinator will be responsible for tracking progress throughout the Finalist and Winner Rounds.

Measurable outcomes from the projects will come in two forms, quantitative and qualitative measures.

▪ Quantitative measures consist of easily digestible figures; for example, the number of students enrolled in the Chamber of Commerce internship program.

▪ Qualitative measures are harder to define and for the most part represent products of the action plan, such as grants applied for and findings from key reports.

The overall success of each project will be determined by the execution of the Finalist Round action items necessary to effect long-term change in the Winner Round. For the most part, these measures are qualitative rather than quantitative. Quantitative measures will also be important to provide “check-points” throughout the process, though likely will not determine the long-term realization of Newberg’s ABC vision. (See outcomes summary on the next page.)

To assess the confidence of our team throughout the process and ensure a collaborative approach, the larger ABC Partners will meet biweekly during the Finalist Round to check in on the progress of all

five priority projects. Smaller teams of ABC Partners, including the Accelerator Advisory Board, will meet more frequently to tackle action items related to specific projects.

To assess community engagement and overall marketing efforts the Project and Communications Coordinator will present a summary of efforts once a month during ABC Partner meetings. This summary will include measures such as the number of community events attended, number of new friends or comments on Newberg ABC’s Facebook page, and press releases on the five priority projects.

The measurable outcomes from the projects will be shared between the ABC Partners through email, Google Drive, and Dropbox, as they were during the Quarter-Finalist round. Those same outcomes will be shared with the community through in-person events, dynamic marketing materials, and a robust online presence (see above).

At the end of the Finalist Round, the Project and Communications Coordinator will create an infographic incorporating quantitative and key findings from qualitative products to be widely distributed in the community.


Priority Project Measurable Outcomes during Finalist Round ProductNumber of wine-industry stakeholders interviewed during Quarter-Finalist and Finalist Rounds (at least 25) InfographicNumber of wine industry stakeholders attending the project kick-off meeting (at least 10) InfographicNumber of endorsements or letters of interest from regional wine associations (at least 2) InfographicFindings of the gap analysis ReportFindings of the best practices research ReportImplementation actions identified in the action plan ReportGrant(s) applied for (at least 1) Grant applicationsIdentified demonstration project Implementation planNumber of letters of interest received from partners and mentors (at least 10) Letters of InterestNumber of stakeholders attending accelerator kick-off meeting (at least 10) ReportFindings of the feasibility study AcceleratorSet up a temporary accelerator facility ReportAccelerator business plan InfographicNumber of businesses using accelerator (at least 1) InfographicIdentified demonstration project Implementation planIn-kind funds raised by the end of the 11 months (at least $10,000) InfographicFindings of the gap analysis ReportCreation of Business Resource Center website WebsiteNumber of visitors to the Business Resource Center website (at least 100) InfographicFindings of the feasibility study ReportHiring one or more full or part-time staff persons InfographicNumber of students connected to internships through the Resource Center (at least 3) InfographicNumber of businesses participating in the workforce needs survey (at least 20) InfographicFindings of the workforce needs survey ReportFindings of the gap analysis ReportNumber of students enrolled in the Chamber of Commerce internship program (at least 15) InfographicEstimated total return on investment for interns InfographicNumber of courses (credit and non-credit) offered at Portland Community College Newberg InfographicNumber of college-credit courses offered at the high school level InfographicNumber of students enrolled in tasting room course at the Chamber of Commerce InfographicNumber of George Fox Students who stay in the community after graduation InfographicFindings of Newberg Downtown Improvement Project Plan ReportFindings of Butler Property market analysis ReportIncreases in retail sales, pedestrian counts, transient lodging taxes and other activity levels InfographicGrant(s) applied for (at least 1) Grant applicationsInfrastructure improvements, public/private investment, or other projects implemented as a result of the process

A. Vertical Integration of the Wine Industry

B. Innovation Accelerator

C. Business Resource Center

D. Workforce Development

E. Downtown Revitalization

MEASURING OUTCOMES

39

Newberg faces many of the same challenges that other small communities in America face: difficulty retaining its young and educated workforce, economic stagnation after the Great Recession, and a lack of local high-paying jobs to employ our residents.

What’s different about Newberg is the community’s response to these challenges. We accepted the invitation to become one of America’s Best Communities because we want to work together to create a better quality of life and a better economy for our residents, workers, students, and visitors. The ABC Competition has spurred our leaders to pursue projects that Newberg has wanted to implement for years. It has brought stakeholders from every part of the community to the table; as a machinist at one of our community roundtables said, “The Plan offers something for everyone.”

We have already started on many of the actions described in this report. Our efforts to leverage the highway bypass investment to create downtown have uncovered a burgeoning appetite for the downtown that Newberg has long deserved. The grassroots efforts to implement programming classes for third graders in our schools has led to a more comprehensive approach to workforce development starting from an early age. Our many festivals and events continue to demonstrate Newberg’s commitment to quality of life and build on our unique assets.

In this document, we have provided a detailed, organized, and specific path to continue successful implementation. We, together with the many community partners that have signed letters of commitment to implementation, look forward to using the ABC competition Grand Prize to make this plan and its economic vision a reality.

A Path Forward

AppendicesA. DRAFT NEWBERG ECONOMIC DEVELOPMENT STRATEGY

B. EXISTING CONDITIONS ANALYSIS

C. ABC PROJECT & COMMUNICATIONS COORDINATOR JOB DESCRIPTION

D. SWOT ANALYSIS OF WINE INDUSTRY INTERVIEWS

E. NEWBERG INNOVATION ACCELERATOR HANDOUT

F. LETTERS OF INTEREST, NEWBERG INNOVATION ACCELERATOR

G. LETTERS OF INTEREST, BUSINESS RESOURCE CENTER

H. NEWBERG PLANNING DOCUMENTS:

BEYOND THE VISION, THE CHEHALEM VALLEY IN 2020

DECLARED FUTURE FOR DOWNTOWN NEWBERG IN 2020

THE NEWBERG CIVIC CORRIDOR STREETSCAPE PROJECT

DOWNTOWN TRANSFORMATION REPORT

I. COMPLETE FINALIST ROUND BUDGET

J. ABC PARTNER TESTIMONIALS

Documents

Newberg’s Strategy to Become America’s Best …...Industry growth has occurred but without exploration or implementation of the potential synergies among industries that could