HomeMy WebLinkAbout4_CWU Tech Transfer Agenda 20260519
KITTITAS COUNTY
BOARD OF COUNTY COMMISSIONERS
PUBLIC WORKS STUDY SESSION
STAFF REPORT
AGENDA DATE: May 19, 2026
ACTION REQUESTED: Request to Approve a Resolution to Adopt the CWU Technology
Transfer Center Feasibility Study, Capital Stacking Plan and Grant
Support Documents.
BACKGROUND: The Washington State Community Economic Revitalization Board
(CERB) selected Kittitas County to receive planning grant funding.
This funding is to aid in financing the cost of the Kittitas County
CWU Technology Transfer Center Feasibility Study (Project).
This study has focused on the opportunities to transform the Old Heat
building on the CWU campus into a center for innovation, training
and economic growth. To help support economic growth the space
within Old Heat has been identified for future use for technology,
advanced manufacturing and entrepreneurship.
The project report was presented at the February 9, 2026 Public
Works Study session. And the Capital Stacking Plan and Grant
Support documents were presented at the May 11, 2026 Study
Session. These documents are now prepared for final adoption.
Adopting the Project plan is required to finalize the grant received
from CERB. The Capital Stacking Plan and Grant Support
Documents along with the Project plan can then be used to seek
additional funding and support for the development of the building.
INTERACTION: Public Works
RECOMMENDATION: Approve a Resolution adopting the CWU Technology Transfer Center
Feasibility Study, Capital Stacking Plan and Grant Support
Documents.
HANDLING: Return One original to Public Works
ATTACHMENTS: Resolution; CWU Old Heat Feasibility Study; Capital Stacking Plan;
Grant Support Documents
LEAD STAFF: Josh Fredrickson, Director
BOARD OF COUNTY COMMISSIONERS
COUNTY OF KITTITAS
STATE OF WASHINGTON
RESOLUTION NO. 2026 -_____
ADOPTING THE CWU TECHNOLOGY TRANSFER CENTER FEASIBILITY STUDY,
CAPITAL STACKING PLAN AND GRANT SUPPORT DOCUMENTS
WHEREAS: The Washington State Community Economic Revitalization Board (CERB) selected
Kittitas County to receive planning grant funding to aid in financing the cost of the
Kittitas County CWU Technology Transfer Center Feasibility Study; and
WHEREAS: The Feasibility Study focuses on the opportunities to transform the Old Heat building on
the Central Washington University (CWU) campus into a center for innovation, training
and economic growth; and
WHEREAS: An adopted Feasibility Study is a requirement to finalize the grant received from CERB;
and
WHEREAS: In addition to the Feasibility Study, a Capital Stacking Plan and Grant Support documents
have been developed to support the development of the Technology Transfer Center.
NOW, THEREFORE BE IT RESOLVED that the Board of County Commissioners, in the best interest
of the public, does hereby adopt the CWU Technology Transfer Center Feasibility Study, Capital
Stacking Plan and Grant Support Documents, hereto attached and approve the pursuit of additional
funding and support for the development of the building.
DATED this 19th day of May 2026, at Ellensburg, Washington.
BOARD OF COUNTY COMMISSIONERS
KITTITAS COUNTY, WASHINGTON
________________________________
Cory Wright, Chairman
Attest:
☐ Clerk of the Board- Julie Kjorsvik ________________________________
Brett Wachsmith, Vice-Chairman
☐ Deputy Clerk of the Board- Mandy Buchholz
_______________________________ ________________________________
Laura Osiadacz, Commissioner
Kittitas County Commissioners
District 1 Commissioner Cory Wright
District 2 Commissioner Laura Osiadacz
District 3 Commissioner Brett Wachsmith
Central Washington University
President James Wohlpart, Ph.D.
Old Heat CERB
Feasibility Study
TABLE OFCONTENTS
Collaborators
Overview
Executive Summary
Approach
Goal
Mission
Reuse or Build New
Leadership
Timeline
Funding
Planning
Task 1 Project Management
Task 2 Kick Off Meeting
Task 3 Public Involvement
Task 4 Project Costs
History
About
Old Heat: A Multiplicative Enterprise for Regional Economic Development
Rethinking Economic Development in Distressed Regions
Defining Prosperity in Economic Ecosystems
A Typology of Enterprise Contributions (Based on the Central Washington University
Business Community Services Regional Contribution Continuum):
Extractive Enterprises
Retentive Enterprises
Additive Enterprises
Accelerative Enterprises
Introducing the “Multiplicative” Enterprise aka: “Old Heat”
Summary
Adaptive Reuse: Why it is important to a community and why it matters to regional competitiveness
Section A: A product market analysis linked to economic development:
Old Heat: A Multiplicative Enterprise for Regional Economic Development
Old Heat: Enterprise for Regional Economic Development
Section B: A market strategy containing action elements linked to timelines
Section C: Identification of Targeted Industries
Current State and National Gap and Why Old Heat is a Step Towards Meeting the
Growing Need: Enabling Institutional Infrastructure: The ACTI Program
04
05
06
08
10
11
12
13
14
15
16
18
19
20
22
23
26
27
28
28
29
30
31
34
38
40
43
44
45
52
54
58
60
61
62
63
64
65
Section D: Identification of the group responsible for implementing the marketing strategy
Describe the group’s capacity to complete the responsibility
Operational Management
Public Engagement
Capacity to Implement
Section E: The site’s appropriateness by addressing, at minimum, appropriate zoning, affect to the state or local transportation system, environmental restrictions, cultural
artifact investigation, and the site’s overall adequacy to support the anticipated development upon project completion
Section F: A location analysis of other adequately served vacant industrial land
Section G: Total funding for the public facilities improvements is secured or will be secured within a given timeframe
Section H: How the Old Heat Project Will Assist Local Economic Diversification Efforts
Current Economic Structure and Risks
Old Heat as a Diversification Catalyst
Workforce Development and Living-Wage Jobs
Strengthening Local Assets and Real Estate
Tourism, Events, and Lodging
Washington State Supply Chain Integration
Long-Term Outcomes
Section I: Indicate the specific issues that will be addressed
Section J: List one or more economic outcomes that you expect from the proposed
CERB project
1. Workforce Development
2. Leasing & Sales of Commercial Properties
3. Lodging Demand from Events
4. Diversification of Local Economy
5. Creation of Living-Wage Jobs
6. Increased Tax Revenue
7. Partnerships, Talent Pipelines & Patents
Section K: Quantifiable Measures of Success
Section L: Data to be Collected
Section M: Data Collection Procedures
Section N: The estimated median hourly wage of the jobs created when development occurs
Benchmark Comparisons
Aggregate Median Wage Estimate
Implications for Regional Competitiveness
References
Sources
4 | Old Heat CERB Feasibility Study
JRP Integrated Solutions connects clients and
communities with resources and guidance
to plan and develop a vast range of projects
focused on supporting our local communities.
With over 30 years of experience in the
industry, JRP Integrated Solutions provides
an in-depth approach to navigating and
understanding the needs of the community and
proposed projects, working to create a lasting
impact through thoughtful and intentional
development projects throughout Washington
State.
Our key focus areas include community
planning, property development and feasibility
studies, municipal open access broadband
infrastructure network planning, heavy
commercial and industrial development,
planning and economic development, and
waterfront planning and development.
Central Washington University has a long
history of preparing graduates for successful
careers in an ever-changing world.
Beginning in 1891 as a teachers’ college,
we have continued our commitment to
scholarship, public service, and our students’
success. Each year, our students graduate
from CWU as well-educated citizens ready to
move the world forward.
Vision: Central Washington University will be
a model learning community of access and
opportunity.
Mission: To build a community of access and
opportunity, Central Washington University
fosters high impact practices, sustainability,
and authentic community partnerships that are
grounded in meaningful relationships.
Values
At CWU, our values serve as a solid
foundation for creating a welcoming
environment where diversity is celebrated, and
students are empowered to thrive.
We have developed an extensive network
by offering an abundance of business
and marketing opportunities to ensure our
communities continue prosperity. Acting as a
communication hub, we are able to provide
our members with late-breaking news on
critical business issues and their impending
impact. And, our wide range of educational
opportunities allow our members to continue
to sharpen their professional skills. Without
question, we are an organization committed
to building a strong, prosperous and thriving
community.
Our strength lies in our ability to work together.
We invite you to join us in our quest to build a
stronger and more prosperous county. Invest
in yourself, your business and your community
by becoming involved in the Chamber. My staff
and I welcome your participation.
The Public Works Administration team
supports all divisions of the Public Works
Department.
We are committed to provide service to the
citizens of Kittitas County with departmental
merchandise sales, over legal permitting,
request/complaint handling, public disclosure
requests, administration of access/address
forms, departmental & personnel policies, and
general information regarding the Public Works
Department.
Our team is committed to deliver these
services in a courteous, expedient, and
professional manner.
THE TEAM
Old Heat CERB Feasibility Study | 5About the Old Heat CERB study
The Old Heat project is an ambitious plan to transform a historic building in Ellensburg into a center for innovation, training, and economic growth. Counties adjacent to Kittitas, such as King
OVERVIEWABOUT THE OLD HEAT CERB STUDY
The Old Heat project is an ambitious plan to transform a historic building in
Ellensburg into a center for innovation, training, and economic growth. Counties
adjacent to Kittitas, such as King County, have more high-wage, technology-
focused jobs. This has caused young, skilled workers to leave the area. Old Heat
aims to change that story. By re-imagining the building as a space for cutting-
edge technology, advanced manufacturing, and entrepreneurship, this project is
designed to create high-paying jobs, attract forward-looking companies, and give
residents real opportunities to thrive without leaving home.
EXECUTIVESUMMARY
Old Heat CERB Feasibility Study | 7
The adaptive reuse of the Old Heat facility is a strategic investment in the Central
Washington region’s economic future. By transforming this historic structure
into a hub for technology commercialization, diffusion, and industry growth, the
project will foster high-wage employment and expand regional capacity to serve
key state and national industries. While aerospace offers a clear example of how
Old Heat can help reshore advanced manufacturing to Central Washington, the
facility is designed to also support agriculture technology, communications, and
other innovation-driven sectors that can anchor long-term competitiveness.
The Old Heat feasibility study has assessed proven models of economic
revitalization and identified strategies that fit the unique strengths of Kittitas
County and the surrounding region. This includes linking entrepreneurial support,
commercialization programs, technology diffusion, and workforce development
with industries that elevate wages and expand Washington’s global role in
technology and manufacturing.
A central feature of the project is its ability to visually demonstrate what Old
Heat can become. The investment in this feasibility study from the Community
Economic Revitalization Board (CERB) enables the creation of high-quality
design concepts that blend the building’s historic character with modern
technology needs. These concepts not only present a compelling vision for
stakeholders but also serve as a foundation for defining the governance
structure, recruiting anchor tenants, and ensuring the long-term sustainability of
the Old Heat commercialization center.
Together, these elements position Old Heat as a cornerstone for a more
connected, competitive, and inclusive Washington economy. Its work aligns with
four overarching objectives that guide the project’s design, partnerships, and
outcomes:
EXECUTIVE SUMMARY
Old Heat: Main Objectives
1. High-Wage Job Creation and Rural Economic Mobility
2. Technology Commercialization and Statewide Tech Diffusion
3. Adaptive Reuse of State Resources
4. Model for Statewide Replication of Strategic East–West Alignment
The Old Heat building could be used to bring new industries to the Central
Washington region:
• Jobs for recent graduates and local residents
• Collaboration opportunities for professors
• Access to cutting edge technology for legacy agricultural businesses
8 | Old Heat CERB Feasibility Study
A new approach to economic development in the region
Kittitas County has excelled at traditional economic development methods such as retail and tourism-based businesses.
However, this has not been enough to build long-term prosperity for Kittitas County.
The Old Heat project introduces a new, research-driven approach that focuses on growing “accelerative” industries—
businesses that not only bring jobs but also expand skills, technology, and opportunities across the community. Instead of
chasing short-term investment, this strategy leverages Central Washington University’s talent and research to create an
innovation hub that trains workers, helps local businesses adopt advanced technologies, and attracts high-value sectors like
aerospace, agricultural technology, clean energy, and software.
By linking education,
entrepreneurship, and industry
under one roof, Old Heat
is designed to spark a
self-sustaining economic
ecosystem where knowledge
and opportunity stay in the
community, making Kittitas
County more competitive and
resilient for the future.
By linking education,
entrepreneurship, and
industry under one roof,
Old Heat is designed to
spark a self-sustaining
economic ecosystem where
knowledge and opportunity
stay in the community,
making Kittitas County
more competitive and
resilient for the future.
A NEW APPROACH TO ECONOMIC DEVELOPMENT IN THE REGION
Kittitas County has excelled at
traditional economic development
methods such as retail and tourism-
based businesses.
However, this has not been enough to
build long-term prosperity for Kittitas
County.
The Old Heat project introduces a
new, research-driven approach that
focuses on growing “accelerative”
industries -- businesses that not only
bring jobs but also expand skills,
technology, and opportunities across
the community. Instead of chasing
short-term investment, this strategy
leverages Central Washington
University’s talent and research to
create an innovation hub that trains
workers, helps local businesses adopt
advanced technologies, and attracts
high-value sectors like aerospace,
agricultural technology, clean energy,
and software.
OURAPPROACH
Old Heat CERB Feasibility Study | 9
Why it matters
Old Heat can bring better-paying jobs to Kittitas County. It keeps the building’s history alive while giving
it a new purpose.
It helps local businesses use new technology (like
robotics and AI) so they can compete.
It supports industries that can grow for a long time,
not just quick wins.
At its core, the Old Heat project is about connection. It will bring together Central Washington University’s talent, local businesses, and state and national industries, creating a bridge between
the region’s untapped potential and its future. The building can serve as a launch pad for new companies, an on-ramp for existing businesses looking to modernize, and a place where
innovation happens daily. Tenants could include startups, aerospace and agricultural technology firms, clean energy developers, and other high-value industries. Each of these businesses will
have access to shared labs, training areas, and collaborative spaces, making Old Heat a hub for both creative ideas and practical skills.
Old Heat can be a Multiplicative Enterprise
EXTRACTIVE RETENTIVE ADDITIVE ACCELERATIVE MULTIPLICATIVE
Characteristics:
• Profit flows leave the region
• Limited local reinvestment
• No improvement in local skill base or
infrastructure
Characteristics:
• Primarily serve local markets
• Often small, independently owned
• May provide modest job creation but
limited wage growth
Characteristics:
• Expand the economic base
• May rely on relatively low-wage or
low-skill labor
• Provide positive but modest
contributions to long-term prosperity
Characteristics:
• Improve workforce skills and
technology sophistication
• Generate or attract
complementary firms
• Foster R&D and knowledge spillovers
Characteristics:
• Attracts, starts, nurtures primarily
accelerative enterprises
• Tech transfer
Business models are rigid extractive/
commoditized activities, limited
positive externalities
COMMUNITY DYNAMIC CAPACITY Enterprises build transferable skill, expand
future options for community
OLD HEAT
5
WHY IT MATTERS
WHY IT MATTERS
10 | Old Heat CERB Feasibility Study
The big goal
The big goal of this study is to make Kittitas County part of important supply chains in Washington—like aerospace,
agriculture tech, clean technology, and software/embedded systems—so more money and talent stay local.
6
The big goal of this study is to make Kittitas Count part of important supply chains in Washington — like aerospace,
agriculture tech, clean technology, and software/embedded systems — so more money and talent stay local.
THE GOAL
Old Heat CERB Feasibility Study | 11
the “new” Old Heat
ndustries that will make a long-term difference for the region. Aerospace companies can
cally, saving costs while staying close to Washington’s Puget Sound hubs. Agricultural
m nearby farms and food processors to test and refine their innovations. Clean energy
ials developers can use Old Heat as a research and prototyping base, while software and
have access to hands-on industry partners. This combination of industries is carefully
ovation, and resilience to the local economy.
ould include
tion hub: A space to turn ideas into
mpanies.
ufacturing & aerospace bay: Room to design, test,
gy training): Classes and help for businesses to
lab: Testing and small-batch production
products.
ios: Offices and maker spaces for startups.
aining for local workers and students.
Events where the public, leaders, and investors
s.
Industries to avoid
• Low-wage, low-tech activities
• Firms that don’t reinvest locally
Industry targets
• Aerospace & precision parts (close enough to Puget Sound but cheaper
to operate in Kittitas County).
• Agriculture technology (automation, sensors, irrigation—tested in
Kittitas County).
• Advanced materials & clean technology
• Embedded systems & software like smart devices and industrial software.
• Scientific instruments & prototyping
The mission for the “new” Old Heat
Old Heat’s mission is to attract industries that will make a long-term difference for the region. Aerospace companies can
test and produce components locally, saving costs while staying close to Washington’s Puget Sound hubs. Agricultural
technology firms will benefit from nearby farms and food processors to test and refine their innovations. Clean energy
companies and advanced materials developers can use Old Heat as a research and prototyping base, while software and
embedded systems startups will have access to hands-on industry partners. This combination of industries is carefully
chosen to bring high wages, innovation, and resilience to the local economy.
The building could include
• Commercialization hub: A space to turn ideas into
products and companies.
• Advanced manufacturing & aerospace bay: Room to design, test,
and make parts.
• ACTI (technology training): Classes and help for businesses to
adopt new tools.
• Ag & food tech lab: Testing and small-batch production
for farm-related products.
• Innovation studios: Offices and maker spaces for startups.
• Classrooms: Training for local workers and students.
• Showcase hall: Events where the public, leaders, and investors
can see progress.
Industries to avoid
• Low-wage, low-tech activities
• Firms that don’t reinvest locally
• Activities that don’t help the area grow skills and wages
Industry targets
• Aerospace & precision parts (close enough to Puget Sound but cheaper
to operate in Kittitas County).
• Agriculture technology (automation, sensors, irrigation—tested in
Kittitas County).
• Advanced materials & clean technology
• Embedded systems & software like smart devices and industrial software.
• Scientific instruments & prototyping
THE MISSION
THE MISSION FOR THE “NEW” OLD HEAT
Old Heat’s mission is to attract industries that will make a long-term difference
for the region. Aerospace companies can test and produce components locally,
saving costs while staying close to Washington’s Puget Sound hubs. Agricultural
technology firms will benefit from nearby farms and food processors to test
and refine their innovations. Clean energy companies and advanced materials
developers can use Old Heat as a research and prototyping base, while
software and embedded systems startups will have access to hands-on industry
partners. This combination of industries is carefully chosen to bring high wages,
innovation, and resilience to the local economy.
12 | Old Heat CERB Feasibility Study
Why adaptively reuse Old Heat instead of
The decision to reuse and restore this historic building rather than build something ne
saves money and time but also protects the region’s heritage. The Old Heat building’s
to the project, helping the community feel ownership and pride in what it becomes. R
reducing waste and lowering the project’s environmental footprint by keeping much o
central location near downtown Ellensburg and CWU’s campus makes it an accessibl
allows for expanded parking.
Why fixing up Old Heat makes sense
LOCAL
Costs less and is
faster than new
construction.
Supports local jobs
and businesses.
Protects history
and builds
community pride.
It’s good for the
environment
because it reuses
Fits walkable
areas, making
access easier.
The decision to reuse and restore this historic building rather than build
something new is deliberate. Adaptive reuse not only saves money and time
but also protects the region’s heritage. The Old Heat building’s history adds
character and authenticity to the project, helping the community feel ownership
and pride in what it becomes.
Reuse is also a sustainable choice, reducing waste and lowering the project’s
environmental footprint by keeping much of the building’s existing structure.
Its central location near downtown Ellensburg and CWU’s campus makes it an
accessible gathering place, while its large lot allows for expanded parking.
In addition to the benefits of adaptive reuse, the Old Heat building has the
following benefits: public reserve zoning makes it ideal for community and
mixed-use developments; its location next to CWU, with easy access to transit,
sidewalks, and open lawn space, ensures strong connectivity and usability. While
its historic status requires extra review, it boosts community pride and opens
opportunities for preservation grants. The property’s large lot also provides space
to expand parking as needed.
Other sites in the area fall short
of Old Heat’s potential This study
looked at numerous potential
sites that could house this vision.
None fit all the components and
space needed adjacent to the
University that will be required for
a commercialization enterprises
need for close collaboration
with the University and business
community. Eight sites were
evaluated in all.
Why adaptively reuse Old Heat instead of building new?
The decision to reuse and restore this historic building rather than build something new is deliberate. Adaptive reuse not only
saves money and time but also protects the region’s heritage. The Old Heat building’s history adds character and authenticity
to the project, helping the community feel ownership and pride in what it becomes. Reuse is also a sustainable choice,
reducing waste and lowering the project’s environmental footprint by keeping much of the building’s existing structure. Its
central location near downtown Ellensburg and CWU’s campus makes it an accessible gathering place, while its large lot
allows for expanded parking.
Why fixing up Old Heat makes sense
LOCAL
Costs less and is
faster than new
construction.
Supports local jobs
and businesses.
Protects history
and builds
community pride.
It’s good for the
environment
because it reuses
materials and saves
energy.
Fits walkable
areas, making
access easier.
In addition to the benefits of adaptive reuse, the Old Heat building has the following benefits: public reserve zoning makes it ideal for
community and mixed-use developments; its location next to CWU, with easy access to transit, sidewalks, and open lawn space, ensures
Other sites in the
area fall short of
Old Heat’s potential
This study looked at
numerous potential sites
that could house this vision.
None fit all the components
and space needed
adjacent to the University
that will be required for
a commercialization
enterprises need for close
collaboration with the
WHY FIXING UP OLD HEAT MAKES SENSE
REUSE OR BUILD NEW
Old Heat CERB Feasibility Study | 13
The project is supported by a coalition of leaders, including CWU’s Business and
Community Services team, Kittitas County officials, and local business partners.
Together, they will manage the site, oversee tenant selection, and ensure Old
Heat stays focused on its goal: driving growth through innovation.
Attendees at The Old Heat Kickoff Event
LEADERSHIP
14 | Old Heat CERB Feasibility Study
Start outreach; create an advisory council.
Run training, startup programs, tech-adoption
labs, internships.
Plan and simplified timeline
Using phased development, the project will start with finalizing designs and securing zoning and permits
in 2026, followed by industry outreach, programming, and technology adoption support. By 2028, the
center will be fully operational, hosting training programs, events, and incubator programs for startups.
Design, permits, site readiness, and brand
the “new” Old Heat technology center.
2026
LATE 2026 - 2028
LATE 2028 & AFTER
10
Start outreach; create an advisory council.
Run training, startup programs, tech-adoption
labs, internships.
Plan and simplified timeline
Using phased development, the project will start with finalizing designs and securing zoning
in 2026, followed by industry outreach, programming, and technology adoption support. By
center will be fully operational, hosting training programs, events, and incubator programs f
Design, permits, site readiness, and brand
the “new” Old Heat technology center.
2026
LATE 2026 - 2028
LATE 2028 & AFTER
TIMELINE
PLAN AND SIMPLIFIED TIMELINE
Using phased development, the project will start with finalizing designs
and securing zoning and permits in 2026, followed by industry outreach,
programming, and technology adoption support. By 2028, the center will be
fully operational, hosting training programs, events, and incubator programs for
startups.
H
F
S
Old Heat CERB Feasibility Study | 15
$
How will this be paid for?
Funding is being carefully planned through a mix of state appropriations, private investments, naming rights, and grants from both government and private foundations.
Simplified funding plan
Start briefings; form
an advisory board;
line up consultants
if needed.
Seek a state
capital-budget
earmark; begin
private fundraising.
Quiet phase to
secure anchor
gifts and naming
rights (about
40% of goal).
Ongoing grants
from federal/state/
foundations.
Make sure
public funds,
private pledges,
and grants are
secured.
LATE 2025
BEFORE
CONSTRUCTIO
EARLY - MID 2026 2026 - 2027 2026 - 2028
11
$
How will this be paid for?
Funding is being carefully planned through a mix of state appropriations, private investments, naming rights, and grants from both government and private foundations.
Simplified funding plan
Start briefings; form
an advisory board;
line up consultants
if needed.
Seek a state
capital-budget
earmark; begin
private fundraising.
Quiet phase to
secure anchor
gifts and naming
rights (about
40% of goal).
Ongoing grants
from federal/state/
foundations.
Make sure
public funds,
private pledges,
and grants are
secured.
LATE 2025
BEFORE
CONSTRUCTIONEARLY - MID 2026 2026 - 2027 2026 - 2028
11
FUNDING PLAN
Funding is being carefully planned through a mix of state appropriations, private investments, naming rights, and grants
from both government and private foundations.
SIMPLIFIED FUNDING PLAN:
16 | Old Heat CERB Feasibility Study
HOW WILL SUCCESS BE MEASURED FOR THE PROJECT?
Once completed, Old Heat will not just be a building but a centerpiece of regional economic transformation. It is expected
to create hundreds of direct and indirect jobs, most paying well above the county’s current median wage. Typical wages
in target sectors are about $40–$45 per hour on average, higher for some roles (like embedded systems and aerospace),
which is well above today’s county median.
In addition to bringing new industries to the area, Old Heat will strengthen existing businesses by helping them adopt new
tools and practices. Workforce training, internships, and hands-on projects will connect students from CWU with local
companies, encouraging them to stay and grow their careers here.
By 2030, the vision for Old Heat is to have built a thriving network of innovative companies, a stronger and better-paid
workforce, and a reputation for Kittitas County as a place where people and businesses can grow. More than just a
business hub, Old Heat can serve as proof that rural communities can lead in advanced technology and high-value
industries. It has the potential to show that history and innovation can work together for a more prosperous future for
Central Washington.
Contents
3 About the Old Heat CERB study
4 A new approach to economic development in the region
5 Why it matters
6 The big goal
7 The mission for the “new” Old Heat
8 Why adaptively reuse Old Heat instead of building new?
9 Who will run the new Center at Old Heat?
10 Plan and simplified timeline
11 How will this be paid for?
12 How will success be measured for the project?
13 The bottom line
2
PLANNING FOR SUCCESS
The benefits of Old Heat go beyond jobs and technology. By restoring a historic landmark and
filling it with activity, the project will breathe new energy into downtown Ellensburg. Conferences,
training events, and accelerator programs will bring in visitors, boosting local hotels, restaurants,
and shops. This ripple effect will spread through the entire community, creating a stronger tax base
and more resources for schools, infrastructure, and public services.
Old Heat CERB Feasibility Study | 17
The bottom line
Old Heat turns a historic building into a working engine for better jobs and stronger local businesses. It connects CWU talent, local
companies, and state-level industries. With strong partners and a clear plan, Old Heat can help Kittitas County keep its young people, raise
wages, and grow a modern, resilient economy.
13
Old Heat turns a historic building into a working engine for better jobs and
stronger local businesses. It connects CWU talent, local companies, and state-
level industries. With strong partners and a clear plan, Old Heat can help Kittitas
County keep its young people, raise wages, and grow a modern, resilient
economy.
THE BOTTOM LINE
18 | Old Heat CERB Feasibility Study
TASK 1: PROJECT MANAGEMENT
Task One of the Old Heat CERB study was the project management for the
study, and included all planning tasks, project management, meetings, and other
administrative items related to the completion of this work.
TASK 01
Old Heat CERB Feasibility Study | 19
TASK 2: KICK OFF MEETING
On April 29, 2025, CWU, together with Kittitas County and JRP Integrated
Solutions hosted the Old Heat study kick off meeting. The event brought together
community leaders, local media, and key partners to highlight the significance of
the Old Heat study for Central Washington’s future. The CWU President opened
with remarks underscoring the university’s commitment to the project, followed by
Commissioner Laura Osiadacz who emphasized its regional impact, expressed
gratitude for partner support, and introduced JRP.
Joe Poire outlined the study’s goals, timeline, and opportunities for community
engagement, setting the stage for broad participation in shaping the project’s
direction. Attendees, including representatives from local media, CWU, economic
development organizations, and local businesses, concluded the event with
refreshments and networking, fostering collaboration around this transformative
initiative.
As President Wohlpart stated in his opening remarks, “...the project that
we launch today is bold and a part of the larger Kittitas County Economic
Development Plan: to make Kittitas County a hub of transformation in the region
and the State.” This sentiment typifies the work that underlines the Old Heat
study- how the building, having been re-imagined, could support a different kind
of regional economic development.
Image Credit: Visit Ellensburg-Expedia TASK 02
20 | Old Heat CERB Feasibility Study
TASK 3: PUBLIC INVOLVEMENT
On June 26, 2025, Amy McGuffin, Kittitas County ADO and President and CEO
of the Kittitas County Chamber of Commerce hosted a roundtable to discuss
potential uses for the Old Heat building. Bill Provaznik and Rob Ogburn from
CWU Business and Community Services provided an overview of various
business types and an analysis of economically beneficial and non-beneficial
businesses and answered questions. They included IMpact Analysis for
PLANning based examples (IMPLAN). IMPLAN is an economic modeling system
used to measure how changes in one part of the economy affect the rest of the
economy and is referenced throughout this study.
A diverse attendee list included representatives from local businesses and
organizations Trace, Peers Rising, Cashmere Valley Bank, Associated General
Contractors of Washington, Central Washington University, Gallery One, Hotel
Windrow, TM Construction Group, INC, The Original Hot Dog Stand, Ellensburg
Downtown Association, City of Ellensburg, Laile Fletcher (Independent
Insurance Agent), Manastash Media, Jerrol’s, Figgins Craft Spirits Group Ltd,
Accolade, and Kittitas County.
Comments during the discussion included concerns that the building is historic
and needs to be preserved to maintain the historic nature. One attendee noted
that Ellensburg has a funky vibe – cowboy boots and poetry. Old Heat could
reflect that. The need for a big-name company to anchor the building was
discussed. The need for a port district came up as a public entity that can make
investments on a long-term basis.
A written questionnaire was distributed during the meeting and responses were
discussed.
They included:
QUESTION 1 How might the Old Heat building best serve the community and
give the community a competitive advantage?
• Consolidate CWU’s wine studies and brewing programs into Old Heat and
add distilled spirits studies under one roof to operate along commercial
lines much like WWCC in Walla Walla has at their teaching winery.
• The creative design sector would be great.
• Diversification beyond “Eds and Meds” jobs for above average wages
• This may be off topic. I talked with a number of my coworkers in my bank.
Most brought up an area that includes a meeting space or some form of
venue. This is needed in town. Not entirely a competitive edge. Rather an
opportunity for community involvement. Rent space.
• Anything that can provide tech or creative jobs for our graduates at the
university and preferably creates a transient drive of contract workers also.
Image Credit: CWU Website
TASK 03
Old Heat CERB Feasibility Study | 21
We’re the perfect centrally located stopping space between Seattle and
Spokane.
• Focus on supporting/expanding creative industry and creative technology.
$120B annually in Washington state – 20% of GDP. Ellensburg becomes a
creative tech hub/training center.
• Leveraging the location being collocated between college and city.
• A multi-pronged approach to address many needs and industries. The
facility could be organized such that the spaces can be flexible.
• Retain higher education from CWU from start to finish
• Fresh out of CWU tech jobs. Ag manufacturing or any manufacturing so
it can change. Restaurants over there seem to disconnect downtown and
campus.
• The exponential growth concept is inspiring. Creating jobs that are
attractive to those both locally and throughout our region would be
amazing. Creating “draw” is key
QUESTION 2 How might we use Old Heat to bring technological core
competencies into the community’s business ecosystem?
• Tying to businesses. As for mine – connect history, heritage, and culture
(Kittitas Co Historical Museum)
• Drive new industry that we don’t have represented here yet.
• Business expansion and recruitment. Not competing with existing
businesses in the community. Serves to enhance and support (workforce
training, etc.)
• Providing financial and facility support to get involved in the early planning
and initial implementation in the community.
• Capitalize on existing industries in Kittitas County and pull from CWU
grads/programs
• Local partners, entry level tech jobs/education
• Are there businesses we can partner with?
QUESTION 3 How might businesses in this building contribute to finding
places for STEAM graduates to make a living wage here in this
community instead of leaving for other markets?
• STEAM businesses in the building need to be connected and contributing,
placing interns and supporting opportunities for new businesses, existing
businesses, growth, etc.
• Recruitment and retention. Location – highway hub transportation center.
• By supporting the establishment of creative, aerospace, and other STEM
industries at inception. Additionally, a technical school level program to
align with locals who are looking to develop vocations.
• Business mentorship and partners.
QUESTION 4 Do you have a business or organization that would like to
consider having space in the building?
• Yes, I can conceive of locating my consulting and distilling there, along with
a new-product design studio.
QUESTION 5 Would you serve on a committee to help guide and formalize
this project?
• Several attendees answered “yes” to this question. Their names and
contact information were captured.
22 | Old Heat CERB Feasibility Study
TASK 4: PROJECT COSTS
a. Costs of architecture and
construction are necessary to
repurpose existing industrial
building to Class B commercial
space for innovation and
technology commercialization.
b. Costs of architecture and
construction are necessary to
repurpose existing industrial
buildings to business incubation
and meeting spaces.
A design for the Old Heat Welcome
Center with engineering was
performed in 2016 to be bid in three
phases. The table below shows the
history of the project and an updated
construction cost for what would have
been phase 3 of the project. The
design created for the Welcome Center
and Community Education Center
serves as a good platform to build on
for the current project being explored.
Variations to tenant improvements will
be made to meet the specific needs
of the new use in the future as those
are developed. The capital cost of the
project should be in the range of the
estimates that have been brought up to
2025 construction costs.
DIVISION ITEM 2018 BID 2025 ESCALATED COST
(45%)
2025 COST W/
PREVAILING WAGE
(45%)
GCs Soft Costs (OH&P, Insurance,
Bonding, B&O tax)$1,134,596.00 $ 1,645,164.20 $ 1,891,938.83
Existing Conditions (demo and
abatement)$ 237,190.00 $ 343,925.50 $ 395,514.33
Earthwork $ 156,895.00 $ 227,497.75 $ 261,622.41
Exterior Improvements $ 126,332.00 $ 183,181.40 $ 210,658.61
Concrete $ 261,604.00 $ 379,325.80 $ 436,224.67
Masonry $ 242,348.00 $ 351,404.60 $ 404,115.29
Metals $ 645,514.00 $ 935,995.30 $ 1,076,394.60
Wood and Plastic $ 74,603.00 $ 108,174.35 $ 124,400.50
Thermal and Moisture Protection $ 230,053.00 $ 333,576.85 $ 383,613.38
Doors and Windows $ 392,907.00 $ 569,715.15 $ 655,172.42
Finishes $ 658,582.00 $ 954,943.90 $ 1,098,185.49
Specialties $ 56,385.00 $ 81,758.25 $ 94,021.99
Conveyance $ 199,500.00 $ 289,275.00 $ 332,666.25
Fire Protection $ 82,050.00 $ 118,972.50 $ 136,818.38
Plumbing and Mechanical $ 687,727.00 $ 997,204.15 $ 1,146,784.77
Electrical $ 694,297.00 $ 1,006,730.65 $ 1,157,740.25
Design Contingency $ 179,666.00 $ 260,515.70 $ 299,593.06
TOTALS $5,880,583.00 $ 8,526,845.35 $ 9,805,872.15
Table 1: Costs
TASK 04
HISTORY
24 | Old Heat CERB Feasibility Study
The remodel of the Old Heat Building to become a Community Education Center
was the design brief. This center would facilitate programs that are supported by
university programs. Some of the programs considered were:
• A Center for excellence in Science and Math Education
• US First Robotic Competitions
• Safety and Health Management Certificate Programs
• Craft Beer Certificate Program
• Wine Business Certificate Program
• The building would house the Auxiliary Services Department and classroom
spaces in the single-story south portion of the building and the CWU
Welcome Center in the large North Portion of the structure.
The work was divided into three phases. This work was carried out from 2016
through 2017.
Phase I was bid on 9/22/2016. Lydig Construction was awarded the bid. This
scope of work took care of the hazardous material remediation. The initial bid
amount was $527,000 and final cost with change orders was $570,940.
Phase II was bid on 1/10/2017. The initial contract amount was $3,386,000,
awarded to Lydig construction. This scope of work performed seismic structural
work, new windows and insulation were installed in the south single-story section
of the structure. The mechanical and electrical rooms throughout the building
were outfitted with new electrical and HVAC equipment. The final cost with
change orders was $3,585,215.
Phase III was a bid package to complete the fit out of the building as per the
design. It was bid on September 12, 2017, and only one bid was received. The
bid was over budget by $1M plus at $5,880,583. CWU looked for ways to reduce
the cost of the project by changing the scope of work. In the end the project was
put on hold. There were competing projects at the time at CWU, and housing
was a top priority as the occupancy rate for rentals was 99% in 2017.
After the phase III bid was analyzed, it was determined a $300,000 savings was
achievable with more detailed information in the bid package and redesign of
some features that required work in tight places to build to specification.
Old Heat was constructed in 1946 to serve Central Washington University (CWU)
as a coal fire steam plant. The concrete and masonry superstructure has a brick
veneer exterior and tall, steel framed industrial windows. Inside the structure is
a high-volume, three-story interior space with cat walks, a circular iron staircase
and the original coal chute are still present in the building. The four large coal
boilers have been removed.
The south side of the structure is a single-story addition that was home to a
machine shop and furniture shop. Offices on the Southeast side of the structure
were used for technological support.
In 1971 Old Heat was taken offline when the construction of a centralized utilities
plant was completed. No changes to the structure had been made since its
construction. The building was used for storage between 1971 and 2017.
A capital improvement grant was requested from the Washington State
Legislature in the 2015-2017Capital Budget Request for CWU for $4.9M. CWU
was successful in obtaining the request and received $4.9M in July 2015.
Additional funding would come from the university budget. The combined funds
totaled $6,149,067.00.
It was recognized during work CWU performed in 2016 that the building’s
location adjacent to neighborhoods and downtown could help create a synergy
between the university and community. During the legislative ask in 2015 one of
the strong benefits of the project was interface between the community and the
university. The Washington State Legislature liked that aspect of the project.
Integrus Architecture was hired to perform a phase 1 evaluation of Old Heat.
Integrus and their team of consultants were brought onto the project to perform
structural, civil, electrical and plumbing, low voltage, and abatement designs and
assessments of the building. This scoping work was completed in June 2016.
HISTORY
Old Heat CERB Feasibility Study | 25
There are architectural pieces of Old Heat that have been salvaged or retained in
the building during phases I and II of the construction projects. These pieces can
be used in the adaptive reuse of the building to bring the history and character of
the building to life when renovated with four overarching objectives that guide the
project’s design, partnerships, and outcomes:
Table 2: Build Detail
ABOUT
Old Heat CERB Feasibility Study | 27
3. Adaptive Reuse of State Resources
The project revitalizes a historic public building. Instead of constructing
new facilities, Old Heat transforms an underused structure into a hub for
innovation, training, and business development. It stands as a visible
example of cross-regional collaboration that yields measurable economic
returns and expands access to opportunities for Washingtonians often left
out of the innovation economy.
4. Model for Statewide Replication of Strategic East–West Alignment
The Old Heat project demonstrates how rural communities can convert
legacy infrastructure into competitive, innovation-driven economies. By
strengthening Central Washington’s connections to statewide manufacturing
and technology supply chains, it makes the entire Washington economy
more resilient and competitive. Old Heat provides a replicable model
showing how rural and urban regions can function as one integrated system
by sharing talent, technology, and opportunity across the state.
Together, these four objectives establish the foundation for Old Heat’s design
and operations. Each translates directly into measurable actions that attract
high-value industries, build local capacity, and ensure that technology, wages,
and opportunity flow across regions rather than concentrate in one. The project
is intentionally structured to serve as an “accelerator of accelerators,” both
through the programs it houses and through the broader regional innovation and
development initiatives it supports.
This approach is already gaining external validation. The National Science
Foundation has funded Central Washington University to increase institutional
and regional capacity for advanced technology and workforce development, a
mission that aligns directly with Old Heat’s purpose. The model guiding this effort,
described in the following section, focuses on nurturing the dynamic agency of
the region’s communities as the true engine of long-term competitiveness.
Rethinking Economic Development in Distressed Regions
In regions such as Central Washington, economic development has often been
constrained by immediate challenges, such as limited housing, labor market
mismatches, and underfunded infrastructure, which consume much of the
attention and capacity of local decision-makers. This dynamic prevents long-
THE OLD HEAT BUILDING
Old Heat: A Multiplicative Enterprise for Regional Economic Development
The Old Heat project involves re-purposing the facility to bridge the under-
leveraged capabilities of the Central Washington region to the needs and
opportunities of the larger WA state economic ecosystem. In this respect, the
facility and the activity related to it serve as a funnel for high-value industry to
successfully integrate their supply chain activity into regional resources and
capabilities. It also serves as an on-ramp for local industry and entrepreneurship
to be competitive in national and international markets through activities such as
competitive technology integration, university resource collaboration, and supply
chain support.
To guide this work, Old Heat is organized around four core objectives that define
its purpose and ensure that every investment, tenant, and partnership advances
long-term prosperity for both the region and the state.
OLD HEAT: MAIN OBJECTIVES
1. High-Wage Job Creation and Rural Economic Mobility
Old Heat converts state investment into high-paying and technology-
based jobs in areas such as advanced manufacturing, aerospace, ag-tech,
and clean energy. It equips residents with technical skills that align with
Washington’s innovation economy, helping rural communities participate
in high-wage sectors that typically cluster in metro areas. This approach
expands opportunity across the state without expanding urban sprawl.
2. Technology Commercialization and Statewide Tech Diffusion
Through the activities of Central Washington University (CWU), Old Heat
connects state research capacity to regional industry, commercializing
technologies and spreading innovation beyond metro centers. By linking
Central Washington to the state’s major innovation hubs, it strengthens the
overall Washington ecosystem, ensuring that breakthroughs developed in
one region create jobs and value across all regions.
28 | Old Heat CERB Feasibility Study
term, strategic investment in competitiveness and reinforces a form of
“path dependence.”
Path dependence describes how historical development trajectories shape and
limit current choices. Regions that grew around a single industry or sector, such
as agriculture, resource extraction, or warehousing, often lack the institutional
infrastructure, workforce, and supplier base needed to pivot into new high-value
industries. Without intervention, these constraints perpetuate underperformance.
Conventional approaches to business recruitment or cluster growth, while
valuable in established industrial ecosystems, offer little strategic guidance
to regions that lack high-wage industry clusters altogether. In such contexts,
communities must not only attract or grow businesses but must also select and
support the types of enterprises that can systematically improve community
prosperity.
DEFINING PROSPERITY IN ECONOMIC ECOSYSTEMS
In evaluating the full effect of a business’ impact in a community, the
multidimensional framework used by the Iowa State University Extension (Fey
and Flora, 2006) of eight interdependent forms of capital captures long-term
factors that contribute to a region’s
prosperity:
• Financial
• Intellectual
• Human
• Social
• Cultural
• Political
• Natural
• Built
A business that contributes to long-term prosperity will strengthen one or more of
these forms of capital without degrading the others. Importantly, this prosperity is
not measured solely in job quantity or short-term revenue, but in a community’s
increasing capacity to shape its own economic future. This capability to
effectively shape and change is referred to as a community’s “dynamic capacity”.
The activities and enterprises that Old Heat will house are ones that not only
contribute to a community’s dynamic capacity but also accelerate the growth
of prosperity factors of its economic ecosystem. These types of enterprises
are identifiable through using the Regional Contribution Continuum (RCC), as
explained below (CWU, BCS, 2025).
A TYPOLOGY OF ENTERPRISE CONTRIBUTIONS (BASED ON THE
CENTRAL WASHINGTON UNIVERSITY BUSINESS COMMUNITY SERVICES
REGIONAL CONTRIBUTION CONTINUUM):
Not all businesses contribute equally to prosperity. When looking at the larger
impact of a business on a community’s ecosystem on a continuum, it is helpful to
use a typology of four enterprise types, each representing a different relationship
between a firm and the community in which it operates. The enterprises and
activities Old Heat houses can only be Accelerative and Multiplicative.
The following models describe impact in terms of value to a local or regional
community over time contributed by given type of enterprise.
EXTRACTIVE ENTERPRISES
Definition: These businesses reduce
net community prosperity.
They may use local labor, land, or tax
incentives, but locate
ownership, management, intellectual
property, and/or high-skill
employment elsewhere.
Characteristics:
• Profit/value flows leave the region
• Limited local reinvestment
• No improvement in local skill base or infrastructure
Examples:
• Externally owned solar farms: use local land but employ few locals and
export profits.
• Absentee landlords: extract housing revenue without improving housing
Old Heat CERB Feasibility Study | 29
Definition: Additive firms generate
external revenue by selling goods
or services outside the region, thus
bringing new financial capital into the
community. Often labelled as “base
industry” enterprises.
Characteristics:
• Expand the economic base
• May rely on relatively low-wage
or low-skill labor
• Provide positive but modest
contributions to long-term
prosperity
ADDITIVE ENTERPRISES
Examples:
• Food processing plants: process locally grown products for national
markets.
• Telemarketing centers: export service work with limited career progression.
• Low-skill manufacturing operations: bring jobs but rarely promote
innovation or regional integration.
Additive enterprises increase total income in the community but rarely build
upward mobility or innovation capacity.
Definition: Accelerative firms not
only add value to the local economy,
but they also increase the region’s
capacity to grow more high-value firms
in the future.
ACCELERATIVE ENTERPRISES
stock.
• Dark factories: fully automated facilities offering no local job base.
• Vacation/short-term rental (AirBnB, VRBO, etc.) portfolios owned out-of-
region: shift housing from residents to tourists, with revenue leakage.
• Externally owned casinos: target local customers without bringing in
outside revenue.
• Company Towns
• Enclave Industries
Definition: These firms replace
imported goods and services with
locally produced equivalents, retaining
value that would otherwise leave the
region. Situations are essential for
retaining regional profits.
Characteristics:
• Primarily serve local markets
• Typically, non-base industries.
• May provide modest job creation but limited wage growth
• In positive cases, additional enterprises help a community retain revenues
otherwise spent in other locations.
• In negative cases, additional enterprises reduce revenues spent in other
enterprises in the local ecosystem by directly competing in a community’s
limited market.
Wealth Retaining Examples:
• Locally owned restaurants: circulate money locally and reflect community
character.
• Auto repair shops, hair salons, and service-based microenterprises
• Local hotels and motels, if locally owned and managed
• While valuable for community resilience, these businesses typically do not
expand the region’s economic base unless they transition toward exporting
goods/services.
RETENTIVE ENTERPRISES
30 | Old Heat CERB Feasibility Study
Characteristics:
• Improve workforce skills and technology sophistication
• Generate or attract complementary firms that further increase the value
that existing regional enterprises provide.
• Foster R&D and knowledge spillovers
Examples:
• Advanced manufacturing firms: introduce precision tools and processes
that become regional capabilities.
• Health innovation centers: attract high-skill talent while improving services.
• High-tech service providers: connect to global supply chains and require
skilled support ecosystems.
• University research spin-offs: leverage intellectual capital and federal
grants for local enterprise formation.
Accelerative firms are critical to building robust, competitive industry clusters.
However, they typically emerge in ecosystems that already have a minimal base
of skilled labor, supplier networks, and research institutions.
Introducing the “Multiplicative” Enterprise aka: “Old Heat”
CWU proposes that the “Old Heat” facility become a Multiplicative Enterprise
Center — a site purposefully designed to support the emergence of accelerative
firms.
Rather than serving as a traditional business incubator or generic co-working
space, the repurposed Old Heat facility will serve as a strategic infrastructure
platform to support accelerative enterprise formation. It could possibly:
• Act as a facilitator for capturing infrastructure for other high-value
businesses.
• Integrate R&D, CWU faculty and student resources,production, and
workforce development.
• Create new markets or standards that anchor future firms
• House operational functions of accelerative businesses while they
establish footholds in the region.
Examples:
• Drone manufacturing platforms:
enabling multiple applications
in agtech, logistics, and public
safety.
• AI-enabled and other advanced
general purpose technology
labor-intensive services:creating
demand for new skills,
applications, and functional/
legal frameworks (See the ACT
I Project Congressional Directed
Spending Request for further
information) • Advanced manufacturing production: foundational inputs for aerospace,
biotech, and energy firms.
• Health device manufacturing: linking bioengineering, diagnostics, and data
systems into scalable platforms.
Such enterprises offer regional leverage, not just incremental jobs or revenue.
They form the connective tissue for ecosystems to emerge in places where none
existed before.
Old Heat CERB Feasibility Study | 31
The Old Heat project offers an opportunity to apply a deliberate, structured, and
research-informed approach to economic development in the Central Washington
region. Rather than accepting any growth as good growth, this model enables
community leaders to differentiate between business activity that merely
occupies space and activity that builds prosperity over time.
By serving as a funnel for attracting and building accelerative firms, Central
Washington can begin to generate the industrial dynamics, traditionally found
only in large metro areas, for regional communities on their own terms and in
alignment with their unique values.
ADAPTIVE REUSE: WHY IT IS IMPORTANT TO A COMMUNITY AND WHY IT
MATTERS TO REGIONAL COMPETITIVENESS
In this project, adaptive reuse goes beyond the practice of giving historic
buildings a new life and purpose. Adaptive reuse offers a stack of dividends that
extend well beyond the footprint of any single project. It is a strategic investment
in existing public asset that generates long term economic and social returns.
Within the framework of the Old Heat Project, adaptive reuse embodies Objective
3: Adaptive use of State Resources. It does this by transforming an
under-leveraged State-owned facility into a productive hub for innovation,
workforce development, and technology commercialization.
SUMMARY The dividends of adaptive reuse of this facility extend beyond the footprint of
this single building. It will deliver tangible economic, cultural, and environmental
benefits that align with the state’s goals for sustainable and inclusive growth:
1. Local dollars and jobs stay local. Adaptive-reuse projects typically cost 15-
20% less and finish faster than ground-up construction, channeling savings
into higher-quality finishes, local labor, and small-business tenants. Revived
landmarks often spark a “halo effect” on surrounding property values and
commercial activity.
2. Culture, identity, and civic pride. Historic buildings are tangible storytellers;
keeping them visible anchors a community’s sense of place, honors craft
traditions, and offers residents and visitors alike a daily history lesson.
Successful projects — from century-old churches reborn as performance
halls to downtown warehouses re-imagined as food-hall incubators —
demonstrate that preservation and progress can coexist, attracting heritage
tourism and volunteer passion that brand-new buildings rarely inspire. Public
involvement meetings for Old Heat have confirmed this sentiment towards
the building.
3. Smarter, more resilient growth. Because many heritage structures sit in
walkable cores, reusing them reinforces existing transit, utility, and public-
space investments instead of pushing development to the fringe. Their
adaptable floorplates (lofts, high ceilings, big windows) invite flexible uses
as community needs evolve—office today, makerspace tomorrow—helping
cities weather economic shifts without repeated cycles of boom, blight, and
teardown.
4. A fast-track climate strategy. Reusing an existing structure preserves the
“embodied” energy and carbon already locked into its walls, foundation, and
finishes. Studies show that keeping — rather than razing—an older building
can avoid 50-75 percent of the carbon that would be released if the same
square footage were rebuilt from scratch, while deep-energy retrofits cut
future operating emissions as well. Because reuse also sidesteps most of the
raw-material extraction and landfill waste tied to demolition, it is one of the
most immediately effective sustainability tools available to cities.
Exhibit 1: Old Heat on the Business Model Continuum
32 | Old Heat CERB Feasibility Study
Exhibit 2: Old Heat Comparison Chart
PROMINENT USES REGIONAL
CONTRIBUTION
FAMILY WAGE JOB
CREATION
CREATES
SKILLED LABOR RISKS FINANCIAL
SUSTAINABILITY LOCATION
EXISTING USE NONE NONE NONE N/A N/A N/A
HOSPITALITY AND
DESTINATION TOURISM
POOR:
EXTRACTIVE AND/
OR RETENTIVE
POOR: EXTRACTIVE
AND/OR RETENTIVE NO
COMPETES WITH
LOCAL BUSINESSES:
COLLATERAL
DAMAGE
POOR NO DISTINCTIVE
ADVANTAGE
COMMERCIAL
BUSINESS PARK
MODERATE:
RETENTIVE AND/
OR ADDITIVE
MODERATE:
RETENTIVE AND/OR
ADDITIVE
INDUSTRY
DEPENDENT
COMPETES WITH
LOCAL BUSINESSES:
COLLATERAL
DAMAGE
MODERATE NO DISTINCTIVE
ADVANTAGE
TECHNOLOGY
COMMERCIALIZATION
CENTER
ACCELERATIVE
AND
MULTIPLICATIVE
DIRECT: YES
INDIRECT: MAYBE
INDUCED: NO
YES - ONGOING
REQUIRES
EFFECTIVE ONGOING
IMPLEMENTATION
HIGH
NEAR UNIVERSITY
AND NEAR ECONOMIC
DEVELOPMENT EFFORTS
SECTIONSA-N
34 | Old Heat CERB Feasibility Study
A PRODUCT MARKET ANALYSIS LINKED TO ECONOMIC
DEVELOPMENT: OLD HEAT: A MULTIPLICATIVE ENTERPRISE
FOR REGIONAL ECONOMIC DEVELOPMENT
Each program element within Old Heat is intentionally structured to deliver on the
project’s four objectives: 1) creating high-wage employment, 2) commercializing
and diffusing technology statewide, 3) reusing state assets efficiently, and 4)
demonstrating a model for replicable Eastern–Western Washington economic
alignment.
The project is a component of a larger/multi government/industry effort to
address the region’s lack of growth in high-value industries that is already
underway and funded by industry and government agencies for the same
purpose. For example, the National Science Foundation is funding this effort for
CWU to “increase institutional and regional capacity” for advanced technology
and workforce development in the region. These industries targeted are
those that typically drive wage increases, career pathways, innovation, and
reinvestment into local communities. Also, for example, there is a Congressional
Directed Spending Request to launch the “Advanced Competitive Technology
Institute” that has passed first approval from the 2025 US Congress. This project
is designed to integrate the deployment of general-purpose technology such as
AI, blockchain, robotics, within existing regional businesses’ operations to
make them more competitive at the national and international levels. Per the
Regional Contribution Continuum (RCC) model, it is intended to move existing
and new businesses from “Retentive” and “Additive” into the “Accelerative”
category where they serve to build base industries in the regional base.
The Advanced Competitive Technology Institute (ACTI) will serve as the applied
commercialization and technology-diffusion arm of Old Heat. Anchored at Central
Washington University’s Business and Community Services division, ACTI is
designed to connect research institutions, manufacturers, and rural enterprises
through hands-on programs that translate innovation into production. Its core
functions include helping firms adopt advanced technologies, training workers in
SECTION A high-demand technical skills, and linking Washington’s regional industries with
state and federal innovation initiatives. Through ACTI, Old Heat becomes not just
a facility, but the mechanism by which the region participates directly in
Washington’s statewide innovation ecosystem.
Kittitas County, with a population of roughly 44,000, sits between two powerful
economic hubs: the Yakima Valley to the south and the Seattle Metro Area to
the west. Yet, despite this location, Kittitas County lags significantly behind its
neighbors in median wages and industrial composition. As shown in Map A:
Median Wages and Wage Growth by County, Kittitas County’s median household
income of $69,928 trails far behind King County’s $135,075 and even lags the
state median of $94,605. While Yakima County shares similar wage limitations
($69,525), it maintains a stronger base industry cluster in agriculture that Kittitas
County lacks.
Exhibit 3:
Data Source: WA State Employment Security Department: https://esd.wa.gov/
jobs-and-training/labor-market-information/employment-and-wages/medi-
an-and-hourly-wages
Data was aggregated using State Quarterly Wage Data and the LED (Local Em-
ployment Dynamics) report from the US Census Bureau and State Databases
SECTION A
Old Heat CERB Feasibility Study | 35
The structural challenge lies in Kittitas County’s reliance on low-multiplier
industries. Education and healthcare are the largest employers, followed by
accommodation and food services. While vital to residents, these sectors do
not generate substantial outside revenue. Education and healthcare remain
the largest employers, while accommodation and food services rank second.
By contrast, nearby King County is anchored by industries in scientific,
management, and technical services—industries that act as true base sectors
by pulling in external capital and supporting high-wage ecosystems. Without an
industrial base rooted in advanced technologies, Kittitas cannot retain talent or
generate meaningful wage growth.
This imbalance results in consistent outmigration of skilled youth and
underutilization of the county’s above-average educational attainment (35%
bachelor’s degree or higher, compared to only 18% in Yakima). Old Heat
addresses this gap by providing the missing bridge: a commercialization and
technology hub designed to attract firms aligned with Washington’s strongest
clusters (aerospace, advanced manufacturing, ag-tech, AI applications) while
also equipping local businesses to compete in broader supply chains.
The strategy is explicitly designed to avoid repeating low-value economic
patterns. Old Heat will not reinforce dependency on externally owned, low-wage,
low-technology firms. Instead, it aims to create a multiplier effect by anchoring
technology-intensive enterprises, encouraging adjacent startups, and connecting
CWU’s applied learning and research with real commercial pathways. In doing
so, Old Heat provides Kittitas County with the infrastructure and institutional
platform to finally integrate with, rather than remain bypassed by, Washington’s
metropolitan innovation economy.
Table 3 – Median Wage Comparison Chart
REGION POPULATION (1)MEDIAN
AGE (2)
MEDIAN
HOUSEHOLD
INCOME (2)
EMPLOYMENT
RATE (2)
4 YR
DEGREE OR
HIGHER (2)
TOP INDUSTRY FOR
CIVILIAN EMPLOYED
POPULATION 16 AND
OVER (2)
% OF TOTAL
EMPLOYMENT
2ND INDUSTRY FOR
CIVILIAN EMPLOYED
POPULATION 16 AND
OVER (2)
% OF TOTAL
EMPLOYMENT
WA State 7,705,281 38.6 $ 94,605 61%41%Education, Healthcare,
Social Svcs 22%Professional, Scientific,
Mgt, & Admin Svcs
15%
King
County 2,260,675 37.7 $120,824 68%58%Scientific, Mgt, & Admin
Svcs
23%Education Svc,
Healthcare, Social Svcs 20%
Kittitas
County 44,357 37.9 $69,928 58%35%Education, Healthcare,
Social Svcs
23%Arts, Accommodation,
Food Service 15%
Yakima
County 256,728 33.8 $69,525 60%18%Education, Healthcare,
Social Svcs
21%Agriculture, Forestry
and Mining 15%
36 | Old Heat CERB Feasibility Study
OLD HEAT: ENTERPRISE
FOR REGIONAL ECONOMIC
DEVELOPMENT
CWU is planning the adaptive reuse of
the retired “Old Heat” power generation
facility into an economic development
enterprise focused on increasing the
prosperity of the Central Washington
region. The project aims to address the
region’s lack of growth in high-value
industries (HVI). HVI’s are industries
that typically drive wage increases,
career pathways, innovation, and
reinvestment into local communities.
Old Heat’s role in this larger project
is as an economic multiplier, where
it attracts, inspires the emergence of
new, and facilitates existing businesses
into accelerative enterprises in the
Central Washington region.
To do this, the facility is intended to
be able to accommodate multiple
capabilities (likely tenants):
Table 4: Purpose Comparison
SPACE PURPOSE KEY ACTIVITIES OUTCOMES
A. Commercialization Hub
Anchor facility for industry-
university-community
collaboration
R&D, business incubation
New startups, patents,
commercialization of
research
B. Advanced Manufacturing
& Aerospace Bay
Flexible, high-bay space for
prototyping and reshoring
projects
Aerospace component
prototyping, small-batch
production, pilot lines
High-wage job creation,
reshoring supply chains,
supplier diversification
C. ACTI Program
Headquarters (Technology
Diffusion)
Base for the Applied
Commercialization &
Technology Initiative
Training in advanced
technology adoption, digital
skills, and commercialization
Workforce up-skilling, rural
tech literacy, stronger small
business competitiveness
D. Agriculture & Food Tech
Lab
Space for ag-tech and food
processing innovation
Testing value-added ag
products, food safety
certification, small-batch
processing
Expansion of local ag
economy, retention of farm
income
E. Innovation &
Entrepreneurship Studios
Offices and maker-type
spaces for entrepreneurs
Incubation, co-working,
mentoring, IDEA Central
programs
New venture creation,
stronger entrepreneurship
pipeline
F. Workforce Development
Classrooms
Training space aligned with
CWU, Yakima Valley College,
and industry partners
Certification programs,
aerospace technician
training, ag-tech skills
Pathways into high-demand
jobs, direct connection of
education to employment
G. Community & Showcase
Hall
Public-facing space to
demonstrate innovation
Exhibitions, industry
showcases, STEM outreach
to schools
Broader community buy-in,
student inspiration, public-
private partnerships
H. Shared Infrastructure &
Support
Essential services to make
the center functional
Meeting rooms, business
services, IT and digital
infrastructure
Operational sustainability,
professional environment
for tenants
Old Heat CERB Feasibility Study | 37
The Old Heat Commercialization
Center is designed as a multi-use
innovation facility that connects Kittitas
County’s physical and intellectual
assets to high-value state and national
industries. Space within the building is
intended to serve both a stand-alone
function and a role in the broader
system of regional competitiveness
that can be repurposed as technology
demands evolve.
The following table shows how
each facility component aligns with
Old Heat’s four objectives and the
outcomes it supports, see table to
right.
Together, these components exemplify
Objective 4. By linking Central
Washington’s physical and institutional
assets with the state’s major innovation
corridors, Old Heat provides a
replicable model for connecting rural
capabilities to metropolitan value
chains and strengthening Washington’s
overall competitiveness.Table 5: Objectives
OBJECTIVE PRIMARY ELEMENTS OBJECTIVE ILLUSTRATIVE OUTCOMES
1. High-Wage Job Creation and Rural Economic Mobility
Advanced Manufacturing & Aerospace Bay, Innovation Studios, Workforce Classrooms
Expansion of high-skill employment in aerospace, ag-tech, and clean energy sectors; creation of regional career ladders.
2. Technology Commercialization and Statewide Tech Diffusion
Commercialization Hub, ACTI Headquarters, Ag-Tech Lab
Applied research converted to market products; diffusion of innovation from metro to rural firms; cross-regional industry collaboration.
3. Adaptive Reuse of State Resources Entire Old Heat facility, Community Showcase Hall
Re-purposing a historic state asset into productive economic infrastructure; visible model of sustainable public reinvestment.
4. Model for Statewide Replication of Strategic Eastern–Western WA Alignment
Integrated facility system linking CWU, County, and State partners
Demonstrates how rural regions connect to metropolitan innovation corridors; framework for replication across Washington.
38 | Old Heat CERB Feasibility Study
A MARKET STRATEGY CONTAINING ACTION ELEMENTS
LINKED TO TIMELINES.
The market strategy for the Old Heat project is designed to position Kittitas
County as an emerging innovation node by serving both as a launch pad for new
accelerative firms and an on-ramp for existing businesses to integrate advanced
technologies and workforce skills. This dual role ensures that Old Heat supports
enterprise growth at multiple points along the innovation
spectrum: seeding new firms, scaling regional businesses, and equipping the
workforce with capabilities required for high-wage, technology-driven industries.
Because implementation cannot realistically begin until 2026, the phased plan
is structured around readiness, recruitment, programming, and long-term scale-
out. Each stage intentionally balances Old Heat’s two essential functions: (1)
supporting the launch and growth of accelerative enterprises, and (2) diffusing
technology and skills into the broader economy to
ensure regional competitiveness.
PHASE 1: INFRASTRUCTURE READINESS AND STRATEGIC POSITIONING
Timeline: Q1–Q3 2026
Lead: CWU Business and Community Services + Old Heat Advisory Council
• Finalize architectural and engineering plans for Old Heat, including flexible
lab, prototyping, and training spaces that serve both new firms and existing
businesses.
• Complete site readiness work: zoning, transportation, environmental
compliance.
• Develop branding that highlights Old Heat as both a regional accelerator
(launch pad) and a skills training hub (on-ramp).
• Formalize coordination with the Bowers Field development team to
establish the growth pathway from incubation and training (Old Heat) to
expansion and production (Bowers Field).
SECTION B SECTION B
Old Heat CERB Feasibility Study | 39
PHASE 2: INDUSTRY TARGETING AND ECOSYSTEM ACTIVATION
Timeline: Q3 2026–Q4 2026
Lead: CWU Business and Community Services, with County, City, and Associate
Development Office (ADO) participation.
Identify and prioritize target industries with strong potential for high-wage job
creation and technology spillovers:
◦Aerospace and precision component manufacturing
◦Agricultural technology and smart equipment manufacturing
◦Advanced materials and clean technology
◦Software, sensors, and embedded systems
• Conduct outreach to firms, founders, and the Directorate for Technology,
Innovation and Partnerships (TIP) at the National Science Foundation (NSF),
which aims to translate scientific discoveries into tangible solutions for society
and the market.
• Launch an Innovation Advisory Council to connect CWU faculty and students
with both new tenants and existing businesses, ensuring technology diffusion
pathways are embedded in every partnership.
PHASE 3: PROGRAMMING, TECHNOLOGY DIFFUSION, AND TALENT
PIPELINE DEVELOPMENT
Timeline: Q1 2027–Q4 2028
Lead: CWU Business and Community Services + Partner Institutions + New
Operating Entity
• Establish anchor programs in:
◦Entrepreneurial bootcamps and cohort-based training for new ventures
(launch pad). Technology Diffusion Labs to help existing firms integrate
robotics, AI, and advanced manufacturing processes (on-ramp).
◦Technology Diffusion Labs to help existing firms integrate robotics, AI,
and advanced manufacturing processes (on-ramp).
◦Technical assistance programs: Small Business Innovation Research
◦Business Technology Transfer support, IP workshops, prototype-to-
market training.
• Implement student and faculty engagement programs: internships, co-ops,
applied research projects tied to Old Heat tenants.
• Build workforce upskilling programs that prepare existing workers for roles
in accelerative firms, creating career ladders into high-wage industries.
• Partner with schools and community colleges to strengthen the STEM
pipeline.
PHASE 4: ENTERPRISE GROWTH, TECHNOLOGY SPILLOVER, AND
REGIONAL SCALE-OUT
Timeline: Q3 2028–onward
Lead: New Operating Entity + Bowers Field Development Partners
• Operate a cohort-based incubator/accelerator at Old Heat, feeding into
Bowers Field as companies scale.
• Support existing businesses that successfully adopt new technologies to
expand into new product lines and markets.
• Monitor outcomes for both pathways:
◦Launch pad metrics: new firm formation, job creation, venture capital
attraction.
◦On-ramp metrics: number of regional firms adopting new technologies,
number of workers trained or retrained, measurable wage growth.
• Adjust sector targeting and programming to maintain alignment with
national and state-levelinnovation trends.
Ongoing Coordination and Accountability
• A steering committee (CWU, County, City, regional stakeholders) will meet
quarterly to oversee both the launch pad and on-ramp functions of Old
Heat.
• Annual reporting will capture business attraction, job creation, and
measurable technology and skills diffusion outcomes. This ensures Old
Heat is recognized not only as a business incubator but as a regional
platform for economic development.
40 | Old Heat CERB Feasibility Study
IDENTIFICATION OF TARGETED INDUSTRIES
The following section translates Old Heat’s four core objectives into specific
industry applications and technology-driven strategies. Each targeted sector
and institutional program described below contributes to one or more of these
objectives: creating high-wage employment, commercializing and diffusing
technology statewide, reusing state assets efficiently, and demonstrating a model
for replicable Eastern-Western Washington economic alignment. Together, these
activities illustrate how the project’s governance, facilities, and programs convert
those objectives into measurable economic outcomes.
The Old Heat project is structured to target firms and sectors that can transform
the regional economy through accelerated growth, high-wage job creation, and
innovation spillovers. Rather than filling space with any tenant activity, Old Heat
explicitly filters for industries that align with three strategic imperatives:
1. Creation of high-wage, high-skill jobs that increase household prosperity and
regional competitiveness.
2. Technology diffusion and innovation spillovers, ensuring new capabilities
extend into existing businesses and the wider community.
3. Compatibility with Central Washington’s institutional and physical
infrastructure, including CWU’s research and talent base, regional
transportation and logistics systems, and the proposed Advanced
Competitive Technology Institute (ACTI).
CURRENT STATE AND NATIONAL GAP AND WHY OLD HEAT IS A STEP
TOWARDS MEETING THE GROWING NEED
The Old Heat–Bowers Field development model serves as both an on-ramp for
existing firms to adopt new technologies and expand their competitiveness, and a
launch pad for new ventures that require applied research support, skilled labor,
and scalable facilities. Earlier, in Section A, this project was discussed as an
instrument to fill the gap between available workforce and resource capabilities,
SECTION C and the larger state and national demand markets. This project’s focus on
building highly skilled labor and destinations where it is best valued also fits
with the increasing demand to reshore manufacturing activities into the United
States. Aerospace, for example, as a primary industry activity in Washington
State presents an opportunity with particularly high potential for reshoring into
the Central Washington Region, with the Old Heat Project being a protype for
funneling activity back to the US.
Currently the aerospace industry is importing supply chain factors from outside
the state and nation. For this example, in aerospace we are focusing on aircraft
engine (NAICS 336412) and aircraft parts (NAICS 336413) as aircraft assembly
requires large facilities, and the primary aerospace ecosystem in Washington
focuses on Boeing as the final assembly enterprise. Of the total U.S. aircraft
engine parts manufactured, sale and value of shipments were $35.4 billion
(2021), and 49% was imported from out of the U.S. ($17.24 billion).
For components needed to build aircraft listed as “Other Aircraft Parts and
Auxiliary Equipment” by the U.S. Census, the sale and value of shipments were
$28.4 billion (2021). Of this, 42.5%, or $12.06 billion, was imported. This amounts
to lost jobs and a lost tax base. This project is meant to serve as a funnel for
reshoring production and using Kittitas County’s resources towards increasing
state and national capacity by transitioning production and innovative activity to
other local and proximate regional locations. The lower estimation of impact is of
Old Heat serving as a facility for aerospace manufacturing itself. In this case, the
estimate of revenues is $17 million a year.
The following section breaks out the rationale, regional fit, role, and tech
diffusion, by industry:
1. AEROSPACE AND PRECISION COMPONENT MANUFACTURING
• Rationale: Ellensburg’s location along the I-90 corridor places it within
reach of Washington’s aerospace hubs (Seattle, Kent, Renton) while
offering significantly lower land and facility costs. Tier 2 and Tier 3
suppliers face pressure to locate outside Puget Sound but still need access
to skilled talent and university partnerships.
Old Heat CERB Feasibility Study | 41
• Regional Fit: CWU’s applied engineering, computer science, and physics
programs provide a talent base for aerospace-adjacent firms. Bowers Field
expansion facilities offer future production and testing capacity.
• On-Ramp/Launch Pad Role: Old Heat provides a cost-effective test
environment for early-stage suppliers. Firms can prototype at Old Heat,
recruit interns, and then scale into larger facilities at Bowers Field.
• Tech Diffusion: ACTI could deliver AI, robotics, and simulation workshops
that support aerospace suppliers in transitioning to digital manufacturing
and advanced design processes.
2. AGRICULTURAL TECHNOLOGY AND SMART EQUIPMENT
MANUFACTURING
• Rationale: Agriculture remains the region’s foundational industry, but its
competitiveness depends on adoption of automation, robotics, sensing,
and precision irrigation. The region itself becomes a natural testbed and
customer base for ag-tech innovation.
• Regional Fit: CWU’s environmental sciences, IT, and ag business
programs supply research and commercialization pathways. Proximity to
Yakima Valley processors and farms enables real-time product testing.
• On-Ramp/Launch Pad Role: Existing farms and equipment manufacturers
can “step on-ramp”through Old Heat to pilot advanced technologies,
while new ag-tech startups can launch into local markets before scaling
nationally.
• Tech Diffusion: ACTI’s Tech Lift Specialist program (if funded) would extend
Old Heat’s resources into underserved communities, providing mobile
technology enablement for producers and processors.
3. ADVANCED MATERIALS AND CLEAN TECHNOLOGY
• Rationale: Global shifts toward decarbonization and sustainable
manufacturing drive demand for new materials, composites, and clean
production systems. Such firms seek R&D-friendly sites that are outside
congested, high-cost metros.
• Regional Fit: CWU’s interdisciplinary STEM programs and recent National
Science Foundation investments position the university as a natural
research partner for clean-tech firms.
• On-Ramp/Launch Pad Role: Legacy manufacturers can access training
in additive manufacturing, recyclable composites, and digital Quality
Assurance systems, while startups can pilot clean-tech prototypes in Old
Heat’s innovation space.
• Tech Diffusion: Workforce upskilling in clean technologies ensures that
the region transitions from commodity-based industries to value-added
accelerative enterprises.
4. EMBEDDED SYSTEMS AND SOFTWARE FOR INDUSTRIAL
APPLICATIONS
• Rationale: As physical products integrate with digital intelligence, demand
for embedded software, IoT (Internet of Things), and edge computing
grows. These firms tend to be agile, innovation-driven, and highly scalable.
• Regional Fit: CWU’s computer science and IT faculty provide an ongoing
supply of software developers and data specialists, positioning Old Heat as
a training and placement hub.
• On-Ramp/Launch Pad Role: Regional manufacturers can adopt embedded
systems designed in Old Heat, while startups gain direct access to physical
industry partners for co-location and prototyping.
• Multiplier Potential: When co-located with aerospace, ag-tech, or clean-
tech tenants, embedded systems firms catalyze vertical integration and
accelerate technology spillovers.
42 | Old Heat CERB Feasibility Study
5. SCIENTIFIC INSTRUMENTATION, PROTOTYPING, AND APPLIED R&D
• Rationale: Small-batch, high-value instrumentation firms thrive in
university-adjacent environments, where prototyping, rapid iteration, and
faculty/student collaborations are possible.
• Regional Fit: CWU’s faculty-led applied research programs and student
talent pool can support prototyping, testing, and small-run manufacturing.
• On-Ramp/Launch Pad Role: Old Heat becomes the prototype funnel,
helping firms move from design and testing toward scalable production at
Bowers Field.
• Future Opportunity: Instrumentation firms may anchor collaborations
across sectors, serving as technology suppliers to ag-tech, aerospace, and
clean-tech enterprises.
ENABLING INSTITUTIONAL INFRASTRUCTURE: THE ACTI PROGRAM
A crucial complement to Old Heat’s tenant strategy is CWU’s proposed Advanced
Competitive Technology Institute (ACTI). If funded, ACTI would provide:
• Monthly training in advanced technologies (AI, robotics, 3D printing,
simulation).
• TechLift Specialists to deliver on-site technology adoption support to small
and mid-sized businesses.
• A talent pipeline that bridges CWU students, local firms, and regional
industries.
This advances the larger goal of leveraging Old Heat as an instrument to create
accelerative industries through collaboration with the county and CWU to help
local businesses integrate advanced technology into their current business
models. This increases their competitiveness and transitions the nature of their
local economic ecosystem impact towards accelerative rather than retentive or
additive models.
INDUSTRIES NOT TARGETED
To preserve Old Heat’s mission, the following are explicitly not targeted:
• Low-wage service or retail enterprises without multiplier effects.
• Externally owned firms with minimal local reinvestment.
• Firms with low technological intensity or innovation potential.
• This ensures Old Heat functions as a strategic inflection point, shifting
Kittitas County’s economy toward accelerative industries while lifting
existing firms onto higher-value pathways.
Old Heat CERB Feasibility Study | 43
IDENTIFICATION OF THE GROUP RESPONSIBLE FOR
IMPLEMENTING THE MARKETING STRATEGY. DESCRIBE THE
GROUP’S CAPACITY TO COMPLETE THE RESPONSIBILITY.
The implementation structure for Old Heat is designed to ensure accountability
to the project’s four core objectives: creating high-wage employment,
commercializing and diffusing technology statewide, reusing state assets
efficiently, and modeling a replicable Eastern–Western Washingotn economic
alignment. Each participating entity plays a defined role in advancing one
or more of these objectives through coordinated management, stakeholder
engagement, and public oversight.
The Old Heat Project will be managed through a collaborative governance
structure that ensures both operational focus and strategic alignment with
regional economic development priorities.
OPERATIONAL MANAGEMENT
The CWU BCS Director will serve as the lead manager of Old Heat’s activities.
This role provides direct oversight of day-to-day operations, program deployment,
and alignment of Old Heat’s facilities with its strategic foci: commercialization,
advanced manufacturing, agricultural technology, entrepreneurship support,
technology infusion, and workforce development. The BCS Director brings
institutional resources, professional staff, and applied research capabilities
from CWU to ensure that Old Heat’s programs are executed effectively and tied
to measurable outcomes. More importantly, the Director will maintain Old Heat’s
integrity by ensuring that tenants and activities are focused on accelerative
and multiplicative enterprises, as defined by the BCS Regional Contribution
Continuum (RCC).
This safeguard prevents mission drift into low growth, extractive or low-wage
service ventures, which do not advance long-term prosperity in the region. In
SECTION D this way, the Director functions not only as a manager, but also as a strategic
gatekeeper aligning Old Heat’s activity mix with its purpose of catalyzing high-
wage, innovation-driven growth.
PUBLIC ENGAGEMENT
The Kittitas County government, under the direction of the Board of
Commissioners, will provide strategic engagement and support for alignment with
the community’s current and future needs, ensuring that Old Heat’s deployment
reflects countywide priorities for economic diversification and high-wage job
creation. Commissioners will collaborate with CWU and other stakeholders to
shape strategic direction and inform priority-setting, particularly as Old Heat
expands its role as a regional commercialization hub.
The Kittitas County Conference of Governments has taken a substantial leading
role in the region’s economic development. Along with the KCCOG, the Kittitas
County Department of Public works (Bowers Field managing entity), the Kittitas
County Chamber of Commerce, and private industry partners, will serve as
advisors and collaborators. Their engagement will help align Old Heat’s activities
with the needs of regional businesses, supply chains, and community partners,
reinforcing its role as a multi-sector innovation platform.
CAPACITY TO IMPLEMENT
The combined capacity of CWU’s BCS Director, Kittitas County and regional
partners provide a robust structure for implementation. CWU contributes
institutional infrastructure, faculty and student engagement, applied research,
and workforce development capabilities. The County provides legitimacy, public
accountability, and access to regional planning frameworks. The Chamber of
Commerce and private partners bring essential connections to local and state
business networks, ensuring that Old Heat maintains market relevance and long-
term sustainability.
Together, this structure balances operational execution with public accountability
and private-sector engagement. It positions Old Heat not simply as a facility,
but as a coordinated regional enterprise capable of delivering on its marketing
strategy and sustaining its role as a catalyst for economic development.
SECTION D
44 | Old Heat CERB Feasibility Study
The site’s appropriateness by addressing, at minimum,
appropriate zoning, affect to the state or local transportation
system, environmental restrictions, cultural artifact
investigation, and the site’s overall adequacy to support the
anticipated development upon project completion.
The Old Heat Building presents a potential opportunity for this proposed project.
This historic 18,000 sq. ft. brick facility, distinguished by its iconic smokestack
visible across the downtown area, sits on a substantial three-acre parcel at 509
E 7th Ave. Its Public Reserve (P-R) zoning is a significant asset. According to
the Ellensburg City Code Chapter 15.300.070 1 “the P-R zone is a special use
classification established to provide existing and future areas where public uses,
such as, but not limited to, governmental, educational, recreational, cultural, and
other public uses operated by a public entity may be allowed to develop. It is
anticipated that the uses allowed may be unique and may involve a combination
of uses not permitted outright in any other zoning districts.” This zoning allows for
combinations of uses not otherwise allowed in the city of Ellensburg, making a
community building an encouraged and ideal fit for the site.
A key advantage is the property’s strategic location at the edge of the CWU
campus. CWU has expressed strong interest in collaborating with Kittitas County
and the City of Ellensburg to foster deeper connections with the community,
and the adaptive reuse of the Old Heat Building aligns perfectly with this goal.
This underscores the collaborative spirit and investment already being directed
towards the building, potentially opening doors for integrated or complementary
community functions within the broader modernization project.
From a practical standpoint, the property benefits from excellent pedestrian
access due to its downtown location and surrounding sidewalks. It is also
conveniently located within two blocks of multiple transit stops, enhancing
accessibility for a wide range of community members. The ample lawn space
surrounding the building offers significant potential for outdoor events and
public gatherings. While parking is currently limited, the generous parcel size
SECTION E
allows for substantial expansion of parking areas as part of a comprehensive
redevelopment plan.
The building’s existing size is a considerable advantage, offering greater
possibilities for larger capacities rather than starting new construction
from scratch and potentially reducing overall project timelines and certain
development costs. However, investors should be aware that, as a historic
structure, renovations will likely require review and approval from the Ellensburg
Landmarks & Design Commission to ensure compliance with preservation
guidelines. This process, while adding a layer of complexity, also protects
the building’s historical integrity, which can be a strong marketing point for
community buy-in and grant opportunities.
In conclusion, the Old Heat Building offers an unparalleled opportunity for
investors seeking to develop a community hub in Ellensburg. Its favorable
zoning, strategic location between the CWU campus and the City of Ellensburg,
excellent accessibility, and inherent historical character present a compelling
foundation for a successful project. While renovation and parking expansion
will require careful planning and investment, the potential for a community
asset, supported by existing inter-agency collaboration, makes this property
exceptionally attractive.
Image Credit: CWU Website
SECTION E
Old Heat CERB Feasibility Study | 45
A LOCATION ANALYSIS OF OTHER ADEQUATELY SERVED
VACANT INDUSTRIAL LAND.
420 North Pearl Street in Ellensburg, WA
This site appears to be a promising candidate for a commercialization center
in collaboration with public entities, Central Washington University (CWU), and
private sector businesses. Here’s an assessment of the key factors:
The property is situated within the Central Commercial (CC) zoning district,
as indicated by the City of Ellensburg’s zoning map. This zoning classification
permits a variety of commercial uses including retail, office spaces, and mixed-
use developments, making it conducive to a commercialization center. However,
specific uses may require adherence to design standards or
obtaining conditional use permits.
420 North Pearl Street is located approximately 0.3 miles north of CWU’s main
campus, translating to a 5–10-minute walk. This proximity facilitates convenient
collaboration with university departments, faculty, and students, aligning well with
the objectives of a commercialization center.
The property is a historic building, originally the National Bank of Ellensburg,
designed by Carl Gould and restored by Mollie Edson. As such, any renovations
or developments may be subject to review by the city’s Landmarks & Design
Commission to ensure preservation of historical integrity.
Regarding environmental regulations, the City of Ellensburg adheres to the State
Environmental Policy Act (SEPA), which mandates environmental reviews for
certain projects. Depending on the scope of the proposed commercialization
center, a SEPA review may be necessary to assess
potential environmental impacts.
SECTION F No specific cultural artifact investigations have been noted for this site. However,
given its historical status, any significant ground disturbances or structural
changes might require archaeological assessments to ensure compliance with
preservation standards.
Located in downtown Ellensburg, the site benefits from existing infrastructure
designed to accommodate commercial activities. The city’s Comprehensive
Plan includes transportation improvements aimed at enhancing pedestrian and
vehicular access in the downtown area. Given the property’s central location and
existing infrastructure, the development of a commercialization center is unlikely
to impose significant negative impacts on state or local transportation systems.
Considering its favorable zoning, strategic proximity to CWU, and existing
infrastructure, 420 North Pearl Street appears to be a suitable location for
establishing a commercialization center. Nonetheless, due to its historical
designation, it is advisable to engage with the City of Ellensburg’s Planning
Division and Landmarks & Design Commission early in the planning process
to navigate any preservation requirements and ensure compliance with local
regulations.2
Exhibit 4: North Pearl Street
SECTION F
46 | Old Heat CERB Feasibility Study
1200 S Canyon Road in Ellensburg, WA
$2,300,000
This property is situated on 1.46 acres within the city’s Commercial Highway
zoning district and features a substantial 14,000 square foot building with ample
paved parking. Its strategic location directly on Canyon Road, Ellensburg’s
primary retail corridor, places it between established automotive businesses, Les
Schwab and Windy Chevrolet, and offers direct street frontage on both Canyon
Road and Ruby Street. The property is relatively accessible, with a sidewalk
providing pedestrian access and proximity of approximately 0.2 miles to the
nearest bus stop and 0.3 miles to Central Washington University. Environmental
assessments have indicated no identified issues with the property.
However, despite these attributes, the suitability of this location for the proposed
community building is subject to considerable disadvantages. The property’s
immediate adjacency to one of Ellensburg’s highest traffic volume thoroughfares,
most especially being located a half mile away from the western Interstate-90
interchange, and its position within a predominantly transient commercial zone
could significantly detract from the desired quiet atmosphere.
The adjacent property uses, specifically a vehicle dealership and auto repair
shop, are fundamentally incompatible with fostering increased pedestrian
traffic and creating a welcoming, neighborhood-oriented environment. While
the existing structure offers substantial square footage, its prior use as a
dealership overflow and general retail space may necessitate extensive and
costly retrofitting to meet the diverse functional requirements and accessibility
standards of a modern community facility.3
Exhibit 5: Canyon Rd
Image Credit: Loopnet
Old Heat CERB Feasibility Study | 47
8270 Tjossem Road in Ellensburg, WA
$3,000,000
Spanning 12.42 acres and zoned Commercial Agriculture within Kittitas County,
this property currently features five industrial buildings totaling approximately
127,200 square feet. These structures include current uses such as distribution,
heavy processing, workshop, and storage facilities, along with 1,200 square feet
of office space. The site benefits from its strategic location directly off Exit 115
on I-90, boasting heavy power and gas onsite, reinforced concrete slabs, a truck
dock, security system, an income-generating truck scale, a high-volume well, and
fiber internet access. Notably, no environmental issues have been identified.
While the existing infrastructure and large acreage present potential advantages,
such as offering significant space for reconfiguration and outdoor amenities,
the property's Commercial Agriculture zoning poses a significant hurdle. This
zoning aims to preserve farmland and agricultural operations, and while some
"cultural and educational facilities" might be conditionally permitted, a large-
scale community building generating substantial public traffic would not align
with the zone's primary intent, likely facing considerable regulatory challenges.
The rural setting, approximately 4.5 miles from Central Washington University
and well outside Ellensburg city limits, creates further drawbacks. The absence
of sidewalks and nearby bus stops limits accessibility for those without personal
vehicles, excluding segments of the community.
Introducing consistent, high-volume traffic onto these rural agricultural roads
is also problematic; these roads are not designed for such intensity, leading
to potential congestion, safety concerns, and disruption to adjacent farming
and industrial operations. Furthermore, being situated amidst active farms and
industrial facilities could lead to conflicts regarding noise, dust, odors, and safety
for community members. Ultimately, despite its size and existing structures, this
property’s zoning conflicts, and rural complications make it an unsuitable choice
for the project.4
Exhibit 6: Tjossem Road
Image Credit: Loopnet
48 | Old Heat CERB Feasibility Study
1304 W University Way in Ellensburg, WA
$3,350,000
This property, currently operating as Rodeo City Self Storage, sits directly
within Ellensburg city limits and is zoned Commercial Highway with no reported
environmental issues. Built in 2004, the existing facility features 18,058 square
feet of self-storage units. This 1.24-acre parcel boasts direct access into the city
via University Way, a primary road leading to Central Washington University,
about 1.5 miles away.
Pedestrian access is also an asset, with the nearest bus stop less than 0.2 miles
from the property. While the location offers high visibility and proximity to nearby
residential areas and CWU, converting it into a community building would present
significant challenges that likely outweigh any benefits. As a highly operational
and profitable self-storage facility, this property would require complete and
costly demolition and redevelopment. The specialized infrastructure of a storage
facility would not be compatible with the spatial and functional needs of a public
community center, demanding substantial investment in renovation or new
construction.
Furthermore, a critical limitation for any public facility is the severe lack of
adequate on-site parking. The 1.24-acre lot is mostly developed with storage
units and drive aisles, making it insufficient to handle the parking demands of a
community building, which would naturally attract considerable vehicle traffic.
The elongated, rectangular shape of the parcel also restricts flexible architectural
design, potentially compromising the optimal layout and functionality needed for
a multi-purpose community space. Given these substantial hurdles, this property
would not be a suitable fit for the proposed community building project.5
Exhibit 7: University Way
Image Credit: Loopnet
Old Heat CERB Feasibility Study | 49
309 N Pearl Street in Ellensburg, WA
$935,000
The “Boss Bakery” building within Ellensburg’s Historic District in Central
Commercial (CC) city zoning presents a potential opportunity for the project.
Constructed in 1889, this two-story, 6,079 square foot property is a significant
part of Ellensburg’s original downtown fabric. Its prime location offers excellent
walkability, situated approximately 0.3 miles from Central Washington University
and less than 0.2 miles from the nearest public transit stop, enhancing its
accessibility. Furthermore, environmental assessments have reported no
significant issues.
However, a comprehensive evaluation reveals substantial
challenges that diminish its feasibility as a community building. Given its
designation within a historic district, any renovations or alterations, particularly to
the exterior, would be subject to rigorous review and approval by the Ellensburg
Landmarks and Design Commission. This often necessitates the preservation of
original elements, which can significantly increase renovation costs and extend
project timelines compared to non-historic properties.
The building’s second floor currently comprises four residential loft-style
apartments, requiring complete redevelopment to align with community building
objectives. This conversion would not only involve extensive interior demolition
and reconstruction but also potentially displace existing tenants, including
Mariposa Health and Wellness, a local business occupying the first floor, which
could lead to public relations and logistical complications. Moreover, the building’s
fixed footprint on a 0.08-acre lot offers no opportunity for expansion, limiting
its capacity to host large-scale community events or accommodate diverse
programming.
A critical impediment is the severe parking constraint in the immediate vicinity of
Pearl Street. Downtown Ellensburg consistently faces parking shortages, and this
property offers no dedicated on-site parking or the opportunity to create such an
area, a significant drawback for a facility intended to draw community members,
especially those traveling by vehicle. The cumulative effect of these drawbacks
renders this property a highly unfeasible option for a public community center.6
Exhibit 8: Pear St
Exhibit 8: Pear St
50 | Old Heat CERB Feasibility Study
32 Thorp Hwy S in Ellensburg, WA
$7,295,000
This property, currently operating as a well-established KOA campground,
presents an initial consideration for a potential community building due to its
substantial 15.72-acre expanse. This site is within the Ellensburg Urban Growth
area under the General Commercial County zone and contains a diverse array
of existing facilities, including four deluxe cabins, a furnished apartment, and a
single-wide mobile home.
Additionally, the significant open space could theoretically accommodate outdoor
community events. The property’s proximity to the I-90 western exit could also
be perceived as a potential advantage for regional accessibility. However, a
comprehensive evaluation reveals significant challenges that render this location
less than ideal for a public community center. Accessibility for the public is a
primary concern, as the nearest public transit stop is approximately 0.5 miles
northeast at Love’s Travel Stop, a gas station.
Reaching the property from the interstate requires navigating the heavily trafficked
roundabout at the I-90 Exit 106 interchange and crossing the consistently busy
overpass, with a notable absence of pedestrian infrastructure such as sidewalks
in the surrounding area, posing safety and logistical issues for non-vehicular
access.
Furthermore, its distance from Central Washington University (approximately
2.5 miles) may limit its direct utility for the student population without improved
connectivity. More critically, the property is subject to considerable environmental
and zoning restrictions. A significant portion of the site lies within the Yakima
River floodway, an area where new construction is generally prohibited.
The entire property is designated under the “Urban Conservancy” shoreline
master plan (SMP). According to Chapter 13 of the Washington State Department
of Ecology’s SMP handbook, this designation primarily permits uses that
“preserve the natural character of the area or promote preservation of open
space, flood plain or sensitive lands”7
This restrictive zoning significantly curtails the scope and type of development
allowable, making it highly challenging to undertake the extensive renovations
and changes of use necessary to convert the existing campground facilities into a
functional community center. These substantial limitations collectively indicate that
this property is largely unsuitable for the proposed community building project.8
Exhibit 9: Thorp Hwy
Image Credit: Zillow
Old Heat CERB Feasibility Study | 51
1011 E University Way in Ellensburg, WA
$599,950
This 0.32-acre lot, zoned Commercial Highway by the city, is situated along
University Way, a primary road. It is nestled between Winegar’s and Subway and
is in close proximity to Central Washington University (CWU). Its adjacency to
CWU, with various university facilities accessible within a two-block radius, offers
excellent pedestrian access. Furthermore, the property benefits from being within
one to four blocks of multiple public transit stops, enhancing its accessibility for a
broader population.
There are no reported environmental issues with the property. However, the
suitability of this particular property for a large-scale community building is
significantly limited by several factors. The diminutive size of the 0.32-acre lot
offers virtually no room for expansion beyond the initial footprint, which could
severely restrict the scale and scope of community events or facilities that could
be accommodated. Additionally, the immediate vicinity lacks adequate parking,
posing a significant logistical challenge for events attracting a large number of
attendees.
While the property’s direct adjacency to the Kittitas County Fairgrounds might
suggest a potential for shared parking arrangements with the county, this prospect
introduces its own set of complications. Such a partnership would necessitate
formal agreements and could lead to substantial congestion during simultaneous
events at both the proposed site and the Fairgrounds, particularly during major
annual events like the Ellensburg Rodeo.
Ultimately, the constrained land area and inherent parking limitations of this
site appear to be fundamentally incompatible with the desired capacity for
hosting significant community gatherings, making it a suboptimal choice for a
comprehensive community building.9
Exhibits 10 & 11: University Way & Transit Route Map
52 | Old Heat CERB Feasibility Study
TOTAL FUNDING FOR THE PUBLIC FACILITIES IMPROVEMENTS
IS SECURED OR WILL BE SECURED WITHIN A GIVEN
TIMEFRAME.
Central Washington University is well positioned to leverage relationships
developed over decades to mature the capital stacking plan to renovate Old
Heat. CWU Business and Community Services (BCS) is a strategic economic
development services provider for the region and state. It is well positioned to
lead this effort in close collaboration with local government partners and non-
profits. BCS actively develops and maintains relationships with businesses in
advanced manufacturing including the aerospace industry. There are investors
on the West side who have shown interest in Old Heat. There are medium
and large businesses in the Central Washington region that may be interested
once plans are more developed. Current discussions with them are focused on
capstone projects and pilots. One large manufacturer has been looking for space
in Central Washington for years and ended up locating overseas due to lack of
opportunities here. They are looking into coming back; Old Heat and Bowers
Field might be just the space they are looking for.
Through these efforts a capital stacking plan can be developed to augment the
financing of the Old Heat renovation. Sponsorship and naming rights are key
components of a capital stacking revenue plan. Relationships with industry and
the regional community through CWU can establish prospect pipelines.
The project launches in Q4 2025 with legislative briefings and the formation of
an advisory board. During this phase, requests for proposals (RFPs) for both
a capital campaign consultant and a grant-writing consultant can be issued if it
is determined the work will not be performed by BCS or economic development
staffing. This work could take on a hybrid structure utilizing contract work when
needed.
SECTION G From Q4 2025 through Q2 2026, the effort turns to Olympia, where efforts will
be made to pursue a state capital-budget earmark during the 2026 legislative
session. While this legislative push is underway, the beginning momentum for
private fundraising will be started in the capital campaign.
Starting in Q1 2026 and running through Q2 2027, the quiet phase of the capital
campaign will secure anchor gifts and naming rights, with a goal of achieving 40
percent of the private fundraising target before the public campaign is launched.
In parallel, a second round of state advocacy will take place in Q3 2026 through
Q2 2027, refining the request to complete the state’s share of the project funding
during the 2027 legislative session. At the same time, a rolling grant calendar
begins in Q2 2026 and continues through Q4 2028 with the grant-writing
consultant targeting $6–8 million from federal, state, and private foundation
sources.
The funding timeline is sequenced so that state appropriations, corporate and
private pledges, and grant awards are secured before the execution of the
construction contract, ensuring a fully financed project at notice-to-proceed.
Partners in Old Heat in its founding days will not be just passive support but
active investors of their time and resources to bring the project to fruition.
Stakeholders see the project as a catalytic investment in the community and are
ready to play a role in making it a reality — whether by giving, connecting, or
leading. This collective enthusiasm provides a strong foundation for launching
the capital campaign and signals a promising path forward.
A proposed timeline for these efforts on next page:
SECTION G
Old Heat CERB Feasibility Study | 53
Exhibits 12: Estimated Project Timeline
54 | Old Heat CERB Feasibility Study
HOW THE OLD HEAT PROJECT WILL ASSIST LOCAL
ECONOMIC DIVERSIFICATION EFFORTS
The diversification strategy described in this section directly advances Old
Heat’s four core objectives: creating high-wage employment, commercializing
and diffusing technology statewide, reusing state assets efficiently, and
modeling a replicable Eastern–Western Washington economic alignment. Each
diversification pathway that follows illustrates how these objectives translate into
measurable local and statewide economic outcomes.
The Old Heat project is designed to reshape the structural trajectory of the
Kittitas County economy. Instead of relying on incremental changes within
existing low-wage, low-growth industries, it introduces a catalytic platform that
shifts the region toward innovation-intensive, higher-value industries. Its purpose
is twofold: to serve as an on-ramp for existing businesses to integrate advanced
technologies and become more competitive, and as a launch pad for new
enterprises that build directly into state and national industry clusters. In this way,
Old Heat strengthens diversification not simply by adding more sectors, but by
embedding industries with the highest potential for wage growth, resilience, and
long-term economic impact.
CURRENT ECONOMIC STRUCTURE AND RISKS
As of 2023, Kittitas County employed 25,377 individuals across 207 industries.
On the surface, the Normalized Shannon-Weaver Index for the county is
0.83, suggesting a relatively even distribution of employment across sectors.
However, this masks a deeper structural issue: Kittitas County’s employment is
evenly distributed across a narrow set of lower-value industries. These include
education, public sector employment, hospitality, and retail. These sectors
service the local economy but generate little outside revenue, which leaves the
region highly vulnerable to labor shifts, automation, and fluctuations in consumer
spending.
SECTION H By contrast, Washington State employed more than 4.8 million people across
492 industries in 2023. Its normalized Shannon-Weaver Index was slightly lower
at 0.78, reflecting concentration in high-value industries such as aerospace,
software, logistics, and life sciences. These concentrations are features of a
high-performing economy, not vulnerabilities, because they are tied to innovation-
intensive clusters with spillover effects and global market reach.
The Herfindahl-Hirschman Index (HHI), a commonly used measure of market
concentration, underscores this point. The HHI is used to study competition,
pricing power, and market efficiency. Kittitas County’s HHI is 0.020, significantly
higher than the state average of 0.012 — a 67% greater concentration. This
strongly suggests that Kittitas County’s economy is over-reliant on a few low-
wage industries and underexposed to the types of high-value clusters that
generate economic resilience.
Kittitas County’s 2023 median wage was $65,208, while Washington State’s
was $89,138. The low wages of the primary industries of the county combined
with the increasing costs of living make outmigration of highly skilled workers
a significant challenge for the communities in the county. Table (1) shows
select industries of the county (food manufacturing, brewing, restaurants, arts,
entertainment, and recreation), none of which provide salaries that support a
median-priced home in the region. This compares to the median wages of the
focal industries of the Old Heat project (aerospace, communication technology,
agricultural machinery), all of which provide salaries that make median house
price purchases within reach of workers in the county.
OLD HEAT AS A DIVERSIFICATION CATALYST
Rather than trying to incrementally improve the economic ecosystem with its
limited scope of lower-wage industries that are artificially suppressed by the
absence of the high-wage industries prevalent in the larger Washington State
region, the Old Heat project creates a structural inflection point. It will diversify
the economy by introducing advanced industries into the regional ecosystem,
embedding them within CWU-linked infrastructure, and building feedback
loops between business, workforce development, and applied research. This
diversification occurs through four interconnected mechanisms:
SECTION H
Old Heat CERB Feasibility Study | 55
1. New Industry Entry
◦Old Heat provides the initial platform for aerospace suppliers, agricultural
technology firms, advanced materials companies, and embedded
systems developers to establish a foothold in Kittitas County.
◦These sectors bring in outside revenue and integrate with supply chains
in adjacent metro economies such as King County and Yakima Valley.
◦Over time, this entry fosters local cluster formation, allowing smaller
firms to grow alongside and service anchor industries.
2. Technology Diffusion into Legacy Sectors
◦Through ACTI’s proposed training and technology integration programs,
Old Heat acts as an on-ramp for existing businesses. This would involve
helping local firms adopt AI, robotics, sensing, and blockchain systems.
◦This transition upgrades legacy industries into hybrid models (e.g., smart
agriculture, digitally integrated tourism), which raises productivity and
wages in existing businesses while expanding the industrial diversity
of the region by converting “Additive” and “Retentive” enterprises into
accelerative base industries, contributing to further growth.
3. Cross-Sector Convergence
◦Old Heat deliberately encourages the fusion of industries such as
agriculture with smart equipment, aerospace with embedded software,
and manufacturing with clean technologies.
◦This convergence creates new hybrid industries that are rooted locally
but competitive globally, adding depth and variety to the economic base
while establishing an intellectual property platform.
4. Institutional Integration
◦CWU’s applied programs provide a constant stream of talent and
research that feeds into Old Heat.
◦In return, commercialization and entrepreneurship activities ensure
that knowledge and know-how lead to positive “spill-over” of regional
capabilities, resulting in the creation of patents, and high-value
employment.
◦The result is a system where innovation becomes an embedded feature
of the economy, not an occasional event.
WORKFORCE DEVELOPMENT AND LIVING-WAGE JOBS
Two critical components of regional diversification involve both the ability to
prepare and retain talent. Old Heat aligns with CWU’s mission as a steward of
place by training students, graduates, and residents for high-skill, high-wage
roles.
This includes:
• Entrepreneurship and innovation training through workshops, bootcamps,
and credit-bearing courses.
• Internships and applied projects linking CWU students with Old Heat
tenants, ensuring local graduates see viable career pathways without
leaving the region.
• Upskilling Programs for the existing workforce, focused on digital tools,
software, and advanced manufacturing practices.
The deployment of Old Heat towards and within high-value industry activities
leads to a multiplier cycle of economic returns where the input needs of the
business activity, as well as the engagement by the high-wage employees within
the local economic ecosystem leads to further economic impacts in the local
system. This increases the purchasing and business activities of the other local
businesses to further enrich the local supply chains in a ripple effect that benefits
both the local businesses as well as the local government’s revenue and ability to
fund and improve infrastructure.
Tables 2 and 3 show the estimated impacts of agriculture manufacturing,
aerospace manufacturing, using IMPLAN modeling and assuming Old Heat as
only a raw space for those industry activities rather than a continual funnel or
staging area for advance industry to move into the area.
56 | Old Heat CERB Feasibility Study
Table 6: Agricultural Industry Analysis
Table 7: Aerospace Industry Analysis
Both Tables’ Wages Based On 2023 National Wage Rates, Us Bureau Of Labor Statistics
WORKFORCE DEVELOPMENT AND LIVING-WAGE
JOBS
By embedding workforce development within its
operations, Old Heat ensures that diversification
translates into tangible wage gains and career
opportunities for residents.
STRENGTHENING LOCAL ASSETS AND REAL
ESTATE
Diversification also depends on how new firms interact
with the local built environment. Old Heat demonstrates
adaptive reuse through its own renovation and becomes
a magnet for activity that revitalizes surrounding
commercial districts. As businesses transition from the
Old Heat facility, they will occupy larger commercial and
industrial spaces within Ellensburg and Kittitas County.
This leads to repurposing underutilized buildings, such
as what is involved with the community’s Bowers Field
projects and contributing to rising property values and tax
revenues. This physical expansion is a critical indicator of
diversification, showing that economic growth is spreading
beyond a single site and embedding itself across the
community.
TOURISM, EVENTS, AND LODGING
Old Heat will generate steady streams of visitors through
accelerator cohorts, innovation conferences, and training
events. These activities diversify the local economy into
higher-value revenue streams that further strengthen
tourism and lodging beyond the seasonal cycle.
Importantly, they connect Ellensburg to broader regional
innovation networks, reinforcing its emerging identity as
a hub for the Central Washington region. This generates
a lift for the existing but underutilized service sector
Old Heat CERB Feasibility Study | 57
(“retentive enterprises”), inducing demand that
facilitates higher wage capabilities of local businesses.
WASHINGTON STATE SUPPLY CHAIN INTEGRATION
Old Heat is also designed to position Kittitas County as a connector within
Washington’s broader high-value supply chains. The facility creates a link
between Yakima County’s agriculture industry, King County’s aerospace
sector, and Wenatchee’s emergent clean energy and technology industries.
For Yakima County, Old Heat provides a commercialization site for agricultural
equipment and smart technology firms that can pilot and scale innovations
tested in the area’s farms and processors. For King County’s aerospace sector,
Old Heat offers an affordable launch pad for smaller aerospace and precision
component suppliers that must remain within proximity of Puget Sound but
cannot absorb Seattle’s escalating costs. For Wenatchee, Old Heat functions as
a complementary node, supporting applied research ventures and technology
firms whose products are an integration of energy, computing, and agricultural
markets.
The IMPLAN results demonstrate how these supply chain linkages translate
into measurable impact. The projected aerospace and precision component
manufacturing activity associated with Old Heat generates some of the highest
employment multipliers in the analysis, indicating strong downstream effects
across professional, technical, and support services. Similarly, the agricultural
technology sector modeled in IMPLAN produces a significant output per worker,
showing the potential to raise productivity and wages in one of the region’s
historically lower-wage industries. Clean technology and advanced materials
exhibit robust indirect and induced impacts, reinforcing Old Heat’s role as a
platform for industries with broad spillover effects.
LONG-TERM OUTCOMES
By 2030, the expected impacts of Old Heat’s diversification role include:
• Expanded industry mixes with measurable growth in advanced technology
sectors.
• Retention of local graduates and reduction in talent out-migration.
• A more resilient wage base, with an increasing share of jobs above county
median income.
• Reduced economic concentration, as shown by shifts in the Shannon-
Weaver and HHI indexes toward a more balanced, higher-value
distribution.
• Integration into statewide innovation clusters, positioning Ellensburg as a
key node in aerospace, ag-tech, and clean-technology supply chains.
Given the urgent needs of the Kittitas County Region to address low wage
stagnation, the Old Heat project is strongly focused on ensuring the area has
flexibility and resiliency to readily absorb new technology and economic sectors
into the local economy’s historic foundational elements. By serving as an on-
ramp for legacy firms and a launch pad for new enterprises, Old Heat directly
addresses the region’s historic over-reliance on low-wage service industries.
Its role as an “accelerator of accelerators” ensures that diversification is deeply
embedded in the capabilities of the region, its workforce, and its institutions.
The outcome is a more diverse, resilient, and competitive economy that is able
to sustain growth, retain talent, and drive innovation for the larger regional and
State economies.
Image Credit: CWU Website
58 | Old Heat CERB Feasibility Study
INDICATE THE SPECIFIC ISSUES THAT WILL BE ADDRESSED.
Indicate the specific issues that will be addressed.
The issues outlined in this section directly correspond to the four core objectives
of the Old Heat project: creating high-wage employment, commercializing and
diffusing technology statewide, reusing state assets efficiently, and modeling a
replicable Eastern–Western Washington economic alignment. Each challenge
identified below represents a barrier these objectives are designed to overcome,
and together they define the scope of transformation the project will deliver.
The Old Heat project is designed to address several longstanding and
interrelated economic development challenges in Kittitas County and the
surrounding region:
1. Lack of High-Wage, Innovation-Driven Employment
Kittitas County’s job base is heavily concentrated in low-wage sectors such
as retail, hospitality, and commoditized production. The absence of local
firms in advanced manufacturing, technology, or engineering-intensive
fields has constrained both wage growth and economic mobility for
residents. It has also limited the career scope of local youth wanting to stay
in the region in their choices towards a STEM education.
2. Outmigration of Skilled Talent
Due to limited career opportunities in high-skill fields, particularly in STEM
and applied technology, the region experiences a regular outflow of college
graduates and young professionals. This “brain drain” weakens the long-
term development potential of the local economy.
3. Absence of Innovation Infrastructure
The region lacks facilities and institutional mechanisms—such as
incubators, accelerators, or technology offices — that connect research,
workforce development, and business creation. This disconnect limits the
region’s ability to launch and retain innovative firms.
SECTION I 4. Economic Vulnerability Due to Industry Concentration
Kittitas County’s overreliance on a narrow band of industries makes it
vulnerable to downturns in agriculture, tourism, or seasonal sectors. The
region lacks economic diversity, making it harder to absorb shocks or
adapt to technological shifts.
5. Barriers to Technology Adoption by Local Businesses
Small and mid-sized firms in the region often lack awareness, resources,
or skilled personnel to adopt advanced technologies like automation, digital
platforms, and AI. The proposed ACTI program—if funded—would play a
vital role in closing this “technology literacy gap.”
6. Limited Regional Integration to Attract High-Wage Industries
Kittitas County lacks strong ties to nearby Metropolitan Statistical Areas
like Seattle and Yakima in high-wage supply chains. The Old Heat project
addresses this by creating a platform that connects the region to metro-
area supply chains and talent networks. This would make Ellensburg a
competitive location for advanced manufacturing, ag-tech, and aerospace-
related enterprises looking to reshore operations and to expand outside of
their metro centers.
Together, these issues contribute to a pattern of economic underperformance,
talent loss, and missed opportunities for long-term growth. The Old Heat
project directly addresses these challenges by serving as a catalyst for regional
economic development enabling the region to retain its talent, diversify its
economy, and build resilience in a rapidly changing economic
landscape.
• Workforce Development: Equipping the local labor force with skills and
experience for emerging industries.
• Utilization of Commercial Properties: Filling and revitalizing vacant or
underutilized commercial real estate through business leasing and property
sales.
• Increased Lodging Demand: Attracting visitors via conferences, events,
and accelerator programs, thereby boosting hotel occupancy.
SECTION I
Old Heat CERB Feasibility Study | 59
• Economic Diversification: Broadening the industry base beyond traditional
sectors (e.g. government, agriculture) to include technology, innovation,
and knowledge industries.
• Creation of Living-Wage Jobs: Fostering new jobs that pay sustainable,
competitive wages.
• Enhanced Tax Revenues: Growing the local tax base (sales, property,
lodging taxes) through business and visitor activity.
• Stronger Partnerships & Innovation: Building private-sector partnerships,
talent pipelines for students, and increasing research commercialization
(patents and licensing).
Image Credit: CWU Website
60 | Old Heat CERB Feasibility Study
LIST ONE OR MORE ECONOMIC OUTCOMES THAT YOU
EXPECT FROM THE PROPOSED CERB PROJECT.
Old Heat will become a facility on the edge of the CWU campus for business and
university to collaborate on technology initiatives. It will have adequate parking,
and the building will provide much-needed event and conference space in the
city of Ellensburg.
1. Workforce Development
• Entrepreneurship workshops, maker spaces, and certificate programs.
• Paid internships and project-based learning with tenant startups.
• Upskilling courses.
2. Leasing and Sales of Commercial Properties
• Locate the center in a vacant downtown building to anchor revitalization.
• Match graduating startups with larger local spaces.
• Run real-estate open houses.
3. Lodging Demand from Events
• Host annual innovation summits.
• Operate a 10-12 week summer accelerator with hotel/dorm blocks.
• Target 5-10 % rise in lodging tax receipts within five years.
4. Diversification of Local Economy
• Create an aerospace hub in the Central Washington region.
• Focus tracks on aerospace, ag-tech, clean energy, and software.
• Support value-added ventures leveraging regional agriculture.
5. Creation of Living-Wage Jobs
• Prioritize STEM and advanced-manufacturing startups ($30-$45/hr).
• Leverage state training grants to raise employee wages.
• Aim for 250 new living-wage jobs within 10 years.
SECTION J 6. Increased Tax Revenue
• Startup sales generate local sales and B&O taxes; occupied properties
raise assessments.
• Events boost lodging tax.
• Long-term goal: >$500,000 additional local taxes annually by year 10.
7. Partnerships, Talent Pipelines & Patents
• Form an Industry Advisory Board for sponsorships & guidance.
• Run an “Innovation Fellows” program linking students to startups.
• Hire a Tech Officer; seed mini-grants for prototypes.
Implemented together, these initiatives position CWU’s commercialization center
as the engine for diversification, living-wage job creation, real-estate activation,
visitor spending, stronger tax revenues, and a robust innovation ecosystem in
Ellensburg.
• Number of new patents/startups per year in County
• Industry/Field areas of new patents/startups in the year in County
• Graduate retention and placement in local firms
• Firm survival rate after three years
• Number of firms graduating from Old Heat to Bowers Field
• Participation in Small Business Innovation Research/Small Business
Technology Transfer or other federal innovation programs
SECTION J
Old Heat CERB Feasibility Study | 61
QUANTIFIABLE MEASURES OF SUCCESS
The Old Heat project will track progress in a staged manner: (1) pre-construction
groundwork and ecosystem development (2025–2026), (2) facility launch
and initial programming (2027–2028), and (3) full operations and measurable
outcomes (2029 and beyond). The following metrics will demonstrate measurable
progress each year toward the ultimate outcomes of job creation, technology
diffusion, and regional competitiveness.
1. ECOSYSTEM AND PRE-CONSTRUCTION METRICS (2026–2027)
• Workshops and Events: four to six annual workshops led by CWU faculty
and partners to prepare regional firms for participation in Old Heat
programming.
• Industry Engagement: At least two regional conferences co-hosted with
Yakima County agriculture, King County aerospace, or Wenatchee tech
sector partners.
• Community Linkages: Two community-facing forums per year introducing
Old Heat’s role in regional economic development.
2. FACILITY OPERATIONS METRICS (2027–2028)
• Tech Diffusion: ACTI: Launch and implementation of the Advanced
Competitive
3. TECHNOLOGY INSTITUTE AND ITS OUTREACH TO LOCAL
BUSINESSES.
• Tenant Growth: 30% of space filled by Q4 2027; 60% by end of 2028.
• Conferences and Industry Collaborations: Four industry-led conferences
annually in collaboration with CWU initiatives.
• Student Engagement: 25 students per year engaged in internships,
applied projects, or workforce bootcamps.
SECTION K 4. FULL OUTCOME METRICS (2029 AND BEYOND)
• Direct, Indirect, and Induced Jobs:
◦By 2029: 100 direct jobs created, with IMPLAN modeling showing an
additional 80 indirect and induced jobs.
◦By 2032: 250 direct jobs, generating an estimated 500+ total jobs
across the region.
• Wage Effects:
◦Direct jobs averaging 20–25% above county median wage.
◦Indirect and induced jobs supporting service, supplier, and knowledge
industries.
• Business Mix:
◦Tenant or externally transitioned firms operating by 2029, at least half
in accelerative sectors.
◦50 regional firms engaged in technology diffusion workshops or
technical assistance by 2030.
• Events and Training:
◦Twelve CWU-led workshops or seminars annually.
◦Six industry-sponsored conferences annually.
◦Three community conferences per year.
SECTION K
62 | Old Heat CERB Feasibility Study
DATA TO BE COLLECTED
Old Heat will become a facility on the edge of the CWU campus for business and
university to collaborate on technology initiatives. It will have adequate parking,
and the building will provide much-needed event and conference space in the
city of Ellensburg.
To track progress against these measures, Old Heat will collect data in the
following categories:
• Facility Operations Data: Occupancy rates, number of businesses
engaged with technology diffusion, tenant industry classification.
• Programmatic Data: Number of CWU-led workshops, industry
conferences, and community events.
• Workforce and Student Engagement Data: Number of students engaged
annually; employment outcomes for student participants.
• Economic Impact Data: Direct, indirect, and induced job creation; wage
levels compared to county medians; industry sectoral breakdown from
IMPLAN.
• Regional Linkages Data: Number of cross-regional contracts,
partnerships, or supply-chain engagements with Yakima, King County,
and Wenatchee clusters.
SECTION L SECTION L
Old Heat CERB Feasibility Study | 63
DATA COLLECTION PROCEDURES
TIMING:
• Annual Collection: Data on workshops, conferences, student
engagement, and tenant occupancy will be collected each program year
beginning in 2025.
• Biannual Updates: IMPLAN wage and job effect modeling will be updated
every two years to track cumulative economic impact.
• Milestone Reviews: Pre-construction activities (2025–2026), facility
launch (2027–2028), and early operation (2029–2032) will each conclude
with milestone reviews.
RESPONSIBILITY:
• CWU IDEA Central will collect programmatic data (workshops,
conferences, student engagement) and manage reporting.
• Tenant Businesses will provide annual reports on employment, wages,
and industry activities.
• IDEA Central will conduct biannual economic modeling of job creation and
wage effects.
• Community Partners and Industry Collaborators will provide data on
cross-regional contracts and supply-chain linkages.
SECTION MSECTION M
64 | Old Heat CERB Feasibility Study
THE ESTIMATED MEDIAN HOURLY WAGE OF THE JOBS
CREATED WHEN DEVELOPMENT OCCURS.
The Old Heat project is intentionally designed to generate high-wage
employment aligned with Washington State’s advanced industry clusters, rather
than reinforcing the county’s existing dependence on low-wage service sectors.
The targeted sectors include aerospace and precision component manufacturing,
agricultural technology, advanced materials, clean technology, and embedded
systems industries. Each demonstrates compensation levels well above Kittitas
County’s current median wage of $69,928 per year (≈$33.62/hour).
BENCHMARK COMPARISONS
Using IMPLAN modeling and industry wage data (NAICS 3364 series for
aerospace, NAICS 333111 for agricultural machinery, and comparable clean-tech
and instrumentation subsectors), the following median annual compensation
figures are representative:
• Aerospace product & parts manufacturing (NAICS 3364): ~$92,000/year
(≈$44.23/hour)
• Agricultural machinery manufacturing (NAICS 333111): ~$76,000/year
(≈$36.54/hour)
• Advanced materials & clean-tech manufacturing: ~$80,000–$85,000/year
(≈$38.46–$40.87/hour)
• Embedded systems/software for industrial applications: ~$95,000–
$100,000/year (≈$45.67–$48.08/hour)
These estimates reflect direct employment in the sectors Old Heat is designed to
host or catalyze. Indirect and induced employment (e.g., professional services,
supply chain, and local spending impacts) will average slightly lower but remain
significantly above Kittitas County’s current wage base. IMPLAN modeling
SECTION N projects an average compensation premium of 20–25% above the county median
wage for the new jobs created by Old Heat.
AGGREGATE MEDIAN WAGE ESTIMATE
Given the mix of targeted industries, the blended median wage of jobs created
through Old Heat development is conservatively estimated at $40–$45 per hour
($83,200–$93,600 annually).
This range accounts for:
• Higher-end wages in aerospace, embedded systems, and advanced R&D.
• Mid-range wages in agricultural technology and clean-tech manufacturing.
• Secondary effects from induced jobs in professional and technical
services.
IMPLICATIONS FOR REGIONAL COMPETITIVENESS
This wage level represents a 20–35% premium over Kittitas County’s current
median hourly wage and positions Old Heat as a structural intervention into the
county’s wage trajectory. By embedding these industries into the local economy,
Old Heat directly addresses the living-wage deficit identified earlier in this report,
ensuring that new job creation translates into sustainable household prosperity
and a stronger tax base.
SECTION N
SOURCES
66 | Old Heat CERB Feasibility Study
REFERENCES AND METHODOLOGY
• 2020 Decennial Census: United States Census Bureau
• US Census “Profiles” 2023 Washington: https://data.census.gov/profile/
Washington?g=040XX00US53
• US Census “Profiles” 2023 King County: https://data.census.gov/profile/
King_County, Washington?g=050XX00US53033
• US Census “Profiles” 2023 Kittitas County: https://data.census.gov/profile/
Kittitas_County,_Washington?g=050XX00US53037
• US Census “Profiles” 2023Yakima County: https://data.census.gov/profile/
Yakima_County,_Washington?g=050XX00US53077
• CWU BCS Regional Contribution Continuum (2025): https://www.cwu.
edu/about/offices/business-community-services/bcs-regional-contribution-
continuum-white-paper-1.0.pdf
U.S. Bureau of Economic Analysis: Retrieved 7/23/2025:
https://apps.bea.gov/
This feasibility study integrates multiple levels of economic analysis to determine
the appropriateness of Old Heat as a commercialization hub for Central
Washington. The methods below explain how data were gathered, which
industries were selected, and how results were calculated for each section of the
study.
INTRODUCTION “OLD HEAT COMMERCIALIZATION CENTER”
Industries were grouped using the CWU BCS’s (2025) Regional Contribution
Continuum (RCC) framework, which classifies firms as Extractive, Retentive,
Additive, or Accelerative depending on their net contribution to long-term regional
prosperity. This provided the foundation for identifying structural gaps in Kittitas
County’s economy.
Section A: A product market analysis linked to economic development
To assess regional economic position, we compiled and compared data from the
Washington State Employment Security Department (median and hourly wages)
and the U.S. Census Bureau’s Local Employment Dynamics program. These
data allowed comparison of Kittitas County to Yakima County, King County, and
the state overall. The analysis focused on median wage levels, educational
attainment, and industry employment structure.
SECTION C: TARGETED INDUSTRIES
Industries were selected based on three criteria:
1. Wage and Skill Intensity – industries with compensation significantly
above Kittitas County’s median wage;
2. Alignment with State and National Clusters – sectors such as
aerospace, ag-tech, and advanced materials where Washington already
has comparative advantages; and
3. Compatibility with CWU and Local Capabilities – fit with university
STEM programs, applied research, and nearby supply chain assets.
Industry data were drawn from the U.S. Census Annual Survey of Manufactures
and BEA input-output tables. NAICS codes used included 336412 (Aircraft
Engine and Engine Parts), 336413 (Other Aircraft Parts and Auxiliary Equipment),
and 333111 (Agricultural Machinery). Import penetration ratios and supply chain
gaps were identified by comparing U.S. shipment values with import values,
highlighting opportunities for reshoring and regional capture.
SECTION H: DIVERSIFICATION AND ECONOMIC IMPACT
Economic concentration and diversification were measured using two standard
indexes: the Normalized Shannon–Weaver Index (to capture breadth of
industries) and the Herfindahl–Hirschman Index (HHI, to capture employment
concentration). County-level employment data were sourced from Washington
State ESD and the U.S. Census. To model industry-level economic impacts,
IMPLAN input-output modeling software was applied to simulate the direct,
indirect, and induced effects of introducing new aerospace and agricultural
machinery activities into Kittitas County. This produced estimates of employment
multipliers, output per worker, and secondary spending effects.
SECTION N: WAGE ESTIMATION
Wage levels for targeted industries were calculated using a combination
of IMPLAN industry tables and Bureau of Labor Statistics Occupational
SOURCES
Old Heat CERB Feasibility Study | 67
Employment and Wage Statistics (OEWS). Median annual compensation was
converted to hourly wages for comparability. For blended estimates of Old Heat’s
impact, we weighted sectoral medians (e.g., aerospace, agricultural machinery,
advanced materials, embedded systems) to arrive at a conservative aggregate
wage band. These figures were compared against Kittitas County’s current
median to demonstrate the wage premium potential of Old Heat tenants.
Images from CWU Website and Facebook
First 3 Images from Katie Cherrier
Content from Collaborators:
Kittitas County Public Works
Josh Fredrickson, Director
Central Washington University
Business and Community Services (BCS)
Rob Ogburn, Associate Vice President, Federal Relations / Executive
Director, BCS
Bill Provaznik, PhD., Director
Kittitas County Chamber of Commerce
Amy McGuffin,CEO/President and Kittitas County
Content from pdf:
OldHeat-Study-1025-RD3
Supporting Images from Loopnet, Zillow and Google for Alternate Site Images
SUPPORT FROM COLLABORATOR
CARA MCNAB WITH RPC
CONSULTING:
Ranch Park Consulting is a national
consulting firm specializing in
economic development, agricultural
law, and direct marketing guidance.
We help communities and producers
navigate policy, strengthen local
economies, and activate opportunities
on the ground.
68 | Old Heat CERB Feasibility Study
A PUBLIC–PRIVATE INVESTMENT STRATEGY
The Old Heat Building stands at a defi ning moment between preservation and progress. Once a utilitarian engine that powered campus
infrastructure, it now presents an extraordinary opportunity to power something far more enduring: innovation, entrepreneurship,
workforce development, and community connection. Its historic masonry, industrial scale, and architectural authenticity give it gravitas.
Its next chapter gives it purpose.
The University will own the building. It will steward the asset, guide its long-term mission, and ensure that programming aligns with
institutional priorities, academic partnerships, and regional economic development goals. Yet the transformation of the Old Heat
Building cannot rely solely on University capital resources. Its rebirth requires a carefully structured and deliberately sequenced capital
campaign—one that blends public infrastructure investment, corporate leadership, philanthropic partnership, and broad community
participation into a coordinated $10 million capital stack.
This is not simply a fundraising eff ort. It is a structured public–private investment strategy designed to align infrastructure fi nance,
corporate underwriting, philanthropic gifts, and grassroots engagement into a cohesive fi nancial architecture.
At the heart of the strategy is a recognition that the building’s renovation is modular and phased. The work begins with the warm
shell and life-safety systems that stabilize the structure and make it occupiable. From there, mezzanine build-outs, annex activation,
historic preservation elements, and exterior site improvements unfold in clearly defi ned scopes. That phasing is not only a construction
strategy—it is a fundraising advantage. Sponsors are not asked to fund abstractions; they are invited to complete tangible, visible,
named spaces that permanently link their investment to the physical transformation of the building.
The Old Heat Building
A $10 Million Capital Stacking
Campaign
2 | OLD HEAT REPORT
The capital stack begins with public infrastructure investment. As a University-owned
asset, the Old Heat Building qualifi es for state and federal capital tools that can
stabilize and de-risk the project. State capital appropriations, economic development
grants, potential CERB participation, historic preservation incentives, energy fi nancing
mechanisms such as PACE, and other infrastructure resources form the foundational
layer of the stack. These investments are catalytic rather than charitable. They address
code compliance, structural stabilization, preservation of historic elements, and essential
life-safety improvements. Public dollars signal seriousness and institutional commitment.
They provide the structural base upon which private investment can confi dently build.
Securing this public layer is the fi rst execution step in the campaign. During the pre-
campaign phase, the University and its affi liated campaign entity will fi nalize the full
project budget, confi rm scope defi nitions, assess historic tax credit eligibility, evaluate
bond participation where appropriate, and initiate capital budget conversations with
legislative partners. By establishing this foundation early, the campaign reduces
perceived risk and creates momentum before entering the private fundraising phase.
Old Heat Capital
Stacking Structure
OLD HEAT CAPITAL STACKING STRUCTURE
State & Federal Grants / Bonds
CERB / Public Infrastructure Tools
Historic Tax Credits / Pace / Oz
Corporate Anchor Investment
Major Sponsors & Naming Rights
Community Philanthropy
OLD HEAT REPORT | 3
With the infrastructure base in place, the campaign will seek a transformative corporate
anchor partner. This is not sponsorship in the traditional sense; it is leadership
investment. A regional or national corporation aligned with innovation, workforce
development, research partnerships, or sustainability will be invited to serve as the
founding partner of the Old Heat Building. Rather than a single one-time gift, the
campaign will structure this commitment as a multi-year underwriting pledge, potentially
over fi ve years, with an accelerated initial contribution to support early construction
needs. This structure mirrors successful corporate underwriting models used in
comparable projects, where early capital infusion supports construction timelines while
establishing a durable, long-term partnership.
The corporate anchor will receive prominent naming rights, exterior visibility, interior
recognition, and strategic alignment with the building’s programming. More importantly,
the partner will be positioned as a co-investor in regional talent development and
innovation infrastructure. The narrative presented to this partner will align with workforce
pipeline development, research collaboration opportunities, ESG commitments, green
economy initiatives, and economic equity. The Old Heat Building will be positioned not
merely as a venue, but as a platform for innovation and industry engagement.
Above the anchor layer, major area sponsors will activate defi ned portions of the building.
The mezzanine can become an innovation or research collaboration level underwritten
by a technology or engineering fi rm. The coal bin level can transform into a collaborative
event space bearing the name of a civic benefactor. Training rooms in the annex can
align with workforce development partners. Historic preservation elements, including
restored architectural features, can attract donors passionate about heritage stewardship.
Exterior plazas and gathering spaces can refl ect the leadership of corporations committed
to public engagement. Each signifi cant gift completes a defi ned construction component
and permanently associates the donor with a physical space inside the building.
The fi nal layer of the capital stack is the community itself. Alumni, faculty, families, local
businesses, and regional residents will have opportunities to participate through founders’
recognition walls, brick or tile campaigns, small business sponsorships, and community
fundraising events. These contributions, while smaller in scale, are powerful in meaning.
They transform the building from a University project into a shared civic achievement.
When the doors open, the community will recognize its fi ngerprints in the masonry and its
commitment in the walls.
Old Heat Capital
Stacking Structure
4 | OLD HEAT REPORT
To execute this campaign eff ectively, a clearly defi ned leadership structure is essential.
Because the University will own the building and oversee construction and long-term
programming, it must remain the ultimate steward of the project. However, successful
capital campaigns of this scale benefi t from a dedicated, agile fundraising vehicle. For
that reason, the recommended structure is the formation or designation of a 501(c)(3)
whose mission is specifi cally centered on economic development initiatives such as the
Old Heat capital campaign. This affi liated nonprofi t will operate in formal partnership with
the University while focusing exclusively on campaign execution.
The foundation will recruit a Campaign Cabinet composed of University leadership,
corporate executives, civic infl uencers, and philanthropic champions. It will negotiate
sponsorship agreements, steward donors, and coordinate campaign communications.
The University will retain ownership, oversee construction, and ensure mission alignment.
The 501(c)(3) will serve as the fundraising engine. Together, they create a hybrid
structure of governance for operations and fundraising while maintaining unifi ed strategic
direction.
Old Heat Capital
Campaign Pyramid
OLD HEAT $10M CAPITAL CAMPAIGN PYRAMID
Community Gifts
500K-1M
Major Area Sponsors
250K-1M
Corporate Anchor
3M-5M
Public Infrastructure &
Finance Tools
3M-4M
OLD HEAT REPORT | 5
The execution of the campaign will unfold in deliberate phases. The initial six months will
focus on establishing the campaign entity, fi nalizing budgets and naming frameworks,
and securing public infrastructure commitments. The following six to twelve months will
constitute the quiet phase, during which the corporate anchor and major sponsors are
cultivated and secured. The goal during this period is to secure at least half of the total
campaign goal before public launch. Only once the campaign reaches critical mass will
it enter the public phase, marked by a formal announcement, media engagement, public
tours, renderings, and community outreach events.
Throughout the silent phase, brand development and master plan communication will
be critical. The Old Heat Building must be positioned within a broader campus vision.
It should be framed as the catalytic fi rst phase of a larger innovation and community
engagement strategy. Sharing renderings, storytelling through video, hosting tours, and
communicating milestones will maintain momentum and public enthusiasm. Campaign
momentum must not be allowed to stall; visible progress builds trust.
Equally important is operational readiness. As construction proceeds, the University
must clarify the long-term operating model for the building. Whether through internal
management or partnership with a mission-aligned nonprofi t or public-private operator,
Old Heat Capital
Campaign &
Construction
Timeline
JUNE 2026 - MAY 2028
Final Fundraisng & Operational Readiness
Construction - Warm Shell & Core
Public Campaign Launch & Community Phase
Quiet Phase - Anchor & Major Sponsors
Public Funding Strategry & Applications
Campaign Entity & Budget Finalization
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6 | OLD HEAT REPORT
the building’s programming must refl ect its capital investment. Workforce training
partnerships, industry collaboration, entrepreneurship programming, cultural events, and
community gatherings should all align with the economic development narrative that
underpins the campaign.
The capital stack thus rises in intentional layers. Public infrastructure tools provide
structural stability. Corporate anchor investment delivers transformational momentum.
Major sponsors activate specifi c spaces. Community philanthropy builds broad ownership.
Each layer strengthens the one above it. Each layer depends on the credibility of the one
beneath it.
This strategy reduces risk by distributing responsibility. It builds confi dence by sequencing
commitments. It creates momentum through visible milestones. And it refl ects the
collaborative spirit necessary to bring a historic industrial structure into a new era of
relevance.
The Old Heat Building’s rebirth will not be measured solely in square footage renovated
or dollars raised. It will be measured in partnerships formed, industries engaged, students
inspired, and communities gathered. It will stand as visible proof that when a University
commits to stewardship and invites its region to invest alongside it, transformation is not
only possible—it is inevitable.
Below is a detailed narrative of a 24-month implementation timeline beginning June 2026
and running through May 2028, aligned directly with the enriched capital stacking narrative
and campaign execution structure.
This assumes:
The University owns the building
A University-affi liated 501(c)(3) foundation is formed to lead the campaign
Construction and fundraising move in coordinated phases
Public infrastructure commitments are pursued in parallel with private fundraising
Old Heat Capital
Campaign &
Construction
Timeline
OLD HEAT REPORT | 7
PHASE 1: CAMPAIGN
INFRASTRUCTURE &
PUBLIC FOUNDATION
JUNE 2026 – NOVEMBER 2026 (MONTHS
1–6)
This fi rst six-month period establishes the
structural and fi nancial foundation of the
campaign.
JUNE – JULY 2026
The University formally designates
or establishes the affi liated 501(c)(3)
foundation dedicated to the Old Heat
Building campaign. Articles of incorporation
are fi nalized, bylaws adopted, and a
development agreement executed between
the University and the foundation defi ning
roles, ownership, and authority.
A Campaign Cabinet is recruited,
composed of:
• University leadership
• Corporate executives
• Civic and philanthropic leaders
• Economic development stakeholders
Simultaneously, the University fi nalizes:
• Confi rmed construction scopes
• Refi ned total project budget (with
contingency)
• Naming rights matrix
• Sponsorship levels and recognition
policies
AUGUST – SEPTEMBER 2026
Public infrastructure strategy is activated.
The University and campaign
leadership:
• Initiate state capital budget
conversations
• Explore CERB eligibility and begin
application preparation if appropriate
• Evaluate historic tax credit eligibility
• Assess bond participation and debt
structure if needed
• Analyze PACE or other energy fi nancing
tools
During this period, messaging materials
are developed:
• Case statement document
• Corporate anchor prospectus
• Naming opportunities brochure
• Economic impact summary
• Master plan integration narrative
OCTOBER – NOVEMBER 2026
Campaign transitions into quiet phase
preparation.
Top 10–15 major prospects are
identifi ed:
• Corporate anchor candidate(s)
• Industry-aligned partners
• Major philanthropic families
• Regional foundations
Prospect cultivation meetings begin quietly
and confi dentially.
Phase 1:
Campaign
Infrastructure &
Public Foundation
8 | OLD HEAT REPORT
Phase 2: Quiet
Phase & Anchor
Securement
DECEMBER 2026 – AUGUST 2027
(MONTHS 7–15)
The quiet phase focuses on securing
50–70% of the total campaign goal before
any public announcement.
DECEMBER 2026 – FEBRUARY 2027
Formal solicitation of Corporate Anchor
Partner.
Proposal structure includes:
• Multi-year pledge (3–5 years)
• Accelerated initial contribution to
support construction mobilization
• Naming rights agreement
• ESG and workforce alignment narrative
• Industry partnership integration
Simultaneously, discussions continue with
state and public funding entities.
MARCH – MAY 2027
Anchor commitment secured (target: $3–
5M).
Upon anchor confi rmation:
• Legal documentation completed
• Payment schedule aligned with
construction cash fl ow
• Naming agreement fi nalized
Major area sponsor cultivation intensifi es
during this period. Specifi c spaces
(mezzanine, annex, collaboration areas,
plaza areas) are matched with aligned
prospects.
Public infrastructure layer ideally
receives:
• Letter of intent
• Budget inclusion
• Grant approval
Or formal application submission
By May 2027, campaign target should
reach approximately 60% of total goal.
JUNE – AUGUST 2027
Major sponsor commitments close in
succession.
Milestones achieved:
• 70%+ of campaign goal secured
• Public funding clarity achieved
• Construction sequencing confi rmed
• Groundbreaking date identifi ed
Public campaign launch planning begins.
OLD HEAT REPORT | 9
Phase 3:
Public Launch
& Construction
Mobilization
SEPTEMBER 2027 – FEBRUARY 2028
(MONTHS 16–21)
This period marks visible progress and
broad engagement.
SEPTEMBER 2027
Formal Public Campaign Launch Event.
Event includes:
• Announcement of corporate anchor
• Announcement of major sponsors
• Presentation of total funds raised to
date
• Release of renderings
• Media coverage
• Campus and community celebration
Public phase of campaign offi cially begins.
Community giving programs launch:
• Founders wall
• Brick/tile recognition
• Alumni outreach
• Corporate employee engagement
• Regional small business sponsorships
OCTOBER – DECEMBER 2027
Construction mobilization begins (if public
funding and anchor capital timing align).
Warm shell and infrastructure work
commences.
Milestone communications strategy
deployed:
• Monthly construction updates
• Donor spotlights
• Behind-the-scenes tours
• Social media storytelling
• Legislative updates
JANUARY – FEBRUARY 2028
Community campaign intensifi es during
visible construction progress.
Target: 85–90% of campaign goal secured.
Additional smaller sponsors and
philanthropic gifts close as excitement
builds.
Phase 4: Final
Funding &
10 | OLD HEAT REPORT
Completion Milestones
MAR 2028 – MAY 2028 (MONTHS 22–24)
Final phase focuses on closing remaining campaign gap and reinforcing sustainability.
MARCH – APRIL 2028
Campaign leadership works to close fi nal commitments to reach full $10M goal.
Naming signage production begins:
• Exterior signage fabrication
• Interior recognition installation
• Founders wall production
Operational readiness planning intensifi es:
• Finalize building management structure
• Confi rm programming calendar
• Secure workforce and industry partnerships
• Establish event and rental model
MAY 2028
Construction milestone event held:
• Warm Shell completion celebration
• Public tour for donors
• Sponsor recognition ceremony
Campaign declared substantially complete.
Remaining multi-year pledge payments continue per schedule, but capital campaign goal
achieved.
Completion
Milestones
OLD HEAT REPORT | 11
Summary
of 24-Month
Progression
Summary of 24-Month Progression
JUNE 2026 – NOVEMBER 2026
Foundation established. Budget fi nalized. Public funding pursued. Quiet phase prepared.
DECEMBER 2026 – AUGUST 2027
Corporate anchor secured. Major sponsors committed. Public funding clarifi ed. 60–70%
raised.
SEPTEMBER 2027 – FEBRUARY 2028
Public launch. Construction begins. Community campaign active.
MARCH 2028 – MAY 2028
Campaign closes at $10M. Recognition installed. Operational transition begins.
Central Washington University Old Heat Plant Grant Support
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3CWU OLD HEAT GRANT SUPPORT
SUMMARY 01
The Old Heat Plant on Central Washington
University’s campus has undergone partial
renovations and multiple feasibility studies
over the years. Building on this existing body
of work, Integrus developed a series of high-
level cost estimates to support potential future
development of the facility. This strategy is
intended to establish a path forward to a flexible
and code-compliant base building that can
accommodate future tenant improvements.
Funded by grants and/or sponsorship-driven
build-outs, ultimately enabling the transformation
of the structure into a Business Innovation Center.
To organize the scope and clearly define areas of
work, the project is divided into ten scopes. Each
represents a distinct component of the building
or site and will be further expanded upon in the
following pages.
The costs assume the project design starts on
02/2026 with two years of escalation factored in
to the mid point of construction. If the project
does not start now additional costs would be
incurred.
SUMMARY
1. WARM SHELL $2,630,350
2. HEAT PLANT OCCUPANCY $3,833,829
3. ANNEX OCCUPANCY $292,156
4. MEZZANINE BUILD OUT $901,833
5. COAL BIN BUILD OUT $1,132,838
6. SITE EAST $406,970
7. SITE WEST $274,653
8. SITE NORTH $528,811
9. INTERIOR GLAZED BLOCK $355,545
10. ANNEX RESTROOMS $208,100
TOTAL COST $10,565,085
CONSTRUCTION COSTS
4CWU OLD HEAT GRANT SUPPORT
SCOPING 02
5CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: WARM SHELL
This scope represents the base cost to provide heating to the facility and achieve a warm shell.
This scope does not create occupiable interior space and is solely exterior modifications to enclose the building.
This cost does not include cleaning of the exterior brick.
We recommend that this scope be completed first.
1. CONSTRUCTION COSTS $1,736,031
Abatement
New Exterior Windows
Exterior Wall & Floor Infill
New Roof on Steam Plant
Ext. Cladding at Smoke Duct
Mechanical
Electrical
2. SOFT COSTS $894,319
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $2,630,350
Architectural:
This scope includes abatement of the building, new
exterior windows on the Heat Plant (new annex
windows were previously installed), exterior wall and
floor infill at the Ash Tank, new roof at the Heat Plant,
roof repairs at the annex, and exterior cladding to
enclose the smoke duct running from the heat plant
to the smoke stack.
Mechanical, Plumbing, and Fire Sprinkler Scope:
The previously completed project included the
installation of the central building air handler, heating
system, and cooling system. The equipment has not
been started but appeared to be in good condition in
February 2026.
HVAC: Branch level ductwork, single duct
terminal boxes, heating water piping to single
duct terminal units, rooftop exhaust fan, grilles,
registers, diffusers (GRDs), controls to support
activated equipment, and equipment startup and
commissioning are included to achieve a warm
shell.
Plumbing: No scope is included.
Fire Sprinkler: No scope is included.
Electrical:
New power and fire alarm systems will be provided
for the construction of exterior walls as part of the
heating plant envelope. Mechanical connections
will be provided to support planned mechanical
improvements. Power circuits will be served from the
existing branch panels located in the main electrical
room. Conduit pathways for future roof mounted PV
array will be installed during the roofing work. Fire
alarm devices will be served from the existing FACP.
6CWU OLD HEAT GRANT SUPPORT
SCOPING 02
LEVEL 1
LEVEL 2
Lobby
Stair 1
Elevator
Stair 2
Restrooms
Stair 3
Heat Plant
Auditorium
Annex
(non-occupiable)
7CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: HEAT PLANT OCCUPANCY
This option represents the base cost to create an occupiable interior space on the heat plant side of the building. While the space will be occupiable from a building code perspective, this scope does not include interior build-out.
To complete this scope the Warm Shell scope needs to be completed first.
Interior Glazed Block Scope would also need to be completed for safe occupancy.
The Annex would not be occupiable under this scope.
1. CONSTRUCTION COSTS $2,530,327
Heat Plant Slab
Lobby Slab
Lower Level Restrooms
New Curtain-wall @ Entry
New Entry Vestibule
Interior Lobby Wall Finishes
Elevator
Structural Steel
Stairs 1-3
MEPF (mechanical, electrical, plumbing, fire protection)
2. SOFT COSTS $1,303,502
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $3,833,829
Architectural:
This option includes the build-out and detailing of the entry
lobby and vestibule, central restrooms, heat plan slab, Stair
1-3, elevator and all structural steel.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: This option includes all branch level ductwork,
single duct terminal units, rooftop exhaust fan, GRDs, DX split
system servicing the elevator machine room, building controls,
and heating water piping to support the bucket’s build-out
areas.
Plumbing: All Level 0 below grade plumbing to service the
areas outlined in this scope was completed previously. All
water, waste, and vent piping, fixtures, valves, and balancing
of hot water recirculation system is included to support this
scope’s build-out areas.
Additionally, this option includes below grade waste and vent
piping for future fixtures located in 004 Custodial and 012
Break Room.
Fire Sprinkler: All sprinkler piping and heads required to
service this bucket’s build-out areas.
Electrical:
New power, data, lighting and fire alarm systems will be
provided for the construction of the heating plant interior
walls and full build-out of specific areas noted as having
final finishes. Permanent lighting will be installed in finished
areas and areas where future ceilings are open to structure.
Mechanical connections will be provided to support planned
mechanical improvements. Elevator power, data and fire
alarm connections will be provided. Power circuits will be
served from the existing branch panels located in the main
electrical room. Fire alarm devices will be served from the
existing FACP.
8CWU OLD HEAT GRANT SUPPORT
SCOPING 02
LEVEL 1
Annex Slab
9CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: ANNEX OCCUPANCY
This option represents the base cost to create an occupiable interior space on the annex side of the building.
While the space will be occupiable from a building code perspective, this scope does not include interior build-out. Interior drywall/finishes would need to be added as part of future Tenant Improvement work.
To complete this scope the Warm Shell scope needs to be completed first.
1. CONSTRUCTION COSTS $192,823
Annex Slab Build-up
Annex Slab
Plumbing Rough-in
2. SOFT COSTS $99,333
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $292,156
Architectural:
This option includes the build-out of the annex slab including
below grade plumbing for two single occupancy restrooms
and one coffee bar sink (not included in this scope).
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: No scope is included.
Plumbing: All Level 0 below grade plumbing to service the
areas outlined in this bucket was completed previously.
Fire Sprinkler: No scope is included.
Electrical:
No scope is included.
10CWU OLD HEAT GRANT SUPPORT
SCOPING 02
LEVEL 3 - MEZZANINE
Mezzanine
11CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: MEZZANINE BUILD-OUT
This option represents the base cost to create an occupiable space on the mezzanine level. The space could fit a maximum of 49 occupants until the Coal Bin Build-out scope is completed.
While the space will be occupiable from a building code perspective, this scope does not include interior build-out.
While the structural steel for this level is included in the Heat Plant Occupancy phase, due to its relationship to the elevator, the finishing will not be complete until this phase.
To complete this scope the Warm Shell and Heat Plant Occupancy scopes needs to be completed first.
1. CONSTRUCTION COSTS $595,210
Deck Framing
Guard Rail
Mechanical
Fire Protection
Electrical
2. SOFT COSTS $306,623
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $901,833
Architectural:
This option includes the build out of the mezzanine guard rails,
as well as various demo and cleanup of existing items.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: This option includes the indoor variable
refrigerant flow (VRF) fan coils, outdoor VRF heat pumps,
energy recovery ventilator (ERV) roof cowls, refrigerant piping,
and all required refrigerant accessories to support the future
build-out of the area. Final branch ductwork, GRDs, and
building controls connected to the VRF system to service the
full build-out of the Mezzanine will be provided as part of the
future TI. Heating of this level from the existing air handler will
be provided as part of the Bucket 1 scope.
Plumbing: No scope is included.
Fire Sprinkler: Sprinkler mains and heads to support an
ordinary hazard group 1 density included, with final head
layout to follow as part of the future tenant build-out.
Electrical:
New power, data, lighting and fire alarm systems will be
provided for the construction of the mezzanine for occupancy.
Permanent lighting will be installed where future ceilings are
open to structure. Mechanical connections will be provided
to support planned mechanical improvements. Power circuits
will be served from the existing branch panels located in the
main electrical room. Fire alarm devices will be served from
the existing FACP.
12CWU OLD HEAT GRANT SUPPORT
SCOPING 02
LEVEL 4 - COAL BIN
Coal Bin
LEVEL 3 - MEZZANINE
Stair 4
Mezzanine Egress
13CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: COAL BIN BUILD-OUT
This option represents the base cost to create an occupiable space on the coal bin level. This space will have a max occupancy of 49 due to the single exit.
While the space will be occupiable from a building code perspective, this scope does not include interior build-out.
To complete this scope the Warm Shell, Heat Plant Occupancy, and Mezzanine scopes needs to be completed first.
1. CONSTRUCTION COSTS $747,673
Concrete Slab
Stair 4 Modifications
New Exterior Windows
Mechanical
Fire Protection
Electrical
2. SOFT COSTS $385,165
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $1,132,838
Architectural:
This option includes a new steel floor structure and composite
concrete deck, new exterior windows to introduce day
lighting, modifications to the spiral stair (stair 4), and the
addition of a secondary egress route for the mezzanine level.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: This option includes the indoor VRF fan coils,
outdoor VRF heat pump, louvers, refrigerant piping, and
all required refrigerant accessories, branch ductwork, and
controls to provide a warm shell of this area once the floor
slab is added as part of this scope bucket.
Plumbing: No scope is included.
Fire Sprinkler: Sprinkler mains and heads to support an
ordinary hazard group 1 density included, with final head
layout to follow as part of the future tenant build-out.
Electrical:
New power, data, lighting and fire alarm systems will be
provided for the construction of the coal bin for occupancy.
Permanent lighting will be installed where future ceilings are
open to structure. Mechanical connections will be provided
to support planned mechanical improvements. Power circuits
will be served from the existing branch panels located in the
main electrical room. Fire alarm devices will be served from
the existing FACP.
14CWU OLD HEAT GRANT SUPPORT
SCOPING 02
EXTERIOR RENDERINGMain Entry Site Work
15CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: SITE EAST
This option represents the cost to complete the landscape and hardscape work at the main entrance.
To complete this scope the Heat Plant Occupancy scope needs to be completed first.
1. CONSTRUCTION COSTS $268,600
Excavation
Concrete Paving
Concrete Benches
Landscaping
Irrigation
Electrical
2. SOFT COSTS $138,165
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $406,970
Architectural:
Landscape and hardscape as part of the main entry sequence
to the building.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: No scope is included.
Plumbing: No scope is included.
Fire Sprinkler: No scope is included.
Electrical:
New power and lighting will be provided for accent lighting at
planned seating benches. Power circuits will be served from
the existing branch panels located in the main electrical room.
16CWU OLD HEAT GRANT SUPPORT
SCOPING 02
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PHASE 3 - BID DOCUMENTS
Revisions
#Date Description
36936NREGISTEREDPROFESSIONALENGINEEROSRETEPLEONFFEJOUOUNRGDTHEELERINNCLP801 SECOND AVENUE, SUITE 900 (206) 343-0460SEATTLE, WA 98104 www.cplinc.com
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17CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: SITE WEST
This option represents the cost to complete the landscape, hardscape, and asphalt work at the backside of the building.
1. CONSTRUCTION COSTS $181,271
Excavation
Asphalt Paving @ Alley
Concrete Paving
Concrete Benches
Landscaping
Irrigation
Electrical
2. SOFT COSTS $93,382
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $406,970
Architectural:
Landscape, hardscape, and asphalt works at the rear of the
building
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: No scope is included.
Plumbing: No scope is included.
Fire Sprinkler: No scope is included.
Electrical:
New power and lighting will be provided for accent lighting at
planned seating benches. Power circuits will be served from
the existing branch panels located in the main electrical room.
18CWU OLD HEAT GRANT SUPPORT
SCOPING 02
EXTERIOR RENDERING
North Side Site Work
19CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: SITE NORTH
This option represents the cost to complete the landscape, hardscape, and concrete patio at the north side of the building.
It is required to bring the north exit of the Heat Plant up to code. Providing a secondary accessible means of egress.
This cost is based on the previous design however a more modest design could achieve the code requirements for egress and be a cost savings.
1. CONSTRUCTION COSTS $349,015
Excavation
Concrete Patio & Ramp
Concrete Paving
Landscaping
Irrigation
Electrical
2. SOFT COSTS $179,796
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $528,811
Architectural:
Landscape, hardscape, and concrete patio at the north side of
the building
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: No scope is included.
Plumbing: No scope is included.
Fire Sprinkler: No scope is included.
Electrical:
New power and lighting will be provided for accent lighting at
site walkways. Power circuits will be served from the existing
branch panels located in the main electrical room
20CWU OLD HEAT GRANT SUPPORT
SCOPING 02
21CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: INTERIOR GLAZED BLOCK
This option represents the cost to reinforce, salvage, repair, and reinstall the historic glazed block on the interior of the building.
This option is required to provide a safe occupiable building interior. It is recommended that this work be completed once the Warm Shell and Heat Plant Occupancy scopes are complete.
1. CONSTRUCTION COSTS $234,660
Reinforcing Extg Glazed Block
Salvage Glazed Block
Install Salvaged Block
2. SOFT COSTS $120,885
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $355,545
Architectural:
Interior finishing of the Heat Plant.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: No scope is included.
Plumbing: No scope is included.
Fire Sprinkler: No scope is included.
Electrical:
No scope is included.
22CWU OLD HEAT GRANT SUPPORT
SCOPING 02
LEVEL 1
Annex Restrooms
23CWU OLD HEAT GRANT SUPPORT
SCOPING 02
SCOPE: ANNEX RESTROOMS
This option represents the cost to add two single occupancy restrooms to the Annex side of the building.
This work requires the Warm Shell and Annex Slab scopes to be completed.
1. CONSTRUCTION COSTS $137,346
Interior Framing
Interior Finishing
Plumbing Fixtures
Toilet Accessories
MEPF (mechanical, electrical, plumbing, fire protection)
2. SOFT COSTS $70,754
(Sales Tax, Permit Fees, Etc.)
TOTAL COST $208,100
Architectural:
Two single occupancy restrooms.
Mechanical, Plumbing, and Fire Sprinkler Scope:
Mechanical: This option includes all branch level ductwork,
single duct terminal units, GRDs, building controls, and heating
water piping to support the bucket’s build-out areas.
Plumbing: All Level 0 above grade plumbing to service the
areas outlined in this scope are previously completed. All
water, waste, and vent piping, fixtures, valves, and balancing
of hot water recirculation system is included to support this
scope’s build-out areas.
Fire Sprinkler: All sprinkler piping and heads required to
service this bucket’s build-out areas
Electrical:
New power, data, lighting and fire alarm systems will be
provided for the construction of the planned restrooms.
Permanent lighting will be installed in finished areas.
Mechanical connections will be provided to support planned
mechanical improvements. Power circuits will be served from
the existing branch panels located in the main electrical room.
Fire alarm devices will be served from the existing FACP.