City of Ephrata Today and Tomorrow

Transcription

CITY OF
Ephrata
Today and
Tomorrow
A Tactical Plan for the
Central Business District
and Community
Revitalization
Prepared for:
The Grant County Economic
Development Council,
with support provided by
the USDA Forest Service
Prepared by:
Burke Marketing
Veradale, Washington
July 1, 2003
City of Ephrata, Washington
Today and Tomorrow
A Tactical Plan for Central Business District
and Community Revitalization
Table of Contents
Introduction ............................................................................................................................................................................................1
Ephrata Today
Defining the Central Business District ..........................................................................................................................................2
CBD Map.........................................................................................................................................................................................3
Why is Ephrata's Central Business District So Important?...........................................................................................................4
CBD Building Inventory and Business Count...............................................................................................................................5
A New Ephrata Plan of Attack- The Strategy
National Main Street CBD Management Model...........................................................................................................................6
The Main Street Philosophy...........................................................................................................................................................6
A New Ephrata Plan of Attack- The Tactics
Organization
Implementing Core Area Revitalization Organization ........................................................................................................6
Ephrata Chamber of Commerce 2001 - 2002 Operating Budget ........................................................................................7
Reliable Program Funding - Parking Business Improvement Area......................................................................................8
Ephrata PBIA Example Budget...............................................................................................................................................9
Chamber proposes new "Business Improvement District" Article....................................................................................10
PBIA Area Boundary Map.....................................................................................................................................................11
PBIA Area Boundary Map with Block Numbers.................................................................................................................12
CBD Property Values............................................................................................................................................................13
CBD Ownership and Value..................................................................................................................................................14
Economic Restructuring
Ephrata Business Retention and Expansion Recommendations .......................................................................................14
Step 1 Establish a Business Retention Team ..............................................................................................................14
Step 2: Know the Market..............................................................................................................................................14
Step 3: Create a Market Position Statement and Market Driven Strategies for the District .....................................14
Step 4: Identify Key Businesses....................................................................................................................................14
Step 5: Offer Needed Business Assistance...................................................................................................................15
Step 6: Promote Downtown Businesses to Targeted Markets....................................................................................15
Step 7: Help Businesses Identify and Develop Opportunities for Growth and Expansion .....................................15
Step 8: Recognize Early Warning Signs of Business Failure .......................................................................................15
Step 9: Plan for Business Transition .....................................................................................................................15, 16
Step 10: Support Your Downtown Businesses Personally............................................................................................16
General Tips for Independent Retailers .........................................................................................................................16
Potential Property Development Financing Partners....................................................................................................16
Downtown Design and Aesthetics
Streetscape Opportunities- Character and Personality ......................................................................................................16
Identify Store Front and Building Opportunities...............................................................................................................17
Central Business District Parking ........................................................................................................................................17
Ephrata Central business district Parking Inventory..........................................................................................................18
Ephrata Core Area Maintenance..........................................................................................................................................19
Core Area Signage
Highway Signage .............................................................................................................................................................20
Directional Signage .........................................................................................................................................................20
Window Displays and Merchant Signage ......................................................................................................................20
Table of Contents (continued)
Downtown Marketing Plan and Campaign Budget
Organization/Corporate Communications Needs
Corporate Mark (Logo) ...................................................................................................................................................21
Association Sales Materials .............................................................................................................................................21
Organizational Newsletter ..............................................................................................................................................21
Define Target Market and Market Position .........................................................................................................................21
Primary and Secondary Markets ..........................................................................................................................................21
Ephrata City and County Government Workforce and Major Employers...................................................................22
Tourism and Visitors .......................................................................................................................................................22
Grant County Tourism Economic Impact .....................................................................................................................22
Timing/Annual Retail/Service Business Promotion Plan...................................................................................................23
Know Your Market Area..................................................................................................................................................23
Ephrata Taxable Retail Sales And Unit Count by the four Quarters of 2002...............................................................23
Taxable Retail Sales and Unit Count (2001 - 2002)......................................................................................................23
Taxable Retail Sales and Unit Count for Ephrata (2001 - 2002)...................................................................................24
Taxable Retail Sales And Unit Count 1st Quarter, 2002 ...............................................................................................24
Taxable Retail Sales And Unit Count 2nd Quarter, 2002 .............................................................................................24
Taxable Retail Sales And Unit Count 3rd Quarter, 2002 ..............................................................................................24
Taxable Retail Sales And Unit Count 4th Quarter, 2002 ..............................................................................................24
Community Traffic Building Calendar of Events ..........................................................................................................25
Ephrata 2003 Community Event/Activity Calendar .....................................................................................................25
On-Going Community Public Relations ....................................................................................................................................27
Ephrata Tomorrow
A Planned/Retirement Community.............................................................................................................................................28
Ephrata's Positive Characteristics .......................................................................................................................................28
The Ephrata Airport......................................................................................................................................................................28
Mountain Bike Festival/Race........................................................................................................................................................29
Report Recommendations ....................................................................................................................................................................29
Organizing Task Force...........................................................................................................................................................................29
Ephrata Entrepreneurs: All under 36 years old..........................................................................................................................29
Appendix
Chapter 35.87A RCW Parking and Improvement Area
Ephrata PBIA Individual Parcel Values
Examples of Planned/Retirement Community Sales Materials
Stone Ridge Sales Page
Stone Ridge Sales Brochures
Resort at Moses Point News Release
All report photographs (except Columbia Basin Hospital) were taken in Ephrata, Washington, between March 2003 and July 2003 and were taken by J. Craig Sweat Photography, Spokane,
Washington. Graphic design by Denise Adam Graphic Design, Veradale, Washington.
Report prepared by:
Burke Marketing
4720 S. Progress Court
Veradale, Washington 99037
(509) 921-5579 Phone
(509) 921-5979 FAX
bburke@burkemarketing.com
sustainable program funding appear to be Ephrata's most
immediate challenges. We will concentrate this report on those
areas.
Introduction
First we would like to express our sincere thanks to the
following individuals and organizations for their assistance in
the preparation of this study.
Laure Grammer, GIS Administrator/System Analyst
Grant County GIS & Information Technologies
Grant County Assessor's Office
Lynne Gross, GIS Coordinator
The Grant County Economic Development Council, with
continuing financial support from the USDA Forest Service,
retained Burke Marketing to prepare a tactical Central Business
District and Community revitalization plan for the City of
Ephrata, Washington. Ephrata, county seat of Grant County, is
a rural community located in Central Washington between
Seattle and Spokane.
Megan Smith, GIS Technician/Analyst
Terry L. Brewer, Executive Director
Grant County Economic Development Council
Specifically, Burke Marketing was asked to visit Ephrata and
study the following issues:
Jeffrey G. Fletcher, Publisher
Grant County Journal
• Define an Implementing Organization for Revitalization
Effort
• Define new Economic Restructuring Plan for the CBD
• CBD Design and Aesthetics
• Community and CBD Marketing
• Identify Potential Investing Partners and Additional
Benefits
• Potential Job Building
• Identify possible Program Funding- Business Improvement
District
The goal of this report is to take into account previous
studies/commissioned reports that were discovered researching
our project and build upon that information to create a new
Ephrata revitalization plan. The community needs a realistic
and implementable plan with the specific tactics of: community
organization, community marketing, economic restructuring
and improved community design and aesthetics.
Carol O'Callaghan, Reporter
Jim Cherf, City Manager
City of Ephrata
The Honorable Deborah Moore, Grant County Commissioner
Grant County, District 3
Vivian Peterson, Senior Planner
Planning and Community Development
City of Ephrata
Rita Tuller Director
Ephrata Chamber of Commerce
Board of Directors
Fran Wolff, Owner
Zoe Vintage Furnishings/Home Decor/Garden
Bob Richardson
Advertising Manager Grant County Journal
Ephrata is not unlike hundreds of other smaller U. S.
communities that continue to wrestle with the issues of
community viability, economic stability and quality of life.
Again, not unlike those other communities; community
communication and organization, core-area revitalization,
program of work development, economic restructuring and
Shelly Baer Advertising Sales
Other Resources and Information Gathering
Grant County Economic Development Council
Grant County Selected Economic Data
Grant County, Washington Profile
Ephrata, Washington Area Profile
Grant County Tourism Commission
Economic Impact of Grant County Tourism
November 1, 2002
Department of Revenue
Washington State
National Main Street Center
National Trust for Historic Preservation
Washington, DC
Ephrata Business Plan
Burke Marketing 7/03
1
Grant County Journal, Weekly Newspaper
Ephrata, Washington
Their success will all depend on creating an aggressive plan and
building support.
Strategic Plan for Economic Development in the
Ephrata and Soap Lake Region
Prepared by
Elesco, Ltd. And Real Estate Economics
January, 2001
For this study we define the CBD differently than past studies.
Instead of just eight or ten central blocks, we see Ephrata's core
area as very linear in nature and consisting of 34 whole and half
blocks that run adjacent to Basin Street (Ephrata's main street).
Defining the CBD in this larger dimension includes a greater
group of potential investing partners, more opportunity and
increases the beneficiaries of any new local revitalization effort.
Central Business District Market and Revitalization Study:
Preparing for Opportunities
Prepared by:
The Gilmore Research Group
Seattle, Washington
May 1992
Burke Community Visits
(75 Man-on-the-Street/Secret Shopper Public Interviews)
February 5, 2003
February 19, 2003
March 18, 2003
March 27, 2003
May 7, 2003
May 16, 2003
June 12, 2003
June 18, 2003
February 6, 2003
March 4, 2003
March 19, 2003
April 16, 2003
May 8, 2003
May 29, 2003
June 14, 2003
As part of this new project we would also include all the of
businesses and properties on Basin Street from 12th Avenue SW
to 6th Avenue NW. Additionally included are the businesses
and properties on the side streets of 6th Avenue SW, 5th Avenue
SW, 4th Avenue SW, 3rd Avenue SW, 2nd Avenue SW, 1st Avenue
SW, Division Avenue West, 1st Avenue NW, 2nd Avenue NW,
3rd Avenue NW, 4th Avenue NW, 5th Avenue NW and 6th
Avenue NW...between Alder Street NW on the south, C Street
SW to the north and all businesses and properties both sides of
Alder Street running parallel to Basin (see following map).
Some vacant and residential parcels of these blocks have been
eliminated for future programming and funding reasons.
For further information, please contact:
Bill Burke, Burke Marketing, (509) 921-5579,
or email: bburke@burkemarketing.com.
Ephrata Today
Defining the Central Business District
Because of its obvious importance to the employment and
tax base of the community and to complete the core area
geographically, we have also included the Grant County
Government/Courthouse/Jail complex that extends past D Street
SW. For information gathering purposes and description of
community features, we have included new Ephrata CBD maps.
The whole and half blocks have been numbered for further
definition and description (please refer to the City of Ephrata
maps for specific boundaries). Compared to past studies this
more clearly defines our targeted benefit area. This area truly
is the heart of the Ephrata community.
After several community visits and review of other recent
community development plans, we believe that the future success
of the Ephrata community begins in its Central Business District
(CBD). The most obvious opportunities are there. Investments
have been made by many and it's time to take advantage of
these expenditures. It's not going to be easy. Ephrata community
revitalization will take a change of community attitude, new
citizen priorities, and much more local and earned support. We
have seen communities in far worst shape regroup and find
greater community success. Ephrata has many opportunities.
2
City of Ephrata,
Washington
6th
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5th
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4th
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6th
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Parkway Blvd.
CS
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9th
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8th
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5th
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A St. SE
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SR
282
3
Keep profits in town. Chain businesses send profits out of town
Supports local families with family-owned businesses
Supports local community projects, such as ball teams, family
activities and schools
Provide an extremely stable economic foundation, as opposed
to a few large businesses and chains with no ties to stay in the
community
Why is Ephrata's Central
Business District So Important?
Why should the community invest in downtown Ephrata?
In response, here are a few reasons why this commercial district
is an important and worthwhile investment in the future
economic health and quality of life in Ephrata.
• A revitalized Downtown Ephrata increases the community's
options for goods and services. Whether for basic staples,
like clothing, food and professional services or less traditional
functions such as housing and entertainment, Ephrata must
rely upon its CBD.
• Downtown Ephrata provides an important civic forum
where members of the community can congregate. Parades,
special events and celebrations held there reinforce an
intangible sense of community. When planned as trafficbuilding strategies, these events will ring CBD cash registers.
• Downtown Ephrata is a symbol of community economic
health, local quality of life, pride, and community history.
These are all factors in industrial, commercial and professional
recruitment.
• A vital CBD retains and creates jobs, which also means a
stronger tax base. Long-term revitalization establishes capable
businesses that use public services and provide tax revenues
for the community. There are plenty of vacant lots and vacant
buildings in the Ephrata CBD just waiting for this kind of
growth.
• Downtown Ephrata is also a good incubator for new small
businesses. The building blocks of a healthy economy are
in the Ephrata CBD. Strip centers and malls are often too
expensive for new entrepreneurs.
• A Revitalized Downtown Ephrata will become a tourist
attraction. By virtue of its location on the way to the Grand
Coulee Dam, the character of its buildings, potential selection
of unique businesses, and great community events, downtown
Ephrata could have real commercial appeal. Commercial
Appeal = Jobs and Return on Investment.
During our community visits we conducted on-site counts
of many of the particular elements/features that make up Ephrata's
Central Business District, including On- and Off-Street Parking
Counts, Building Inventories and Business Counts, and Current
Vacancy Counts. The Grant County Assessor's Office provided
us with up-to-date Property Taxing Values and Current Market
Values quoted in our report. Some quick Ephrata CBD facts to
consider:
• Ephrata CBD Land Use
193 buildings within the benefit area
50 Service Businesses
118 Retail Businesses
11 Government Buildings
14 Major Vacancies (ground level)
43 Residences (trailers and single homes counted,
second floor apartments are not included)
29 Vacant Lots
• A vital CBD reduces sprawl. Concentrating retail in one
area uses community resources wisely, such as infrastructure,
tax dollars and land. With resources in short supply, this is
a real issue in a community the size of Ephrata.
• A healthy CBD protects property values. Whether in
downtown Ephrata or in the surrounding residential
neighborhoods, buying property is an investment. There
needs to be stability to realize a fair return on that investment.
• The traditional commercial district is an ideal location for
independent businesses, which in turn:
4
5
0
0
0
0
0
0
1
0
0
1
0
1
0
0
0
1
0
0
0
0
0
0
14
3
2
1
2
3
9
17
17
4
5
2
2
2
3
4
2
8
4
0
1
2
193
1
14
1
1
11
7
0
3
5
0
3
2
1
5
0
0
5
2
1
2
10
2
1
4
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Totals
Vacancies
29
Total
Block #
50
1
0
0
2
6
1
0
1
0
0
0
3
1
8
3
4
0
0
0
0
0
2
2
0
1
5
3
0
1
0
2
0
0
4
Service
118
0
0
0
2
2
1
3
2
2
0
1
2
2
8
13
3
3
2
1
2
3
4
2
2
6
8
7
1
2
4
3
1
3
23
Retail
11
1
1
0
0
0
0
0
0
0
2
0
0
0
1
1
1
0
0
0
0
0
1
0
0
1
0
0
2
0
0
0
0
0
0
Government
43
1
0
0
0
0
0
0
1
0
2
0
2
1
0
1
0
0
5
1
0
5
7
7
4
0
0
0
1
0
0
4
0
1
0
Residential
Ephrata Central Business District Building Inventory and Business Count (as of 7/1/03)
29
1
0
0
5
2
1
1
1
0
0
1
0
1
1
0
1
0
0
0
0
2
0
1
1
0
0
3
1
0
0
1
2
3
0
Vacant Lots
Safeway
Building Department/Fire Marshal/County Parking Lots
Grant County Court House
Methodist Church/Funeral Home
Eagles Lodge
Half Block
Half Block
Ephrata Florist
Half Block
Chrysler Dealer
Half Block
Vacant Excell Store
AmericanWest Bank
Half Block
Library/Bell Hotel/Grant County PUD/WA Mutual
Bureau of Reclamation
Vacant JC Penneys/US Bank
Country Deli
Movie Theater
(11) Apt. Building
Half Block
Basin Fitness
WA State Hwy. Patrol/Mini Storage
Mama Yum Yums/Mini Storage
Laundry/Large Unpaved Lot
Post Office/Rotary Plaza
WA Trust Bank/ Sun Basin Plaza
Retail
ERC/City Hall/Les Schwab
Rite Aid
Moore Furniture
(18) Trailor Park
Warehouse
(34) Trailor Park/Sherlyn Motel
Block Identifier
Self-help: Only local leadership can initiate long-term success
by fostering and demonstrating community involvement and
commitment to the revitalization effort.
• Ephrata CBD Parking Counts
On-Street (estimated based upon single car/truck - 21 ft. long)
963 On-Street Vehicle Parking Spaces
Off-Street (painted or measured)
100 Off-Street Vehicle Parking Spaces
RV Parking
Up to 35 Special Recreational Vehicle Parking Spaces
Public/private partnership: Every local Main Street program
needs the support and expertise of both the public and private
sectors. For an effective partnership, each must recognize the
strengths and weaknesses of the other.
• Ephrata CBD Property Values
Taxing Value $9,756,600.00
Market Value $47,402,9555.00
Margin or Difference $37,646,355.00
Identifying and capitalizing on existing assets: One of the
National Main Street Center's key goals is to help communities
recognize and make the best use of their unique offerings. Local
assets provide the solid foundation for a successful Main Street
initiative.
Quality: From storefront design to promotional campaigns to
special events, quality must be the main goal.
A New Ephrata Plan of
Attack – The Strategy
Change: Changing community attitudes and habits is essential
to bring about a commercial district renaissance. A carefully
planned Main Street program will help shift public perceptions
and practices to support and sustain the revitalization process.
National Main Street
CBD Management Model
Action-oriented: Frequent visible changes in the look and
activities of the commercial district will reinforce the perception
of positive change. Small, but dramatic improvements early in
the process will remind the community that the revitalization
effort is under way.
With local conditions as they are, we would suggest that the
Ephrata community organize a self-initiated Main Street program
to revitalize the CBD. The Main Street program's success is based
on a comprehensive strategy of work, tailored to local needs
and opportunities, in four broad areas, called the Main Street
Four Point Approach:
A New Ephrata Plan of
Attack – The Tactics
Organization: Building consensus and cooperation among the
many groups and individuals who have a role in the revitalization
process.
I. Organization
Design: Enhancing the physical appearance of the commercial
district by rehabilitating historic buildings, encouraging supportive
new construction, developing sensitive design management
systems, and long-term planning.
Implementing Core Area
Revitalization Organization
We strongly believe that the Ephrata Chamber of Commerce
should be the implementing organization for any new
community revitalization effort. Ephrata is not a large community.
Resources, both human and financial, are in limited supply.
Creating more competition for those resources, thus confusing
any community and/or governmental support, would be wasteful
and wrong.
Promotion: Marketing the traditional commercial district's assets
to customers, potential investors, new businesses, local citizens
and visitors.
Economic Restructuring: Strengthening the district's existing
economic base while finding ways to expand it to meet new
opportunities -- and challenges from outlying development.
The Ephrata Chamber of Commerce has a paid Executive
Director, a part time-volunteer staff, an eleven-member board
of directors, an executive committee of five officers, and 203
business, organization, and individual memberships. Based
upon their 2003 program of work, Chamber staff and board
of directors are doing a good job. Membership dues, commissions
on sales, interest on banking, and donations produce $20,806
in program organization funding annually. The Chamber's
seven promotional events (Annual Auction, Annual Banquet,
Christmas Campaign, Ehprata Pride Campaign, Farmers
Appreciation and Tourism Campaigns (the Annual Auction being
the largest)) produce another $45,115 for a total annual program
of work budget of $65,921 (Please see attached Chamber Budget
for more detail). Every penny raised is used, so where will the
money come from for a new more aggressive program of work?
The Main Street Philosophy
The National Main Street Center's experience in helping
communities like Ephrata bring their downtown's back to life
has shown time and time again that the Main Street Four Point
Approach succeeds only when combined with the following
eight principles:
Comprehensive: A single project cannot revitalize a downtown
or commercial neighborhood. An ongoing series of initiatives
is vital to build community support and create lasting progress.
Incremental: Small projects make a big difference. They
demonstrate that "things are happening" on Main Street and
hone the skills and confidence the program will need to tackle
more complex problems.
6
(example September 2001 - August 2002 Budget)
Amount
Sub-totals
Total
Income
Bank Interest
Chamber Member Dues
Commission Sales
Colcza Cola
Trailways Bus Tickets
Donations
Copier usage
$
138.32
$ 19,120.00
$
$
$
$
442.74
902.74
202.09
$ 20,805.89
Promotions/Events
Auction
Banquet
Christmas Campaign
Ephrata Pride Campaign
Farmers Appreciation
Fat Stock
Tourism
$ 27,989.50
$ 1,473.00
$ 4,739.48
$
200.00
$ 2,785.00
$ 7,490.00
$
437.67
$ 45,114.65
$ 65,920.54
Expenses
Advertising
Bank Fees
Contributions
Dues & Subscriptions
Ephrata Float Association
Equipment Rental
General Supllies
Goodwill
Insurance
Business Liability
Medical
Licenses & Fees
Luncheons
Miscellaneous
Office Equipment
Office Supplies
Internet Provider
Website
Other Outside Services
Payroll Expens
Payroll Taxes
Postage
Professional Fees
Rent
Telephone
Training//Connferences
Utilities
$
$
$
$
$
$
$
$
326.87
525.00
205.00
331.55
2,361.31
158.16
-
$ 1,132.44
$ 3,494.04
$
10.00
$
15.00
$
399.66
$
$ 1,743.97
$
375.00
$
488.80
$
223.65
$ 20,044.77
$
290.80
$ 1,664.18
$
350.00
$ 1,200.00
$ 1,708.71
$
128.50
$
$ 37,177.41
Promotions/Events
After Hours
Auction
Banquet
Business Development
Candidates Forum
Christmas Campaign
Ephrata Pride Campaign
Farmers Appreciation
Fat Stock
Food Bank
Round Table
Tourism
Other Promotions
$
$
$
$
$
$
$
$
$
$
$
$
$
10.00
4,352.17
1,252.65
60.39
6,153.06
1,632.34
1,396.35
8,295.11
97.96
872.81
202.80
$ 24,325.64
$ 61,503.05
$ 4,417.49
Net Income Before Other Expenses
7
Presently, the Ephrata Chamber's organizational structure
includes eight standing committees. This Chamber of Commerce
relies heavily on creating revenue through its major community
events and the group's organizational structure reflects it. Standing
committees include the following:
•
•
•
•
•
•
•
•
Downtown property owners initiate PBIAs for various reasons.
Often the impetus is the loss of a major retailer or several
storefront vacancies. Other catalysts include the impending
arrival of large discount department stores on the outskirts of
town or in near by communities (sounds just like Ephrata). It
could also be because progressive local management is seeking
to revitalize the community center, stabilizing the property tax
base, and boosting civic pride.
Executive Committee
Legislative Committee
Christmas Committee
Annual Auction Committee
Membership Committee
Ephrata Pride Committee
Farmers Appreciation Campaign
Farmers Market Committee
The Washington State Legislature hereby authorizes all counties
and all incorporated cities and towns, including unclassified
cities and towns operating under special charters:
(1) To establish, after a petition submitted by the operators
responsible for sixty percent of the assessments by
businesses and multifamily residential or mixed-use
projects within the area, parking and business
improvement areas, hereafter referred to as area or areas,
for the following purposes:
(a) The acquisition, construction or maintenance of parking
facilities for the benefit of the area;
(b) Decoration of any public place in the area;
(c) Sponsorship or promotion of public events which are
to take place on or in public places in the area;
(d) Furnishing of music in any public place in the area;
(e) Providing professional management, planning,
economic development, and promotion for the area,
including the management and promotion of retail
trade activities in the area; or
(f) Providing maintenance and security for common, public
areas.
(2) To levy special assessments on all businesses and
multifamily residential or mixed-use projects within
the area and specially benefited by a parking and
business improvement area to pay in whole or in part
the damages or costs created by CBD revitalization. (A
complete copy of Chapter 35.87A RCW of the
Washington State Revised Code of Washington is
attached)
The City of Ephrata shall have the sole discretion as to how
the revenue derived from the special assessments are to be used
within the scope of the purposes of its creation. However, the
legislative authority may appoint existing advisory boards or
commissions to make recommendations as to its use, or they
may create a new advisory board or commission for the purpose.
For reasons already stated, the City of Ephrata should contract
with the Ephrata Chamber of Commerce to administer the
operation of a parking and business improvement area.
We would not suggest eliminating any of the Chamber's
important projects, especially the profitable ones, but instead
growing the organization to a new level within the community,
one with greater expectations and greater abilities. In addition
to the moneys raised through membership dues and fund-raisers,
our new community revitalization campaign will need a greater
and more reliable funding source. Too much staff time is used
raising money for salaries and program. It leaves little time for
anything else. If things are going to really improve in Ephrata,
they will need to increase: project management and staff, the
number of program investing partners, and the level of overall
program funding.
The Ephrata Chamber of Commerce will need to reorganize
to take on this new CBD specific responsibility. Any changes
from their current action plan should be mission
statement/program-of-work driven. Following the Main Street
approach means at least four (4) new committees need to be
formed:
• PBIA Advisory Board
• Economic Restructuring/Business Recruitment
& Retention Team
• Marketing Committee
• Design Committee
Reliable Program Funding Parking Business Improvement Area
Although there are many opportunities to find outside funding,
Ephratans are going to have to look among themselves first to
get the ball rolling. They can't raise funding the same old way
in downtown, because it just doesn't work anymore. Ephrata
will have to be more aggressive. Washington State allows
communities to create Parking and Business Improvement Areas
to aid general economic development and neighborhood
revitalization, and to facilitate the cooperation of merchants,
businesses, and residential property owners which assists trade,
economic viability/development and community livability.
A Parking and Business Improvement Area is a downtown
management tactic and financing tool that allows commercial
districts to develop, fund , and administer programs and services
targeted solely within the district. The key to their success is the
participation by the private sector businesses and property owners
who recognize the benefit of a private sector solution to downtown
management and improvement. Downtown property owners
within the district add an assessment to their existing real estate
property tax to fund the additional services and programs that
they have designed and the PBIA will implement to improve the
local business climate. The municipality provides its power to
raise and collect revenues to operate the PBIA, thus making it a
true public-private partnership.
8
Ephrata PBIA Example Budget
(July 7, 2003)
Income
Membership and Dues
Earned Income/Commission on Sales
Interest on Banking
Income From Events
New Summer Event Series
Grant Co. Tourism Commission Grant
Miscellaneous Corporate Sponsorships
Total Before District Funding
PBIA Contract Funding
$ 20,000.00
$ 1,750.00
$
250.00
$ 45,114.65
$ 15,000.00
$ 3,500.00
$ 1,500.00
$ 87,114.65
77,885.35
$ 165,000.00
Expenses
Administrative
Staff
Payroll Taxes/Expenses
Medical Program
Insurance (Business Liability)
Office Rent
Suppies
Utilities
Equipment
Professional Dues & Contributions
Postage
$ 27,500.00
$
450.00
$ 3,950.00
$ 1,750.00
$ 2,500.00
$ 2,500.00
$ 2,100.00
$ 2,500.00
$ 1,000.00
$ 2,750.00
$ 47,000.00
Organization Communications
Corporate Mark/Letterhead Artwork
Revitalization Package
Monthly Newsletter Production
Mailing List/Postage
$
$
$
$
1,500.00
8,500.00
1,200.00
2,150.00
$ 13,350.00
CBD Design
Entry Signage
Parking Signage
Building Maintenance and Façade Series
CBD Cleaning Program
Parking Education Campaign
Winter/Holiday Decoration
4th of July Flags
$ 2,500.00
$ 2,500.00
$ 5,500.00
$ 12,000.00
$ 3,500.00
$ 9,500.00
$ 3,500.00
$ 39,000.00
Marketing
Public Relations Campaign
Winter/Spring Retail/Service Promotion
Spring/Summer Retail/Service Promotion
Summer/Fall Retail/Service Promotion
Fall/Winter Retail/Service Promotion
$
$
$
$
$
2,500.00
1,000.00
1,500.00
1,500.00
2,500.00
$ 6,500.00
Traffic-Building Events
Annual Event Calendar
Actual Events
New Summer Series
$
950.00
$ 29,500.00
$ 25,000.00
$ 55,450.00
Economic Restructuring
CBD Vacancy Listing
Organization Sales Piece
Training and Assistance
$
$
$
1,200.00
2,500.00
$
3,700.00
$ 165,000.00
9
Chamber proposes new 'Business Improvement District'
Stores, businesses would be assessed to enable coordination of promotion, design of commercial area
by Jay Thorwaldson
A special assessment district designed to create a "shopping-center environment" in downtown Palo Alto will be proposed
to the city next week by a group of merchants and businesspeople.
Every business within the "Business Improvement District" boundaries would be assessed an annual fee of between $150
and $500 in order to raise an operating budget of about $200,000, according to Cornelia Pendleton, a member of the
Chamber of Commerce committee proposing the new district.
"This is a way for us to become organized to promote downtown" as a place to visit and shop, she said. Funds could be
used to develop a cohesive signage and directory system and do special events. The budget would be enough to hire one
staff member, and the district would be administered through the city -- with no connection with the Chamber.
One problem, Pendleton said, is that no one is precisely sure how many businesses there are in downtown Palo Alto -- the
city has no business-license tax and thus has no record of active businesses. She said a best guess is that there are more
than 800 businesses in the affected area.
Details of the plan are to be announced at a meeting Wednesday morning of the Business Improvement District Committee
of the Downtown Marketing Committee, chaired by Stephanie Wansek, general manager of the Cardinal Hotel.
A letter is to be sent out to businesses next week. Additional meetings to explain the plan to downtown businesses are
being scheduled for Aug. 21, Aug. 28 and Sept. 18. The proposal would be presented officially to the City Council in
October, Pendleton said.
The district would cover all businesses -- not just retail merchants and restaurants -- but also financial-management
companies, law firms and others.
The 10-member committee has been quietly looking into the creation of the district for more than a year. The Chamber
board voted to support the concept in November, and committee members have been meeting with business owners and
managers to assess support.
A 51 percent level of opposition from businesses in the proposed district -- as in any special assessment district -- would
defeat the proposal.
"The majority of businesses contacted so far have been very positive," Pendleton said, adding that most see benefits that
would outweigh the costs.
It would be the second special assessment district covering the downtown area -- after the Downtown Parking Assessment
District created decades ago to finance parking garages. The districts would overlap, but there would be significant variations
in the boundary lines, including a loop to encompass Whole Foods Market.
The Downtown Marketing Committee of the Chamber was created more than a decade ago to coordinate promotional
efforts for downtown retail businesses and restaurants. But without a regular source of funds, members had to solicit
donations from businesses for each event or project -- a time-consuming and often frustrating job, Pendleton said. Jay
Thorwaldson is editor of the Weekly. He can be e-mailed at .
Palo Alto Online Publication Date: Friday, July 26, 2002
10
City of Ephrata,
Washington
Ald
er
Str
eet
NW
Str
ee
t
3rd
Av
e. N
W
Ba
sin
CS
tre
et
DS
tre
et
4th
Av
e. N
W
NW
NW
NW
5th
Av
e. N
W
ES
tre
et
NW
Proposed Parking and Business
Improvement Area Boundary
6th
Av
e. N
W
SW
4th
Av
e. S
W
6th
Av
e. S
W
Parkway Blvd.
CS
t. S
W
9th
Av
e. S
W
10t
hA
ve.
SW
SE
8th
Av
e. S
W
5th
Av
e. S
W
So
uth
eas
tB
lvd
.
AS
tre
et
7th
Av
e. S
W
Ald
er
3rd
Av
e. S
W
Div
isio
nA
ve.
E
Str
eet
2n
dA
ve
.S
W
SW
CS
tre
et
SW
1st
Av
e. S
W
AS
tre
et
Div
isio
nA
ve.
We
st
DS
tre
et
ES
tre
et
SW
1st
Av
e. N
W
NE
2n
dA
ve.
NW
11t
hA
ve.
SW
A St. SE
12t
hA
ve.
SW
SR
282
11
City of Ephrata,
Washington
6th
Av
e. N
W
15
5th
Av
e. N
W
19
18
SW
6
28
29
31
12t
hA
ve.
SW
SR
282
2
NE
AS
tre
et
SE
27
1
A St. SE
Parkway Blvd.
CS
t. S
W
9th
Av
e. S
W
10t
hA
ve.
SW
30
4
So
uth
eas
tB
lvd
.
AS
tre
et
3
8th
Av
e. S
W
11t
hA
ve.
SW
Ald
er
5
Div
isio
nA
ve.
E
Str
eet
23
5th
Av
e. S
W
Av
e. S
W
7
SW
SW
CS
tre
et
DS
tre
et
ES
tre
et
SW
22
24
26
8
2n
dA
ve
.S
W
4th
Av
e. S
W
6th
9
1st
Av
e. S
W
3rd
Av
e. S
W
25
11
10
20
21
12
2n
dA
ve.
NW
1st
Av
e. N
W
Div
isio
nA
ve.
We
st
34
13
Ald
er
Str
eet
NW
Str
ee
t
17
3rd
Av
e. N
W
Ba
sin
32
33
4th
Av
e. N
W
NW
CS
tre
et
DS
tre
et
ES
tre
et
NW
NW
NW
16
Proposed Parking and Business
Improvement Area Boundary
with Block Numbers
7th
Av
e. S
W
14
12
Ephrata Central Business District Property Values (as of 7/1/03)
Taxing Value
Block #
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
Totals
Market Value
Difference
$
1,581,275.00
$
4,568,845.00
$
2,987,570.00
$
855,725.00
$
1,545,835.00
$
690,110.00
$
243,750.00
$
540,450.00
$
296,700.00
$
243,750.00
$
566,855.00
$
323,105.00
$
322,375.00
$
1,128,885.00
$
806,510.00
$
470,395.00
$
1,586,115.00
$
1,115,720.00
$
279,375.00
$
1,159,895.00
$
880,520.00
$
297,505.00
$
1,182,755.00
$
885,250.00
$
372,375.00
$
1,575,995.00
$
1,203,620.00
$
251,650.00
$
899,570.00
$
647,920.00
$
245,650.00
$
673,725.00
$
428,075.00
$
179,040.00
$
647,160.00
$
468,120.00
$
188,950.00
$
711,150.00
$
522,200.00
$
212,310.00
$
699,845.00
$
487,535.00
$
105,400.00
$
169,400.00
$
64,000.00
$
119,500.00
$
642,650.00
$
523,150.00
$
146,200.00
$
601,060.00
$
454,860.00
$
170,500.00
$
516,500.00
$
346,000.00
$
383,500.00
$
1,280,410.00
$
896,910.00
$
273,050.00
$
2,875,980.00
$
2,602,930.00
$
419,875.00
$
7,116,675.00
$
6,696,800.00
$
158,600.00
$
661,620.00
$
503,020.00
$
210,000.00
$
788,280.00
$
578,280.00
$
187,500.00
$
560,950.00
$
373,450.00
$
146,250.00
$
242,530.00
$
96,280.00
$
146,250.00
$
206,250.00
$
60,000.00
$
159,500.00
$
387,500.00
$
228,000.00
$
233,750.00
$
336,735.00
$
102,985.00
$
81,000.00
$
127,100.00
$
46,100.00
$
219,800.00
$
800,700.00
$
580,900.00
$
223,000.00
$
510,500.00
$
287,500.00
$
105,500.00
$
1,007,800.00
$
902,300.00
$
289,300.00
$
10,518,300.00
$
10,229,000.00
$
234,000.00
$
564,935.00
$
330,935.00
$
9,756,600.00
$
47,402,955.00
$
37,646,355.00
13
In some cities, the establishment of a business improvement
area has been quite controversial. Questions have been raised
concerning the constitutionality of chapter 35.87A RCW (which
authorizes PBIAs), and two state supreme court cases have ruled
on its validity. See City of Seattle v. Rogers Clothing for Men,
Inc., 114 Wn.2d 213 (1990) and Bellevue Plaza v. Bellevue, 121
Wn.2d 397 (1993). In both cases, the court affirmed the authority
of cities to utilize the provisions of ch. 35.87A RCW to establish
parking and business improvement areas.
Step 2: Know the Market
Market analysis data that has been assembled in earlier studies
and in sections of this report can be used by the retention team
to help existing businesses make more informed day-to-day
operating decisions. These decisions can relate to inventory,
merchandising, advertising and other topics. In addition, data
can be used to help make decisions related to location and
business expansion. The following information is particularly
useful in business retention efforts:
CBD Ownership and Value
• Characteristics of the business district
• Description of the Trade Area
• Characteristics of existing and potential customers
• Trends and Future Opportunities
Members of the retention team should be given a copy of
the market analysis or it should be made available on-line.
Supplemental information such as detailed demographic reports,
lifestyle segmentation profiles, and consumer survey data should
also be made available.
As it was mentioned in an earlier report, one of Ephrata's
great opportunities to revitalize is the fact that a great percentage
of the property ownership in the CBD is locally owned. Easily
70% or more of the CBD, as we describe it geographically, is
owned by local individuals with a strong relationship to the
community's success. This is an unusually high percentage and
the advantage is that local ownership is more likely to reinvest
than an absentee owner will. This gives a PBIA Funding strategy
much more chance of approval and support.
We wonder if many people living and working in Ephrata
understand how valuable Ephrata's CBD property has become?
Step 3: Create a Market Position Statement
and Market Driven Strategies for the District
An effective marketing position statement identifies realistic
opportunities, primary target markets, trade area and the desired
business mix for the district. It can also identify niche markets
as defined by both products and/or consumer groups. The
position statement is derived from the community's vision for
the commercial district, the market analysis, and the business
district's competitive position in the marketplace. Subsequent
sections of this guidebook provide guidance in defining targeted
niche markets and developing marketing plan recommendations
including a marketing position statement.
II. Economic Restructuring
Ephrata Business Retention and
Expansion Recommendations
One of the most effective business restructuring tools the
Ephrata Chamber of Commerce/PBIA can offer is a program to
assist existing businesses in their efforts to become or remain
profitable within the business district. It is typically less costly
and time intensive to help retain an existing business than it is
to try to recruit a new one. Further, the success of existing
businesses provides proof of the economic viability of a district.
Accordingly, every opportunity should be given to existing
business operators first.
Step 4: Identify Key Businesses
While it is important to offer retention assistance to all
business, there may be certain businesses that are critical to the
economic vibrancy of the district. These are typically important
businesses that create street life, pedestrian traffic and a sense
of vitality. Typically they relate to the primary target markets
identified in the market position statement described earlier.
These businesses can include but are not limited to:
Businesses at risk include those facing financial difficulty,
owner/operator retirement, or vulnerability to new competition.
Others include businesses that believe they can be more profitable
operating in a different location outside of the business district.
•
•
•
•
•
•
•
•
•
Anchors and traffic generators
Long-standing businesses in the community
Creative, model businesses
Large employers
New businesses with growth potential
Minority-owned businesses
Businesses that serve an ethnic or minority market
Businesses that serve downtown residents
Businesses that are important to the primary retention
strategies
• Unusual businesses that add character to the district
Businesses with expansion potential must not be forgotten.
The competitiveness of many retail and service categories requires
businesses to constantly look for ways to retain and attract new
customers. A business must stay on top of market data and
trends if it hopes to maintain or build market share.
A comprehensive and formalized business expansion and
retention program can be used to help a community's existing
businesses survive and grow. The University Of MinnesotaExtension has developed a nationally recognized program that
brings local leaders and development groups together with
extension educators and university faculty to help communities
explore options for strengthening local businesses.
Step 1: Establish a Business Retention Team
A business retention committee (team) should be assembled
and given the responsibility for developing retention strategies
and coordinating business assistance activities. The committee
should include four or five individuals skilled in small business
banking, marketing and accounting.
14
• Expanding existing space or relocating within the district
• Opening boutique shops with niche product lines inside
other businesses
• Opening under one-ownership "companion" shops that
support each other
• Opening a complementary new business
Step 5: Offer Needed Business Assistance
The retention effort should address specific types of assistance
identified by key businesses. Typical areas of focus may include:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Store presentation and window display
Merchandise presentation
Merchandise selection
Locating buying groups
Customer service
Developing/updating business plans
Accounting and record keeping
Compliance with local, state and federal regulations
Inventory control
Computer usage
Web site development
Personnel management and training
Financial incentives
Local code enforcement and public policy
Improving advertising and promotion
Identifying and capturing new markets; and planning for
business expansion
Assistance can be provided through group workshops, oneon-one counseling, and making available a lending library of
books and resource materials. Local assistance can be provided
by the local university extension educators, Small Business
Development Center (SBDC) counselors, Main Street program
business specialists, Service Corps of Retired Executives (SCORE),
chamber of commerce and other public or private small business
professionals.
Often a recruitment team can use the market analysis to
provide assistance in how to penetrate the existing market more
effectively. This may simply be assistance to help businesses
serve existing customers better and bring back lost customers.
For those seeking additional space, encourage the geographic
clustering of businesses to increase sales by helping businesses
benefit from each other's customers. Identify products, services
and other businesses for cross-promotion. This includes
identifying ways to help one business complement another.
Plan new, market driven events that not only bring foot traffic
to the business district during business hours, but also consumers.
These consumers should represent the targeted market segments
most important to the business district as identified in the
marketing plan recommendations.
Step 8: Recognize Early Warning Signs
of Business Failure
The business retention team should identify struggling
businesses as early as possible before it is too late to provide
meaningful intervention. Often these businesses will exhibit
signs of difficulty or "red flags." These warning signals can
include:
•
•
•
•
•
•
•
•
•
•
•
Step 6: Promote Downtown Businesses
to Targeted Markets
To help the retention effort, the district's promotional activities
must be consistent with the market analysis data and the resulting
marketing strategies for the district (see step 3). Effective
promotion of special events and activities requires knowing the
best ways to reach targeted consumer groups.
To help attract the targeted markets, work to improve the district's
overall image and identity through public relations, business
standards, and maintenance of public areas and private property.
Step 7: Help Businesses Identify and Develop
Opportunities for Growth and Expansion
Low or slow moving inventory
Cut backs in staff
Cut back in hours
Drop-off in advertising
Poor interior and exterior maintenance
Negative attitudes
Slow payment records or other banker information
On-the-street rumors
Poor performance of another business in the same cluster
An owner's personal crisis or major lifestyle change
A business owner nearing retirement with
no transition plan
As personal business difficulties are usually a very sensitive
and confidential issue, the retention team needs to approach
the subject operator in a gentle manner. The team should assess
any specific needs of businesses and offer assistance when
possible.
The retention team can be of great assistance to the district
by helping businesses identify opportunities for growth and
expansion. These opportunities can include:
A common cause for business failure today is the intense
competition from national discounters and category killers that
sell the same products or services.
• Attracting more customers through improved marketing
effectiveness
• Building a repeat customer base
• Motivating existing customers to spend more money
• Identifying new markets for current product lines through
increased market knowledge
• Adding new product lines or services to capture a wider
market range
• Identifying and adapting to business and marketing trends;
Repositioning and differentiating the business by changing
its image and product mix to capture new markets
Step 9: Plan for Business Transition
If a business owner plans to sell, close or retire, it is important
to find this out as early as possible. The retention team's role
here could include:
15
• Pricing strategies. Be creative through repackaging and
relabeling items. Instead of sale prices, consider issuance
of gift coupons for future purchases. Don't be preoccupied
with low prices.
• Serving as a liaison between business owner and potential
buyers or broker
• Identifying potential buyers
• Developing financial incentives for purchase
• Helping set up an employee buy-in program
• Providing information and resources to business owners
• Helping business owners prepare marketing materials
• Working with media on advertising and public relations
during the transition
Potential Property Development
Financing Partners
For the benefit of the property owners and businesses in the
CBD, the new PBIA should also create new business relationships
with business financing organizations. Low interest loan pools,
local banking products, and outside investor group funding are
just a few ways to create the money needed for façade renovation,
building improvements, inventories, and new merchandising
equipment. Here is a partial list of potential new Ephrata partners.
Assisting with business transition requires special skills in
commercial brokering and real estate. If no one on the retention
team has this expertise, it may be necessary to bring someone
else on board or gradually acquire information on how to
facilitate successful business sales.
Bank of the West
Ephrata, Washington
Step 10: Support Your Downtown
Businesses Personally
US Bank
Ephrata, Washington
For the retention team to maintain credibility when working
with local businesses, its members need to be seen shopping,
dining and conducting business on a regular basis in the district.
Becoming active participants in the downtown marketplace
provides additional opportunities for visual monitoring, keeps
communication channels open, and builds relationships that
are an intangible but essential key to making business retention
efforts succeed.
Washington Mutual Bank
Ephrata, Washington
Washington Trust Bank
Ephrata, Washington
AmericanWest Bank
Ephrata, Washington
Northwest Business Development Association
Spokane, Washington
General Tips for Independent Retailers
Grand County Economic Development Council
Moses Lake, Washington
Independent retailers can build their own strategies once
they understand the competitive strengths and weakness of the
national discounters. A prerequisite is a positive attitude and
willingness to make periodic change. Independent retailers
should take advantage of the fact that they can be flexible and
unique. Some general tips include:
Downtown Design
and Aesthetics
• Know your customers and competition. Use your trade
association to the full extent possible. Know how to pick
only those customers and products that make you money.
Conduct a market analysis.
• Offer a unique and responsive product line. Localize and
customize your product line and respond to changing
consumer wants quickly. While you can't offer the selection
of big stores, you can find out what local consumers really
want.
• Offer quality and value. Offer a fresh package of values
that compares favorably to the large stores. Make sure
that less than 30% of your products are price sensitive
commodity items.
• Create destination density. Work with neighboring
downtown businesses to create and jointly promote the
downtown area as a consumer-friendly place where people
satisfy several shopping needs.
• Be service and customer driven. Provide excellent customeroriented service such as custom order capability, acceptance
of credit cards and convenient store hours. Customer
relations including greeting customers are vital.
• Renew your image. A unified, consistent, and clean image
is critical. Use visual merchandising through window
displays and store organization. Consider fresh paint,
sidewalk improvements and flowers or landscaping.
Streetscape Opportunities –
Character and Personality
The streets, sidewalks, alleys and utilities found in the Ephrata
CBD appear to be in good condition, but there are very few
amenities and routine cleaning is not being done. Benches, trash
cans, and informational signage are in short supply and offer
no way for the potential customer to just sit and enjoy the
Ephrata CBD.
16
Trees line Ephrata's CBD streets, but their care seems a bit
dubious. Trimming has been done that doesn't really improve
the look or health of the trees. The CBD must be relying on the
City to care for this urban forest and cost of this maintenance
is an obvious issue. Some communities we have worked in
create local support groups for CBD trees and seasonal plantings.
A flower club or non-profit group, based in horticultural practices
and appreciation, take over the care of the tree population and
work with the adjacent property owner to care and maintain
this valuable CBD asset. Also, with some leadership, a program
can evolve into caring for holiday decorations and other CBD
beautification/enhancements.
Identify Store Front and
Building Opportunities
There are several interesting buildings in the Ephrata CBD.
Unfortunately, years of covering them up with homemade signage,
inappropriate painting, false facades and a general lack of
maintenance makes it hard to know how special many core area
buildings could be. Without any guidance, there is no set
standard for design or quality, and it shows. Ron's Quick Lube,
Zoe, The Bell Hotel, and the Lauzier Foundation Building are
great examples of fine street facades. They look like the owners
care for their property, invest in maintaining the assets and all
show the level of quality that is possible in Ephrata. Brag about
them and use their owner's commitment to show others how
important the overall look of the CBD translates to business
profits and customer loyalty.
Central Business District Parking
As with many communities we have worked with, CBD
parking in Ephrata is an issue currently before the City Council.
Parking is perceived to be a problem affecting the business
district. A visual analysis was conducted of the parking supply
during several different time periods. The first period was from
8 to 9 am on weekdays. There was no significant shortage. The
next period studied was weekdays from noon to 1 pm. Demand
was the strongest during this time, but short-term parking was
still available. A third period from 3 pm to 6 pm was monitored.
A fourth weekend period was studied from 10 am to 3 pm on
Saturday. Observations indicate that there is more than adequate
parking available. Today there are more than 1,000 individual
parking spaces on and off street in the Ephrata CBD.
17
Ephrata Central Business District Parking Inventory
(as of 7/1/03)
On-Street Count
Block #
South
North
West
East
total by block
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
0
0
0
18
15
10
12
15
13
12
11
13
12
20
7
12
12
10
10
10
10
17
15
6
15
15
11
7
8
15
14
12
12
9
18
15
14
6
0
10
5
8
8
10
13
10
13
12
0
0
0
0
13
15
10
10
0
0
0
0
0
0
0
0
0
5
0
17
0
8
0
15
4
7
5
9
6
11
10
7
0
0
3
0
6
5
9
9
12
2
0
4
5
5
3
5
1
0
0
7
16
8
10
0
15
2
0
7
11
13
12
11
7
5
10
0
0
5
0
4
4
9
10
10
6
0
5
5
1
0
4
0
0
5
12
8
28
23
29
41
19
34
33
45
39
44
41
35
35
32
10
17
18
19
36
43
42
39
21
10
25
25
15
12
13
15
14
29
40
42
Totals
378
212
182
191
963
18
Ephrata Core Area Maintenance
The Ephrata CBD needs a maintenance strategy. The visitors
to the CBD saw this year's Christmas decorations up until mid
to late February. Sidewalk washing, window washing and curb
cleanup go undone for several weeks. Weeds, un-watered areas,
and litter are creating eyesores. There are many unattended
vacant lots. This is not acceptable in quality communities. The
CBD must lead the way when it comes to maintenance and
cleaning, especially in today's competitive marketplace.
With the Grant County Courthouse and Jail located in the
CBD, it makes them a logical partner for a new CBD maintenance
plan. Working with the Grant County Courts, people serving
time in jail, or those sentenced to community service, could
work to clean and preserve the inviting appearance of Ephrata.
Share the cost with the County and City. This is another very
visible public-private partnership with benefits for all involved.
It gives the County's jail guest something to do, it raises a little
money for the City/County, and it keeps Ephrata looking inviting
and open for business. Spokane has a good program to emulate.
It is managed by the Downtown Spokane Partnership and the
Spokane County Courts. "Good ideas are borrowed, Great ideas
are stolen". Steal this one.
Coupled with three off-street lots and over 20 vacant lots in
the district, core-area parking is not Ephrata's business
development problem. Ephrata's parking challenge can best be
addressed through appropriate signage, employer/employee
education and management of this valuable, but adequate, core
area asset. Adequate, available and convenient parking should
be mentioned in every CBD merchandising advertisement or
news story.
19
In Bartow, Florida, every Friday morning the businesses that
line the core-area streets wash their sidewalks, windows and
store fronts. They maintain their trees and flower plantings at
the same time. After the cleaning is done a city street washer
comes by and finishes the job. Bartow starts clean and beautiful
every Friday morning. This tradition has been very good for the
merchants and the property owners. Their program has built
camaraderie within the group and mutual appreciation between
the businesses and their community.
Core Area Signage
Highway Signage
Ephrata's signage issues begin at the intersection of Highways
17 and 282 and continues into the core area. If you had the
choice of going to the Grand Coulee Dam or some town named
Ephrata; which way are you going to go? This intersection area
is a great location for a quality sign that invites you, no, challenges
you, to visit Ephrata. Opportunity missed. The Basalt Column
signs, as you get closer to town, are interesting, but ineffective
and appear as if they are falling down. At the intersection of
Highway 282 and 283 there is nothing that merchandises the
CBD or directs you to the features of the community.
Window Displays and Merchant Signage
Very few of the Ephrata businesses rotate their window
displays with any regularity. That's a shame. Good window
displays are probably the easiest and least expensive way to alert
your loyal customer base that there is something new in the
store. Great window displays don't have to be large, just thought
provoking, entertaining and merchandising in nature. A few
merchant workshops on visual merchandising and product
presentation would be easy to arrange.
If there is a sign ordinance in the City of Ephrata, it is not
being enforced. Painted out merchant signs are left up for
months, maybe even years after an establishment has closed.
Home-made crude signs on store fronts in the CBD aren't quaint,
they are embarrassing. This practice and acceptance conveys a
message of: lack of faith in the business climate, lack of
enforcement of community codes, and definitely erodes the
positive CBD business environment into a place where businesses
go to die. This should be unacceptable.
Directional Signage
The modest Ephrata directional signage helps, but it's not
enough. Where's the Courthouse? the PUD? the Library? the
Hospital? Visitor Information or the Chamber of Commerce?
There is still a major sign on Basin that says the Chamber of
Commerce is located in the building, but it's not. It has moved
to Alder Street. I'll bet Ephrata visitors don't really appreciate
that little inconvenience. What about; off-street parking for RVs,
public bathrooms, parks and trails, the new pool/aquatic center,
law enforcement, etc., etc? People need to be able to find these
places.
20
Along the main streets of Ephrata are many opportunities
for wall murals. These walls give the community a chance to
tell its story: Who you are, where you come from, what's
important to Ephrata, and the history of the community. But
if you are going to establish a mural plan, you will need to
establish rules and set levels of professionalism and quality.
Also, Ephrata gets very warm in the summer. Any mural
application must take the weather into consideration with a
realistic, long-running maintenance plan.
The Ephrata Chamber of Commerce will be expected to
answer these questions and many more. Develop a professionally
created piece and distribute it to all rate payers/PBIA businesses
and property owners. Make it available to community leaders
and all other interested and potentially supportive groups and
individuals. Establish the community's revitalization goals, tell
the complete story in print and pictures and start building
support.
Organizational Newsletter
Downtown Marketing Plan
and Campaign Budget
Organization/Corporate
Communications Needs
The Ephrata effort has got to be a continuing story with new
developments and opportunities every month. That's why you
should reconfigure your newsletter. It needs to be much more
exciting and opportunity oriented. Each month there should
be an important CBD story/opportunity that is available no
where else.
After the group has reorganized and approved its new, more
aggressive Program of Work, it will need to start communicating
with the community, governments, and its potential market.
Define Target Market
and Market Position
Corporate Logo
In an effort to stretch marketing funds, Ephrata needs to
target advertising campaigns to specific audiences: Primary,
Secondary, Remainder of Grant County, Major
Employer/Employees and the growing Tourism and Visitor's
markets.
Where will all of our customers come from? Specifically
speaking:
CITY OF
Ephrata
Primary and Secondary Markets
Ephrata needs to re-assess who its target audience is. When
you combine the population bases of the Ephrata and the closeby communities of Quincy and Soap Lake, the potential consumer
base doubles. Add in Moses Lake and Grand Coulee and the
customer base is increased by 400%. If we have good products,
in a good location, priced properly, they will come. We just
have to let them know Ephrata has what they want and is ready
to receive them. Add in the rest of Grant County and the
Tourism/Visitor base and the Ephrata market has grown by
1,000%. We have included the Retail Sales Taxes report for
Grant County and selected communities to illustrate the potential
retail sales that could be happening in the Ephrata CBD.
Start by redesigning the corporate mark (logo). Get a
professional involved right from the start. This will save time
and money. Corporate marks are not just a name and a pretty
image, they have a job to do. Establish design goals to work
from.
• It must convey confidence, now and into the future
• It must represent reality, the true essence of the Ephrata
community
• It must be easy to be used in all forms of media (print
and broadcast)
• It must be uniquely recognizable, effective, and efficient
Another customer base going unorganized are the employees
of the major employers in the community. These people are
very identifiable, have good or better jobs and need the goods
and service Ephrata should offer. Is anybody advertising to
them?
Population Counts
Primary Target Communities
Ephrata
6,808
Quincy
5,044
Soap Lake
1,733
13,585
Secondary Target Communities
Moses Lake
27,650
Grand Coulee
897
28,547
Remainder Grant County
32,566
We have used a simple Ephrata logo in our report. It is to
be offered as an example of the commercial art possibilities.
Association Sales Materials
Very early on, the group will need a good sales/information
package. It tells the complete Ephrata PBIA story, and is used
to win new support. Printed information about the revitalization
effort will be needed, corporate in look and very business-like.
•
•
•
•
•
•
•
•
Who's involved?
What are we doing?
Why are we doing it?
When?
Who's going to benefit?
How much will it cost me? And the community?
How do I get involved?
How will we measure our success?
Total Grant County
74,698
21
Ephrata City and County Government
Workforce and Major Employers
Employer
Grant County PUD
Grant County
Walmart
Ephrata School District
Columbia Basin Hospital
City of Ephrata
Ephrata Steel Fabricators
Forum Truss
Molitor Packing
The Washington State Highway 17 Visitor Profile reflects this
trend. This was a survey profiling visitors along Highway 17
using tourism venues at Othello, Warden, Moses Lake, Ephrata,
Coulee City and Coulee Dam July-October 2000. Of the
respondents, 70% were traveling away from home and staying
overnight in Washington State; one third (34%) were overnighting
along Highway 17.
Employee Count
577
565
340
242
160
138
30
19
15
Of the One Third staying on Highway 17, one third of them
were in the 35-54-age category. The average age was 42. Their
average household income was $69,789 and more than half
Tourism and Visitors
Tourism remains a strong economic driver in Grant County
and has grown significantly in importance to the county economy.
Ephrata needs to get a greater share of this traffic. Many of the
tactics described in this report will help slow visitor traffic, getting
them to stop and buy.
(51%) were traveling with children. While almost 10% were
international travelers, almost 80% of these were Canadian.
The average length of stay on Highway 17 was 3.6 nights.
Half of the overnighters were camping and 2 out of 3 of these
campers were using an RV. The largest groups of travelers by far
come from Washington State (54%). Of them, the majority is
from King County (27%), Snohomish (15%) and Pierce (11%).
The only other U.S. states of any significant numbers are
California with 5% and Oregon with 3%. More travelers come
from Canada than states outside of Washington.
According to the Washington State report on Canadian Travel
to Washington State, travelers from British Columbia spent
nearly 250 million dollars in Washington State in 1997.
Washington is only slightly behind California as the highest
visited state and dollars spent. Washington beats Hawaii, Nevada,
Arizona and Florida for BC travel money. This does not hold
true of the other provinces, Capturing only 3.7% of Alberta's
overnight travel expenditures and coming in 30th and
insignificant for Ontario. A very low proportion of these Canadian
visitors bring children, 2 of 5 pleasure travelers are over 55 and
this group is growing in Canada as well as in the United States.
Grant County Tourism Economic Impact
The significant statistics taken from the Washington State
County Travel Impact statement 1991-2000 and the Washington
State Lodging Tax Report 1994-2000 regarding Grant County
are as follows:
Why do travelers visit Grant County? Answers to the Highway
17 Visitor Profile varied. Many overnight visitors gave multiple
answers when asked "Most Important Reason" for visit. Outdoor
recreation and historic/cultural site were nearly even at 46% and
45% respectively. Another 40% answered "tour Highway 17",
21% responded "view wildlife" and 14% fit the category of
"business."
• Destination spending, excluding air transportation, has
grown from 101.9 million dollars in 1991 to 128.9 million
dollars in 2000 for Grant County.
• Employment directly generated by travel spending totals
over 2,500 jobs, nearly 6% of all jobs in Grant County.
• Local taxes generated by travel spending equals 1.8 million
dollars, double what it was in 1991.
• Distribution of State-Shared Hotel/Motel Taxes doubled
for Grant County from the period of 1996 through 2000.
• Distribution of Additional Hotel/Motel Taxes rose over
20% for Moses Lake alone from 1998 through 2000.
Overnight visitor activities include sightseeing (73%),
historic/cultural site (54%), shopping (36%), hiking (35%),
wildlife viewing (31%), watersports (28%), fishing (22%), boating
(19%), festival/event (17%), bird watching (13%), golf (10%),
cycling/mt. bike (9%) and hunting (4%).
22
Journal and using both their 3,200 paid circulation newspaper
and the 9,354 free distribution circulation publications will
cover the primary marketing target very well. A combination
buy with the Columbia Basin Herald could be used for the
secondary market. With some aggressive negotiations with both
newspapers, the PBIA could contract with member advertisers
and create a cost savings incentive for advertiser participation.
Cooperative advertising will help everyone save money and
increase Ephrata advertising lineage in the area publications.
More Marketing = More Customers.
In reviewing the past six months of the Grant County Journal
we find no consistent advertising from the Ephrata CBD. Safeway,
Walmart , Big R, Les Schwab Tires, Schuck's Auto Supply, Rite
Aid, Able Building Supply and the local Dodge Dealer are the
market's larger advertisers, but there is never a united advertising
message from the Ephrata CBD. Based upon our on-the-streetinterviews, many people find the CBD lacking in selection,
consistency of open store hours and a perceived lack of customer
service. Shopping for many of the essentials is done out of the
CBD, and for some, completely out of the community. A
consistent, well-produced advertising program could go a long
way to change these beliefs and practices.
Know Your Market Area
Ephrata Taxable Retail Sales And Unit Count
by the four Quarters of 2002
2001
2002
Quarter/Season Information
Information %Change
1st QuarterWinter/Spring 910 22,744,804 879 23,620,855 3.9%
2nd QuarterSpring/Summer 967 21,396,427 950 27,461,169 28.3%
3rd QuarterSummer/Fall
888 23,087,535 955 26,114,710 13.1%
4th QuarterFall/Winter
991 29,831,320 1,059 27,281,704 -8.5%
How these travelers are influenced on their travel plans is
also telling. While traveling, 59% answered "YES" to changing
their itinerary because of a brochure picked up along the way.
Word of Mouth rated 50% influence and Visitor Centers were
credited with 44% influence. Influence on their itinerary by
overnight visitors came from family/friends (34%), the internet
(24%), Chamber-CVB (15%), State Tourism (13%) Direct Mail
(8%) and TV, newspaper and magazines each at 6%. The
internet has grown in use with 71% reporting getting information
for this trip and 45% getting rates and making reservations.
Travel spending in Washington State totaled approximately
$10.8 billion in 2001. Since 1991, travel spending has grown
4.5% annually, two times the rate of inflation. Visitors to
Washington State spend the following:
•
•
•
•
•
•
•
TAXABLE RETAIL SALES AND UNIT COUNT
Annual Comparison
1996 - 2001
$2.4 billion on food and beverage
$2.0 billion on air transportation
$1.5 billion on accommodations
$1.6 billion on retail purchases
$1.5 billion on ground transportation
$1.3 billion on recreation
$524 million at food stores
Year 2001
Ephrata
Year 2000
Visitors to Washington made 67.8 million trips and spent
148.2 million visitor days in the state, an average of 2.19 days
per visit. Grant County has proved very successful in marketing
itself for tourism.
Ephrata
Year 1999
Ephrata
Year 1998
Ephrata
Timing/Annual Retail/Service
Business Promotion Plan
Year 1997
Ephrata
Year 1996
Ephrata
Based upon information from the Washington State Department
of Revenue, it can be summarized that the community of Ephrata
has a very traditional retail sales curve. Retail sales in the area
follow traditional retail sales cycles based upon; seasons of the
year, major holidays, major events and major employer pay days.
Ephrata should take advantage of these trends when planning
its retail/service promotion. Working with the Grant County
CY 01
Unit
Count
CY 01
Taxable
Retail Sales
CY 02
Unit
Count
CY 02
Taxable
Retail Sales
Percent
Change
1,517
74,646,184
1,545
97,008,665
30.0%
1,500
75,396,844
1,517
74,646,184
-1.0%
1,500
71,815,691
1,500
75,396,844
5.0%
1,490
73,390,279
1,500
71,815,691
-2.1%
1,400
67,042,883
1,490
73,390,279
9.5%
1,338
62,286,425
1,400
67,042,883
7.6%
Taxable Retail Sales and Unit Count Calendar Year, 1996 - 2001 Report
Washington State Department of Revenue
23
TAXABLE RETAIL SALES AND UNIT COUNT
For All Cities and Counties in Washington State
By Calendar Year Comparison
Uninc. Grant Co.
Coulee City
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
Taxable Retail Sales And Unit Count 3rd Quarter, 2002
Comparison of Q3/01 to Q3/02
CY 01
Unit
Count
CY 01
Taxable
Retail Sales
CY 02
Unit
Count
CY 02
Taxable
Retail Sales
Percent
Change
1,279
418
296
1,545
269
568
132
62
572
3,057
1,290
527
477
624
143
151,862,708
8,175,983
2,632,615
97,008,665
4,025,868
20,077,819
418,437
99,978
15,633,408
383,675,330
56,855,031
12,073,896
7,108,177
11,698,887
787,993
1,345
436
274
1,544
271
596
144
70
633
3,225
1,333
546
510
633
146
123,002,392
5,218,533
2,200,108
104,459,942
4,249,457
18,821,209
422,209
109,663
13,290,768
367,844,275
55,760,676
11,862,081
6,003,210
12,950,178
850,765
-19.0%
-36.2%
-16.4%
7.7%
5.6%
-6.3%
0.9%
9.7%
-15.0%
-4.1%
-1.9%
-1.8%
-15.5%
10.7%
8.0%
Q3 01
Q3 01
Unit Taxable Unit
Count Retail Sales
Uninc. Grant Co.
Coulee City
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
Taxable Retail Sales and Unit Count Calendar Year, 2002 Report
Uninc. Grant Co.
Coulee City
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
Q1 01
Taxable
Retail Sales
Q1 02
Unit
Count
709
205
112
910
124
313
66
34
302
1,896
722
288
269
348
70
19,641,822
1,324,249
378,413
22,744,804
656,275
4,127,197
86,569
26,173
2,378,073
87,932,912
11,503,045
2,265,030
2,269,562
2,341,681
174,908
687
224
127
879
133
347
58
27
326
1,965
754
295
265
381
69
Uninc. Grant Co.
Coulee City
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
12.2%
-11.1%
-10.7%
3.9%
61.4%
-2.8%
-30.0%
-51.1%
3.6%
-7.0%
0.8%
-1.5%
- 49.8%
15.9%
-34.7%
772
221
153
955
156
340
72
38
354
2,033
800
318
292
369
79
37,188,760
1,637,163
815,494
26,114,710
1,009,376
5,163,071
107,564
29,020
4,266,823
96,353,909
15,108,294
3,638,147
1,853,662
3,729,735
248,379
-30.4%
-33.8%
2.3%
13.1%
-6.5%
0.2%
-27.5%
-10.6%
-27.6%
-3.7%
-4.9%
-5.2%
4.4%
5.7%
40.6%
Q4 01
Unit
Count
Q4 01
Taxable
Retail Sales
Q4 02
Unit
Count
Q4 02
Taxable
Retail Sales
Percent
Change
821
246
180
991
160
365
66
34
342
2,132
809
317
277
388
73
36,705,575
2,032,312
763,467
29,831,320
1,420,810
6,057,845
61,422
24,874
2,953,461
96,798,481
14,335,543
3,030,036
1,355,554
3,090,797
209,046
874
242
157
1,059
146
384
99
36
381
2,200
855
337
333
403
80
28,128,936
1,076,579
389,603
27,281,704
928,205
4,593,874
195,240
39,922
3,192,551
92,507,041
13,315,439
2,789,887
1,485,257
3,204,106
270,162
-23.4%
-47.0%
-49.0%
-8.5%
-34.7%
-24.2%
217.9%
60.5%
8.1%
-4.4%
-7.1%
-7.9%
9.6%
3.7%
29.2%
Taxable Retail Sales and Unit Count Quarter 4, 2002 Report
The year Walmart located in Ephrata, retail sales taxes increased
by nearly 30%. Imagine what effect a revitalized CBD could
have on the local economy.
Taxable Retail Sales And Unit Count 2nd Quarter, 2002
Uninc. Grant Co.
Coulee City
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
Change
Taxable Retail Sales And Unit Count 4th Quarter, 2002
Q1 02
Taxable Percent
Retail Sales Change
22,036,203
1,176,601
337,898
23,620,855
1,058,926
4,011,686
60,557
12,795
2,464,156
81,737,148
11,589,651
2,231,437
1,138,373
2,715,134
114,200
53,415,301
2,473,685
797,227
23,087,535
1,079,955
5,152,178
148,463
32,448
5,894,532
100,030,487
15,891,426
3,837,451
1,775,785
3,528,667
176,621
Q3 02
Percent
Retail Sales
Taxable Retail Sales And Unit Count 1st Quarter, 2002
Q1 01
Unit
Count
753
213
151
888
129
315
69
30
321
1,966
791
293
277
374
76
Q3 02
Taxable
Count
Q2 01
Unit
Count
Q2 01
Taxable
Retail Sales
Q2 02
Unit
Count
Q2 02
Taxable
Retail Sales
Percent
Change
772
242
145
967
146
320
59
30
326
1,998
775
289
281
359
69
42,157,557
2,347,795
695,216
21,396,427
875,866
4,771,005
122,333
16,490
4,412,163
99,405,729
15,263,661
2,943,954
1,770,944
2,815,300
227,712
767
238
148
950
153
364
56
36
348
2,083
811
297
267
366
79
35,776,507
1,333,502
657,449
27,461,169
1,255,803
5,106,823
59,284
28,153
3,372,163
97,664,568
15,774,165
3,207,738
1,554,642
3,333,870
218,095
-15.1%
-43.2%
-5.4%
28.3%
43.4%
7.0%
-51.5%
70.7%
-23.6%
-1.8%
3.3%
9.0%
-12.2%
18.4%
-4.2%
24
Community Traffic Building
Calendar of Events
Community events should be considered as traffic-building
opportunities, but only if that is part of the event plan. It won't
just happen. We just attended the recent Ephrata Sage and Sun
Festival. It was a charming event, but it probably did nothing
to increase sales for the retail and service businesses in the CBD.
Most businesses were closed while hundreds of potential
customers lined the streets for the parade. As soon as the parade
was over, virtually everyone headed up to the Courthouse for
the other event activities. Basin Street returned to a vacant street
with very little foot traffic. Plan for consumers to participate at
the event and in the stores. There shoud be great window
displays, employees working the front of the store and signs that
say "Our Bathrooms are Open". Getting the event audience to
stay around awhile and shop at home should be part of every
CBD traffic-building event.
Ephrata 2003 Community Event/Activity Calendar
Date
Event Name
January
1
Beezley Hill Climb- Hat Contest, Parks & Rec.
February
8
Coulee Corridor "Big Event"
22
Farmer’s Appreciation Dinner
March
22
Canal Caper
April
12
Ephrata Community Easter Egg Hunt
19
Ephrata Lions Fishing Derby
25
"Taste of the Basin" Food & Wines Auction
May
2
Beezley Burn Race
3
Pro 4 NW Pickups, Hornets, Hobby Stocks, and C.R.O.W.
10
NW Bump to Pass, Hornets, Mini Stocks. Street Stocks
14-17
Aerobatics Apple Cup Championships
17
NW Outlaw St. Stock Series, Mini Stocks, Hobby Stocks, C.R.O.W.
24
Memorial Day - Demo Derby
31
NW Bump to Pass, Hornets, Mini Stocks, Street Stocks, C.R.O.W.
June
7
N.S.R.A. – Rebel Jackson Memorial, Street Stock, Hornets
12-15
“Sage-N-Sun Festival”
13-15
Grant Co. Living Museum
14
SAGE and SUN 2nd Annual MUD BOGS
14
Lion's Fun Run
21
Pro4 NW Pickups, Mini Stocks, Hobby Stocks, Street Stocks
21
Farmer’s Market
29-30
Region 8 Soaring Championships
28
NW Outlaw Compacts, Hornets, Street Stocks, C.R.O.W.
July
1-6
Region 8 Glider Soaring Championships
5
NW Modifieds, Hornets, Mini Stocks, Hobby Stocks
12
Mid Season Races - all local classes
19
Pro4 NW Pickups, Hornets, Mini Stocks, Street Stocks
26
Hornets, Hobby Stocks, Street Stocks, C.R.O.W.
August
2
Central WA Late Model Challenge, Mini Stocks, C.R.O.W., NW Bump/Pass
9
Hornets, Mini Stocks, Hobby Stocks, Street Stocks
23
Mini Stocks, Hobby Stocks, Street Stocks, C.R.O.W.
30
WA Midget Racing Assoc., Golden Wheels, Canadian Old Timers, C.R.O.W.
September
6
NW Bump to Pass, Hornets, Mini Stocks, Street Stocks
13
Season Championships, all classes
20
Grant Co. Living Pioneer Days
October
4
ST. Rose of Lima Champagne Auction
"Harvest on Basin Street"
November
11
Veterans Day Parade
December
6
Christmas "Mint Explosion",
6
Arts and Crafts Bazaar
25
Location
Contact Phone Number
Ephrata
(509) 754-4426
ERC
ERC
(509) 754-4656
(509) 754-4656
Grandview Heights
(509) 754-5506
Ephrata
Ephrata
Ephrata
(509) 754-4656
(509) 754-4656
(509) 754-4656
Ephrata
Ephrata Raceway Park
Port of Ephrata
(509) 754-4426
(509) 754-9377
(509) 754-9377
(509) 754-3508
(509) 754-9377
(509) 754-9377
(509) 754-9377
Ephrata
Ephrata
Ephrata
Ephrata
Port of Ephrata
(509) 754-9377
(509) 754-4656
(509) 754-3334
(509) 754-9377
(509) 754-4656
(509) 754-9377
(509) 754-2011
(509) 754-3508
(509) 754-9377
Port of Ephrata
(509) 754-3508
(509) 754-9377
(509) 754-9377
(509) 754-9377
(509) 754-9377
Raceway Park
(509) 754-9377
(509) 754-9377
(509) 754-9377
(509) 754-9377
Ephrata
(509) 754-9377
(509) 754-9377
(509) 754-4656
St.Rose School
Ephrata
(509) 754-4656
(509) 754-4656
Ephrata
(509) 754-4656
Ephrata
ERC
(509) 754-4656
(509) 246-9315
One new event idea we are suggesting is actually a series of
summer activities. Targeted at the primary, secondary and
visitor/tourist audiences, these activities will add life to the
Ephrata streets. The Ephrata Plaza with the Rock Park Coffee
House next door makes for an excellent event venue. Currently
it does not appear as if the Plaza is programmed on any kind
of consistent basis. Change this and this venue combination
can become the community's special meeting place and can
expose potential customers to the ever-improving Ephrata CBD.
For more information about Ephrata community events contact:
PO Box 275
Ephrata, WA 98823
(509-754-4656)
fax-509-754-5788
echamber@bossig.com
www.ephratawachamber.com
26
On-Going Community Public Relations
Much too often the only news reported about the Central Business
District is negative. Ephrata needs to counteract this with a
timely, newsworthy public relations campaign. People really
do care about the community and their downtown. Well written
stories about CBD professionals, core-area activities and profitable
businesses makes for great editorial copy. News Releases about
Ephrata economic development, parking, retail stores, local retail
sales trends and local business expansion are highly sought after
stories. The Ephrata PBIA needs to establish a partnership
relationship with local Ephrata and other regional media. Once
reports recognize that there is a reliable source that provides fact
and photographs with support follow-up information, they use
it.
27
Ephrata Tomorrow
A Planned/Retirement Community
If there was a way to:
•
•
•
•
•
•
Revitalize an active Central Business District
Add 500 middle class families to Ephrata
Rebuild the Hospital and Expand Care Facilities
Build a New Golf Course
Improve Community Parks and Paths/Trails
Enlarge the audience for the new
Community Swimming Pool
• Build a new property tax base
• Not negatively impact the local schools
• Build 500 New Homes over the next 7 years
Establish a focus group to study the cost and benefits of this
idea. Studies have suggested this idea for Ephrata; just maybe
it has merit.
The Ephrata Airport
.......would Ephrata do it?
It has been recommended in several previous studies that
Ephrata consider becoming a planned community for the active
seniors- 55 years old and older. We would agree. Ephrata has
plenty to offer and this idea has plenty to offer Ephrata. This
population group is growing quicker than any other portion of
American society and they have money to spend and invest.
They'll need a home. A combined effort with Soap Lake could
locate an affiliated spa, taking advantage of the world famous
“healing waters” of Soap Lake. Ephrata’s positive characteristics:
•
•
•
•
•
•
•
•
•
•
•
The Ephrata Port District and Municipal Airport are an ideal
manufacturing location for a sporting goods company. Why
not gliders, ultra-lights, camping gear, camp trailers, tents, boats,
mountain climbing equipment, parkas, gloves, boots, skis, ropes,
the list goes on.
•
•
•
•
•
•
Low crime rate
Good medical facilities
Inexpensive land to develop
Relatively inexpensive homes
Inexpensive services offered
Great weather (not that much different than many sun
belt desert communities).
Close to major metropolitan areas, but not too close.
World-class recreation and outdoor sportsman attractions.
Private airport
Close to higher education
Located on a major highway, close to a major freeway
There are sites available
Distribution is easy
Inexpensive labor
Regional recreation reputation
A welcoming governmental environment
A ready customer base in the Northwest region and the
Pacific Rim counties
Establish a focus group to study the cost and benefits of this
idea. Job creation is very competitive. It's time for Ephrata to
go out and find some new investing partners.
Ephrata Municipal Airport
Weather Station of the U.S. Weather Service
Located in Ephrata in Grant County, Washington, Ephrata Municipal Airport is at an elevation
of 1259 feet and was established as a weather station on 01 Feb 1935.
From 1971 to 2000, the following average readings were recorded:
Months of the Year
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
YEAR
Average High Temp.
34.3
42.1
53.6
63.6
72.8
80.5
88.2
87.6
78.1
63.3
45.0
34.4
62.0
Average Low Temp.
21.7
27.1
33.2
39.6
47.9
54.9
61.2
60.3
51.2
40.1
30.3
22.5
40.8
Monthly Precipitation
.83
.78
.75
.43
.64
.51
.44
.25
.37
.47
1.03
1.19
7.69
Heating Degree Days
1148
850
668
405
182
60
17
13
123
416
821
1133
5836
Cooling Degree Days
0
0
0
3
37
141
316
289
112
2
0
0
900
28
Mountain Bike Festival/Race
priorities, a group of loyal investing partners and a constituency
that is willing to follow and assist. We believe that Ephrata has
this potential.
The Ephrata area would be a great location for a mountain
bike/bicycle race festival. The highway between Quincy and
Soap Lake going through Ephrata is perfect. The hills to the
north could offer a challenging downhill course. Needed
hotel/motel rooms and other hospitality providers are in the
immediate area and Ephrata businesses have the supplies and
inventories needed. This event could be a week-long festival
with sanctioning ties to the U.S. Olympic team bringing
additional news coverage to the community and presenting
Ephrata to a world-wide audience
While researching this report several names of community
leaders emerged. Organizing this group and establishing
commonly-held community goals would be a great start to the
revitalization of Ephrata and the community central business
district.
Rita Tuller - Ephrata Chamber of Commerce, Director
work phone (509) 754-4656
Jack Patrick - Real Estate,
work phone (509) 754-9511
Lowell Moore - Owner of Moore Furniture and CBD property
work phone (509) 754-4755
Gary Ramm - Owners of Binger's Oil
work phone (509) 754-4606
Hank Worden-Edward Jones Investments
Work phone (509) 754-4370
Randy Boroff - Owners of Britches & Rhinestones
Boutique/Community Promoter
work phone (509) 754-1241
Dave Canfield - Community Activist and Investor
work phone (509) 754-2027
Wayne & Judy Woodmansee - Retired
home phone (509) 754-0526
Chelan Kleyn and Dad Mike Tabler , Lauzier
Foundation/Attorney
work phone (509) 754-3209
Jim Cherf, Immediate Past-City Manager
City of Ephrata
Deborah Moore - Grant County Commissioner, District 3
work phone (509) 754-2011
Vivian Peterson - Senior Planner
Planning and Community Development, City of Ephrata
work phone (509) 754-4601
Fran Wolff - Owner, Zoe Vintage Furnishings/Home
Decor/Garden
work phone (509) 754-4404
Bob Richardson
Advertising Manager Grant County Journal
work phone (509) 754-4636
A task force should be established to look into the possibilities
and potential sponsorships.
Report Recommendations
1. Create interest and support for a new Ephrata Central
Business District (CBD) revitalization campaign.
2. Redefine the CBD into a larger unit.
3. Create a self-initiated Main Street Program.
4. Encourage the Ephrata Chamber of Commerce to manage
this new program.
5. Research the possibilities of creating a Parking and Business
Improvement Area (PBIA).
6. Establish PBIA.
7. Ephrata Chamber of Commerce contacts with the City of
Ephrata for funding and management of the PBIA.
8. Reorganize the Ephrata Chamber of Commerce using
National Main Street Center Four-Point Approach and PBIA
organizational requirements.
9. Develop new Program of Work.
10. Establish business retention/expansion team.
11. Develop CBD design and aesthetics guidelines.
12. Offer building design workshops.
13. Create a new Ephrata CBD parking strategy.
14. Create an Ephrata CBD maintenance plan.
15. Create Ephrata CBD signage guidelines and enforce sign
ordinance.
16. Offer visual merchandising workshop.
17. Create a new Ephrata marketing plan and implement.
18. Explore possibilities of a planned/retirement community.
19. Continue to find Ephrata Airport industry partner.
20. Explore the possibilities of an Ephrata based Mountain Bike
Festival/Race.
Ephrata Entrepreneurs: All under 36 years old
Brian & Wendy Turnbull
Rock Park Coffee Shop Owners
work phone (509) 754-0300
Shane Heston
Works for Canfield Insurance
work phone (509) 754-2027
Organizing Task Force
Eric & Betty Homer
home phone (509) 754-0273
This brings us to the end of our report. It is obvious to us
that Ephrata needs to reorganize its business component and
chart a new future. There is much to build upon and with the
right leadership, everything we have suggested in these pages is
possible to accomplish. As we have said before, this will not be
easy. Community renaissance takes dedicated leadership, new
29
Appendix
State of Washington
Revised Code of Washington
Chapter 35.87A RCW
PARKING AND BUSINESS IMPROVEMENT AREAS
SECTIONS
35.87A.010
35.87A.020
35.87A.030
35.87A.040
35.87A.050
35.87A.060
35.87A.070
35.87A.075
35.87A.080
35.87A.090
35.87A.100
35.87A.110
35.87A.120
35.87A.130
35.87A.140
35.87A.150
35.87A.160
35.87A.170
35.87A.180
35.87A.190
35.87A.200
35.87A.210
35.87A.220
35.87A.900
Authorized -- Purposes -- Special assessments.
Definitions.
Initiation petition or resolution -- Contents.
Resolution of intention to establish -- Contents -- Hearing.
Notice of hearing.
Hearings.
Change of boundaries.
Modification of boundaries.
Special assessments -- Legislative authority may make reasonable
classifications -- Assessments for separate purposes.
Special assessments -- Same basis or rate for classes not required
-- Factors as to parking facilities.
Ordinance to establish -- Adoption -- Contents.
Use of revenue -- Contracts to administer operation of area.
Use of assessment proceeds restricted.
Collection of assessments.
Changes in assessment rates.
Benefit zones -- Authorized -- Rates.
Benefit zones -- Establishment, modification and disestablishment
of area provisions and procedure to be followed.
Exemption period for new businesses and projects.
Disestablishment of area -- Hearing.
Disestablishment of area -- Assets and liabilities.
Bids required -- Monetary amount.
Computing cost of improvement for bid requirement.
Existing laws not affected -- Chapter supplemental -- Purposes may
be accomplished in conjunction with other methods.
Severability -- 1971 ex.s. c 45.
RCW 35.87A.010
Authorized -- Purposes -- Special assessments.
To aid general economic development and neighborhood revitalization, and to facilitate the cooperation
of merchants, businesses, and residential property owners which assists trade, economic viability, and
liveability, the legislature hereby authorizes all counties and all incorporated cities and towns, including
unclassified cities and towns operating under special charters:
(1) To establish, after a petition submitted by the operators responsible for sixty percent of the assessments
by businesses and multifamily residential or mixed-use projects within the area, parking and business
improvement areas, hereafter referred to as area or areas, for the following purposes:
(a) The acquisition, construction or maintenance of parking facilities for the benefit of the area;
(b) Decoration of any public place in the area;
(c) Sponsorship or promotion of public events which are to take place on or in public places in the area;
(d) Furnishing of music in any public place in the area;
(e) Providing professional management, planning, and promotion for the area, including the management
and promotion of retail trade activities in the area; or
NOTES:
Assessments and charges against state lands: Chapter 79.44 RCW.
(f) Providing maintenance and security for common, public areas.
(2) To levy special assessments on all businesses and multifamily residential or mixed-use projects
within the area and specially benefited by a parking and business improvement area to pay in whole
or in part the damages or costs incurred therein as provided in this chapter.
[2000 c 201 1; 1993 c 429 1; 1985 c 128 1; 1981 c 279 1; 1971 ex.s. c 45 1.]
RCW 35.87A.020
Definitions.
Unless the context clearly requires otherwise, the definitions in this section apply throughout this chapter.
(1) "Business" means all types of business, including professions.
(2) "Legislative authority" means the legislative authority of any city or town including unclassified cities
or towns operating under special charters or the legislative authority of any county.
(3) "Multifamily residential or mixed-use project" means any building or buildings containing four or more
residential units or a combination of residential and commercial units, whether title to the entire property
is held in single or undivided ownership or title to individual units is held by owners who also, directly
or indirectly through an association, own real property in common with the other unit owners.
(4) "Residential operator" means the owner or operator of a multifamily residential or mixed-use project
if title is held in single or undivided ownership, or, if title is held in a form of common interest ownership,
the association of unit owners, condominium association, homeowners' association, property owners'
association, or residential cooperative corporation.
[1993 c 429 2; 1971 ex.s. c 45 2.]
RCW 35.87A.030
Initiation petition or resolution -- Contents.
For the purpose of establishing a parking and business improvement area, an initiation petition may
be presented to the legislative authority having jurisdiction of the area in which the proposed parking
and business improvement area is to be located or the legislative authority may by resolution initiate a
parking and business improvement area. The initiation petition or resolution shall contain the following:
(1) A description of the boundaries of the proposed area;
(2) The proposed uses and projects to which the proposed special assessment revenues shall be put
and the total estimated cost thereof;
(3) The estimated rate of levy of special assessment with a proposed breakdown by class of business
and multifamily residential or mixed-use project if such classification is to be used.
The initiating petition shall also contain the signatures of the persons who operate businesses and
residential operators in the proposed area which would pay fifty percent of the proposed special
assessments.
[1993 c 429 3; 1971 ex.s. c 45 3.]
RCW 35.87A.040
Resolution of intention to establish -- Contents -- Hearing.
The legislative authority, after receiving a valid initiation petition or after passage of an initiation resolution,
shall adopt a resolution of intention to establish an area. The resolution shall state the time and place
of a hearing to be held by the legislative authority to consider establishment of an area and shall restate
all the information contained in the initiation petition or initiation resolution regarding boundaries, projects
and uses, and estimated rates of assessment.
[1971 ex.s. c 45 4.]
RCW 35.87A.050
Notice of hearing.
Notice of a hearing held under the provisions of this chapter shall be given by:
(1) One publication of the resolution of intention in a newspaper of general circulation in the city; and
(2) Mailing a complete copy of the resolution of intention to each business and multifamily residential
or mixed-use project in the proposed, or established, area. Publication and mailing shall be completed
at least ten days prior to the time of the hearing.
[1993 c 429 4; 1971 ex.s. c 45 5.]
RCW 35.87A.060
Hearings.
Whenever a hearing is held under this chapter, the legislative authority shall hear all protests and receive
evidence for or against the proposed action. The legislative authority may continue the hearing from
time to time. Proceedings shall terminate if protest is made by businesses and residential operators in
the proposed area which would pay a majority of the proposed special assessments.
[1993 c 429 5; 1971 ex.s. c 45 6.]
RCW 35.87A.070
Change of boundaries.
If the legislative authority decides to change the boundaries of the proposed area, the hearing shall be
continued to a time at least fifteen days after such decision and notice shall be given as prescribed in
RCW 35.87A.050, showing the boundary amendments, but no resolution of intention is required.
[1971 ex.s. c 45 7.]
RCW 35.87A.080
Special assessments -- Legislative authority may make reasonable classifications -- Assessments
for separate purposes.
For purposes of the special assessments to be imposed pursuant to this chapter, the legislative authority
may make a reasonable classification of businesses and multifamily residential or mixed-use projects,
giving consideration to various factors such as business and occupation taxes imposed, square footage
of the business, number of employees, gross sales, or any other reasonable factor relating to the benefit
received, including the degree of benefit received from parking. Whenever it is proposed that a parking
and business improvement area provide more than one of the purposes listed in RCW 35.87A.010,
special assessments may be imposed in a manner that measures benefit from each of the separate
purposes, or any combination of the separate purposes. Special assessments shall be imposed and
collected annually, or on another basis specified in the ordinance establishing the parking and business
improvement area.
[1993 c 429 6; 1985 c 128 2; 1981 c 279 2; 1971 ex.s. c 45 8.]
RCW 35.87A.090
Special assessments -- Same basis or rate for classes not required -- Factors as to parking
facilities.
The special assessments need not be imposed on different classes of business and multifamily residential
or mixed-use projects, as determined pursuant to RCW 35.87A.080, on the same basis or the same
rate. The special assessments imposed for the purpose of the acquisition, construction or maintenance
of parking facilities for the benefit of the area shall be imposed on the basis of benefit determined by
the legislative authority after giving consideration to the total cost to be recovered from the businesses
and multifamily residential or mixed-use projects upon which the special assessment is to be imposed,
the total area within the boundaries of the parking and business improvement area, the assessed value
of the land and improvements within the area, the total business volume generated within the area and
within each business, and such other factors as the legislative authority may find and determine to be
a reasonable measure of such benefit.
[1993 c 429 7; 1971 ex.s. c 45 9.]
RCW 35.87A.100
Ordinance to establish -- Adoption -- Contents.
If the legislative authority, following the hearing, decides to establish the proposed area, it shall adopt
an ordinance to that effect. This ordinance shall contain the following information:
(1) The number, date and title of the resolution of intention pursuant to which it was adopted;
(2) The time and place the hearing was held concerning the formation of such area;
(3) The description of the boundaries of such area;
(4) A statement that the businesses and multifamily residential or mixed-use projects in the area
established by the ordinance shall be subject to the provisions of the special assessments authorized
by RCW 35.87A.010;
(5) The initial or additional rate or levy of special assessment to be imposed with a breakdown by
classification of business and multifamily residential or mixed-use project, if such classification is used;
and
(6) A statement that a parking and business improvement area has been established.
(7) The uses to which the special assessment revenue shall be put. Uses shall conform to the uses as
declared in the initiation petition presented pursuant to RCW 35.87A.030.
[1993 c 429 8; 1971 ex.s. c 45 10.]
RCW 35.87A.110
Use of revenue -- Contracts to administer operation of area.
The legislative authority of each city or town or county shall have sole discretion as to how the revenue
derived from the special assessments is to be used within the scope of the purposes; however, the
legislative authority may appoint existing advisory boards or commissions to make recommendations
as to its use, or the legislative authority may create a new advisory board or commission for the purpose.
The legislative authority may contract with a chamber of commerce or other similar business association
operating primarily within the boundaries of the legislative authority to administer the operation of a
parking and business improvement area, including any funds derived pursuant thereto: PROVIDED,
That such administration must comply with all applicable provisions of law including this chapter, with
all county, city, or town resolutions and ordinances, and with all regulations lawfully imposed by the
state auditor or other state agencies.
[1971 ex.s. c 45 11.]
RCW 35.87A.120
Use of assessment proceeds restricted.
The special assessments levied hereunder must be for the purposes specified in the ordinances and
the proceeds shall not be used for any other purpose.
[1971 ex.s. c 45 12.]
RCW 35.87A.130
Collection of assessments.
Collections of assessments imposed pursuant to this chapter shall be made at the same time and in
the same manner as otherwise prescribed by Title 35 RCW or in such other manner as the legislative
authority shall determine.
[1971 ex.s. c 45 13.]
RCW 35.87A.140
Changes in assessment rates.
Changes may be made in the rate or additional rate of special assessment as specified in the ordinance
establishing the area, by ordinance adopted after a hearing before the legislative authority.
The legislative authority shall adopt a resolution of intention to change the rate or additional rate of
special assessment at least fifteen days prior to the hearing required by this section. This resolution
shall specify the proposed change and shall give the time and place of the hearing. Proceedings to
change the rate or impose an additional rate of special assessments shall terminate if protest is made
by businesses or multifamily residential or mixed-use projects in the proposed area which would pay
a majority of the proposed increase or additional special assessments.
[1993 c 429 9; 1971 ex.s. c 45 14.]
RCW 35.87A.150
Benefit zones -- Authorized -- Rates.
The legislative authority may, for each of the purposes set out in RCW 35.87A.010, establish and modify
one or more separate benefit zones based upon the degree of benefit derived from the purpose and
may impose a different rate of special assessment within each such benefit zone.
[1971 ex.s. c 45 15.]
RCW 35.87A.160
Benefit zones -- Establishment, modification and disestablishment of area provisions and
procedure to be followed.
All provisions of this chapter applicable to establishment or disestablishment of an area also apply to
the establishment, modification, or disestablishment of benefit zones pursuant to *RCW 35.87A.150.
The establishment or the modification of any such zone shall follow the same procedure as provided
for the establishment of a parking and business improvement area and the disestablishment shall follow
the same procedure as provided for disestablishment of an area.
[1971 ex.s. c 45 16.]
NOTES:
*Reviser's note: "RCW 35.87A.150" has been translated from "section 13 of this act," as the reference
to section 13, herein codified as RCW 35.87A.130, was apparently erroneous.
RCW 35.87A.170
Exemption period for new businesses and projects.
Businesses or multifamily residential or mixed-use projects established after the creation of an area
within the area may be exempted from the special assessments imposed pursuant to this chapter for
a period not exceeding one year from the date they commenced business in the area.
[1993 c 429 10; 1971 ex.s. c 45 17.]
RCW 35.87A.180
Disestablishment of area -- Hearing.
The legislative authority may disestablish an area by ordinance after a hearing before the legislative
authority. The legislative authority shall adopt a resolution of intention to disestablish the area at least
fifteen days prior to the hearing required by this section. The resolution shall give the time and place
of the hearing.
[1971 ex.s. c 45 18.]
RCW 35.87A.190
Disestablishment of area -- Assets and liabilities.
Upon disestablishment of an area, any proceeds of the special assessments, or assets acquired with
such proceeds, or liabilities incurred as a result of the formation of such area, shall be subject to
disposition as the legislative authority shall determine: PROVIDED, HOWEVER, Any liabilities, either
current or future, incurred as a result of action taken to accomplish the purposes of RCW 35.87A.010
shall not be an obligation of the general fund or any special fund of the city or town, but such liabilities
shall be provided for entirely from available revenue generated from the projects or facilities authorized
by RCW 35.87A.010 or from special assessments on the property specially benefited within the area.
[1971 ex.s. c 45 19.]
RCW 35.87A.200
Bids required -- Monetary amount.
Any city or town or county authorized by this chapter to establish a parking improvement area shall call
for competitive bids by appropriate public notice and award contracts, whenever the estimated cost of
such work or improvement, including cost of materials, supplies and equipment, exceeds the sum of
two thousand five hundred dollars.
[1971 ex.s. c 45 20.]
RCW 35.87A.210
Computing cost of improvement for bid requirement.
The cost of the improvement for the purposes of this chapter shall be aggregate of all amounts to be
paid for the labor, materials and equipment on one continuous or inter-related project where work is
to be performed simultaneously or in near sequence. Breaking an improvement into small units for the
purposes of avoiding the minimum dollar amount prescribed in RCW 35.87A.200 is contrary to public
policy and is prohibited.
[1971 ex.s. c 45 21.]
RCW 35.87A.220
Existing laws not affected -- Chapter supplemental -- Purposes may be accomplished in conjunction
with other methods.
This chapter providing for parking and business improvement areas shall not be deemed or construed
to affect any existing act, or any part thereof, relating to special assessments or other powers of counties,
cities and towns, but shall be supplemental thereto and concurrent therewith.
The purposes and functions of parking and business improvement areas as set forth by the provisions
of this chapter may be accomplished in part by the establishment of an area pursuant to this chapter
and in part by any other method otherwise provided by law, including provisions for local improvements.
[1971 ex.s. c 45 22.]
RCW 35.87A.900
Severability -- 1971 ex.s. c 45.
If any provision of this act, or its application to any person or circumstance is held invalid, the remainder
of the act, or the application of the provisions to other persons or circumstances is not affected.
[1971 ex.s. c 45 23.]

City of Ephrata Today and Tomorrow

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