Newberg’s Strategy to Become
America’s Best Community
November 2015
ACKNOWLEDGEMENTS
The 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 Newberg
Carr Biggerstaff, Board Chair, Chehalem Valley
Chamber of Commerce
Brett Baker, General Manager, Austin Industries
Robin Baker, President, George Fox University
Teri Council, Sales Project Manager, A-dec Inc.
Don Clements, Superintendent, Chehalem Park
and Recreation District
Rob 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 CPA
Rob Felton, Director of Marketing
Communications, George Fox University
Chad Freeman, President, Strategic Economic
Development Corporation of Oregon
Joni George, Chief Officer & Vice President of
Human Resources, Climax Portable Machining
& Welding Systems
Leah Griffith, Director, Newberg Public Library
Scot Headley, Dean of Education, George Fox
University
Bob Hanks, Executive Director, Portland
Community College CLIMB Center for
Advancement
Todd Hansen, Owner, Longplay Wine
Painted Lady Restaurant
Bill Hatcher, CEO, A to Z Wineworks
Doug Rux, Community Development Director,
City of Newberg
Allen Holstein, Vineyard Manager, Argyle Winery
John Kerekanich, Managing Partner, Newberg
Ford
Sheryl Kelsh, President & CEO, Chehalem Valley
Chamber of Commerce
Jody Kropf, Owner, Red Hills Market
Denny Lawrence, Regional Director, Bon Appetit
Kym LeBlanc-Esparza, Superintendent,
Newberg School District
Dennis Lewis, Owner, Lewis Audio Video
Ashley Lippard, Owner, Ashley Lippard Designs
Julie Marshall, Customer Experience Analyst,
A-dec Inc.
Lynn Montoya-Quinn, Director, Portland
Community College Newberg Center
Gary Mortensen, President, Stoller Family Estate
Deb Mumm-Hill, Director of Student Success,
IDEA Center, George Fox University
Sam Neff, Owner, Neff Visuals
Skip Newberry, President, Technology
Association of Oregon
John Nunn, Owner, Half-price Networks
Scott Parrish, President & CEO, A-dec, Inc.
Mike Ragsdale, Executive Director, Newberg
Downtown Coalition
Stephen Rhodes, City Manager Pro Tem, City
of Newberg
Kat Ricker, Public Information Coordinator,
Chehalem Park and Recreation District
Allen Routt and Jessica Bagley, Owners, The
Linda Sandberg, Owner, Sandberg Farms
Jim Sanders, Winemaker & Owner, Aubichon
Cellars
Noah Smith, Graduate Student, George Fox
University
Rollin Soles, Owner, ROCO Wine
Claudia Stewart, Communications Coordinator,
Newberg School District
Francisco Stoller, Realtor, The Kelly Group
Yune Tran, Assistant Professor of Education,
George Fox University
Rick Turoczy, Co-founder & General Manager,
Portland Incubator Experiment
Jeff Vandenhoek, Owner & Consultant,
Intentionality LLC.
Betty Vergets, Owner, Newberg ACE Hardware
Renata Wakely, Community Development
Director, Mid-Willamette Valley Council of
Governments
Emily Weichold, Hospitality Manager, The Four
Graces Winery
Stevie Whited, Owner, Express Employment
Professionals, Yamhill County
Ron Wolfe, Vice President & Manager, Premier
Community Bank
Lorie Wolff, Owner, One Horse Studio
Lori Van Zanten, Chief Executive, Providence
Newberg Hospital
Pierre Zriek, Managing Director, The Allison Inn
& Spa
NEWBERG ABC CORPORATE SPONSOR
Lillian Casares, Senior Director, Affiliate Sales
& Marketing, Pac-12 Networks
THE NEWBERG ABC
PARTNERS
Recognizing 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 Newberg
Carr Biggerstaff, Board Chair, Chehalem Valley
Chamber of Commerce
Teri Council, Sales Project Manager, A-dec Inc.
Rob Dailey, Executive Director, Chehalem
Cultural Center
Alvin Elbert, Owner, A.R.E. Manufacturing Inc.
Terry Emery, Owner, Want & Emery CPA
Rob Felton, Director of Marketing
Communications, George Fox University
Leah Griffith, Director, Newberg Public Library
Todd Hansen, Owner, Longplay Wine
Lorelei Juntunen, Consultant, ECONorthwest
John Kerikanich, Managing Parnter, Newberg Ford
Sheryl Kelsh, President & CEO, Chehalem
Valley Chamber of Commerce
Denny Lawrence, Regional Director, Bon Appetit
Kym LeBlanc-Esparza, Superintendent,
Newberg School District
Ron Wolfe, Vice President & Commercial
Banking Officer, Premier Community Bank
Dennis Lewis, Owner, Lewis Audio Video
Lorie Wolff, Owner, One Horse Studio
Ashley Lippard, Owner, Ashley Lippard
Designs
Pierre Zriek, Managing Director, The Allison Inn
& Spa
Julie Marshall, Customer Experience Analyst,
A-dec Inc.
CONTACT INFORMATION
Lynn Montoya-Quinn, Director, Portland
Community College Newberg Center
For more information about this report, please
contact:
Deb Mumm-Hill, Director of Student Success,
IDEA Center, George Fox University
Carr Biggerstaff
Newberg ABC Partners
115 N College Street Ste 2
Newberg, OR 97132
[email protected]
John Nunn, Owner, Half-price Networks
Mike Ragsdale, Executive Director, Newberg
Downtown Coalition
Stephen Rhodes, City Manager Pro Tem, City
of Newberg
Kat Ricker, Public Information Coordinator,
Chehalem Park and Recreation District
Allen Routt and Jessica Bagley, Owners, The
Painted Lady Restaurant
Doug Rux, Community Development Director,
City of Newberg
Linda Sandberg, Owner, Sandberg Farms
Noah Smith, Graduate Student, George Fox
University
Francisco Stoller, Realtor, The Kelly Group
Lori Van Zanten, Chief Executive, Providence
Newberg Hospital
Jeff Vandenhoek, Owner & Consultant,
Intentionality LLC.
Betty Vergets, Owner, Newberg ACE Hardware
Emily Weichold, Hospitality Manager, The Four
Graces Winery
Table of Contents
CALL 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
ZIMRI RD
CHEHALEM DR
"
A-dec
"
Newberg
Senior
High
Chehalem
Cultural
Center
99W
George Fox
University
"
"
"
"
"
Newberg The Painted
City Hall Lady
Chehalem
Park & Recreation
Disrict
"
"
Climax Portable
Machining and
Welding Systems
Portland
Community College
Newberg Center
"
Chehalem Glen
Golf Course
"
EEK
RD
CR
Butler
Property
Providence
Newberg
Medical Center
"
EVEREST RD
CULLEN RD
TAN GEN RD
CRATER LN
MAIN ST
NEWBERG
Wine Grape
Cultivation
Area
L
RA
FO X FARM RD
"
Chehalem Valley
Chamber of
Commerce
DILLON RD
Hydro Graphics Inc.
WILSONV ILLE RD
Portland
Salem
Newberg
Eugene
DO
GR
ID G
ER
D
The City is the gateway to three
nationally recognized American
SUNN YCRE ST
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
99W
amenities include the locally owned
VE
ON A
Allison Inn and Spa (Oregon’s only
DA YT
5-star hotel), the 70-mile Chehalem
Valley Heritage Trail System, the
H
Chehalem Cultural Center, the AG EY RD
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
NDEE
highway bypass openingDin U
2017,
Newberg is poised for increased
livability and greater prosperity.
HENR Y RD
HELLS CANYON RD
The
Allison
Inn & Spa
CO R
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
LAR KINS RD
businesses and involved citizens,
these institutions are the foundation
of the City’s unique economy.
I-5
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.
our wine industry by sourcing the majority
▪ Innovating
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.
technology-driven business growth by
▪ Fostering
establishing Newberg’s first Innovation Accelerator.
startups and the expansion of businesses of
▪ Supporting
all kinds by providing a one-stop Business Resource
Center.
and cultivating a workforce ready
▪ Developing
to support businesses and the community through
engaging local educational institutions like George Fox
University, Portland Community College, and Newberg
School District.
downtown with major street improvements,
▪ Revitalizing
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.
Newberg’s Strategy to Become America’s Best Community | 1
Newberg by the Numbers
Grounding Our Strategy in Economic Reality
Newberg’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.
3
POPULATION CHARACTERISTICS
Reflecting 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.
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.
AVERAGE POPULATION GROWTH PER YEAR, 1990-2013
Newberg has a younger population
than the county or the state.
MEDIAN AGE, 2013
Source: US Census 1990 SF1 Table NP1, 2000 Table DP-1, and ACS 5-year estimates 2013 Table B01003.
2.3%
Newberg
Newberg
Oregon
37.7
Yamhill Co.
38.7
Oregon
Source: US Census ACS 5 year estimates, 2013 Table S2301
Newberg
71 percent of Newberg’s non-white
population is Hispanic or Latino.
Portland MSA
1.3%
HIGHER EDUCATIONAL ATTAINMENT OF THE POPULATION AGE 25 AND OLDER, 2013
27%
Newberg has a relatively large
Latino population.
Yamhill Co.
1.7%
Source: US Census ACS 5 year estimates, 2013 Table S0101.
32.3
Newberg lags behind Oregon in
higher education attainment.
1.8%
23%
Yamhill Co.
30%
Oregon
PERCENTAGE OF THE POPULATION THAT IS HISPANIC OR LATINO, 2013
Source: US Census ACS 5-year estimates 2009-2013 Table DP05.
14.4%
Newberg
4 | Newberg’s Strategy to Become America’s Best Community
14.9%
Yamhill Co.
11.9%
Oregon
COMMUTING CHARACTERISTICS
The majority of Newberg residents work
outside of the City.
EMPLOYMENT INFLOW AND OUTFLOW, 2012
Source: US Census OntheMap Data, 2012
Only 23 percent of Newberg’s residents
both live and work in the community.
5,520
Newberg
Work in Newberg,
live elswhere
6,497
Live in Newberg,
work elsewhere
1,942
Live and work
in Newberg
99W
W
i ll
am
The majority of Newberg’s
residents who work outside of
Newberg commute to the Portland
Metropolitan Area.
ett
PERCENT OF NEWBERG RESIDENTS THAT WORK OUTSIDE THE CITY, 2013
iv
eR
er
Source: US Census OntheMap Data, 2012
9.7%
commute to
Portland
5.8%
6.0%
commute to
Tigard
commute to
Tualatin
JOBS BY INDUSTRY FOR WORKERS EMPLOYED IN NEWBERG AND WORKERS WHO LIVE IN
NEWBERG, 2012
Source: US Census OntheMap Data, 2012
2,000
Live in Newberg
Work in Newberg
1,500
1,000
G
ov
er
nm
en
t
de
Tr
a
til
r&
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.
W
ho
po
les
ale
U
er
th
O
Tr
an
s
C
ar
Pr
e
O of, A
th d
er m
Sv in,
c
Re s
ta
il T
Ac
ra
co
de
m
m
od
& ati
Fo on
C
on od
st
ru
ct
io
n
n
lth
ea
Ed
u
ca
tio
H
M
an
uf
ac
tu
rin
g
500
Disparities exist between people
who live in Newberg and people who
work in Newberg.
Newberg’s Strategy to Become America’s Best Community | 5
WORKFORCE AND INDUSTRY CHARACTERISTICS
Disparities exist between people who
live in Newberg and people who work
in Newberg.
The majority of businesses in
Newberg are small.
97 percent of all firms in Newberg employ
less than 950 people.
ANNUAL INCOME DISTRIUBTION FOR WORKERS EMPLOYED IN NEWBERG, 2012
Source: U.S. Census OntheMap Data, 2012
Internal Jobs filled
by Residents
32.5%
36.4%
31.1%
Internal Jobs filled
by Non-Residents
24.6%
38.1%
37.3%
< $15,000
$15,001 -$40,000
AVERAGE NUMBER OF WORKERS PER FIRM, 2013
Source: Quarterly Census of Employment and Wages, 2013
12.3
Newberg
Newberg has almost twice as many
jobs in manufacturing relative to
the nation.
> $40,000
11.3
7.3
Yamhill Co.
Dundee
PERCENT OF JOBS IN MANUFACTURING, 2013
Source: Quarterly Census of Employment and Wages, 2013; US Bureau of Labor Statistics, 2013
21.1%
Newberg
6 | Newberg’s Strategy to Become America’s Best Community
23.0%
Yamhill Co.
12.4%
Oregon
10.6%
United States
WINE INDUSTRY CHARACTERISTICS
REGIONAL GRAPE PRODUCTION IN TONS, 2005-2014
Source: Southern Oregon University Reserach Center 2014 Oregon and Winery Census Report, 2013-2014; USDA
National Agricultural Statistics Service, 2005-2012
6,000
North Willamette Valley
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.
4,500
3,000
1,500
Rogue Valley
South Willamette Valley
Columbia River Area
Umpqua Valley
0
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
GRAPE PRICE PER TON FOR OREGON’S 5 MOST EXPENSIVE VARIETALS, 2014
Source: Southern Oregon University Reserach Center 2014 Oregon and Winery Census Report, 2013-2014
$2,518
Pinot Noir
$2,399
Cabernet Sauvignon
$2,345
Syrah
$2,225
Cabernet Franc
$2,084
Tempranillo
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.
Newberg’s Strategy to Become America’s Best Community | 7
Strengths, Weaknesses, Opportunities, and Threats
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
9
SWOT ANALYSIS FOR EQUITABLE GROWTH
Based 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.
Strengths: Internal characteristics of
Newberg that give it an advantage.
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
10 | Newberg’s Strategy to Become America’s Best Community
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 NewbergDundee 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
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:
ergonomic design and dental
▪ Superior
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.
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.
printing (Hydro
▪ Water-transfer
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.
portable machining
▪ Automated
(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.
Numerical Control (CNC)
▪ Computerized
machining (A.R.E. Manufacturing, Inc).
CNC machining relies on computers to
Newberg’s Strategy to Become America’s Best Community | 11
Vision and Strategy
Newberg as America’s Best Community
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.
13
VISION
Through 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 crossindustry 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:
Creating a vertically-integrated wine
▪ A.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.
Establishing an Innovation
▪ B.Accelerator
that fosters technology-driven
business growth.
Providing a one-stop Business
▪ C.Resource
Center to support startups and
the expansion of businesses of all kinds.
Engaging local educational
▪ D.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.
Revitalizing downtown with major street
▪ E.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.
a coordinated approach to
▪ Managing
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
14 | Newberg’s Strategy to Become America’s Best Community
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.
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.
NEWBERG’S FUTURE ECONOMY
WINE INDUSTRY
TECHNOLOGICAL INNOVATION
SMALL BUSINESSES & ENTREPRENEURS
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.
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.
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 PROJECTS
A. Promote Vertical Integration of the Wine Industry
Vertical 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 Accelerator
A 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 Center
The 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 Workforce
By 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 Downtown
Downtown 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.
Newberg’s Strategy to Become America’s Best Community | 15
Short-term Tactics
Leveraging Resources and Community Commitment
The 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.
17
SCHEDULE FOR SHORT-TERM IMPLEMENTATION
The 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.
PRIORITY PROJECTS
4-16!
5-16!
6-16!
7-16!
8-16!
9-16! 10-16! 10-16! 11-16! 12-16! 1-17!
PROJECT MANAGEMENT, OUTREACH & SOCIAL MEDIA
A. VERTICAL INTEGRATION OF THE WINE INDUSTRY
B. INNOVATION ACCELERATOR
C. BUSINESS RESOURCE CENTER
D. WORKFORCE DEVELOPMENT
E. DOWNTOWN REVITALIZATION
18 | Newberg’s Strategy to Become America’s Best Community
2-17!
3-17!
4-17!
SHORT-TERM TACTICS
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!
PROJECT MANAGEMENT
PROJECT 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 longterm 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.
Newberg’s Strategy to Become America’s Best Community | 19
A. VERTICAL INTEGRATION OF THE WINE INDUSTRY
PROJECT LEAD
Chehalem Valley Chamber of Commerce
STAKEHOLDERS & PARTNERS
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.
CONNECTIONS TO OTHER ACTIVITIES
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.
20 | Newberg’s Strategy to Become America’s Best Community
FINDINGS OF THE QUARTER-FINALIST
ROUND INTERVIEWS WITH WINE
INDUSTRY STAKEHOLDERS
equipment costs limit the capacity of
▪ High
small and mid-sized vineyards in Yamhill
County to innovate and increase efficiency.
Noir, the key varietal for the region,
▪ Pinot
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.
local wine industry struggles to find
▪ The
reliable labor during harvest season and
lacks the new, skilled labor necessary to
innovate and scale production.
area has a strong community, but could
▪ The
benefit from better local access, increased
amenities for visitors, and a unified marketing
strategy to grow the region.
SHORT-TERM IMPLEMENTATION
(FINALIST ROUND)
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.
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 regionwide 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,
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.
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
of wine-industry stakeholders
▪ Number
interviewed during Quarter-Finalist and
Semi-Finalist Rounds
of wine-industry stakeholders
▪ Number
attending the project kick-off meeting
of endorsements or letters of
▪ Number
interest from regional wine associations
▪ Findings of the gap analysis
▪ Findings of the best practices research
actions identified in the
▪ Implementation
action plan
▪ Grant(s) applied for and awarded
▪ Identified demonstration project
LONG-TERM IMPLEMENTATION (WINNER
ROUND)
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.
Newberg’s Strategy to Become America’s Best Community | 21
B. INNOVATION ACCELERATOR
PROJECT LEAD
Accelerator Advisory Board
STAKEHOLDERS & PARTNERS
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).
CONNECTIONS TO OTHER ACTIVITIES
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.
22 | Newberg’s Strategy to Become America’s Best Community
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.
SHORT-TERM IMPLEMENTATION
(FINALIST ROUND)
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
of letters of interest received from
▪ Number
partners and mentors
of stakeholders attending
▪ Number
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
LONG-TERM IMPLEMENTATION (WINNER
ROUND)
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 Cityowned Butler property across from City Hall
and the short-term facility at the Chehalem
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.
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.
Newberg’s Strategy to Become America’s Best Community | 23
C. BUSINESS RESOURCE CENTER
PROJECT LEAD
Chehalem Valley Chamber of Commerce
STAKEHOLDERS & PARTNERS
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.
CONNECTIONS TO OTHER ACTIVITIES
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.
SHORT-TERM IMPLEMENTATION (FINALIST
ROUND)
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).
24 | Newberg’s Strategy to Become America’s Best Community
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
▪ Findings of the gap analysis
▪ Business Resource Center website
of visitors to the Business Resource
▪ Number
Center website
▪ Findings of the feasibility study
one or more full or part-time staff
▪ Hiring
persons
of students connected to
▪ Number
internships through the Resource Center
WHAT KIND OF RESOURCES
AND INFORMATION WOULD THE
RESOURCE CENTER PROVIDE?
WHAT KIND OF RESOURCES AND
INFORMATION DOES NEWBERG
CURRENTLY PROVIDE?
Economic Development
▪ Newberg
Revolving Loan Fund: provides
The Resource Center will provide a single point
of contact to get questions answered on the
following topics:
low-interest loans to new or expanding
existing businesses.
City and County services for
▪ Navigating
buildings, ordinances, and incentives like
Enterprise Zone: provides
▪ Newberg’s
a three-year property tax abatement on
new industrial equipment and buildings for
companies that generate jobs.
Small Business Development
▪ Oregon
Center Advisor: provides confidential
counseling though the Oregon Small
Business Development Center Network
to assist in business creation and advise
existing businesses.
LONG-TERM IMPLEMENTATION (WINNER
ROUND)
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.
the Enterprise Zone.
on business operations from
▪ Consultation
experts and mentors .
from George Fox University and
▪ Trainings
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.
for specialized services such
▪ Resources
as IT support, website and social media
trainings, as well as guidance on financing
options, legal, and other professional
services.
with finding and recruiting
▪ Assistance
employees and interns from Newberg’s
workforce development program.
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.
Newberg’s Strategy to Become America’s Best Community | 25
D. WORKFORCE DEVELOPMENT
PROJECT LEAD
Chehalem Valley Chamber of Commerce; ABC
and Communications Coordinator
STAKEHOLDERS & PARTNERS
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.
CONNECTIONS TO OTHER ACTIVITIES
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-toBusiness 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
26 | Newberg’s Strategy to Become America’s Best Community
advanced tasting room associate training
classes to educate those looking to enter the
wine industry. Improved coordination across
these programs is required.
SHORT-TERM IMPLEMENTATION
(FINALIST ROUND)
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
of businesses participating in the
▪ Number
workforce needs survey
▪ Findings of the workforce needs survey
▪ Findings of the gap analysis
of students enrolled in the Chamber
▪ Number
of Commerce internship program
total return on investment for
▪ Estimated
interns
of courses (credit and non-credit)
▪ Number
offered at the Portland Community College
Newberg Center
of college-credit courses offered at
▪ Number
the high school level
of students enrolled in tasting room
▪ Number
course at the Chamber of Commerce
of George Fox Students who stay in
▪ Number
the community after graduation
LONG-TERM IMPLEMENTATION (WINNER
ROUND)
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
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.
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.
Newberg’s Strategy to Become America’s Best Community | 27
E. DOWNTOWN REVITALIZATION
PROJECT LEAD
City of Newberg
STAKEHOLDERS & PARTNERS
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.
CONNECTIONS TO OTHER ACTIVITIES
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.
28 | Newberg’s Strategy to Become America’s Best Community
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.
SHORT-TERM IMPLEMENTATION
(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 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.
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
NEWBERG DOWNTOWN IMPROVEMENT PROJECT AND ABC FINALIST ROUND CALENDAR
AUG
2015
SEPT
2015
OCT
2015
NOV
2015
DEC
2015
JAN
2016
FEB
2016
MAR
2016
APR
2016
MAY
2016
JUN
2016
JUL
2016
AUG
2016
SEPT
2016
OCT
2016
NOV
2016
DEC
2016
JAN
2017
FEB
2017
MAR
2017
APR
2017
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’s Strategy to Become America’s Best Community | 29
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.
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.
MEASURING PROGRESS
of the Newberg Downtown
▪ Findings
Improvement Project plan
▪ Findings of the Butler Property market analysis
in retail sales, pedestrian counts,
▪ Increases
transient lodging taxes, and other activity
levels
▪ Grant(s) applied for and awarded
improvements, public/private
▪ Infrastructure
investment, or other projects implemented
as a result of the process
LONG-TERM IMPLEMENTATION (WINNER
ROUND)
1. Implement downtown infrastructure
improvements. During the Winner Round,
Newberg’s Downtown will be undergoing
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,
30 | Newberg’s Strategy to Become America’s Best Community
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.
FUNDING
FINALIST ROUND BUDGET (FULL BUDGET IN APPENDIX I)
Funding 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.
Priority Project
Funding Source
Project
Management &
Outreach
Newberg ABC Partners, ABC
Funds, Chehalem Valley Chamber of
Commerce
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
A. Vertical
Integration of the
Wine Industry
B. Innovation
Accelerator
C. Business
Resource Center
D. Workforce
Development
E. Downtown
Revitalization
Newberg ABC Partners, ABC
Funds, Chehalem Valley Chamber of
Commerce
Newberg ABC Partners, ABC Funds,
Chehalem Park and Recreation District
Newberg ABC Partners, ABC Funds,
Portland Community College CLIMB
Center
Newberg ABC Partners, ABC
Funds, Chehalem Valley Chamber of
Commerce
ABC
Fund
Amount
Partner
Fund
Amount
Total
Amount
$15,000
$20,000
$35,000
$25,500
$8,250
$33,750
$31,000
$35,000
$66,000
$16,000
$39,000
$55,000
$12,500
$33,500
$46,000
$35,200
$35,200
$170,950
$270,950
City of Newberg, Chehalem Valley
Chamber of Commerce, Newberg
Downtown Coalition
Total
$100,000
Innovation Accelerator
▪ Business Oregon Special Public Works Fund
▪ Federal Economic Development Administration
Business Resource Center
▪ Business Oregon Special Public Works Fund
▪ Business Oregon Regional Solutions Team
▪ Federal Economic Development Administration
Workforce Development
▪ Federal Economic Development Administration
Downtown Revitalization
▪ ODOT Enhance Funding (2018-2012 STIP)
of Oregon Special Public Works Fund for
▪ State
publicly owned facilities that support economic
and community development
▪ USDA Rural Business Development Grants
▪ Business Oregon Special Public Works Fund
▪ Federal Economic Development Administration
Newberg’s Strategy to Become America’s Best Community | 31
32 | Newberg’s Strategy to Become America’s Best Community
Successful Implementation and Outreach
Ongoing Commitment to Outreach and Engagement
The 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.
33
OUTREACH
DURING 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:
Round Kick-off Event
▪ Quarter-Finalist
last April to celebrate Newberg’s success.
Integration of the Wine Industry:
▪ Vertical
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.
Resource Center: The ABC
▪ Business
Partners forged a partnership with the
Portland Community College CLIMB Center
as a result of a Workforce Development
Roundtable the Partners hosted in August.
Development: For the above
▪ Workforce
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.
Revitalization: The vision
▪ Downtown
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 storytelling 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
Partners and Mentors and create an
▪ Identify
Accelerator Advisory Board
34 | Newberg’s Strategy to Become America’s Best Community
an Accelerator Kick-off meeting with
▪ Hold
stakeholders from key industries
Business Resource Center
a Business Resource Center website and
▪ Create
market it to the community
Workforce Development
a survey of local businesses’ workforce
▪ Conduct
needs
Downtown Revitalization
▪ Community Vision Process
Hearing on Draft Newberg Downtown
▪ Public
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:
Newberg ABC web page, Facebook
▪ The
page, and Twitter account
Chehalem Valley Chamber of
▪ The
Commerce website, Facebook page, and
Twitter account
City of Newberg newsletter, website,
▪ The
Facebook page, and Twitter account
▪ The Business Resource Center website
Rotary Club of Newberg Newsletter and
▪ The
website
Newberg Kiwanis Foundation website
▪ The
and Facebook page
NEWBERG COMMUNITY CALENDAR, FINALIST ROUND
April
2016
May
2016
June
2016
July
2016
August
2016
September
2016
October
2016
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-orTreat Street
Newberg
Downtown
Improvement
Plan “Reality
Check”
meeting
Newberg
Downtown
Improvement
Plan Advisory
Committee
meeting
Newberg
Camellia
Festival
Oregon
Wine Month
& Memorial
Weekend in Wine
Country
Special
Olympics
Oregon
Summer
Games
November
2016
George Fox
University
Service Day
Tunes on
Tuesday
Tunes on
Tuesday
December
2016
January
2017
February
2017
2016 Newberg
Holiday Market
Dr. Martin
Luther King
Jr. Holiday
Celebration
Chehalem Park
and Recreation
District FatherDaughter
Dance
Newberg
Holiday Tree
Lighting
Oregon
Truffle
Festival
Chehalem Park
and Recreation
District Blue
Moon Social
First Friday
First Friday
First Friday
March
2017
Newberg
Downtown
Clean-up Day
First Friday
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
Chehalem Cultural Center website,
▪ The
Facebook page, and Twitter account
Chehalem Park and Recreation District
▪ The
website
Newberg Downtown Coalition website
▪ The
and Facebook page
▪ Newberg Farmers Market Facebook page
▪ The Grow Yamhill County website
ABC Partners’ websites, Facebook
▪ Other
pages, and Twitter accounts
Newberg’s Strategy to Become America’s Best Community | 35
MEASURING PROGRESS
During 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.
measures consist of easily
▪ Quantitative
digestible figures; for example, the number
of students enrolled in the Chamber of
Commerce internship program.
measures are harder to define
▪ Qualitative
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 longterm 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.)
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.
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
36 | Newberg’s Strategy to Become America’s Best Community
MEASURING OUTCOMES
Priority Project
A. Vertical Integration of the
Wine Industry
Measurable Outcomes during Finalist Round
Product
Number of wine-industry stakeholders interviewed during Quarter-Finalist and Finalist Rounds (at least 25)
Infographic
Number of wine industry stakeholders attending the project kick-off meeting (at least 10)
Number of endorsements or letters of interest from regional wine associations (at least 2)
Infographic
Findings of the gap analysis
Report
Infographic
Findings of the best practices research
Report
Implementation actions identified in the action plan
Report
Grant(s) applied for (at least 1)
Grant applications
Identified demonstration project
Number of letters of interest received from partners and mentors (at least 10)
Implementation plan
Number of stakeholders attending accelerator kick-off meeting (at least 10)
Report
Letters of Interest
Findings of the feasibility study
B. Innovation Accelerator
Accelerator
Set up a temporary accelerator facility
Report
Accelerator business plan
Infographic
Number of businesses using accelerator (at least 1)
Infographic
Identified demonstration project
Implementation plan
In-kind funds raised by the end of the 11 months (at least $10,000)
Infographic
Findings of the gap analysis
Report
Creation of Business Resource Center website
C. Business Resource Center
Website
Number of visitors to the Business Resource Center website (at least 100)
Infographic
Findings of the feasibility study
Report
Hiring one or more full or part-time staff persons
Infographic
Number of students connected to internships through the Resource Center (at least 3)
Infographic
Number of businesses participating in the workforce needs survey (at least 20)
Infographic
Findings of the workforce needs survey
Report
Findings of the gap analysis
D. Workforce Development
Number of students enrolled in the Chamber of Commerce internship program (at least 15)
Infographic
Estimated total return on investment for interns
Number of courses (credit and non-credit) offered at Portland Community College Newberg
Infographic
Number of college-credit courses offered at the high school level
Infographic
Number of students enrolled in tasting room course at the Chamber of Commerce
E. Downtown Revitalization
Report
Infographic
Infographic
Number of George Fox Students who stay in the community after graduation
Findings of Newberg Downtown Improvement Project Plan
Infographic
Findings of Butler Property market analysis
Report
Report
Increases in retail sales, pedestrian counts, transient lodging taxes and other activity levels
Grant(s) applied for (at least 1)
Infrastructure improvements, public/private investment, or other projects implemented as a result of the
process
Infographic
Grant applications
Newberg’s Strategy to Become America’s Best Community | 37
A Path Forward
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.
39
Appendices
A. 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