Lacey council reviews five-year economic development strategy, flags childcare and Midtown priorities
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Summary
City staff and consultants presented a finalized five-year economic development strategy that emphasizes identity, business retention, and quality-of-life actions; council prioritized business recruitment, childcare access, and Midtown activation and asked staff to return with an implementation work plan for 2026.
City of Lacey staff and consultants presented a final draft five-year economic development strategy at the council’s Dec. 9 work session, laying out three strategic goals—defining the city’s economic identity, expanding jobs and business growth, and improving quality of life—and 12 recommended actions to guide 2026 implementation.
Sarah Schelling, community and economic development staff, introduced the plan and thanked local partners including the Economic Development Council. Consultants from Econ/Eco Northwest said the plan synthesizes a year of data, interviews and advisory-group feedback and recommends measurable actions such as a micro‑enterprise accelerator, a business retention-and-expansion (BRE) navigation team, and placemaking investments to boost Midtown and the Depot District.
“Economic development is a team sport,” said one consultant, explaining the need to partner with regional organizations and local institutions to recruit employers and support small, home-based businesses.
Councilmembers pressed for clarity on what the vision statement would mean in practice. “It says by 2045 Lacey will be a vibrant city with an authentic identity—how does that separate us from any other city?” asked a councilmember, prompting consultants to point to a longer second paragraph and neighborhood-specific identity work staff would lead.
The council focused discussion on several priority areas staff and the consultants highlighted: child care, incentives and the Port/foreign-trade-zone (FTZ) opportunity, and Midtown activation including a proposed permanent, year-round food-truck court. Staff confirmed a recent zoning update and anticipated state legislation will broaden allowable locations for child care and that staff will include regulatory work in next year’s program.
Councilors repeatedly returned to workforce and high-wage job attraction, asking where the city could remove barriers and where staff should concentrate resources. Consultants advised that removing barriers and offering shared-space incentives often produce stronger outcomes for small and micro enterprises than direct financial incentives, citing models in Bothell and Spokane.
As part of a nonbinding Mentimeter straw poll, councilmembers prioritized strengthening regional business recruitment and supporting small-business programs among other first-year actions. Staff said they would use the poll results and council feedback to prepare a draft 2026 work plan and return to council with a finalized document.
Next steps: staff will finalize the strategic plan for adoption, build a 2026 work plan that reflects council priorities, and return to the council with implementation details and any necessary regulatory or budget items.
