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KITTITAS COUNTY, WASHINGTON The County's grovvth also raises concerns about water availability. Droughts have become more frequent, and water for new development is a limited resource. The County is currently working toward securing its water sources with the Yakima Basin lntegrated Plan, and support should continue for these efforts. Additionally, almost two-thirds of land in Kittitas County is publicly owned, and much of it is covered by forests. Recent droughts have increased wildfire risks, which are exacerbated by a growing population in these areas. For these reasons, sustainability will be a concern for the County as it aims to preserve its natural assets. With the presence of Central Washington University (CWU) there's an opportunity to develop knowledge in these areas. Building a more diverse economy, with a strong connection to ffre university, can help retain talent, including young people. lndividuals who participated in interviews and roundtables often shared concerns about the lack of opportunities for young people starting their careers in the County. Even though CWU is located in Ellensburg, most students do not stay in the County after graduation. One of the challenges in retaining young talent is the lack of diversity in the industries and jobs present within the County. Healthcare, education, retail, and accommodation and food services are the region's largest employers, but there is an opportunity to grow and develop other sectors to diversify the local economy. Light manufacturing, tourism, aviation, craft brewing, agriculture innovation, logistics and distribution all offer opportunities for diversification. The County's existing businesses and real estate assets relevant to these industries, such as Bowers Field and Snoqualmie Pass, strengthen the case for developing them further. Additionally, CWU is already a partner in some of these industries with its craft brewing, aviation training, and agriculture business programs. Continuing to invest in these programs and deepening the connection between the local economy and the university's offerings would improve talent retention. Achieving tfiis more resilienf and susfain able future will require better coardination and messaging among partners rcgardinE shared goals. Kittitas County can no longer afford to operate in silos. lts top challenges include managing growth, improving housing affordability, diversifying the economy, and sustaining its natural resources-challenges that are difficult to address, yet not insurmountable in a united region. The economic development workshops held throughout this project revealed a number of challenges facing these organizations. There is a need to clearly define roles, as there are overlapping roles among them, as well as gaps in some key functions. Some potential areas for collaboration include grant funding, community development projects, business leader mentoring, business development, and entrepreneurship. According to participants, the biggest challenges to collaboration are poor communication, limited resources, unclear roles, and the lack of trust and a shared vision among organizations. To take control of its future the County will need to unite its local governments, organizations, and resources and apply them toward common goals. This will require deliberate, frequent coordination among partners as well as clear messaging. Plan Framework During the leadership workshop, participants discussed and refined five guiding principles that establish the direction for this strategic plan. These guiding principles reflect the priorities and needs of the community as it looks to the future, and as such became the strategic plan's goals. Figure 3 (page 5) outlines the plan structure, including the plan's goals and high-level strategies. PAGE 4 I ECONOMIC DEVELOPMENT STRATEGIC PLAN