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1StrategicPlan2018-2021CCBA BackgroundThe Clackamas County Business Alliance was formed in 2000 in order to support aprosperous business environment in Clackamas County. At that time, many sawClackamas County as a predominantly rural community adjacent to the economicpowerhouse of metropolitan Portland with a legacy of a natural resource basedeconomy. Several business leaders from the area advocated for the formation of theAlliance in order to help give a business voice to issues uniquely affecting ClackamasCounty.Although regular gatherings of business leaders and government officials providedopportunities for both groups to share information, perspectives and discuss policyfactors related to economic growth issues, without appropriate funding, the organizationwas not able to provide the substantive offerings -- or the promise of such -- to foster alarge or active member base.Gaining significant industry interest without funding or ready services was particularlydifficult given the Alliance had limited resources.Clackamas County Business Alliance Strategic1 Plan - PO Box 2156, Lake Oswego, OR 97035www.ccba.biz

21LoremCCBAIpsumStrategic Plan2018-2021CCBA2018-2021StrategicPlanWhat is Clackamas County?Economics:Today, Clackamas County accountsfor a full 12% of the nine countyPortland-Salem-Vancouver area’sGDP and one of only seven Fortune1,000 firms in Oregon is inClackamas County. With theexpense, taxes, and land-lockednature of the City of Portland,industry has expanded significantlyin Clackamas County. In the mostrecent Clackamas CountyEconomic Landscape analysis,Clackamas County’s economy grewat a faster rate year-over-year thanthe Portland metro regionaleconomy.The fastest GDP growth in thecounty is occurring in AdvancedManufacturing: Metals &Machinery, Professional BusinessServices, Wood Manufacturing, andFood & Beverage Processing.Population:Clackamas County is large anddiverse; it covers 1,879 square miles,yet 52% of the land is nationalforest. As of 2017, the populationwas 413,000, showing 22% growthsince 2000, with an unemploymentrate of 3.6%.During the last 17 years, the citiesthat added the most residentsincluded Happy Valley (15,335),Wilsonville (9,950), and OregonCity (8,410). The cities with thehighest growth rates during thisperiod included Happy Valley(330%), Sandy (100%), Wilsonville(69%), and Molalla (59%).Employment:Clackamas County is growing; thenumber of employed residents inClackamas County continues togrow, adding 25,200 jobs sinceJanuary 2010. On the other hand,the number of residents looking forwork continues to fall with only8,302 residents seeking work inJanuary.As of May 2018, Clackamas Countyadded 1,600 jobs from a year agowith health care and constructionleading the way. Job vacancies in2017 show that many jobs inconstruction, health care, andmanufacturing were hard to fill.2The strategic and supported growthof the traded sector in ClackamasCounty is paramount to thecontinued health of the county andthe region’s economic prosperity.There are many Portland-centricand statewide policy decisions thatare made that have the potential toimpact Clackamas Countyeconomic development. In addition,there are many issues unique toClackamas County that deservelocal industry attention and input tomaximize growth and economicdevelopment potential.The collective voice of ClackamasCounty’s businesses must be heardwhen critical policy and publicinvestment decisions are beingdeveloped.

CCBA Strategic Plan2018-2021 3CCBA MissionInform Influence ActThe Clackamas County Business Alliance is a non-profitassociation of business and community members thatare committed to the economic strength of ClackamasCounty. CCBA’s mission is to directly affect policymaking by leveraging the strengths of the public andprivate sectors to ensure the economic vitality ofClackamas County.“I n m y ro le a s Ma yor ofW il son vil l e I ha veObjectives Summaryb e com e m or e a n d m ore1. Inform: Exclusive access to reliable, timely, and qualityinformation.2. Influence: Build critical connections between leaders inbusiness and government.a wa r e o f the im p orta n ceof c onsi de ri n g di ve r sep e rsp e cti ve s. C CB Aco ntr ib ute s a n i m p orta n tvo ice to d isc ussi ons o fm u lti pl e issu e s an d3. Act: Shape public policy.p ol ic ie s a ffe cti ng ou re co nom y, o ur cit ie s, a ndou r p e op le . I l ookfor w ar d to th e con ti nu in gg row th of C C B Ae ng a g em e n t ac ro ss o urC ou nty a nd o urR e g io n.” - M ay or T i mK na pp , W il son vi ll e .3

CCBA Strategic Plan2018-2021Objective 1:Inform – Provide exclusive access to reliable, timely, and quality information Give businesses a competitive advantage to propel successInform Clackamas County Commissioners and other public officials about emerging businessplans that will impact the county’s economyAllow businesses to share and receive strategic information critical to their future successObjective 2: Influence - Build critical connections between leaders in business and government Provide access to elected and appointed government officialsServe as a safe place for open discussion of complex and controversial issuesFoster important professional relationshipsRecruit to expand and diversify membershipAmplify the visibility of CCBATarget new members from a select group of traded sector businesses and governmentAttract younger, emerging business leaders to ensure future growth and sustainabilityDiversify membership within and outside the countyObjective 3: Act - Shape public policy Develop a policy review processBe the collective voice of influenceInfluence and shape public policy as it is developedAdvocate for public policies that will foster the future growth and success of business inClackamas County4

CCBA Strategic Plan2018-20212018 – 2021 WORK PLANObjective 1: Inform - Provide exclusive access to reliable, timely,and quality informationGive businesses a competitive advantage to propel success CreatingCommunity Provide access to information and emerging public policy that is notavailable elsewhereGive businesses a strategic look into the future of Clackamas CountyHelp businesses expand their sphere of influenceFeature a mix of timely, challenging, or trending topics such as: issuesspecific to certain geographic areas, transportation, tax policy, land-use,infrastructure, etc.Inform Clackamas County Commission and other public officials aboutemerging business plans that can impact the county’s economy Ensure businesses have time to share their story with public officialsShare new and expanding business plans with policymakersProvide information and a forum for businessesAllow businesses to share and receive strategic information critical to theirfuture success Facilitate communication between businesses to support economicdevelopmentConnectingClackamasCounty .Objective 2: Influence - Build critical connections between leadersin business and governmentProvide access to both elected and appointed government officials Monitor future trends and influence public policy as it is formulatedEnsure communication and information sharing occurs betweengovernment and businessIdentify where collaborations on similar interests might be availableShaping the VisionFoster important professional relationships Create visibility for businessesCreate regular opportunities to gain information and insights throughpersonal interactions and dialogue5of ClackamasCounty

CCBA Strategic Plan2018-2021(2018-2021 Work Plan continued)Serve as a safe place for open discussion of complex and controversial issues Create a collaborative partnership that both businesses and governmentvalueWork personally and collaboratively to shape the future of thecommunityEnsure all sides of each issue are articulated for informed positions2018-2021StrategicPlanAmplify the visibility of CCBA CCBADevelop a new logo and rebranding strategyProduce new marketing materials and an updated websiteEngage elected officials to help recruit new membershipImplement digital and social media to share message with a wideraudienceTarget new members from a select group of traded sector businesses andgovernment Focus on high tech, manufacturing, agriculture, business andprofessional servicesTarget businesses that are large with high visibility that will encourageother businesses to join CCBAEstablish specific membership recruitment goals for each year over thenext three yearsProfile other traded sectors that are under-represented in CCBA anddevelop recruiting approaches appropriate to each. (e.g. foodprocessing, forest products, health care, warehousing and distribution,and development and construction).Focus on governmental groups like Greater Portland Inc., Metro,chambers of commerce in Clackamas County, Oregon Business &Industry, Regional Solutions, and the Oregon Legislature.Emphasize city recruitment within Clackamas CountyDevelop a strategy to attract superintendents from school districts inClackamas CountyAttract younger, emerging business leaders to ensure future growth andsustainability Offer mentoring opportunities: peer to peer model, not expert to noviceFocus on building the community for businesses, families, andemployeesCapitalize on new communications technology such as Skype,GoToMeeting, etc.6“W he n I a ssu m ed o url oca l g ov e rn m en t l ia iso np osit ion at N W N a tur al , Ire a l iz ed t h e v al u e o f CC B Adu ri ng m y fi rst m e e tin g ; som a ny de ci si on m a ke rs, a n di n on e pl a ce , di sc ussi ngthe ke y i ssue s of theda y. I’m th r il l e d to b e ap ar t of a n or ga n iz ati oni nfl ue n ci ng p ub l ic p ol i cyi n ou r co m m un ity . – N in aC ar l son, N W N a tur al .