CONFIDENTIAL

Campaign Feasibility
Study Report
Project: Culinary Arts Institute
June 13, 2018

Prepared For

Columbia Basin College
Columbia Basin College Foundation

Consultant Team
Sharon Ballidis Holden
The Ballidis Group
Caroline Nilsson Troy
Nilsson Advisory Group

 TABLE OF CONTENTS

I.

EXECUTIVE SUMMARY .………………………………………………………………..…………1

II.

SUMMARY OF CONSULTING ASSIGNMENT.…………………………………………..4

III.

BACKGROUND ON STUDY INTERVIEWEES.…………………………………………...10

IV.

STUDY FINDINGS AND CONCLUSIONS.…………………………………….………….11

V.

CAMPAIGN FEASIBILITY, OPTIONS AND RECOMMENDATIONS.…….……31

VI.

ACKNOWLEDGEMENTS ……………...………………………………………………………..46

VII.

APPENDICES
A.
B.
C.
D.
E.
F.

Study Interviewees………………………………………………………………..…….…... 47
Potential Campaign Leadership .……………………….………………………..……50
Potential Program Advisory Leadership ..………………………………………..52
Potential Campaign Donors ..….…………………………………………………...... 53
$13 Million Campaign Gift Model ..……………………………………………….. 56
Campaign Prospectus ……….…………………………………………………………….57

 EXECUTIVE SUMMARY
A capital campaign presents an opportunity for an organization – and its community
– to make major advances in furthering its vision for the constituents that it serves.
In January 2018, The Nilsson Advisory Group was retained by the Columbia Basin
College Foundation to conduct a Campaign Feasibility Study to test philanthropic
support for a potential $13 million capital campaign to construct a Culinary Arts
Institute. The consultant team consisted of a partnership of Caroline Nilsson Troy,
president of the Nilsson Advisory Group, and Sharon Ballidis Holden, president of
The Ballidis Group.
A campaign prospectus was developed to outline the compelling rationale for the
project. This prospectus was mailed with an accompanying invitational letter from
CBC President Rebekah Woods to invite community and industry leaders to
participate in the Study with a confidential interview.
Eighty-eight (88) confidential interviews were conducted with leaders from various
market segments. Our team then developed a written Campaign Feasibility Study
Report. This report includes findings and conclusions from these interviews, as well as
specific recommendations on the project’s feasibility and potential positioning for a
public/private sector campaign.
Interviewees from the wine, restaurant and hospitality industry unanimously
confirmed market demand for a trained culinary workforce. However, several
expressed concerns that culinary schools regionally and nationally are experiencing
declining enrollments. Reasons for the decline were cited as follows:
 Vocational training can be relatively expensive yet graduates often move into
low-paying, entry-level restaurant jobs.
 Additionally, younger students aren’t necessarily seeking the long hours of
restaurant work, and instead place a higher value on jobs with a regular
schedule, benefits and quality of life balance like time with family.
 Many restaurants are hiring people with passion and commitment, and then
provide on-the-job training for those looking to get into the business without
accruing debt.
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 In spite of the contradictions of high industry demand vs. declining culinary
enrollments, the Study interviewees unanimously identified that the Tri-Cities
region WANTS a culinary center – particularly if it:
 Results in expanded food and dining offerings for the region;
 Provides locally-trained and homegrown employees for our region’s growing
restaurant, wine and hospitality industries; and
 It serves as an integral driver of the region’s tourism strategy.
While community leaders and potential investors believe that the current
concept presented reflects the “right idea,” they also feel that is not yet the
“right package” to warrant a $13 million campaign.
The concerns expressed by Study interviewees must be addressed first if a campaign
is to be pursued. These concerns include:
 Developing a comprehensive vision and scope, defining broadened
partnerships for vocational and public educational offerings (e.g., the
possibility of a shared-use facility with WSU Tri-Cities, Columbia Industries and
other regional partners);
 Refining a programmatic business plan that defines the culinary school’s niche
and differentiation in a highly competitive culinary school marketplace – with
supporting marketing and enrollment strategies amidst declining culinary
school enrollments both regionally and nationally; and
 Finding the optimal location to support this vision and partnerships, while
ensuring that project costs match reasonable donor expectations.
Support for the concept of a regional culinary center was additionally reflected
in the willingness of interviewees to give to a campaign – as 83% of
interviewees said that they would consider a gift or pledge.
However, no lead gift and limited high-level leadership gifts were identified. Gift
amounts ranged from $1,000 to $250,000 – for a total of $554,000 (low) to
$1,060,000 (high).

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 An interview with State Senator Sharon Brown confirmed the potential to submit a
request for State funds as a regional, community-led initiative, as 2019 is a full
capital budget year for the Washington legislature. However, the magnitude and
strength of such a request is highly dependent upon the demonstrated initial
momentum of a private sector effort positioned as matching funds.
Based upon the Study data, we believe that a $3-4 million public/private campaign is
feasible – positioned as a Phase I goal toward a full $13 million project. Phase I could
include core components of a dining facility and a la carte kitchen/classroom. This
phase of the facility would also accommodate student instruction and programming
for the general public through community classes with prominent visiting chefs and
regional vintner dinners. All catering for these public activities and the dining facility
would serve as an applied learning experience for students.
However, to be successful, the concerns of location, expanded partnerships and
costs must be addressed in an expedited fashion over the next six months, in order
to capitalize on the urgency of a potential community-led State funding request. The
consultant team also outlined a secondary and more aggressive campaign option if
a lead donor can be identified for the project over the next six to eight months.

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 SUMMARY OF CONSULTING ASSIGNMENT
PROJECT DESCRIPTION
Located at The Willows, adjacent to the new Columbia Gardens Urban Wine &
Artisan Village in east Kennewick, the proposed 20,000-square-foot Columbia Basin
College Culinary Arts Institute includes the following components:





An event center
Three kitchens (culinary, bakery and a la carte/classroom)
Student-run retail bakery and café
Student study area and cooking library

The program is a partnership of the Port of Kennewick, City of Kennewick,
Washington State University Tri-Cities, Walla Walla Community College, and Tri-Tech
Skills Center – with the goal of providing seamless workforce training with multiple
career pathways in the culinary/hospitality industry.
Targeted annual enrollment for the program is 120 students. Students would be able
to earn one-year culinary or bakery certificates or an Associate of Applied Arts and
Sciences Degree in Culinary Arts upon completion of the full two-year program.
A 2+2 articulation agreement is also proposed to allow full transfer for CBC culinary
graduates into WSU’s Hospitality Business Management Program.
Community cooking classes are also envisioned, with topics ranging from artisan
breads and cheeses, pastries, chocolate, charcuterie, wine pairing, and specialized
cooking for health conditions and optimal nutrition.
Estimates for the project are as follows:
Construction (includes 10% construction inflation)
Furnishings & Equipment
Sales Tax (8%)
Contingency (15%)
Design & Architectural Plans (12%)
Project Management (10%)
Campaign Costs (7.7%)

Subtotal:

Subtotal:

Total Campaign Goal:

Culinary Arts Institute Feasibility Study

$ 7,104,944
1,572,270
$ 8,677,214
694,177
1,065,749
852,593
710,494
$12,000,220
999,780
$13,000,000
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 CAMPAIGN FEASIBILITY STUDY GOALS
In January 2018, The Nilsson Advisory Group was retained by the Columbia Basin
College Foundation to conduct a Campaign Feasibility Study to test philanthropic
support for a potential $13 million capital campaign to construct a Culinary Arts
Institute.
Our consultant team consisted of a partnership of Caroline Nilsson Troy, president of
the Nilsson Advisory Group, and Sharon Ballidis Holden, president of The Ballidis
Group. Both have worked together throughout their 30-plus year careers, and also
worked together in lead fundraising roles for WSU on the $23 million Wine Science
Center at WSU Tri-Cities.
For the purposes of this assignment, Sharon B. Holden, CFRE, served as Senior Project
Manager and Senior Strategist, with the responsibility for moving all project
components forward according to the mutually agreed upon timelines developed for
the Study. Sharon also conducted Feasibility Study interviews. Caroline Nilsson Troy
served as Senior Counsel to the project and conducted a limited Foundation audit
including interviews with selected Board members and all Foundation staff. She also
conducted Feasibility Study interviews and served as Senior Strategist for the project.
The primary goals and deliverables of this assignment were to:
1. Develop an initial “Campaign Case for Support/Prospectus” aligned with
the CBC and Foundation brand and voice to be presented to potential donors
and interviewees participating in the Study.
2. Development of an initial prospect list of individuals, corporations and
foundations with the capacity to provide significant support for the campaign
($25,000 and above). Additionally, this list was also to include various leaders
from the wine, hospitality and agricultural industry, to test market demand and
financial support for the project. This list was to serve as the basis for selection
of the 70 - 80 interviewees for the purposes of the Study.
3. Conduct 70 – 80 confidential interviews, with prioritized community and
industry leaders from the prospect list.

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 4. Based on interview outcomes, assess the likelihood of success, with
recommendations for both a working and an aspirational goal, potential
phasing of the project, and strategies for pledge timeline, collection and
bridge funding.
5. Present a written Campaign Feasibility Study Report to both the College
Administration and CBC Foundation Board of Directors. This report was to
include:
 An executive summary of key findings, conclusions and recommendations;
 A summary of concerns expressed by potential donors that the College
and/or CBC Foundation must address in order to ensure campaign success;
 Recommendation of a realistic campaign goal or possible phasing of goals
should the Study identify a lack of broad financial support for the campaign
goal;
 A detailed Campaign Plan and action timeline to guide the project
leadership team, campaign leadership and staff through a “quiet phase” to
full campaign completion;
 An overview of the volunteer, staffing and consulting structure needed to
support a successful campaign, with corresponding campaign budget
considerations.
In addition to the above, feasibility studies do more than test a campaign goal. By
listening, educating and cultivating interest with participating potential donors, the
Study process is also designed to achieve secondary outcomes including:
 Invigorate the image and visibility of the College and Foundation in the
community;
 Diversify the revenue sources for the Foundation or College;
 Build interest, excitement and commitment among an expanded group of
community and business leaders;

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  Identify a new pool of donors;
 Identify internal systems that need to be strengthened for effective volunteer,
organizational and fundraising activities to secure increased post-campaign
annual giving efforts; and
 Challenge donors to consider larger gifts.

STUDY METHODOLOGY AND TIMELIINE
Phase I: Study Readiness and Preparation (January – March 2018)
Study consultants worked with College leadership and the CBC Foundation to set a
working timeline to complete the following preparatory steps prior to
implementation:
 In early January, the consultant team held an initial planning meeting with
CBC management and Foundation staff to discuss the Study framework and
set a mutually agreed-upon work schedule for completion.
 Background research was conducted by the consultant team through
interviews with various CBC managers and faculty to fully understand the
project’s background, vision, programmatic components, planning, and costs.
We also toured the project site. The team conducted external research and
interviewed additional culinary resources as part of a competitive analysis for
the proposed project, to enhance understanding of market demand and the
College’s future competition to achieve enrollment goals and impact.
 Caroline Nilsson Troy conducted a limited Development Audit of the
Foundation’s current fundraising programs, donor tracking, and gift receipting
procedure to assess revised structures and staffing that would be needed to
support a capital campaign.
 A campaign goal was established by the College for the project. However,
after consultation with CBC Foundation staff and the College’s Vice President
of Finance & Administration, initial project estimates were amended to include
construction inflation and campaign costs. (Note: The original project estimate
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 of $11 million did not include these additional estimates. Construction inflation
was added due to the College’s need to have funds in full prior to
construction.)
 The team developed a potential donor list for the project, consisting of
more than 135 community and industry leaders from targeted market
segments. This list served as a basis for selection of potential Study
interviewees, with the criteria for prioritization as follows:
o Ability to make a major Pacesetter or Leadership Gift/Pledge, with an
emphasis on $100,000 - $2,500,000;
o Ability to assess philanthropic support from a specific industry segment
(e.g., wine industry, hospitality industry, agricultural industry, economic
development, etc.);
o Ability to serve in a volunteer leadership role on the campaign; and/or
o Ability to assess the campaign’s potential for success against competing
factors.
 A second planning session was then conducted with CBC staff to reach
consensus on campaign messaging needed for the project’s case for
support/prospectus. During this session, the potential donor list was prioritized
into first, second and third wave interviewee candidates.


A campaign prospectus and Study materials were developed by our
consultant team for use in Study interviews. The prospectus outlined the costs
and compelling rationale for the project. An invitational letter was also
developed for CBC President Rebekah Woods’ signature, as well as a $13
million gift model that could be presented to interviewees to assess the
project’s fundraising feasibility.
Samples of the prospectus and $13 million gift model are included as Addendums.

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 Phase II: Study Interviews

(April – June 2018)

 The team exceeded the pre-determined goal of conducting 70-80 interviews,
by conducting 88 confidential interviews for the purposes of this Study. A full
list of Study interviewees is included in Addendum A.
Prior to the interview, candidates received a prospectus and invitational letter
from CBC President Rebekah Woods, explaining the Study process and the
importance of the project. These letters were mailed in waves, in order to
accommodate effective scheduling follow up by our consultant team.
The vast majority of interviews were conducted in person. However, some were
conducted via phone in order to accommodate the interviewee’s preference or
remote location. Eight Foundation board members were interviewed via an
electronic survey.
 An Interim Report of initial findings was presented to Rebekah Woods and
CBC/Foundation staff approximately halfway through completion of all Study
interviews.
Phase III: Development & Presentation of Study Report

(June 2018)

Upon completion of the Study interviews, the consultant team compiled interviewee
data and developed a comprehensive written Study Report & Campaign Plan.
This report was presented in draft format to CBC President Rebekah Woods and
leadership representing the CBC Board of Trustees and CBC Foundation to seek
feedback on any areas or issues that warrant more explanation or detail.
A final Study Report & Campaign Plan was presented to the Board of Directors of the
CBC Foundation, and the College’s management team.

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 BACKGROUND ON STUDY INTERVIEWEES
The 88 Study interviewees represent the following targeted representational sectors:


CBC Administrative Team: 5



CBC Foundation Staff: 4



CBC Foundation Board Members: 15
(7 interviewed in person; 8 interviewed via electronic survey)



Community Leaders (representing various industries or partners): 29



Agricultural Industry Leaders: 7



Wine Industry Leaders: 18



Restaurant/Hospitality Industry Leaders: 10

The majority (73%) of community and industry interviewees were actively serving on
nonprofit boards, ranging from local to national and in all nonprofit sectors.
Only 11% of community and industry interviewees stated that they were “very
knowledgeable” about the project. Forty-seven percent (47%) had some but limited
knowledge of the project many of whom stated that they read about the project in
the newspaper. Forty two percent (42%) had no knowledge of the project prior to
receiving the Study letter and packet.
While the majority of interviewees lived and worked in the Tri-Cities region, our
consultant team identified and interviewed wine/hospitality leaders from Seattle,
Woodinville, Portland, Walla Walla, and Vancouver B.C., all of whom have business
interests in the region.

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 STUDY FINDINGS & CONCLUSIONS
The following conclusions result from extensive review of the interview data and
provide the basis upon which subsequent campaign recommendations are made. We
have provided a sampling of research documentation or quotes from interviewees to
provide greater insight into our conclusions.

CONFLICTING INDUSTRY DEMAND VS. ENROLLMENT DEMAND


100% of interviewees from the restaurant, hotel, hospitality and wine
industries confirmed a demand for trained culinary graduates.
“It is a constant struggle to hire back-of-house staff for our food operations in
the Tri-Cities. For every position advertised, I may only get one or two applicants.
It would be great to have a culinary school where we can grow home-grown
employees.”
“My restaurants and operations here in Seattle employ 900 workers. At any time,
I have 60 openings on an ongoing basis, yet I can only fill 10. We pay abovemarket rates with full benefits to attract employees. A Taco Time fast-food
restaurant here in Seattle is offering a free car as a sign-up incentive. There is no
doubt that there is a need for culinary graduates, but any Seattle restauranteur will
tell you that culinary enrollments are down, and that is not how we get the majority
of our employees. We look for commitment, a passion for food and then we train
them ourselves. Very few of our employees are coming from culinary schools.”
“It’s always a struggle to hire for line positions here, as the turnover is great due
to the pay. But we don’t have a need for sous chefs. We’ve had the same sous
chefs for years, they stay here.”



FACT: The majority of culinary schools regionally and nationally are
experiencing DECLINING ENROLLMENTS.
"Any restauranteur will tell you that there is no demand for culinary schools. We
have the jobs, but enrollments are dropping. It's not a trade of choice. This is quite
an undertaking. It will take 20 years to build to enrollment levels and prominence to
the desired level of impact."

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 “Why is enrollment demand down for culinary schools when we have the jobs for
them? Because students are going into tech or higher paying fields. Students
today don’t want to start at the bottom as a line cook after they get their
training. But that is where they must all start to gain the experience they need
for higher positions. That’s why we train internally – no student loans required.”
"I'm sure that in the Tri-Cities, there is demand just like here in Seattle. But, that
is not the question. The question is, 'Will students enroll -- when the trend here
and nationally is declining enrollments?"
“Locally, both Walla Walla Community College and Tri-Tech are experiencing
declining enrollments in culinary arts. In Seattle, the respected bakery program
of South Seattle Community College is closing its summer program for the first
time in its history due to declining enrollments, and the program is under
financial viability review whether it will be continued as a College offering in Fall
2018.”
"People don't go to school to make $20-30,000 per year. They go to school to
make $50-80,000 per year. These kids are going to want to jump to higher
salaries right away. I doubt that can happen.”
“I’ve been surprised at how few students are in WSU Tri-Cities’ Hospitality
program. I’m not sure why it is in Pullman…”
“The reasons for the challenges facing the industry are varied... Tuitions can be
relatively expensive, while federal financial aid for these “career colleges” has
tightened since 2014. Graduates with a high debt load often move into lowpaying restaurant jobs. In addition, there is an abundance of restaurant positions
that provide on-the-job training for those looking to get into the business
without accruing debt… Younger students aren’t necessarily seeking the high
stress factor and long hours of restaurant work, instead placing a high value on a
regular schedule, benefits and quality of life issues like time with family.”
(Source: AP News, “Culinary Schools Struggle with Enrollment Decline,” Susan
Allen, January 29, 2017)

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 

Several interviewees questioned the comprehensiveness of planning
behind CBC’s enrollment strategy for a culinary institute in the Tri-Cities.
"There are fixed dining opportunities in the Tri-Cities, so it will be good if it can
build the culinary scene. The industry demand is there, no question… But the
question is draw/appeal for students. Will they go to school in Tri-Cities and get
jobs in Seattle? Or will they stay here? Is it better to go to school in Seattle with
the abundance of better restaurant jobs, even though cost of living is less in TriCities? What is their business model for enrollments and placements? You have
to think from the student's perspective. What will be the draw for students, given
that culinary enrollments are declining? What’s their business and marketing
plan for this?"
“I have concerns about competition. No matter what, this will need to compete
with other culinary schools. What will make this culinary institute distinctive
from other Pacific Northwest schools? What’s the draw for students to come to
the Tri-Cities – vs. Walla Walla or Coos Bay or Seattle? In the highly competitive
market of culinary schools, the quality of the program and its innovative
marketing and positioning strategies are key factors for success.”
“In the end, how will it NOT compete with Walla Walla’s Wine Country Culinary
Institute just 45 minutes away?”
“This needs to be special or otherwise it's just another culinary school located in
the middle of a desert (both a culinary desert and an actual one)! As a winery in
Walla Walla, I am surprised that CBC is doing this and I’d be interested to
understand how this will work with Walla Walla Community College’s program.
Is it going away? Most kids going into programs like this would rather go to
Seattle or a big city. What is the wine component? It really needs to be STATE OF
THE ART to work. Not sure all these angles have been well thought out…”
"How will this program differentiate itself? What ‘niche’ will it serve? What's the
plan to establish partnerships for job internships and placements? They could
definitely establish them here on the westside, but then the students might not
immediately return to the Tri-Cities... What's the enrollment/placement plan?... It
needs to be endorsed by reputable people/chefs in the industry to lure
enrollments. They need to string together world class chefs and culinary
partnerships. The market demand is here, but the enrollment potential amidst a
declining enrollment market leaves big questions as to their strategy."

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 “Have they had an advisory committee of people in the industry to help them
plan this? We can tell them what is needed in the program, the curriculum and
the equipment. You need a facility and equipment that is functional, but not a
Taj Mahal.”
“CBC failed to promote their agricultural program. Bad planning and
implementation. They lost their connection to the agricultural community. So,
there’s limited confidence for this program or an expanded agricultural program
that ties into it.”

SKEPTICAL ‘INSIDER’ SUPPORT’ BY CBC FOUNDATION BOARD


While most Board Members like the concept of a culinary school, they
expressed the following concerns:
1) Whether there was industry and enrollment demand (67%).
2) The cost of the project (67%).
3) The rationale behind the location (33%).
4) Whether there were any champions/large donors behind the
concept (16%).
"The idea is enticing. However, I'm not convinced of the need or ability to pull it
off. I'm VERY skeptical. I just don't see a big sponsor stepping forward for naming
rights. Nickels and dimes won't build this building. Tri-Cities historically hasn't
supported fine dining. Very few fine restaurants are able to hold on, and they
can't pay enough to keep good staff. This is a hard sell.”
"Why should the community support this? Why invest in this? Vocational
programs are the most expensive programs to teach. This program would have
to be very strong and well-rounded. What's the economic driver? It must have
recognized chefs at the helm. Can CBC afford this?”
"Will there be enough students to support the program?”
“$13 million – wow, is it feasible? Tough industry on lots of fronts. Is there enough
need for these types of chefs? This region doesn't support independent restaurants.
Are we ready?”

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 "The $13 million is a BIG price tag! The Foundation is down in staff members. In
10 years, CBC hasn't been involved in a capital campaign. I am not sure how
they work. What is our ability to handle the load? What is the cost to students?
How will the program tie in with Walla Walla? I need to understand the TriTech/WSU relationship. It’s a vast undertaking with a large price tag.”
“The location is on the wrong side of the tracks. CBC has done a lot of things
well. It only has to screw up once to ruin a good reputation. Our job is to raise
funds for students/scholarships. Will this project detract from this?
“I was trying to figure out why it is off campus when students will have other
classes outside the culinary facility. I don’t understand the Kennewick location. If
you are recruiting for a broader regional draw, I would think that you have to
have student housing close by?”
"The biggest challenge is finding the big gifts to drive the effort. This is not a
priority or good fit for any of the Hanford contractors, so where will the lead gifts
come from? Are there community/industry champions behind this effort?”


The majority of Board members (57%) believe that the $13 million
campaign goal is NOT realistic – and would be difficult to achieve. Indeed,
no Board member felt that the goal would be “very realistic.”

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 

When asked to rate the Board’s ability to lead the organization through a
$13 million campaign, 64% of Board Members assessed the group as only
‘somewhat to not very capable.”

"I don't think we're ready. We could do it if we set our mind, but we don't have
the leadership to do this now.”
"Even though this Board has some influential people on it, this is not something
that we've done. Who on the Board is willing to lead this and be a champion? I
don't know who that is."
"On a scale of 1 - 10, 10 being highest, I'd give us a 1. We've never done much of
this. Basically, we've allocated endowment proceeds to support various activities
of the college. This would be a new effort.”
"Fundraising hasn’t really been a Board role. Being on the CBC Board doesn't
take a lot of time compared to other Boards that I am on. You just attend 5-6
Board meetings and you support their annual gala."

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 

On a positive note, 86% of Board Members said that they would consider
a gift or pledge to a proposed culinary arts campaign. Additionally, 65%
of Board Members said that they might consider serving on a campaign
committee or assisting with a campaign.
Board Members’ Willingness to Consider a Gift

Board Members’ Willingness to Consider Serving on a Campaign Committee

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 EXTERNAL FEEDBACK ON CASE FOR SUPPORT AND PROJECT RATIONALE


An overwhelming majority like the idea of having a culinary arts institute
in the Tri-Cities.
“Overall, it would be great for the region. It could fuel our restaurants and
hospitality industry with homegrown graduates. Hopefully, it would elevate a
culinary culture here through education and community engagement. It could
support our region’s notoriety as a wine AND food destination. And, lastly, it
hopefully would encourage entrepreneurial and business-savvy chefs to expand
our dining options here.”
"This region is a mecca of wine, food, vegetables and food products, yet we don't
yet have the catalyst to combine all these ingredients to become a culinary
destination like we should be."
"I'm 100% behind the idea. We have the wine, we have the food, and the pairing
needs to tell the story of our region. People want a food and wine experience,
that we don't have now. If this project can help create that, I'm all for it."



When asked what excited them most about the project, interviewees cited
the following:
 A driver for economic growth of hospitality industry, including
restaurants, hotels, and as compliment to wine industry (72%).
 Benefit to local community/community positioning as culinary
leader (44%).
 Provides a streamlined education pathway through educational
partnerships (36%).
 Showcasing region’s vast agricultural role through “locally sourced”
farm to table offerings at restaurants (27%).

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 "I’m intrigued and excited. We need to develop the restaurants that younger
people want so that they stay here. It would benefit recruitment and retention of
employees. The industry itself hasn't introduced new chefs or new restaurants.
Until we do, we will remain chain-driven."
"There are not a lot of places to eat or stay here. A desire for a culinary culture is
lacking. I think it will come but it is five to 10 years out. Will this help? Maybe.
Probably. But it will be a long haul, just understand that. Given that, I think they
should go for it."
"When we travel around the world, we always find out if there is a culinary
school in the area, so that we can go to dinner there to experience the wines and
foods of that region. It would be great to have this option here in the Tri-Cities.
There is huge demand and interest for community classes. And I love the
partnership with WSU!"
"Ag and wine are huge here, but we don't have the partnership with a culinary
component to really make this a destination. An expanded and deeper
partnership with WSU would be great – to create a joint-use facility that not only
benefits CBC students but also WSU hospitality students. It would reinforce more
impactful career pathways and elevate the appeal to donors."
"It would be good to have a pathway for Tribal members to train for
culinary/hospitality career paths within our Tribal restaurant and hospitality
enterprises."
"The area is so fragmented. Four cities, three ports, two counties. We're having
an identity crisis. Are we agriculture? High tech? Each city has its own
personality. This program could help create a "feel" for the communities. The
pairing of world class wine, food and agriculture could build a real signature and
identity for our region.”



While highly supportive of the concept, interviewees expressed the
following concerns:
1) Lack of vision, planning and distinctiveness (38%).
2) The rationale behind the location (30%).
3) The cost of the project (28%).

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 "Find the right location with growth potential. The airport area is great, possibly
near the CBC farm and a vineyard. Possibly locate next to WSU? How can they
build more than a 2+2 program together? Program needs to be heavier on
practical application and less theory. This kind of thinking could help create an
oasis in the area and make it a destination of authentic experiences.”
"The cost is outrageous. Seems almost double what it should be, $13 million
divided by 20,000 = $650/square foot. Usually state facilities cost 125 percent of
private. This seems over double."
"Why do we need such a big, high cost venue and investment? Why was this
location selected? Did they look at best location in the whole community?"
"The costs seem way too high. The location is a poor choice, there isn't enough
room for parking, and I think it should be located near farm at CBC."
"I don't like the location! Having grown up in the Tri-Cities, Duffy's Pond is
perceived as a low scale place. Why isn't it on or near the CBC campus, the
airport and their farm? Or, maybe WSU-TC and CBC should join hands on this
as a shared use facility would benefit both? Build the partnerships and vision
first, then figure out the best place for it."
“Why this location? If it had a deeper partnership with WSU, WSU Tri-Cities has land…”
“It would be better to have a more signature property for the location. Being on the
river directly would be better. Have they considered the Port of Pasco’s property on
the river? It has no restrictions by the Corp of Engineers, and plans include a hotel,
wine and artisan vendors, plus an amphitheater for summer concerts.”
"This project is a thought generator, a lightning rod for so many opportunities.
The region is known for world class wines. But, NOT for world class food. If done
right, this would elevate the entire region for a gastronomic experience. It is
another leg of the stool for what is needed for our region’s tourism strategy, but
it needs to be more than just a cooking school for locals.”
"Tri-Cities generally lacks vision. They need to be open-minded about strategic
partnerships. They need to think bigger and listen to outside investors who have
experienced bigger things in this arena. This is the right idea, but not yet the
right package."
"It needs to have dinners with visiting chefs (even international) and Corporate
Certification for Chefs who don't have CIA certificates."
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 

Many interviewees expressed the imperative need for this project to be
an “elevated” culinary school, embedded with additional public
programming and prestige as part of the region’s tourism strategy.
“If this is just a cooking school to train local people, then I am not for it. If the
vision is for a culinary school that is embedded with community offerings as part
of an economic driver of tourism, then we are on the right track.”
"If this is just a dull and lifeless culinary school to produce local chefs and line
cooks, then it’s too costly and small thinking. It will need top chefs linked to it.
Marketing will be a critical driver, not just to position it for enrollments but to put
it on the map as a regional tourism experience."
"This cannot just be a cooking school for locals. It should get famous chefs to do
weeklong classes, and work with The Lodge and other hotels to promote such
classes so that their guests have this option while coming here for wine tastings.
Tourists are looking for things to do here, we don't need one more antique store!
Also, classes for home cooking and retirees, who may want to launch a second
career. They should have a cooking store/retail store, maybe contract/lease to
Sur La Table. The architecture must be very approachable, with large doors that
open up and bring outside in and inside out, formal and informal (picnic) dining.
People can hang out but watch the students through large glass windows. It
needs to have some grape vines around it, with raised beds growing herbs and
seasonal crops from the area. They should host dinners in the field at the CBC
Farm or other farms/vineyards here. People would go to these, locals and
tourists. These plans are too focused on students, this center has much bigger
role for this area. If you dream big, it will be even better and more impactful for
students."
"This will bring this whole area up to another level over time, but it needs to
have all the amenities to do that. It could be like Napa Valley, Calistoga."
"Having better eating experiences would amplify the Tri-Cities appeal by 100%.
We just had the Governor of Quebec here last night visiting our winery. We need
top standards for our region, to bring in trade, public, wine writers. This region’s
culinary appetite needs to move to quality over quantity. High end is the way to
attract folks.”

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 “The WSU Wine Science Center brought sophistication to our niche in the wine
industry here, and so now the missing piece is food – what a great pairing. It would
be great to position the region as a world-class training center for wine and food.”
"We were just in Napa and ate at the Culinary Institute there, it was wonderful.
This project must have a dining venue, this is much more important than a retail
bakery. There is also an opportunity to showcase smaller wineries who don't
have tasting rooms in their community programming."
"I am excited and hopeful for an elevated culinary center that can pair with our
wine assets to be an economic draw for the region. Needs to be a place with
offerings where people say ‘Oohh! This is wonderful, things to do here, learn
here, experience here.’"
"There is great demand for the cooking classes, as I just did a 2-hour dumpling
class over in Tri-Cities for Walter Clore Center and it sold out in a few hours with
50-plus on a wait list. You don't make a lot of money on these, but it builds
regional support. Our Hot Stove Society (social cooking school in Seattle) is very
popular, and we use the kitchen we built for it to internally train our line cooks
with five, two-hour cooking classes, as well."
"Our region needs to have a leading spark to ignite a culinary culture here. It will
take more than just a school, but offerings that engage the community to build a
swell of support -- as a showcase of all that we uniquely have to offer in food,
wine, products and weather. This project could change our region’s culinary
appetite and offerings. But, it will take a few leaders to step forth in a big way in
faith to make this happen."
“The more feeder partnerships the better. Can you connect this program to
Columbia Industries and turn into a Fair Start program, like in Seattle, which is
launching programs across the country? Adding such workforce training for
special needs groups and social justice makes this less of a hurdle as there might
be federal and state funding for this added feature.”

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 CAMPAIGN LEADERSHIP


There is limited community confidence in the CBC Foundation’s Board
and staff to handle a campaign of this magnitude.
Rating of Board’s Ability:

Rating of Staff’s Ability:

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 “They seem heavy on Hanford, and big dollars will not come from them for this
project. Who are the champions for this project?”
“I only know a few of these Board members, and they have no representation
from the food, wine and hospitality industries. There are no obvious, seasoned
construction experts on this board. For this project, it is very weak with the
expertise and connections to the industries impacted, with a few exceptions.”
“It takes a tremendous amount of skills to conduct a successful campaign. They
will need to hire outside counsel or someone who knows what they are doing.
This is big lift for them.”
“Rebekah’s fantastic. She brings a new, very fresh perspective. Lots of energy. She
has a great sense of CBC's partnership with the community.”



A high majority (67%) of community, industry, and Foundation Board
interviewees said that they would consider serving on a future campaign
committee for the project.
This high rating (against Feasibility Study norms) indicates desire and
support for the project, despite questions and concerns.

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 

Factors that would influence the decision to serve on a Campaign
Committee were cited as follows:
 If I had the time – and if the College would leverage my involvement
for maximum impact (62%).
 Seeing the plan and knowing it is achievable (44%).
 If the cost and location were justified (16%).
Note: Multiple answers were often cited.

CAMPAIGN & FUNDING FEASIBILITY



47% of interviewees felt that a $13 million public/private capital
campaign was realistic to very realistic over the next three to four years.
45% of interviewees thought it was somewhat realistic.

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 





Those who felt it was not realistic suggested the following ranges for
alternative campaign goals:

Interviewees suggested potential donors for the project – a list of their
suggestions is included in Addendum D.

Interviewees from the wine, restaurant and hospitality industry felt that
an in-kind campaign should be included as part of the campaign, with a
high likelihood for success.
"WSU did this for their kitchen in Pullman. Also, have seen this done from my
experience on a similar project in Denver."
"The program advisory committee of industry representatives could advise and
assist in helping to secure donations of equipment, due to their connections in
the industry. This should definitely be included as part of the campaign strategy."

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 



When asked to rank this project in relation to other causes that they
support, interviewee responses were mixed.

An astounding 83% indicated that they would consider a gift or pledge to
a Campaign for a Culinary Arts Institute in the Tri-Cities region.
Interviewees understood that a gift could be pledged over a three to fiveyear period.

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 

Confidence in a plan that addresses community concerns and its
feasibility for success was cited as the key decision-making factor for
committing a gift or pledge to the campaign.

Seeing the plan and
knowing it is achievable.

Knowing who else is
on the campaign
committee.

If the campaign is packaged as an
elevated culinary center for both
workforce training and as a driver
for the region's tourism.

"I want to help my community, so I would give. But I would need to see that
there is a knowledgeable team on board to make this happen."
“We would give if the location was different and if there was an elevated vision
that ties this in with a larger vision tied to positioning the region as a wine/food
destination. I would want to see the business plans that ensure this is a success.”
"I would need to look at the architecture of the whole program - what's the end
game? What will the impact be on the local, regional, state, and global level? It
needs a global mindset, or I'm not interested.”
"I would need to see confirmation that student/enrollment demand is there."

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 

A summary of gift level indications is summarized in the following chart.

Community & Industry Gift Levels
Number of Gifts
1
2
1
1
1
2
1
4
2
1
2
6
1
3
5
33

Low
High
$250,000 - $250,000
$ 25,000 - $100,000
$ 1,000 - $100,000
$ 50,000 - $ 50,000
$ 25,000 - $ 50,000
$ 10,000 - $ 50,000
$ 15,000 - $ 25,000
$ 10,000 - $ 25,000
$ 5,000 - $ 25,000
$ 1,000 - $ 25,000
$ 10,000 - $ 10,000
$ 5,000 - $ 10,000
$ 1,000 - $ 10,000
$ 5,000 - $ 5,000
$ 1,000 - $ 1,000

Low Totals
$250,000 $ 50,000 $ 1,000 $ 50,000 $ 25,000 $ 20,000 $ 15,000 $ 40,000 $ 10,000 $ 1,000 $ 20,000 $ 30,000 $ 1,000 $ 15,000 $ 5,000 $554,000 -

High Totals
$ 250,000
$ 200,000
$ 100,000
$ 50,000
$ 50,000
$ 100,000
$ 25,000
$ 100,000
$ 50,000
$ 25,000
$ 20,000
$ 60,000
$ 10,000
$ 15,000
$ 5,000
$1,060,000

Note: An additional 22 interviewees indicating they would consider a gift but
would not disclose a gift amount until they see future plans.
Potential State Funding Request (2019 or 2021): $2 – 5 million
Request amount depends upon upfront momentum demonstrated for
potential matching support, per Senator Sharon Brown.

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 ESTIMATED ATTAINABLE CAMPAIGN GOAL:

$3 - $4 million

(AS THE PROJECT IS CURRENTLY PACKAGED)
We believe that the College and CBC Foundation could raise approximately
$1.5 - 2 million in private sector funds over a three-year period.
If a significant portion of these gifts ($1 million) could be secured by January
2019, an additional State request of $1 - $2 million could be presented by the
Tri-Cities Legislative Council for legislative approval.
We estimate the possibility of other public grants (e.g., EDA) at $500,000.
However, we would position the latter as “going over goal.”

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 CAMPAIGN FEASIBILITY, OPTIONS AND RECOMMENDATIONS
The Campaign Feasibility Study conducted by the consultant team clearly identified
that the Tri-Cities region wants a culinary center – particularly if it:
 Results in expanded food and dining offerings for the region;
 Provides trained homegrown employees for our growing restaurant, wine and
hospitality industries; and
 It serves as an integral driver of the region’s tourism strategy.
While community leaders and potential investors believe that the current
concept presented reflects the “right idea,” they also feel that is not yet the
“right package” to warrant a $13 million campaign.
The concerns expressed by Study interviewees must be addressed first if a campaign
is to be pursued. These concerns include:
 Developing a comprehensive vision and scope, defining broadened
partnerships for vocational and public educational offerings;
 Refining a programmatic business plan that defines the culinary school’s niche
and differentiation in a highly competitive culinary school marketplace, with
supporting marketing and enrollment strategies amidst declining culinary
school enrollments both regionally and nationally; and


Finding the optimal location to support this vision and partnerships, while
ensuring that project costs match reasonable donor expectations.

STRATEGIES FOR BUILDING STRONGER PARTNERSHIPS
During the course of the Study process, several additional potential partnerships
were identified. Such partnerships would strengthen the case for support for the
project, to match broader donor interests while providing greater impact on the
student experience. Additionally, deeper discussions with some potential
partners could develop into a larger “shared-use” facility.

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 • WSU Tri-Cities
A potential opportunity for a much deeper partnership (beyond a 2+2
articulation agreement) with WSU Tri-Cities exists for a possible joint-use
facility to benefit both WSU’s hospitality business management program and
CBC’s culinary arts program. Both programs need an event space, kitchens and
dining facilities to provide students with experiential learning.
• Manhattan Project National Historical Park
The new Manhattan Project National Historical Park is looking to establish and/
or lease a Visitor Center for the Park, equipped with a small exhibition space,
bus tour access, a retail gift shop and concessions. As an educational partner to
the National Park, WSU Tri-Cities’ Hanford History Project is also in need of a
10,000-square-foot repository for archival storage of its Hanford Collection of
artifacts, documents, photos and oral histories. This program (and its temporary
leased repository and offices) is funded by a grant from the Department of
Energy, with the opportunity for expanded grant funding as a federal/public
records center.
While the National Park’s Visitor Center needs to located in North Richland, a
larger partnership of WSU Tri-Cities, CBC and the National Park could be a
much larger joint-use facility, with CBC’s Culinary Center serving as the dining
venue for the facility and WSU’s Hospitality program. The Department of
Energy currently provides the funding for the B Reactor Museum Association
and the Manhattan Project National Historical Park. Thus, some partnerships
would bring a larger shared vision to a joint-use facility, as well as revenue
streams from partner leases.
• Tribal Partnership
A partnership with the Tribes of our region also represents a potential
leadership gift and could serve as a feeder for enrollments that train Tribal
members for its restaurant, hotels and hospitality venues. An initial
conversation was explored with expressed interest through our Study process.

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 ALTERNATIVE SITE OPTIONS
Further exploration of the above partnerships opens up considerable alternative
location options for the College’s review.
 Port of Kennewick/City of Kennewick
- Vista Field
 Port of Pasco/City of Pasco
- Airport Business Park (across the street from CBC campus and farm).
- Osprey Point (proposed for development with Marrow Market Hill to
include a boutique hotel, wine and artisan venues and an amphitheater
for summer concerts).
 Port of Benton/City of Richland
- North Richland near WSU Tri-Cities (the Energy Northwest facility that
is currently on the market. Includes an auditorium, event space,
numerous office space for renovation and partners, a kitchen, and
cafeteria for renovation by multiple partners including the National
Park).
- Richland (river view land between Shilo Inn and condominiums on
Columbia Point, formerly slated for Lamb Weston headquarters but
transferred to City via a land trade to accommodate Lamb Weston’s
facility in North Richland).
Additional sites may also be identified through such partnership discussions, as we
believe all Ports and their respective Cities would be interested in exploring optimal
site locations, particularly if the concept was for shared-use to meet multiple partners
needs in the region.

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 STRATEGIES FOR BUILDING A STRONGER ENROLLMENT & BUSINESS PLAN
The regional and national trend of declining culinary school enrollments must be
considered in CBC’s planning.
As CBC Administration revisits its business plan for this project, the following possible
partnerships are suggested as feeder partnerships to tighten enrollment projections.
 Columbia Industries
Columbia Industries is interested in establishing culinary training programs for
disabled adults and other targeted populations (e.g., incarcerated, homeless
adults) with the potential of grant funding through Temporary Assistance for
Needy Families (TANF). It also adds a social service impact, enhancing the
projects funding potential with targeted social service foundations. There are
several national models for such social enterprise models, including First Start
in Seattle and Kitchens for Good in San Diego to name a few. (For further
partnership exploration, contact: Justin Crume at Columbia Industries, 509987-1348, justinc@columbiaindustries.com.)
 Tri-Tech and other High School Programs
This year Tri-Tech has six graduates who will be pursuing culinary schools in
Oregon, California, Colorado, and Seattle (note: none are going to Walla
Walla). The Tri-Tech program serves 18 schools from several districts that feed
into it – from Prosser to Connell to Burbank. While a Tri-Tech partnership has
already been explored and confirmed, Chef LuAnne Wiles mentioned that
there were several other potential feeder programs in the region. In Yakima,
YV-Tech also has a culinary program. Ned Walsh is the chef instructor there.
Moses Lake has a culinary arts program at its CB-Tech and they also have a
food program in their high school. The instructor at CB Tech is Susan Moberg.
There is also a high school culinary program at Wenatchee Valley Technical
Skills Center.
Note: Per Chef Wiles, students leaving a high school foods program are highly
unlikely to finish a college program, whereas graduates of a tech program
leave knowing their desired career path.
 WSU Tri-Cities
Our Study interviews identified additional opportunities for adding more short
course Study options in the areas of agribusiness (perceived as a workforce
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 training need that is currently unmet by both CBC and WSU); expanded boot
camp combined with online offerings in hospitality; and 2+2 articulation
agreements for viticulture and enology and food science.
• Tribal Partnership
As mentioned above, a formal partnership with the Tribes could provide an
annual stream of Tribal members desiring careers in culinary or hospitality for
career opportunities in Tribal enterprises.
• Negotiate preferred internships, externships and job placements for students
with Pacific Northwest restaurants and hospitality venues. Showcase such
partnerships in all recruitment marketing.
• Add short-term, online or boot camp intensives in business management and
marketing, as applied specifically to restaurants and hospitality venues.

STRATEGIES TO REFINE PUBLIC PROGRAMMING FOR AN ELEVATED
CULINARY CENTER
Interviewees desired more definition on the public offerings of a proposed culinary
center, in order to elevate its role as an economic driver of the region as a
destination for food, wine and agri-tourism.
Suggested attributes that might build the project’s regional distinctiveness should be
considered in the project’s further planning.
 Recruit prominent chefs to serve and publicly position as a creative team for
the project.
(This concept is similar to Allen Shoup’s successful Long Shadows strategy,
whereby every year he brings in several prominent guest winemakers to
produce his signature and highly-acclaimed wines.)
 Showcase the creative chef advisory team as well as other guest chefs in a
robust offering of cooking classes and vintner dinners. For vintner dinners,
wineries could pay a sponsorship fee to have their wines showcased in a
particular dinner. Local farmers could also be showcased with seasonal crops
as part of such dinners. Community members would purchase tickets to attend
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 these dinners. Dinners could be held at the culinary center or showcased as
“dinners in the field” at CBC’s farm, the sponsor’s farm or in various vineyards
in the region.
An exclusive donor club/paid membership program could also be developed
to provide donors with preferential advance sign-ups for cooking classes and
such vintner/farm to table dinners. This would enhance the prestige of the
Institute while playing a key educational role in building a culinary culture for
the region. It would also serve as a revenue stream for operations as well as
ongoing funding for programmatic grants and scholarships awarded annually
to various project partners.
 Consider utilizing kitchen and dining facilities as a restaurant incubator,
featuring new chefs and restaurant concepts to the region, as an additional
programmatic offering to culinary donor members and the general public.
 A retail store (leased and operated by Sur la Table for cooking products and
product lines by visiting chefs or run by WSU students with expanded WSU
Cougar and National Park items) could be considered as part of the venue.
 Explore an exchange program for students at other culinary programs –
offering specialized trainings around wine pairing and restaurant/hospitality
business management.
 Interviewees suggested several opportunities for Advanced Training
Certificates such as:
o The Chemistry of Food & Wine Pairings (in partnership with WSU Wine
Science Center)
o Specialty Drinks & Bartending
o Butchering
o Providing credits for life experience toward degree or certificate options

with additional training for chefs who would like more credentials to
advance their careers.

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 CAMPAIGN APPROVAL
First and foremost, a decision must be made by the College and the CBC
Foundation as to whether it WANTS to go forward – OR NOT.
This decision needs to be made immediately, as 2019 is a full capital project
budget cycle for the legislature, which occurs every two years. While Senator
Sharon Brown is willing take the lead on such a request backed by other district
representatives of the region, this request requires a demonstration of project
momentum and evidence of potential matching private sector dollars. CBC has the
next six months to demonstrate this momentum, or it will need to take a slower
approach and go for state funds in 2021. Thus, campaign activities must begin
immediately if CBC and it partners wish to capitalize on the potential of the upcoming
state budget cycle.

TYPICAL CAMPAIGN METHODOLOGY
Capital campaigns typically progress in several distinct phases:
 Campaign Readiness:
In this phase, any concerns or challenges identified in the Feasibility Study are
addressed. The case for support is adapted based upon Study input and
revised campaign materials are produced. A marketing plan is also developed
during this phase to support campaign activities.
 Quiet Phase:
Recruitment of the Campaign Steering Committee is conducted together with
solicitation of their campaign gifts. Board and staff campaigns are also typically
conducted during this phase to secure gifts from internal constituents. The
Campaign Committee then focuses its attention on identifying, cultivating and
soliciting top major gifts to the campaign. While marketing efforts are focused
on communicating progress of the project, the campaign advances are not
necessarily shared publicly in order to capitalize on the timing of a major
campaign kickoff announcement. The campaign does not “go public” until at
least 50 percent of the goal is obtained.

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  Public Phase:
A community event kicks off the public phase of the campaign once it attains
its halfway mark. Solicitations then move to other sequential gift levels.
 Campaign Celebration and Wrap Up:
A community-wide campaign event is held to celebrate success and honors
donors. Donor recognition is usually unveiled at this event. Planning also is
initiated to establish a future plan to transition capital campaign donors into
annual donors.

RECOMMENDED OPTIONS FOR CAMPAIGN GOAL
Depending upon the decision and if the concerns expressed in this report can be
addressed, we believe that Columbia Basin College and the CBC Foundation have two
campaign options going forward.
Option I:

Dream Big…Start Small…Phase Success
Phase I Goal: $3-4 Million…toward a $13 million project*
(*Actual total project cost to be confirmed.)

In this campaign scenario, CBC Foundation (in partnership with any other project
partners) would launch a phased campaign over a seven to eight-year period for the
full project.
Phase I, positioned with a goal of $3 or $4 million toward a full $13 million project,
could cover a smaller component to start the project. We recommend that this
component include a dining venue and an a la carte kitchen/classroom to service
student learning in smaller cohorts, as well as community cooking classes, and
vintner dinners with guest chefs. The site for the Phase I facility should be on the
location of the final desired venue.
It should be noted that the actual program and the public offerings do not need to
wait for a completed Phase I facility. As CBC staff have noted, Tri-Tech’s new culinary
center (funded with a $10.6 million grant) is slated for completion in Fall 2019 and
could serve as a temporary home to CBC’s culinary program start-up. Public cooking
classes and vintner/farm to table dinners could be held at participating wineries, The
Walter Clore Center, the REACH, or other tourism venues, if there were catering
equipment included as a component of Phase I.
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 Phase I is estimated to span the following timeline and milestones:
 Quiet Phase

(July 2018 – December 2019)

o Retain campaign counsel by July 2018 (as the new CBC development
position will not realistically be hired until late 2018, and WSU Tri-Cities is
also pursuing a search for a position as well).
o Immediately recruit campaign leadership (see section below) and engage
these leaders in key project planning and decisions on positioning.
o Address project and planning concerns and explore programmatic
partnerships.
o Determine Campaign & Project Operating Structure, based upon the
partners involved (see section below).
o Develop and begin to implement full marketing plan for the campaign and
project by August 2018 including a lobbying plan for public funding.
o Secure $500,000 - $1 million from Pacesetting donors within first six
months of 2018 (this is needed to allow consideration of a funding request
to the State).
o Explore/recruit prominent chefs to serve as “Creative Advisors,” endorsing
the project and serving as initial guest chefs for vintner dinners.
o Pursue State funding (push a request of $5 million toward full project goal,
if possible).
 This requires securing the support of the Tri-Cities Legislative
Council and all Representatives in Districts 8, 9, 13, 15, and 16.
o Secure additional $500,000 - $1 million in pledges in 2019.
o Secure financing guarantor (possibly from pool of donors) to provide
bridge funding for the project.
o Initiate development of construction plans and project bidding.
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 o Initiate program start-up in temporary location in Fall 2019.
o Pursue grants from foundations with hospitality industry interests (e.g., Red
Lion Foundation, Marriott Foundation).
 Public Campaign Phase

(January 2020 – December 2020)

o Host groundbreaking event on site in January 2020.
o Initiate program of cooking classes and vintner dinners with guest chefs in
spring of 2020, with offering of donor club membership for advance
benefits. Continue campaign solicitations to secure an additional $1 million,
utilizing vintner dinners and “hard hat” tours.
o Develop campaign and marketing plan for Phase II and determine timing of
Phase I grand opening in 2021, combined with Phase II launch.

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 Option II:

Dream Big…GO BIG…with Milestones…
Campaign Goal: $13 Million (or Full Project Cost…with Milestones)
(Note: If milestones are NOT attained, campaign reverts to Option I)

In this campaign scenario, the CBC Foundation (in partnership with any other project
partners) would launch a full campaign over a three to four-year period, with
attainment of certain milestones during the initial quiet phase of the campaign. If
these milestones are NOT attained, campaign leadership would adjust milestones or
revert to a phased campaign as outlined in Option I.
While campaign activities are similar to Option I, we have noted key milestones for
this significantly larger lift in bold.
 Quiet Phase

(July 2018 – December 2019)

o Retain campaign counsel by July 2018 (as the new CBC development
position will not realistically be hired until late 2018, and WSU Tri-Cities is
also pursuing a search for a position as well).
o Develop and begin to implement full marketing plan for the campaign and
project by August 2018, including a lobbying plan for public funding.
o Immediately recruit campaign leadership (see section below) and engage
these leaders in key project planning and decisions on project positioning.
o Secure a minimum of $1 million in Pacesetting Gifts ($100,000-plus)
from Campaign Steering Committee members by October 2018.
o Address project and planning concerns and explore programmatic
partnerships.
o Secure lead gift (target: $3-plus million) by December 2018.
o Determine Campaign & Project Operating Structure, based upon the
partners involved (see section below).
o Explore and recruit prominent chefs to serve as “Creative Advisors”,
endorsing the project and serving as initial guest chefs for vintner dinners.

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 o Pursue and secure $5 million in State Funding by April 2019. This
requires securing the advance endorsement of the Tri-Cities Legislative
Council and all representatives in Districts 8, 9, 13, 15, and 16 (December
2018 – March 2019).
o Expand Campaign Steering Committee, with broader leadership and
gift levels in January 2019.
o Secure additional $1 million in pledges in 2019, bringing total to $5
million in private sector funds raised (Total Target: $10 million in
public/private gifts raised).
o Secure financing guarantor (possibly from pool of donors) to provide
bridge funding for the project.
o Initiate development of construction plans and project bidding by fall 2019.
o Initiate program start-up in fall 2019 in temporary location.
o Pursue grants from foundations with hospitality industry interests (e.g., Red
Lion Foundation, Marriott Foundation).
 Public Campaign Phase

(January 2020 – December 2020)

o Host groundbreaking event on site in January 2020.
o Initiate program of cooking classes and vintner dinners with guest chefs in
spring of 2020, with offering of donor club membership for advance
benefits.
o Continue campaign solicitations to secure an additional $2 million,
utilizing vintner dinners and “hard hat” tours in 2020.
o Develop broad-based community campaign for smaller gifts totaling
remaining $1 million in 2021.
o Host grand opening in 2022, celebrating campaign completion.
Note: Actual construction of project components could still be phased as building funds
become committed. This would maintain campaign momentum and donor interest over the
campaign’s potential duration of four to five years.
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 CAMPAIGN LEADERSHIP
We recommend the immediate recruitment of a Program Advisory Committee to
assist the College in program planning. A list of recommended industry leaders who
might be willing to serve in this role is provided in Addendum C.
A Facilities Committee, consisting of community, industry and CBC Foundation
leaders, should also be recruited to provide oversight in facility planning,
construction management and validation of project costs throughout the campaign’s
duration.
For both campaign goal options, we recommend that a Campaign Steering
Committee be established immediately. A requirement for all Campaign Steering
Committee members will be the willingness to serve as a passionate champion for
the project, with a supporting financial commitment from either personal, corporate
or foundation resources. Initially, we recommend that initial gift targets of these
members be commitment of a Pacesetting Gift ($100,000-plus) to the campaign.
These gift levels will set the stage for the project’s early and necessary momentum.
As the campaign progresses, additional members of other gift levels would be
recruited. A list of potential campaign leadership is included in Addendum B.
A list of potential donors recommended by Study interviewees is provided in
Addendum D.

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 CAMPAIGN BUDGET
If CBC’s leadership decides to move forward with a campaign, it must be committed
to invest in its success.
ss
While estimated campaign costs are normally included in a campaign goal, upfront
seed money is needed until early pledges and initial payments are secured.
National averages for campaign costs run between 5-15 percent of the goal.
Organizations with a strong history and broad base of fundraising support tend to
have lower costs, while those who have smaller donor bases have larger expenses as
they build their fundraising and organizational capacity.
We believe that vintner dinners/classes with guest chefs can be utilized as campaign
cultivation activities, followed up with individual gift solicitations. Proposed to be
managed by the Foundation or fundraising entity, these revenue-generating activities
can also help underwrite a portion of campaign costs after year one.
The majority (60-70%) of a campaign budget consists of personnel, including
additional or re-positioned staff and outside campaign counsel. Because CBC’s new
VP of Institutional Advancement/CEO of the CBC Foundation will probably not be on
board until year-end, campaign counsel will be heavier on the front-end of the
campaign to serve as an in-house driver to kick-start campaign efforts. The balance is
spent on marketing and donor cultivation activities.
The next six months of 2018 are critical for demonstrating campaign momentum
(ideally $1 million or more in matching funds raised) in order to demonstrate
confidence for matching funds for a State Request.

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 IMMEDIATE NEXT STEPS
As the College determines its future direction on the project, we suggest the
following actions:
• Send a thank you letter to each Study interviewee for their participation, under
CBC President Rebekah Woods’ signature.
• Host a visioning retreat in July 2018 to bring together selected Study participants
and tourism leaders to refine the vision for the Culinary Institute and how it
compliments MyTri2030.
• Initiate campaign readiness planning (July – September 2018), by retaining
campaign counsel to work with current staff in campaign readiness activities.
These activities would also include assessing campaign staffing needs and the
development of internal systems to support a campaign.

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 ACKNOWLEDGEMENTS
The consultant team is grateful to all who gave their time and input to participate
in Study interviews and for their candid input and feedback. We also extend our
sincere thanks to the CBC Foundation staff team of Alissa Watkins, Debbie Risk,
Anneke Rachinski, and Susan Volk for their invaluable assistance in Study
preparation and logistical coordination.
We thank you for the opportunity to assist Columbia Basin College and the CBC
Foundation in planning for campaign success. The proposed Culinary Institute can
play an important role for our region and we look forward to having a continued
role in its success.

Consultant Team
Sharon Ballidis Holden
The Ballidis Group
sharon@ballidisgroup.com
(509) 460-6005
Caroline Nilsson Troy
The Nilsson Advisory Group
cntroy@nilssonag.com
(208) 669-0076

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 ADDENDUM A
LIST OF STUDY INTERVIEWEES
CBC Administrative Team
Rebekah Woods, President
Janese Thatcher, Dean, Career & Technical Programs
Tyrone Brooks, Vice President of Administration
Melissa McBurney, Vice President of Instruction
Marylou Shea, Director, Hospitality & Food Truck Academy
CBC Foundation Staff
Alissa Watkins, Executive Director
Debbie Risk, Director of Administration
Anneke Rachinski, Alumni & Annual Giving
Susan Volk, Bookkeeper
CBC Foundation Board Members
Moses Jaraysi, CHM2M Plateau Remediation Company (Board President)
Bob Whitelatch, Claar Cellars (Finance Committee)
Marsha Halverson, Retired (Development Committee)
Shirley Olinger, ISM Consulting
Brad Toner, Pacific Crest Insurance (Planned Giving Committee)
Scott Sax AECOM
Dick & Diane Hoch, Sigma Financial (Finance Committee)
Plus, eight (8) anonymous Board member surveys
Agricultural Industry
Chep Gauntt, Gauntt Farms
Alan Schreiber, Schreiber & Sons Farms
Trevor Owens, Sysco
Sharon Miracle-Harris, Tree Top
Glenda Murray, Sr. Executive Chef, Lamb Weston
Bill Shibley, Harvest Fresh Produce
Ken Jean, Food Services of America
Community Interviews
Kedrich Jackson, CBC Board of Trustees
David “Duke” Mitchell, CBC Board of Trustees

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 Sherry Armijo, CBC Board of Trustees
Bill Gordon, CBC Board of Trustees
Sandra Haynes, Chancellor, WSU Tri-Cities
Carl Adrian, CEO, TRIDEC
Marie Moseley and Terry Walsh, City of Kennewick
Tim Arntzen and Tana Bader Inglima, Port of Kennewick
Gary White/TRIDEC, Director of FABREO
Paul Randall, Director, Tri-Tech Skills Center
Karen Blasdel, PNNL/Battelle
Michael Rader, Merrill Lynch (Columbia Center Rotary Foundation)
David Lippes, Community Leader
Barb Richey, STCU
Sue Frost, Community Leader
Don Sampson, Confederated Tribes and Harsch Investment Properties
Bob Tippett, Tippett Company
Lane Savich, Kadlec Regional Medical Center
Wendi Warner, Benton Franklin Transit (former manager of Col Solare)
Steve Lee, Kennewick City Councilmember
Staci West, Bechtel
Rae Moss, Mission Support Alliance
Justin Crume & Jean Nelson, Columbia Industries
John Heaton, PayPlus Benefits
Sharon Brown, WA State Senator
Gary Chervenell, Chervenell Construction
Mike Novakovich, Visit Tri-Cities
Mitch Gilbert, Marrow Market Hill
Kris Johnson, Association of Washington Business
Wine Industry
Ted Baseler, Ste. Michelle Wine Estates
Barry Olivier, Aquilini Investors
Tom Hedges, Hedges Estate Wines
Anne-Marie Hedges, Hedges Estate Wines
Steve Warner, Washington Wine Commission
John Bookwalter, Bookwalter Winery
Amy Figgins, Leonetti
Shae Frichette, Frichette Winery
Vicki Gordon, Gordon Brothers Estates
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 Jim Holmes, Ciel du Cheval
Stacie Hamilton, Hamilton Cellars
Deb Barnard, Barnard Griffin Winery
Victor Palencia, Monarcha Winery/Palencia Wines
Molly Stutesman, Monson Farms/Gooseridge Winery
Bart Fawbush, Bartholomew Winery
Thea Upchurch, Upchurch Vineyards
Rob Mercer, Mercer Canyons Estates
Thomas Henick-Kling, Director, WSU Viticulture & Enology Program
Restaurant/Hotel/Hospitality Industry
Tom Douglas, Tom Douglas Seattle Kitchen (James Beard Executive Chef)
Steve Simmons, CG Catering
Cindy Goulet, LuLu Craft Bar & Kitchen
Corey Pearson, Three Rivers Convention Center
Tom French, TRAC
Angela Kora, Ethos Bakery
Mike Tvedt & Chef Carlos Cortez, Anthony’s Restaurant
Kathy Moore, Springhill Suites
J.D. Nolan, Fat Olives
Chef Kimberly Smith, Director of Bakery Program, South Seattle Community
College

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 ADDENDUM B
LIST OF POTENTIAL CAMPAIGN LEADERSHIP
(Recommended by Study Interviewees)
Carl Adrian, TRIDEC
Sherry Armijo
Deb Barnard, Barnard Griffin
John Bookwalter
Allen Brecke
Senator Sharon Brown
Susan Bunnell, Bunnell Cellars
Paul Carlyle
John Crook, Paragon
Hector Cruz
Ryan DeGraff, Tribal Representative
Russell Delgesso
Craig & Marilee Eerkes, Sun Pacific Energy
Bart Fawbush, Bartholomew Winery
Tom French, TRAC
Sue Frost
Mitch Gilbert, Marrow Market Hall
Cindy Goulet, Lulu Craft Kitchen/Three Eyed Fish
Stacie Hamilton, Hamilton Cellars
Tom & Anne-Marie Hedges, Hedges Estate Wines
Wendi Higgins, The Lodge at Columbia Point
Dick & Diane Hoch
Luke Hollwell
Ken Jean, Food Services of America
Angela Kora, Ethos Bakery
Bill Lampson and Cathy Balcom
Kate Lampson
David Lippes
Craig Maloney
Bill or Mason McCurley
Sharon Miracle-Harris, Tree Top
Duke Mitchell
Kathy Moore, Springhill Suites
Ed Mose

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 Rae Moss, Mission Support Alliance
Glenda Murray, Lamb Weston
J.D. Nolan, Fat Olives
Barry Olivier, Aquilini Brands
Trevor Owens, Sysco
Victor Palencia, Palencia Wines
Corey Pearson, Three Rivers Convention Center
Anna Perez-Peralta
Michael Rader, Columbia Center Rotary Charity Board
Barb Richey, STCU
Lane Savich, Kadlec Regional Health System
Don Sampson, Harsh Investment Properties
Steve & Shirley Simmons, CG Catering & Public House
Derrick Stricker
Mollie Stutesman, Monson Farms & Ranches/Gooseridge
Bob Tippett, Tippet Companies
Nikki Torres
Mike Tvedt, Anthony’s/Bud’s Broiler
Thea Upchurch, Upchurch Vineyard
Josie Wanarachue
Wendy Warner-Bisla
Kris Watkins
Staci West, Bechtel

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 ADDENDUM C
LIST OF POTENTIAL PROGRAM ADVISORY COMMITTEE MEMBERS
(Recommended by Study Interviewees)
Shae Frichette, Frichette Winery
Cindy Easterday Goulet, Lulu Craft Kitchen and Three-Eyed Fish
Wendy Higgins, The Lodge at Columbia Point
Angela Kora, Ethos Bakery
Sr. Chef Glenda Murray, Lamb Weston (also husband Chef Dean Murray)
Mollie Stutesman, Monson Farms/Goose Ridge Estate Winery
Dan Thiesen, Fire & Vine/El Gaucho, Walla Walla
Thea Upchurch, Upchurch Vineyard

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 ADDENDUM D
LIST OF POTENTIAL DONORS
(Recommended by Study Interviewees)
A-1 Hospitality
Agricultural Commissions (Various, e.g. Potato, Asparagus, Berry, Tree Fruit, Wine,
etc.)
AgriNorthwest
Amazon
Anthony’s at Columbia Point/Bud’s Broiler
Bryan & Brenda Alford, Alford Farms
AECOM
Apollo Construction
Aquilini Investors
Balcom & Moe
Bargreen Ellison
Barnard Griffin Winery
Bartholomew Winery
Bechtel
Bookwalter Winery
Allen Brecke
Bunnell Family Cellars
CBC Foundation Board and Staff
CBC Management Team & Board of Trustees
Chervenell Construction
Ciel du Cheval
Dr. June Choe
Columbia Center Rotary Foundation (Vocational Committee and Charity Board)
Confederated Tribes
Michael Corliss
John Crook, Paragon
Distilleries
Douglas Fruit Company
Easterday Farms & Ranches
Fat Olives
Frichette Winery
Food Services of America
Sue Frost

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 George Garlick
Gesa Community Credit Union
Gordon Brothers Estates
Stacie & Russ Hamilton, Hamilton Cellars
Hedges Estate Wines
HAPO Community Credit Union
Hotels of Area
Kadlec Regional Medical Center
Kiska Farms
Lamb Weston
Bill Lampson, Lampson International
Steve Lee, Green2Go
David and Emily Lippes
The Lodge at Columbia Point
Lourdes Healthcare
Marriott Foundation
Marrow Market Hill
Chad McKay, Fire & Vine/El Gaucho
Mercer Canyons Estates
Mexican Restaurant Owners in Region
Milne Fruit Products
Mission Support Alliance
Monarcha Winery/Palencia Wines
Monson Farms/Gooseridge Winery
Cameron Myrhvold
Northwest Farm Credit Services
Pasco Red Lion
PayPlus Benefits
PNNL/Battelle
Quintessence Vineyards
Railex
Reser’s Fine Foods
Red Lion Foundation
Jason Schnitzer, Harsch Investments
Steve & Shirley Simmons, CG Catering
Simplot
STCU Community Credit Union
Ste. Michelle Wine Estates
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 Jim Stirling, Stirling Restaurants
Southern Distributors
Sysco
Tagaris Winery
Terra Blanca
Tippett Company
Tom Douglas and Jackie Cross
Tree Top
Trios
Twin City Foods
Tyson Foods
Upchurch Vineyard
Vintner Logistics
Don & Lori Watts, Swiftwater Winery
Josie Wanarachue
Washington Restaurant Association
Watts Brothers
Whole Foods
Wineries of Region (all)
Yokes
Young’s Markets
Zirkle Fruit
Public Funds
State of Washington
Economic Development Authority (EDA)
Hotel/Motel Tax

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 ADDENDUM E
$13 Million Campaign Gift Model
($12 million Project Cost plus 7.7% Campaign Costs)

Pacesetter Gifts
Pledge/
Gift Level

Number of
Donors Needed

Number of
Prospects
Needed

$2,500,000+

1

3

$ 2,500,000

$1,000,000

1

3

$ 1,000,000

$ 500,000

2

6

$ 1,000,000

$ 250,000

8

24

$ 2,000,000

$ 100,000

25

75

$ 2,500,000

37

111

$ 9,000,000

Totals

Leadership Gifts
Pledge/
Gift Level

Number of
Donors Needed

Number of
Prospects
Needed

Totals

$

50,000

30

90

$ 1,500,000

$

25,000

50

150

$ 1,250,000

$

10,000

65

195

$

145

435

$ 3,400,000

650,000

Community Gifts
Pledge/
Gift Level

Number of
Donors Needed

Number of
Prospects
Needed

Totals

$

5,000

100

500

$

500,000

$

1,000 and below

Many

Many

$

100,000

100+

500+

$

600,000

282+

1,046+

TOTALS:

Culinary Arts Institute Feasibility Study

$13,000,000

56   P a g e

 THE CAMPAIGN FOR
THE CULINARY ARTS INSTITUTE
AT COLUMBIA BASIN COLLEGE

Columbia
Basin

College

 

“I moved my winery and family to the Tri-Cities from Seattle
because I believe this region can be a Pacific Northwest wine
and culinary epicenter. The Culinary Arts Institute at CBC is a
perfect pairing for our incredible Washington wines.”
Bart Fawbush, Owner/Winemaker
Bartholomew Winery

 POSITIONING FOOD AS A REGIONAL CENTERPIECE
The Tri-Cities is one of Washington’s fastest-growing metropolitan areas – and the production of
food and agricultural goods anchors our region’s economy.
More than 70 percent of the state’s organic production comes from farms within 100 miles of the Tri-Cities. Of the 300 crops produced in the state of Washington, more than one third are grown in Benton-Franklin counties. Additionally, our region serves as the epicenter for Washington’s booming wine
industry and growing numbers of vineyards and wineries, which are looking to add food services or
restaurants to their tasting rooms.
The restaurant and hospitality industry is also growing – yet, local businesses struggle to
find trained back-of-house staff for positions including cooks, chefs and managers of various
hospitality operations.
Our region is ripe and hungry for restaurants and locally sourced dining venues. However,
non-chain restaurant openings struggle without the staff training necessary for success.
The Culinary Arts Institute at Columbia Basin College will meet these workforce needs – while
establishing the Tri-Cities as a premier farm-to-table culinary destination for the Pacific Northwest.

“Having a state-of-the-art training center for the culinary
arts will help drive our region’s economy with new growth in
restaurant ownership and specialty food manufacturing­—in
addition to providing the trained professionals that our food
and hospitality industries so desperately need.”
Carl Adrian, President/CEO
TRIDEC
The Campaign for The Culinary Arts Institute at Columbia Basin College

1

 THE CULINARY ARTS INSTITUTE
AT COLUMBIA BASIN COLLEGE
The proposed 20,000 sq. ft. Culinary Arts Institute
at Columbia Basin College will be located at The
Willows, adjacent to the new Columbia Gardens
Urban Wine & Artisan Village in east Kennewick.
The Port of Kennewick has provided the land for
the project, and the City of Kennewick is providing the infrastructure, streetscaping, sidewalks
and street lighting, through a grant from the
Benton County Rural Capital Fund.
The two-story Culinary Arts Institute will feature an event center, three kitchens and a
student-run bakery and café. CBC staff toured
culinary centers throughout the Pacific Northwest to optimize program and facility design
and bring the best-of-the-best to the project’s
planning.
Students will be able to pursue one-year certificates in either culinary or bakery arts or graduate from the full two-year program with an Associate in Applied Arts and Sciences Degree in
Culinary Arts.
Students will learn the fundamental skills in
product knowledge, food production, and
service and management while incorporating
extensive hands-on instruction and internship
opportunities.
A diverse menu of cooking classes for the public
will also be a key community offering of the Institute, with topics ranging from artisan breads and
cheeses, pastries, chocolate, charcuterie, wine pairing, and specialized cooking for health conditions
and optimal nutrition.

2

 A PARTNERSHIP FOR PERFECT
PAIRINGS
An unprecedented educational partnership fuels
the vision for the Culinary Arts Institute at Columbia Basin College.
Columbia Basin College is working with Walla Walla
Community College, Washington State University
Tri-Cities and Tri-Tech Skills Center to ensure that
students have a seamless transition into the program, as well as pathways for further education to
meet the needs of our region’s burgeoning food and
hospitality industry.
CBC’s curriculum is being co-designed in partnership with Walla Walla Community College’s
existing culinary arts program. Shared lecture
classes taught online or by intercampus television will leverage faculty chefs from both institutions, allowing students to have broader and
diverse learning experiences. Actual cooking
classes will be conducted at each College’s respective facilities.
In 2017, CBC also launched a Certificate Program
in Hospitality to provide students with the necessary training for a start in the hospitality industry. It also introduced its Food Truck Academy in response to regional demand for training
in starting and operating successful mobile
vending businesses.
A 2 + 2 articulation agreement will be developed
with WSU to allow CBC graduates to further advance their careers through a seamless transfer into WSU’s Hospitality Business Management
Program.
An additional collaboration will allow high school
graduates of Tri-Tech’s culinary program to continue their culinary training while staying at
home, as the majority of Tri-Tech’s culinary students pursue post-secondary study out of state.
These unique and collaborative educational partnerships will prepare students for success in the
food service and hospitality industry while leveraging the resources and reputations of all partners as a dynamic culinary training destination.

The Campaign for The Culinary Arts Institute at Columbia Basin College

3

 LOCALLY SOURCED –
HOME GROWN
Core to the Culinary Arts Institute’s philosophy is
its sourcing of local foods, leveraging the many
products and innovations that come from within
a 100-mile radius of the Tri-Cities.
CBC will expand its Agriculture Program with a
focus on sustainable farming. A new student-run
Sustainable-Edible Farm will provide fresh produce for the Culinary Arts Institute’s Café &
Bakery. All additional food sourcing for the Institute’s programming will be from local farmers
and food partners.
From the freshness of using local farm-to-table
food to the home-grown graduates it will produce, the Culinary Arts Institute will be a locally sourced culinary destination for the Pacific
Northwest.

“The majority of our culinary
students who pursue post-secondary
study do so out of state. A Culinary
Arts Institute at CBC will allow our
graduates to continue their culinary
training here at home. Plus, with
the 2+2 endorsement of WSU’s
Hospitality Business Management
Program, graduates can advance
their career even further.”
Paul Randall, Director,
Tri-Tech Skills Center

4

“Hiring back-of-house staff for our food
operations is a constant challenge. With
this new Culinary Institute, we can grow
our own workforce to serve our local
hiring needs.”
Steve Simmons, Owner
CG Public House & Catering

 Career Opportunities
Cook
Salary Range: $22,880-30,680
Restaurant Manager
Salary Range: $41,600-66,500
Pastry or Sous Chef
Salary Range: $40,500-56,700
Executive Chef
Salary Range: $60,000 - 80,000
Hotel Catering Director
Salary: $76,045

Self-Employed/Entrepreneurial
Ownership Opportunities
Independent Restaurant Operator
Independent Specialty
Foods Manufacturer
Independent Mobile Vending/
Food Truck Operator
Source: www.wahospitality.org

5

 THE CAMPAIGN FOR THE CULINARY ARTS INSTITUTE
AT COLUMBIA BASIN COLLEGE
Under the leadership of the Columbia Basin College Foundation, a $13 million public/private campaign is planned to bring the vision of The Culinary Arts Institute at CBC to fruition.
While most gifts are anticipated to come from private individuals, foundations and companies,
public grants will also be pursued, due to the vital workforce development role that the Culinary
Arts Institute will have on south central Washington’s economy.
Your gift to the Campaign for the Culinary Arts Institute at CBC will fuel the Tri-Cities’ growth as a
culinary epicenter for the Pacific Northwest.

 Campaign Goal
Construction (includes 10% construction inflation)...............$7,104,944
Furnishings & Equipment..........................................................1,572,270

Subtotal.................. $8,677,214
Sales Tax (8%)...............................................................................694,177
Contingency (15%).....................................................................1,065,742
Design & Architectural Plans (12%)..............................................852,593
Project Management (10%)..........................................................710,494

Subtotal................ $ 12,000,220
Campaign Costs (7.7%).................................................................999,780

Campaign Goal...... $ 13,000,000

Naming Opportunities Available
Institute Naming.........................................$5,000,000
Event Center................................................$2,000,000
Retail Bakery/Café......................................$1,500,000
A La Carte Kitchen..........................................$500,000

(Active Kitchen with viewing from Event Center and Cafe)

Dining Patio....................................................$500,000
Bakery Kitchen/Classroom...........................$350,000
Culinary Kitchen............................................$250,000
Student Study Area & Library....................... $ 250,000

7

 A RECIPE FOR SUCCESS
Our community is hungry for dining venues. Our
food and hospitality industry is in need of locally
grown and trained professionals.
We have all the ingredients­—right here, right now—
to create a recipe for success.
Join us as we create a world-class Culinary Arts Institute that will position the Tri-Cities as a premier
farm to table culinary destination for the Pacific
Northwest.

“We’re excited to create a culinary training program
that brings the best-of-the-best to the Tri-Cities.
Together, we can train the students and entrepreneurs
who will shape the Tri-Cities’ culinary future.”
Rebekah Woods, President
Columbia Basin College

8

The Campaign for The Culinary Arts Institute at Columbia Basin College

 “Having a top culinary center in the Tri-Cities region
will elevate, enhance and expand the authentic food
experiences available in our community.”
Kris Watkins, President/CEO
Visit Tri-Cities

9

 THE CULINARY ARTS INSTITUTE AT COLUMBIA BASIN COLLEGE
Educational Partners

CBC Foundation Board of Directors

Walla Walla Community College

Matt Backlund, Chair, Umqua Bank

Washington State University Tri-Cities

Moses Jaraysi, Vice Chair, CH2M

Tri-Tech Skills Center

Bernie Walter, Secretary/Treasurer,
Northwest CPA Group

Project Partners
Columbia Basin College
Columbia Basin College Foundation

Vicki Wilson, Scholarship Committee Chair,
Mission Support Alliance

City of Kennewick

Brad Toner, Planned Giving Chair,
Basin Pacific Insurance

Port of Kennewick

Marsha Halverson, Fund Development Chair
Todd Beyers, Mission Support Alliance
David Billetdeaux, Port of Benton
Dick Hoch, Sigma Financial
Kris Lapp, I-3 Global
Heather McMurdo, Bechtel
Dean Mitchell
Jamie Nettles, Desert Canyon Mortgage
Shirley Olinger, ISM Solutions
Matthew Petersen, Petersen Hastings
Scott Sax, AECOM
Tony Umek, Akue Consultants
Melda Velasquez, Lourdes Health Network
Bob Whitelatch, R.C. Farms LLC &
Claar Cellars LLC
Rebekah Woods, Columbia Basin College

For more information, contact:
Alissa Watkins, Executive Director
Columbia Basin College Foundation
Cell: 509-392-1455
Office: 509-543-1442
awatkins@columbiabasin.edu