Connect. Cultivate. Promote. Community Marketing Our Story. Build ED connections within and throughout the state. A business friendly environment

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Camron Lambert
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1 Community Marketing Our Story Cultivate A business friendly environment Connect Build ED connections within and throughout the state Promote To visitors, workforce & business 1

2 49% in Iowa 21% in Iowa 2

3 Yesterday Today Tomorrow 3

4 Community Assessment Ugly Bad Good What has MCDC done? Build umbrella brand that links to communities Develop best of red rock area to promote anchor tenants Determine 10 best restaurants, 10 best retail shops, 10 best activities and 10 best attractions by criteria Utilize niche marketing across the US Changed allocation of marketing dollars based on RBI recommendations Marketing materials need specifics not lists Have locals create itineraries using various themes Make Public Relations a priority Created web section for 101 Best Things of the Red Rock Area Use guide to promote experiences first and location 2nd 4

Welcome center volunteers in costume Being developed street scape, signage &

for tourism Increased evening hours in downtown More bike friendly More

5 What have our local partners done? Increased outdoor dining options Focused branding on America s Dutch Village Welcome center volunteers in costume Being developed street scape, signage & wayfinding Purchased picnic tables for town square Building separate website for tourism Increased evening hours in downtown More bike friendly More entertainment and dining options New Branding Cost $0 Listened to 3 DDI Webinars Didn t ask permission BEST of the red rock area 5

Top 10 Dining Top 10 Events Over 1,000 people visit

Winners Top 10 Shopping More than lists activities &

on businesses Locals recommendations dominate Living

Printing costs covered by advertisers Design done in

6 Top 10 Dining Top 10 Events Over 1,000 people visit website to vote Announcement event Plus 55 Category Winners Top 10 Shopping More than lists activities & stories 365 approach not just events New branding Focus on businesses Locals recommendations dominate Living here Info Jobs info Best of Red Rock After 5 p.m. Printing costs covered by advertisers Design done in house Recommendations Total cost $275 Top 10 After 5 BEST of the red rock area Guide 6

7 101 Trip Ideas THRIFTY IS THE NEW STYLE: Bargain buys are the best and even better when they are going towards a good cause. The Bibles for Missions Thrift Store in western Pella is a thrift store and more. At Bibles for Missions why not purchase several photo prop items for your toddler holiday photos. These are perfect items for a Valentines or Autumn photo shoot with a toddler and you only have to spend a couple dollars to have some great items to use. Cost $0 GOALS: Promote locally made food and drink businesses Rural places cool Build off season tourism & extend stay WHO HAS HELPED TELL OUR STORY: Iowa Tourism Office Family Times Iowa Farm Bureau Des Moines Register Foodie Travel USA Launch ed January

8 Cost $1,000 8

9 2018 PDI Fall Conference Rethinking Incentives Travis Kraus Director, Economic Development & Sustainability UI Office of Outreach & Engagement iisc.uiowa.edu Want to be our next IISC community partner? RFP coming November 2018! PURPOSE STATEMENT This session, Rethinking Incentives, aims to stimulate conversation about how we might evolve our economic development strategies to respond to Iowa s changing economic landscape. Senator Bill Dotzler and Representative Mary Ann Hanusa will provide legislative perspectives on the topic, and IEDA Director Debi Durham and PDI Lobbyist Craig Patterson will offer up their expertise. There are ground rules: this session is not intended to be a critique of existing practices, nor a place to debate the merits of past business incentive awards. Instead, this discussion should be forward-facing and consider bold, innovative approaches for attracting new residents and growing businesses in Iowa. Most importantly, it should be about your ideas- what you, as economic developers, see as the best tools for developing your communities (hence, the big empty rectangle on the other side of the page). WHY NOW? Business incentive programs have long been a staple of economic development organizations across the country, although we haven t seen an economic climate quite like this. Iowa has historically low unemployment rates and a historically business-friendly tax environment, technology advancements are leading to more automation, emerging tech businesses can thrive with relatively low capital investments, demographic shifts are significantly impacting both rural and urban communities, and the list goes on. Since the University of Iowa s Office of Outreach and Engagement was established in 2013, we ve observed our community partners expand the scope of local economic development strategy. Labor and housing shortages now dominate economic development conversations, and community leaders are increasingly seeking to collaborate on downtown revitalization, creative placemaking, and recreational amenities. There is a noticeable trend toward recruiting new residents to fill job vacancies and grow existing businesses. In May, Vermont created national headlines with the announcement of their Remote Worker Grant Program, a shift towards incentivizing in-migration of new residents and a contrast to traditional business attraction strategies. While this may not be the right path for all states, it does undoubtedly serve as an example of bold and innovative rethinking. Office of Outreach and Engagement Office of Outreach and Engagement

BAR CAMP HOMEWORK Join us at The Mill to

Have you encountered a business attraction

fit existing business incentive programs?

10 BAR CAMP HOMEWORK Join us at The Mill to keep this conversation going! Have you encountered a business attraction or expansion opportunity that didn t quite fit existing business incentive programs? What s your bold idea for attracting prospective residents and businesses? Office of Outreach and Engagement Office of Outreach and Engagement

11 2018 PDI Member Survey Institute for Decision Making The University of Northern Iowa Drew Conrad, CEcD, CERP

12 Who are our members Gender 35.0% Age Female 48.2% Male 51.8% 30.0% 25.0% 29.5% 23.0% 28.8% 20.0% 15.0% 10.0% 7.2% 10.1% 5.0% 0.0% 1.4% Under

13 Who are our members Years as Paid Staff Years as PDI Member Over 20 yrs 18.0% 3 yrs or less 20.9% Over 20, 14.5% 3 or less, 31.3% 11-20, 20.6% yrs 27.3% 4 to 10 yrs 33.8% 4 to 10, 33.6%

14 Who are our members 25.0% Organization Type 23.4% 20.0% 18.0% 16.4% 15.0% 11.7% 10.0% 5.0% 5.5% 7.0% 7.0% 5.5% 3.9% 1.6% 0.0% City Government County Government Chamber of Commerce Local Community Development Corporation County Development Organization Regional Development Organization State Agency Supporting Economic Development Educational Institution Utility Other

15 Who our members serve 30.0% Population of area served* 27.5% 25.0% 20.0% 20.0% 16.3% 15.0% 10.0% 12.5% 10.0% 11.3% 5.0% 0.0% Less than 5,000 5,001-10,000 10,001-20,000 20,001-35,000 35,001-50,000 50, ,000 More than 100, % * For members at the local level

16 What our members earn 16.0% Salary Range 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 10.9% 12.5% 11.7% 8.6% 7.0% 9.4% 4.7% 2.3% 4.7% 2.0% 0.0% 0.8% Less than $25, % $30,001 - $40,000 $40,001 - $50, % $50,001 - $60, % 2.3% $60,001 - $70,000 $70,001 - $80, % 3.1% $80,001 - $90,000 $90,001 - $100, % 2.3% $100,001 - $11000 $110,001 - $120, % $120,001 - $130, % $130,001 - $140, % $140,001 - $150, % $150,001 - $175, % More than $200,000 Non-Local Level Local Level

17 Members salary increases Salary increase during past 12 months No 15.1% Percent of salary increase 5% - 10% 18.6% Yes 84.9% Less than 5% 76.3% 11% - 20% 3.4% More than 20% 1.7%

18 Who are our members 35.0% 30.0% Organizational Budget* 30.0% 25.0% 22.5% 20.0% 15.0% 12.5% 15.0% 10.0% 5.0% 3.8% 7.5% 6.3% 2.5% 0.0% $25,001 - $50,000 $50,001 - $100,000 $100,001 - $150,000 $150,001 - $300,000 $300,001 - $500,000 $500,001 to $750,000 $750,001 to $1,000,000 More than $1,000,000 * For members at the local level

19 Our members budgets Stayed the same 39.2% Budget compared to previous year* 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% Percent change from previous year* 38.8% 23.8% 17.5% Decreased 13.9% Increased 46.8% 10.0% 5.0% 0.0% 2.5% Decrease of more than 20% 5.0% Decrease of 5% - 10% 6.3% Decrease less than 5% No change Increase less than 5% Increase of 5% - 10% 5.0% Increase of 11% - 20% 1.3% Increase of more than 20% * For members at the local level * For members at the local level

20 How our members are doing Their Greatest Challenges: 1. Funding/Revenue 26 respondents 2. Time 20 respondents 3. Workforce 14 respondents 4. Educating Stakeholders 20 respondents 5. Lack of Knowledge & Resources/ Tools 8 respondents Their Region s Greatest Challenges: 1. Workforce 38 respondents 2. Housing 16 respondents 3. Lack of Stakeholder Support/Awareness 9 respondents 4. Funding/Resources 8 respondents 5. Infrastructure 8 respondents 6. Politics 4 respondents

21 How PDI is doing Satisfaction with PDI 80.0% 69.9% 70.0% 66.4% 60.5% 58.1% 58.5% 60.0% 54.2% 51.7% 50.0% 40.0% 43.3% 44.0% 38.7% 39.0% 40.0% 30.0% 31.5% 30.1% 20.0% 10.0% 0.8% 1.9% 0.0% 2.9% 2.5% 4.3% 1.5% 0.0% High Medium Low 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Satisfaction with Events 50.5% 45.7% 41.0% 29.1% 18.4% 13.3% 0.0% 1.9% Well Satisfied Mostly Satisfied Acceptable Dissatisfied Fall Conference Spring Event

22 How PDI is doing 50.0% How well PDI meets professional educational needs 47.5% 45.0% 40.0% Effectiveness of Legislative efforts 40.2% 45.0% 40.0% 35.0% 30.0% 25.0% 28.8% 35.0% 30.0% 25.0% 20.0% 33.6% 20.6% 20.0% 15.0% 14.4% 15.0% 10.0% 10.0% 5.0% 0.0% 7.6% 1.7% Not very well Not well OK Well Very well 5.0% 0.0% 1.9% 3.7% 1 - No Impact Significant Impact

23 2018 PDI Member Survey Institute for Decision Making The University of Northern Iowa Drew Conrad, CEcD, CERP

About the Respondents Gender PDI MEMBERSHIP SURVEY 2018 Paid Years in

8% 25 20 15 19 13.7% 27 19.4% 20 14.4% 25 18.0% 10 5 10 7.

than $200,000 $175,001 - $200,000 $150,001 - $175,000 $140,001 - $150,000

$11000 $90,001 - $100,000 $80,001 - $90,000 $70,001 - $80,000 $60,001 -

$25,000 (2) 1.4% (1) 0.7% (4) 2.9% (3) 2.2% (1) 0.7% (6) 4.3% (5) 3.

24 About the Respondents Gender PDI MEMBERSHIP SURVEY 2018 Paid Years in Economic Development Profession % % % % % % % % Male Female 0 Less than Over 20 Salary Range More than $200,000 $175,001 - $200,000 $150,001 - $175,000 $140,001 - $150,000 $130,001 - $140,000 $120,001 - $130,000 $110,001 - $120,000 $100,001 - $11000 $90,001 - $100,000 $80,001 - $90,000 $70,001 - $80,000 $60,001 - $70,000 $50,001 - $60,000 $40,001 - $50,000 $30,001 - $40,000 Less than $25,000 (2) 1.4% (1) 0.7% (4) 2.9% (3) 2.2% (1) 0.7% (6) 4.3% (5) 3.6% (1) 0.7% (8) 5.8% (9) 6.5% (16) 11.5% (15) 10.8% (14) 10.1% (20) 14.4% (18) 12.9% (16) 11.5% Salary Increase in Last 12 Months Percentage of Salary Increase Yes % No 4 3.4% % 2 1.7% Less than 5% 5% - 10% 11% - 20% More than 20% % %

About the Respondents, Continued With Employment Contract Benefits

1% Accidental Death Life Insurance (69) 57.0% (73) 60.

22 27.8 % 10 12.7% 15 19.0% 13 16.5% 8 10.1% 9 11.4% 2 2.

35,001-50,000 50,000-100,000 More than 100,000 Organized to Serve

8% $750,001 to $1,000,000 $500,001 to $750,000 (2) 2.5% (5) 6.3% 7 8.

4% $100,001 - $150,000 (17) 21.5% $50,001 - $100,000 (6) 7.

25 About the Respondents, Continued With Employment Contract Benefits Received % Retirement (113) 93.4% % Accidental Death Life Insurance (69) 57.0% (73) 60.3% Vision Insurance (52) 40.9% Dental Insurance (79) 62.2% Yes No Medical Insurance (98) 77.8% About the Economic Development Organizations Service Area Population % % % % % % 2 2.5% Less than 5,000 5,001-10,000 10,001-20,000 20,001-35,000 35,001-50,000 50, ,000 More than 100,000 Organized to Serve Current Budget More than $1,000,000 (12) 15.2% % % $750,001 to $1,000,000 $500,001 to $750,000 (2) 2.5% (5) 6.3% 7 8.9% $300,001 - $500,000 $150,001 - $300,000 (10) 12.7% (24) 30.4% $100,001 - $150,000 (17) 21.5% $50,001 - $100,000 (6) 7.6% A Community Several Communities A County $25,001 - $50,000 (3) 3.8% Budget Compared to Previous Year Public Sector Funding Compared to Previous Year % % % % % % Increase Decrease Same Increase Decrease Same 2

About the Economic Development Organizations, Continued Sources of Funding 67 63.8% Membership Dues Fund Drives/Fund Raisers Public Dollars from City 36 34.3% 20 19.0% 46 43.8% 29 27.

0 1 0 0 6 $100,001-$150,000 4 2 7 3 1 0 0 17 $150,001-$300,000 0 6 9 5 3 1 0 24 $300,001-$500,000 0 0 4 2 2 2 0 10 $500,001-$750,000 0 2 0 2 0 1 0 5 $750,001-$1,000,000 1 0 0 0 1 0 0 2 >$1,000,000 2

26 About the Economic Development Organizations, Continued Sources of Funding % Membership Dues Fund Drives/Fund Raisers Public Dollars from City % % % % Public Dollars from County Other Organizational Budget by Population of Area Served: <5,000 5,000-10,001-20,001-35,001-50,001- >100,000 Total $25,001-$50, $50,001-$100, $100,001-$150, $150,001-$300, $300,001-$500, $500,001-$750, $750,001-$1,000, >$1,000, Total Dollars Spent on Economic Development Per Capita by Population of Area Served: $1.00- $2.49 $2.50- $4.99 $5.00- $7.49 $7.50- $9.99 >$10.00 Total <5, ,001-10, ,001-20, ,001-35, ,001-50, , , >100, Total

Snohomish County Strategic Tourism Plan Snohomish County Office of Economic Development

Snohomish County Strategic Tourism Plan Snohomish County Office of Economic Development T O U R I S M I N D U S T R Y S N A P S H O T Snohomish County has the 3 rd largest tourism market in Washington