SEDCOR Enterprise Magazine Summer 2023

SEDCOR Staff

Executive Council

Chair

Mike Keane

Shareholder and Managing Officer, Garrett Hemann Robertson

Vice-Chair

Kate Schwarzler

Owner, Indy Commons

Treasurer

Ryan Allbritton

SVP, Chief Banking Officer, Willamette Valley Bank

Daryl Knox CPA, Partner, Aldrich Group

Timothy Murphy

VP of Business Operations, DCI

Scott Snyder General Manager, The Grand Hotel in Salem

Keith Stahley City Manager, City of Salem

Erik Andersson President 503-837-1800

eandersson@sedcor.com

Past Chair

Michael Fowler CEO, CabDoor

Board of Directors

Curt Arthur Managing Director, SVN Commercial Advisors

Ricardo Baez

President, Don Pancho

Authentic Mexican Foods, Inc.

Roxanne Beltz City Councilor, City of Monmouth

Becky Berger

Owner and CEO, Berger International

Alan Blood General Manager, Garmin AT, Inc.

David Briggs

Trial Lawyer, Partner, Saalfeld Griggs PC

Patricia Callihan Bowman

Owner/Career Coach, Express Employment Professionals

Tom Christensen CFO, Oregon Fruit Products

Cathy Clark

Mayor, City of Keizer

Richard Day

Owner/Manager, Advantage Holdings LLC

Brent DeHart

President, Salem Aviation

Rich Duncan President, Rich Duncan Construction, Inc.

Tony Eaquinto

Southern Regional Manager, Portland General Electric

Juli Foscoli

Secretary / Treasurer, South Town Glass

Theresa Haskins

Senior Business Development Manager, Portland General Electric

Stephen Heckert

Farm Operations Specialist, Crosby Hops

Steve Horning

VP, Business Relationship Manager, People's Bank

Jessica Howard President/CEO, Chemeketa Community College

Jenni Kistler

Director of Operations 503-588-6225

Chris Hoy Mayor, City of Salem

Mark Hoyt

Partner, Sherman Sherman Johnnie & Hoyt, LLP

Jamie Johnk

Economic Development Director, City of Woodburn

Adam Kohler Regional Business Manager, Pacific Power

Jennifer Larsen Morrow President, Creative Company, Inc.

Rod Lucas Owner, Turner Lumber, Inc.

Ryan Mosgrove

AVP, Business Banking Relationship Manager, Key Bank

Kim Parker-Llerenas

Executive Director, Willamette Workforce Partnership

James Parr Chief Financial Officer, Salem Health

Craig Pope County Commissioner, Polk County

Jim Rasmussen President/CEO, Modern Building Systems

Mark Raum VP, Commercial Banking Officer, Columbia Bank

David Rheinholdt

Board President, Latino Business Alliance

Samantha Ridderbusch

Director, Government & Regulatory Affairs, Comcast

Tony Schacher General Manager, Salem Electric

Liz Schaecher

Program Coordinator, Oregon Aglink

Zachary Sielicky Government Affairs, NW Natural

Dan Ulven President, The Ulven Companies

Michael Wynschenk CEO, Hunter Communications

Colm Willis County Commissioner, Marion County Board of Commissioners 626 High Street NE, Suite 200

jkistler@sedcor.com

Nick Harville

Business Retention & Expansion Manager –Marion County 503-837-1804

nharville@sedcor.com

Alex Paraskevas

Economic Development Manager – Polk County Rural Innovation Catalyst 503-837-1803

alexp@sedcor.com

Abisha Stone

Economic Development Manager – Yamhill County 503-507-4175

astone@sedcor.com

What We Make And How We Make It

When we talk about manufacturing in the Willamette Valley, I believe we are talking about something quite unique. Our manufacturers have developed their own regional supplier relationships to process, fabricate, and harvest products that are shipped to customers around the world. So, when we hear about “supply chains”, remember that our local manufacturers are critical components of chains that connect us to places well beyond the Willamette Valley and the Pacific Northwest.

Which means when there are local obstacles or disruptions there may be global impacts, and we need to be creative to tackle often complex issues. We are used to hearing about labor shortages, but as employers better understand the issue, they are creatively working together to address the roots of the problem.

One of the major challenges is workforce housing. It’s hard to attract and retain workers when they cannot find affordable housing. The term “Missing Middle” housing has been coined to describe the relative lack of developments that that fall somewhere in between a single-family home and mid-rise apartment buildings – such as townhomes, duplexes, triplexes, and courtyard clusters. In other words, housing that can accommodate the variety of workers in a community. Using SEDCOR’s model, we learn from employers, convene partners, and go about addressing the issue. In this issue you’ll read more about our partnership with the Newberg Workforce Housing Consortium and the Missing Middle Housing Fund to learn how employers in the region are coming up with creative ways to increase the housing supply by improving how home materials (and even homes themselves) are manufactured.

Food manufacturing has always been an important piece of the Willamette Valley economy. We’re excited for the opportunity to be working with Oregon State University as a pilot region in its strategic planning to develop a Center for Innovation Excellence in Food and Beverage Manufacturing. As you will read in our interview with OSU’s Cheri Cole, creative minds are being utilized in an across-the-state effort to innovate our food supply chain.

Also, we demonstrate the power of partnerships by highlighting a handful of local businesses being guided and supported by the Latino Microenterprise Development Program.

In our 'Region of Innovation' section of the magazine, we will revisit two projects we have been tracking and supporting for a couple of years. One is the team at Chapul Farms, just outside McMinnville, who have made great strides in the development of their insect agriculture technology. They have continued to build out their test facility and prove their concept. Also, a project from the early days of our AgHub initiative which we lovingly refer to as 'Wine Goggles' has shown us a working prototype, which we had the honor to test out at NW Transplants.

Personally, I am constantly amazed at how small teams of devoted makers take a good idea, some capital, and lots of innovative effort to create such a variety of products. And these products represent Willamette Valley grit and determination as they make their way across the country and around the globe. The Willamette Valley is known worldwide for what we grow and with a nod to emerging technologies, SEDCOR wants us to also be known for what we make and how we make it.

Erik Andersson SEDCOR President

Human Services - Salem

Time Magazine Names Willamette Valley

One of Its 50 Great Places on Earth, 2023

The wine world let out a collective gasp in 2021 when Champagne house Bollinger made its first acquisition outside of France: not some place in Napa or Sonoma, but Ponzi Vineyards, which set the standard for Oregon winemaking back in the 1970s. The Willamette Valley had really, really made it, but for those in the know, the ascendance of the pinot noir powerhouse in Portland’s backyard seemed almost inevitable. In the past two decades, the number of wineries in the state’s first American Viticultural Area (AVA) has grown from 135 to more than 700 today, which has translated to a near constant flood of new labels (such as Iterum Wines), new lodging (the nine-room bed and breakfast The Ground, opening in 2023), new tasting rooms (of note is Montinore Estate and its sister brand Landlines Winery’s biodynamic tasting room), and new missions (Corollary is becoming the valley’s first sparkling-only estate this year).

In July, the eight-suite Tributary Hotel changed the game when it opened in a more-than-a-century-old former hardware store in downtown McMinnville, with celebrated chef Matthew Lightner—formerly of New York City’s two-Michelin-starred Atera—at the helm of its restaurant, ōkta. Sourced heavily from Lightner’s nearby farm, the micro-seasonal tasting menu might include hazelnut tofu, cedar-smoked caviar, or aged and cured Pacific rockfish, depending on what’s freshest.

Also leading the charge to transform the area is winemaker Remy Drabkin. When she’s not busy turning out award-winning old-world Italian varietals like dolcetto and lagrein at Remy Wines, Drabkin is fighting for industry inclusivity with her organization Wine Country Pride, which hosted the world’s first queer wine festival here last June. And, oh yeah, did we mention that in November she was elected the first female mayor in McMinnville’s 140-year history?

Originally published at time.com. Written by Nicholas Derenzo.

Marion County Secures $12M from Oregon Housing and Community Services for Wildfire Recovery

The 2020 Beachie Creek and Lionshead wildfires devastated the Santiam Canyon. More than two years later, there are still nearly 100 households fighting to return home between Marion and Linn Counties.

Last week, Marion County signed an intergovernmental agreement to secure $12,000,000 from Oregon Housing and Community Services as Marion County’s share of the $150,000,000 provided by HB 5006 (2021).

Marion County Board of Commissioners, in partnership with the Santiam Canyon Long-Term Recovery Group, will be providing an opportunity to wildfire primary

homeowners that are currently without permanent housing to apply for grant funding. The grant funding will be available to get them across the finish line and into permanent housing or, for some, to begin rebuilding their homes and their lives on their way to recovery from the wildfires.

In order for pre-fire homeowners to gain access to these funds the Oregon Department of Housing and Community Services (OHCS) has applied some restrictions to qualify, in that the household cannot exceed 120% area median income.

“We have been in discussions with OHCS since April of 2021 on these funds. It has been a long and grueling process. Originally, OHCS only wanted to serve up to 80% AMI, which was not and is not sufficient for our neighbors in the Canyon. Our persistence is paying off and we will be able to help far more of the remaining wildfire survivors get back into permanent, stable housing. I could not be more proud of the Marion County team who has worked on this effort and I am looking forward to seeing families return to their homes and find some peace in their lives again,” says Marion County Commissioner Danielle Bethell.

There was a thorough forensic review of remaining households that still need to recover, either in part or entirely. These funds will be able to support most of the households currently case managed except for those that are specifically restricted because of their income level.

Guidelines and an application process are being finalized by Marion County.

The Angel Food Marketplace Is Coming To Salem!

Oregon Angel Food, or OregonAF, is a food and beverage-based educational and

ANGEL FOOD

Be

MARKETPLACE

This annual event was created for foodies like you! Shake hands with regional food and beverage innovators. Sip, sample, and buy exciting new products before they take over your Instagram feed. Plus, see which food-trepreneurs will receive funding through our incredible partners and the Emerge Initiative

investment program hosted yearly by the Oregon Entrepreneurs Network (OEN). Now in its fifth year, OregonAF will host eight entrepreneur education sessions throughout July and August and the OregonAF Marketplace in September for food and beverage vendors to display, share and sell their products.

Programming, such as OregonAF, that brings together makers, investors, retail buyers and consumers are important for the Oregon food and beverage ecosystem. Entrepreneurs are able to share their stories with fellow entrepreneurs and investors, and make industry connections to get products on store shelves or find resources to get to the next step.

Hosted on Saturday, September 23rd from 11 am - 4 pm the OregonAF Marketplace will feature up to 100 companies sampling and selling Continued next page

2023 OREGON

LEARN MORE + REGISTER OEN.ORG/OREGONAF23

Loafy says “You can’t miss this!”

Continued from page 5

Capitol Auto Group Makes Record-Breaking Donation of $385,000 to United Way of the Mid-Willamette Valley

Capitol Auto Group's (CAG) employee campaign has raised an astounding $385,000 for the United Way of the Mid-Willamette Valley (UWMWV).

their products, a food court, and wine and beer garden. And throughout the event select entrepreneurs will be pitching their products for the chance to receive funding through partners and the Emerge Initiative.

• Oregon Angel Food Marketplace

• September 23rd

• 11am to 4pm

• Chemeketa Community College Ag Innovation Center

Find out more about OregonAF at www.oen.org

De Muniz Resource Center Awarded Workforce Ready Capacity Building Grant

On March 17, local representatives from the United Way visited Capitol's three dealerships (Subaru, Chevrolet/Cadillac, and Toyota) to celebrate this accomplishment. The company has raised over $2.1 million for the charity in the last ten years and $1 million in just the last three years alone.

"We aimed to raise $350,000, and this year's campaign raised $385,000. This is 13% more than the 2022 campaign," said Marketing Director Carrie Casebeer. "Of our 399 employees, 84% participated, and 197 donated $600 or more."

Casebeer awarded Arthur Lyter the "Philanthropic Achievement Award" for top campaign contributions. Over the last ten years, his donations have totaled over $100,000. Lyter serves as the dealership's Variable Operations Director.

Matthew Casebeer, Dealer for Capitol Toyota/Chevrolet, is also the local United Way board chair. The "28 Days of Love" campaign for the UWMWV is employee-driven, happening each February at the Salem, Oregon, auto dealership. "Every department in the dealership, from sales to service, donates through payroll deduction and participation in fundraising activities, and $379,000 came directly from employees," said Matthew Casebeer.

The De Muniz Resource Center is a program of the Mid-Willamette Valley Community Action Agency providing important services to those transitioning back to the community after incarceration. Awarded with a Workforce Ready Capacity Building Grant, as part of Future Ready Oregon, De Muniz is looking to connect with employers in Marion, Polk, and Yamhill Counties – with a focus on manufacturing and technology.

De Muniz is also working closely with SEDCOR’s Business Retention & Expansion Team on this effort. Beyond being the “right thing to do,” we at De Muniz firmly believe that Fair Chance Hiring is good for business and keeps our communities safer. Employees impacted by incarceration are particularly loyal and hardworking. We are eager to begin working with employers to meet their hiring and training needs while also expanding opportunities for our formerly incarcerated neighbors.”

Rhonda Wolf, the CEO of the UWMWV, simply said, "Wow! That is an amazing number. $385,000 this year and over a million dollars in the last three years is an incredible amount."

Wolf added that over the last year, the charity was able to invest seven million dollars in goods and services in the community. She said that Capitol's donations would go to the United Way's new projects:

• Cottages United - Low-Cost Cottage Rentals for Seniors

• SafeSleep United - a Low Barrier Women's Shelter for 40 women

• Taylor's House - a Community Partner Project Shelter for Teens

• Good360's After School Enrichment Academy.

Capitol's 2023 campaign theme was "Year of the Rabbit."

Fundraising activities included boat races on Lake Capitol, a silent auction, and weekly barbecue luncheons.

Products featured in previous Oregon Angel Food marketplace events.

The Holman Riverfront Park Hotel is the newest hotel in Salem and the newest member of SEDCOR.

According to a recent story by the Statesman Journal...

The seven-story, 127-room hotel rises high in the city, offering riverfront views and adding amenities for people traveling to Salem for work, tourism, family and school, company officials said.

Ashley Rudisill, director of sales for the Holman Hotel, said the location is the first Tapestry Collection by Hilton hotel location in Oregon.

Tapestry Collection by Hilton is composed of hotels that offer "guests unique style and vibrant personality, encouraging them to connect to their destination and enjoy refreshingly uncommon, off-the-beaten-path experiences," company officials said.

In the Salem hotel, many of the rooms have private balconies and views of downtown, greenspace, Riverfront Park or the Willamette River.

The Holman Building, named after Salem businessman and Willamette University trustee Joseph Holman, was the center of government when Oregon became a state in 1859.

The popular Portland bar Pacific Standard is opening its second location inside the hotel.

The hotel bar will have seating for about 80, ranging from a variety of high tops, booths, rail seating and more than 30 seats at the bar.

Bar co-owners and bartenders Jeffrey Morgenthaler and Benjamin Amberg said the Salem bar will have an expanded menu of what is offered in Portland.

Learn more about The Holman Hotel by visiting hilton.com/en/ hotels/slerpup-holman-riverfront-park-hotel-salem/ Learn more about the Pacific Standard by visiting kexhotels.com/eat-drink/pacificstandard

Resources and Knowledge

The Latino Microenterprise Development Program: delivering resources to support the thriving Latino business community.

In 2008, in the wake of the global financial crisis, Salem-area insurance agent David Reinholdt noticed a pattern among small business owners, especially among those in the Latino community. “I kept seeing the same obstacles pop up. They were running solid businesses, offering a lot of value, making money, but they were afraid to grow,” says Reinholdt.

Growth for small businesses means entering a complicated world of compliance, regulations, liability, and paperwork for which many may not be prepared.

So, in 2010, the Latino Business Alliance (LBA) was born. Jose Gonzalez, Salem City Counselor and owner of La Familia Cider, was part of the founding of the LBA and noticed many of the same issues as Reinholdt.

“The way a business you might run in Mexico or El Salvador is much different than here,” says Gonzalez. “When you’re starting, you can do everything in cash, make handshake arrangements with your customers and vendors, and bring on your family to help. Once you decide to hire or buy a company truck, you have to contend with a different way of doing things. Plus, if you do not speak any English or can only speak conversationally, a government form is nearly incomprehensible.”

“Even if you were born in the States,” says Reinholdt, “most of these things—how to carry liability insurance or set up an LLC—are not taught in school!”

How could the LBA address these unique needs? Marin Arreola of Advanced Economic Solutions, Chemeketa Community College’s Small Business Development Center, the Mid-Willamette Valley Council of Governments and SEDCOR joined with the LBA to develop and offer “culturally and linguistically appropriate” classes and one-on-one counseling to Latino businesses and entrepreneurs. These combined resources have taken the form of the Latino Microenterprise Development Program (LMDP).

“The LMDP is a high quality, professional, comprehensive, participant-centered, micro-enterprise training program to assist existing and potential Latino entrepreneurs in meeting their economic, educational, and business development needs. All program services and training are interactive and offered with a cultural and linguistic approach that is more effective for learning and

comprehension,” offers Marin Arreola. “The LMDP taps the knowledge and life experience of Latino businesses, who have valuable insight and expertise in many fields of business. Latino entrepreneurs are the subject matter experts in their lives and industries, and the LMDP fills in the gaps where there may be need for business development and business planning education.”

To date, the program has helped dozens of economyboosting, local businesses; below are examples of two.

Sancho’s Tacos & Grill

Santiago Lopez began his business in 2009 out of his love for tacos.

For the first ten months, Lopez ran the business as a pop-up taco truck and struggled. “After losing money weekend after weekend and month after month, we discovered catering was the best way forward.”

Lopez joined the first cohort of the LMDP and says his eyes were opened; there was just so much he didn’t know.

“Even though I was a relatively established business, the classes taught me so much about bookkeeping, the importance of a well-written contract, and the need for good insurance,” says Lopez. “Through it, I either confirmed what I knew or filled some vital gaps in my knowledge.”

It seems that more than information was delivered through the experience. Lopez valued the community of fellow business owners he was able to form. “I still work and collaborate with my classmates, even after it ended,” says Lopez. “By running a profitable business, I can give back to the community, which is important to me. I can’t give up on my community because they didn’t give up on me!”

Soon, Lopez will leave his day job to run Sancho’s full-time. “It is a big leap,” he says. “But I think I have the tools to make it happen.”

Arrows Home Air

Fernando Lopez knew he had the skills and knowledge to be able to install, fix, and replace home air HVAC systems. To him, that was the easy part. The hard part was taking his skillset and using them within his own business.

“I knew I wanted to own my business and I had been making some quality connections at the LBA,” says Lopez.

“So, when I saw advertisements for the LMDP classes, I knew it was time to go for it. At the time, I was not ready to a launch my business, but seeing this opportunity was like a light switch and I knew it could lead to being ready.”

Lopez says the course gave him the knowledge and confidence to launch his business.

“The most impactful lessons were about marketing and branding. I didn’t know anyone who had personally started a business, so I had no idea how to name my business, how to message to my customers, or how to become engaged with the right market.”

He says he also received valuable guidance about available loan programs and how to position himself with large, traditional financial institutions. “In high school, we were put through a lot of mock job interviews to know how to present yourself to potential employers,” says Lopez. “In this case, we were taught how to communicate in the way loan officers prefer. Plus, we were given guidance for applying for loans.”

According to Lopez, the foundation for Arrows Home Air was laid during the LMDP’s first cohort, who still maintain a close connection. “Many in the first group still stay in touch. We compare notes, talk about success and find ways to work around common obstacles.”

Though Arrows Home Air launched early this year, Lopez has already had to adjust his growth projections upwards twice and is networking aggressively to prepare to serve his customers during the heat of summer.

In addition to in-kind funding from project partners, this program has largely been funded through the support of a Technical Assistance grant provided by Business Oregon. The LMDP partners are excited to announce that additional grant funding to continue this work has recently been awarded through Business Oregon’s Economic Equity Investment Program. This next funding cycle allows the addition of a new project partner, Unidos, which will expand the program work into Yamhill County.

To learn more about the Latino Microenterprise Development Program, visit latinomdp.org.

The Latino Microenterprise Development Program at a recent training at the Chemeketa Center for Business & Industry.

A Diverse Group of Eager and Creative Community Leaders Work to Find Solutions to the Missing Middle Housing Crisis

On Wednesday, April 5th, a group of over 45 community members from in and around Newberg met with a mission in mind: quickly come up with actionable solutions to a persistent, ongoing crisis and one of the biggest obstacles for local industry to attract, hire, and retain quality talent: a severe lack of housing units. For those families earning the median income, access to housing is simply out of reach and few programs and subsidies exist to address this problem.

In partnership with SEDCOR, the Newberg Workforce Housing Consortium, and The Missing Middle Housing Fund, a diverse group of passionate civic leaders, builders, contractors, investors, and other community leaders met at the Friendsview Community Center to identify problems, brainstorm solutions, and settle on action plans.

Nathan Wildfire, Missing Middle Housing Fund

"Each of the attendees brought energy and wisdom, and rolled up their sleeves, getting to work. There are no silver bullets to magically defeat our workforce housing crisis - but Newberg has the right ingredients to test a few different recipes, and fill the need for additional housing. A unified employer base, creative local officials, economic development professionals, and flexible capital are attracting the best ideas from around the state. It will be exciting to see what comes next."

Abisha Stone, SEDCOR Business Recruitment and Expansion Manager, Founding Member of the Newberg Workforce Housing Consortium

“Often when we are talking about the issue of workforce housing, the conversation stops once everyone is exhausted from complaining about the ʻpinch pointsʼ that are outside of their own control or influence – whether it’s regulation, funding, supply chain or workforce. Without other collaborators who represent those firmaments in the room, the conversations come to a disappointing end. The greatest

value I found in the Let’s Build Newberg event was that each of these areas were represented, meaning the conversations didn’t have to stop for lack of knowledge or understanding. I overheard folks in breakout groups approach a topic from different viewpoints and end the conversation agreeing to meet to further vet out one of their ideas. For me, that was the real success of the event – breaking down silos amongst collaborators and identifying future change makers.”

To learn more about the Missing Middle Housing Fund, visit www.missingmiddlehousing.fund.

Breakout groups brainstorm creative solutions to the current housing production crisis.

Nathan Wildfire, Founder of the Missing Middle Housing Fund, reviews the many possible projects and solutions.

Behind the Scenes: How Sackcloth + Ashes Is Finding Efficiency and Flow as They Blanket The United States

Interview with Founder and COO Jordan Tardie.

Since 2014, Sackcloth + Ashes has been on a dual mission. One, to create a great product people love to enjoy for themselves and gift to others. Two, to provide blankets to those experiencing homelessness. Since the company was founded, for each blanket purchased, a second blanket has been donated to a local homeless shelter. As the company has grown, those missions have remained constant.

We sat down with Chief Operating Officer Jordan Tardie over coffee at Broadway Coffeehouse to talk about finding more efficient ways to produce their Instagram-worthy blankets, creating new markets, and finding a sense of flow throughout their supply chain.

SEDCOR: As the business has grown, what are some of the changes to the production process you’ve needed to make?

Jordan

Tardie: We used to be in a relatively small and unconventional space just across the street here on Broadway. In total, if you don’t count the odd corners and some of the spare office space, we only had about 8,000 square feet of production space. Now, we are in a space at the South Salem Business Park which gives us close to 16,000 square feet of production space. So, yeah, that makes a huge difference.

When we were at the old space on Broadway, we connected with OMEP about tightening up our production process. But since we knew, we weren’t going to stay there much longer and would eventually grow out of it, we waited. Now that we get to work with OMEP, I am blown away at what

they notice and the near immediate fixes they were able to recommend.

For instance, our production team was essentially batching each part of their process, which created significant bottlenecks. Let’s say we need to finish 600 blankets in a day. One person would take the rolls of fabric and cut them all and stack them. The next person would take that stack and sew them and stack them. That stack would move to be wrapped and boxed. With OMEP’s help, we’ll be able to move seamlessly from one task to the other and create a very efficient process.

From my perspective as a manager, I believe what we’ll implement will help create more unity and cohesiveness between the team since each person’s role will matter to the flow, not just their one task.

OMEP will also help us design the layout of our facility so we can utilize the tall ceilings and start racking more materials and products. Right now, we are renting storage space in Portland for our rolls of fabric. With their help, we’ll be able to store it all here, which means we’ll be able to save some money and time.

Each change is relatively small, but they will add up to big improvements in how we put together our product. Again, we’re trying to create a process with much better flow.

SEDCOR: Blankets might seem like a simple product, but is there more than people realize?

Tardie: It is surprisingly complicated.

We import the fabric from a producer in Italy who creates everything from the custom patterns we give them. Their fabrics are made from 95% recycled material, which I can talk about later. The fabric arrives in large rolls which we transform into our blankets.

Right now, we are keeping a very large quantity of product in our production facility because we didn’t want to have to miss out on big orders. Keeping that amount of product is a big investment on our part. We’d like to get to a point where we are able to quickly land 20,000 units and then quickly move those 20,000 units..

SEDCOR: Selling direct-to-consumer and through retail are obvious ways to move product. Are there any other angles you’re pursuing?

Tardie: We are getting ready for our new initiative called Change Agents. This program is a way for professionals, especially those in real estate and mortgage industries, to easily give a thoughtful gift to their clients.

I think we’ve found success in the last nine years because of the product we chose: blankets. The desire for a warm, comfortable blanket is universal. Everyone in this coffee shop has something in common. They all slept last night in a blanket.

We believe the group we’re targeting with this program represents a huge market of repeat customers. Whenever a real estate agent, as an example, closes a deal, they will be able to sign into their account, choose the company they work for, and order a blanket for their client at a 25% discount, including a custom note. We’ll take the order, include the note, and ship it directly to their client.

And, as always, we’ll ship one of our donation blankets to their local homeless shelter. Plus, the agent will see how many blankets have been ordered within the organization, which makes the agent feel part of a bigger movement where they work.

SEDCOR: What is something about Sackcloth + Ashes most people don’t know?

Tardie: Behind the scenes, we have put a lot of effort into our sustainability practices.

A few years ago, we went through a sustainability audit and then found all kinds of ways we could cut down on our plastic consumption and do more to include recycled and recyclable products into our process. This includes the tape we use, the shipping labels we order, the boxes we ship in, and more. Obviously, we target our message around the work we do for those less fortunate, but we are proud of what we’re doing for the planet as well. I think customers would be amazed at how close to plasticfree the business has become.

To revisit the maker of our fabric. Like I said, the fabric is about 95% recycled. The other 5% of virgin material is mostly to add durability. They import these mountains of used clothes and sort them by color. Like an artist working with paint, they can find the perfect combination of colors to create our custom patterns.

Sackcloth + Ashes blankets can be found at their online store: sackclothandashes.com. They can also be purchased at retailers, including REI.

If you are a professional and are interested in the Change Agents program, visit changeagents.com

Sackcloth + Ashes collaborates with many brands, including Star Wars.

CELEBRATING YEARS OF PASSION AND PROMISE

DCI is a multigenerational family-run company based in Newberg, Oregon. We believe in managing every aspect of the business around one simple goal: making our customer’s life easier This focus has made DCI Edge the fastest growing dental equipment brand in North America. Our passion is designing and building the best dental equipment in the industry. Our promise is to manufacture with an unwavering focus on reliability and optimal value.

Jim Church 503-910-7784 jimc@powerautogroup.com

Delana Johnson 503-769-7100 delana@powerautogroup.com

Ryan Church 503-769-7100 ryan@powerautogroup.com

FLEET

Statewide Resources. Industry-centered Thinking. Action-driven Academics.

Our interview with Sheri Cole, Director of Sustainable Food Manufacturing, Food Science and Technology at Oregon State University.

As part of the State of Oregon’s Innovation Plan, Centers for Innovation Excellence were created. As opposed to regional innovation hubs, these centers were built to be industry-specific and tackle acute problems within those industries through innovation.

Working alongside our team at SEDCOR, Sheri Cole is helping enhance innovative efforts in the state through the Oregon State University Food and Beverage Center for the Innovation Excellence.

Here is how OSU describes the program:

“The academic program integrates principles and concepts in the physical, biological, and engineering sciences, and applies them to the scientific and technological aspects of food and beverage processing. The role of the food scientist is to successfully integrate these disciplines to assure an abundant, high quality, and nutritious food supply.

“The program's goal is to serve as leaders in enabling changing our food systems to be more sustainable, resilient and equitable through evolution of Food Science and Technology's student education, strategic interdisciplinary research and highly engaged outreach efforts with industry in the Western US and beyond.”

We connected with Sheri to hear about the program she is heading, the current state of research and development, and her outlook on the future of innovation in food and beverage production.

SEDCOR: In your own words, give our readers the elevator pitch for the OSU Food and Beverage Center for Innovation Excellence.

Sheri Cole: This is a program operating within the College of Agriculture. As we found out during COVID, our food system is not working at its best. And it is certainly not indestructible. Oregon State University wanted to take a leading role in this space and find practical solutions to some major problems. How

are we going to feed nine billion people? And how can we do it an equitable way? We think Oregon is in a great position to tackle these truly existential issues.

What is missing right now is a hub and a way to connect efforts. We want to enable conversations and accelerate projects with big potential, find those innovations within cities and counties and expand them to a statewide scale.

SEDCOR: What are some of the most exciting innovations and advancements in food and beverage?

Cole: One specific area where we feel we can make a difference is, again, acting as a connector. We see some significant progress in the creation of clusters. A primary focus for us is applied research and development. Unfortunately, in Oregon, the food and beverage industries have the lowest investments in applied R&D relative to other traded sector industries.

So we are looking at how we can encourage tech adoption in the small and medium-sized food and beverage businesses in the state, which, as you can image, there are many. This would include developing new products, processes, and innovative

packaging; we want these developments to have adoption across Oregon.

The innovation we foster should ideally lower the barrier to entry for those small and medium food and beverage businesses and give them a better chance at scaling and create their product at volume and at a scale. By doing this, they’ll be able to compete with bigger businesses and find ways to break into those important retailers like Costco or New Seasons.

Lowering the barrier to enter new markets also means creating a more equal seat at the table and building access to capital.

Lastly, we are focused on fostering a robust talent pipeline for these industries. We believe the food and beverage industries are very exciting places to work. So, how are we training people to enter the workforce with more advanced skills to be able to work closely with robotics and artificial intelligence?

SEDCOR: What is your vision for the future?

Cole: I would like to see Oregon become an increasingly attractive place for investment in the food and beverage industries and increase the amount of investment relative to other traded sector industries. We’ll show Oregon to be a forward-looking and sustainable economy.

I envision creating important connections around the state and expand our impact outside the Willamette Valley to coastal communities, rural communities, and into Eastern and Southern

Introducing Katie Adams

Oregon. Again, the Center for Innovation Excellence is about connections and ultimately intelligently using public resources to build a comprehensive and statewide approach to innovation, as opposed to a fragmented one, which we believe will create better outcomes and more economic opportunities.

We are just one part of many in the innovation ecosystem. I spent a long time in the food industry so I have a good understanding of how different sectors can and should work together. There can be a tendency for industry and academia to have their heads down and work in silos. But innovation like we want to see cannot take place if either or both are trying to exist in isolation.

There is a smarter way. To see what will work in the future, we’ll be looking at what is working now and elevate those pilots and innovators. Again, it is about making connections.

Katie was raised on farm in the heart of the Willamette Valley where she learned the value of hard work and became passionate about the ag industry. After earning an agribusiness degree from West Texas A&M University she worked on cattle ranches across the Texas Panhandle, deepening her understanding of the agribusiness industry. Receiving her insurance license in 2011 and focusing on agribusiness insurance in Hereford Texas in 2019, she is not new to the insurance business. Now with Hagan Hamilton, she brings her experience and understanding of ag to better serve the Pacific Northwest. She is perfectly situated in our Salem office to provide excellent service to all the surrounding farms and ag related businesses.

Call Katie at 503-565-3323

katie.adams@haganhamilton.com haganhamilton.com

Members Make Our Work Possible

The annual SEDCOR Membership Drive will begin on July 1. Starting then, we encourage all of our partners, those businesses we have worked with, and all other industry and civic leaders to consider supporting SEDCOR by purchasing a yearly membership.

As a 501(c)6 nonprofit, SEDCOR relies on the support of our members to find, create, and cultivate opportunities in the Willamette Valley.

Our team is on the ground in Marion, Polk, and Yamhill counties, showing up where we are needed most, listening to our traded sector, and working creatively to build immediate and lasting solutions. As you can imagine, this work requires significant resources.

This where a strong, stable, and supportive membership base steps in. Our members give us the support we need to take important projects from brainstorming meetings to groundbreaking events to expansion plans.

As a SEDCOR member, you can know your dollars are making our region a better place to live, work, and do business.

Plus, your membership grants you access to numerous perks, including exclusive sponsorship opportunities and member-only rebates on our regular events. As a member,

you’ll be able to feature your business or organization in our digital directory.

If you work within any traded-sector industry (including agriculture, manufacturing, logistics, information technology, aviation, etc.) government, workforce development, organizations that support regional economic development, or if you just care about good jobs and healthy communities, please consider becoming a SEDCOR member during our membership drive.

Joining (or renewing your lapsed membership) is simple and quick. Go to sedcor.com, click on one of the buttons in the upper right (BECOME A MEMBER or RENEW YOUR MEMBERSHIP) and complete the short form and submit your payment information.

If you have questions about membership, contact SEDCOR at info@sedcor.com. We will be happy to answer and all questions, tell you about SEDCOR, and walk you through the onboarding process.

Secrets for Successful ERP Implementation

program. This is just one of many potential solutions. OMEP maintains a technology-neutral approach to ERP solutions.

Get your manual systems tuned to work for you

Take a hard look at your business processes and trim any waste, before you move to a new system.

Spend time to thoroughly explore the main information flow channels that all companies experience, which include:

Jason Stratton

We hear from clients across the state who are looking for ERP upgrades. Whether you’re looking to upgrade an old system, or implement a system for the first time, it is a challenging process. However, with adequate time invested up front, things can go much more smoothly. Selecting and implementing an ERP system for manufacturing is a complex process that we’ve helped clients walk through. Here are a few useful questions and lessons learned to consider as you navigate your ERP consideration, purchase and setup.

Be very clear on why you want at an ERP system

• What problems are you trying to solve?

• Is changing to a different ERP system the result of obsolete hardware or is it that the old software will not be supported in the future?

• Is the change due to a lack of current features?

• The old software does not support multiple warehouses, does not support bar code reading or does not support on-the-road remote access?

• Is the ERP change to prepare the company for future growth through improved analytics, more efficient use of employee’s time, provides additional capabilities or provides for more integration of the company’s data?

Ensure your business and your team is ready for the task

Is everyone on board? If not, it’s going to be a rough ride. Your employees will be asked to perform their day to day duties while putting in hours implementing the new ERP system. It’s key that they clearly understand “why” the new system is required and “how” the new system will benefit their department. It’s the leadership’s responsibility to ensure the team members have the understanding and are in full support of the effort.

Did you know there is an Oregon-grown ERP Software for small manufacturers?

If you’re looking for a low-cost tool one potential solution is Oregon ERP In early 2021, Business Oregon awarded a High Impact Opportunity Grant to local economic development groups (OMEP, SEDCOR, MEDP) and Buildable, a software firm in McMinnville, to create an open-source ERP software suite for the businesses who need it most but are traditionally priced out of the ERP market, such as growers, food processors, and manufacturers. Open-source software, as opposed to proprietary software, allows anyone with the source code to inspect, modify, and enhance the

• Order to Cash Flow

• Product Demand to Supply

• Procurement to Payment

• Finance to Management

These informational process flows must be “clean” before a company integrates them into a new ERP system. Skip this critical step and your new ERP system won’t see the efficiency gains that the new system is capable of.

Don’t get carried away with software customization

Try to use the software as delivered. Over 92% of companies use ERP software as it was written. If your company needs to customize there ought to be a good reason as the money and time required to maintain the customize software code through yearly upgrades and new releases become more expensive and more complex as the years roll by.

Budget enough money and time to train your employees on the new system

If they don’t get it, the new system will not get off the ground. Cost of the software is approximately 15%-30% of the ERP implementation, hardware another 10%-20% and the human resource tasks of training, learning the system and making it work, is 40% -60% of the cost. Human resource costs are the most overlooked and underestimated piece of ERP implementation.

Be sure to have an internal champion that will shepherd the implementation journey

A single contact person makes the process much smoother. While strong upper management support is a must, appointing a single champion (or a small steering committee in a large organization) is critical to guiding the troops through the entire process. A single champion can spot issues between departments, and can ensure that all groups are moving at a similar pace. That person can act as the channel for all issues. All team members will appreciate a single go-to point of contact.

OMEP Manufacturing Consultant

CTEC and Chemeketa Collaborate to Strengthen Workforce Development Efforts in Manufacturing

In September, 2021, eleven students entering their senior year in CTEC’s Manufacturing, Welding, and Engineering Program took advantage of a new and exciting opportunity to advance their career goals while earning their high school diploma, acquiring free college credits, and learning the fundamentals of CNC machining. CTEC opened its doors in September of 2015, with two exciting new programs—Residential Construction and Manufacturing, Welding, and Engineering. In the last several years, CTEC has opened eight additional programs while continuing to innovate and improve existing offerings. Coming out of distance learning, CTEC Principal Rhonda Rhodes was eager to offer students new and impactful opportunities to make up for learning lost during the COVID-19 pandemic. When Larry Cheyne, Dean of Industrial Arts at Chemeketa, approached her to discuss potential opportunities to strengthen their partnership, she was thrilled to explore new possibilities.

“CTEC promises students hands-on learning. We brought students into the building as quickly and as frequently as mandates allowed during the 2020-21 school year, but students lost valuable time and experience in our shop and lab spaces. Our goal was to get creative and help make up for lost learning any way possible,” Rhodes said.

Last school year, students had the opportunity to spend three hours on each of their CTEC days on Chemeketa’s campus building their CNC machining skills. Accessing Chemeketa’s incredible machine shop, learning from the CNC experts on their staff, and earning college credits proved to be a valuable experience for all eleven participants. Some of them graduated to pursue immediate employment while the other half continued at Chemeketa to complete the second year of their CNC Machining Certification. To kick off the current school year, nineteen seniors took advantage of this partnership and are spending a portion of their school day at Chemeketa training for these hard-to-fill industry positions.

CTEC senior Gentry Harms described the impact this opportunity had on his career plans. “I was originally focused on computers and looking at something like software engineering or cybersecurity. Those careers require a 4-year college degree, and the degrees are often times really

expensive. I was concerned about getting myself into a bunch of student loan debt. Now, with the machining course, I still get that coding experience that I find so enjoyable and engaging, but I can also take those skills and pair them with the hands-on work to make something I can physically touch rather than online structures and websites. I find that as a really great option that fits me better compared to what I was originally planning.” He has greatly enjoyed learning both the coding side and the hands-on operation of the machine. Gentry also has great appreciation for the fact that he can make nearly anything his imagination can generate. As he learns about the high-paying career opportunities available to him, he is thankful for the skills he has acquired both at CTEC and in the machining shop at Chemeketa. In addition to the coding and machine operations, Gentry pointed out that an important part of his workforce preparation has been “working with previous industry professionals , and CTEC”s emphasis on important things like professionalism that are not necessarily taught in the normal school environment.”

Principal Rhodes is excited about the positive experience students are having through this expanded partnership with Chemeketa. “Our local industry partners are in dire need of skilled and qualified machinists, and our students need access to high-paying careers in their areas of talent and interest. I hope to continue this partnership and look for opportunities to increase the competitive advantage for CTEC graduates in every single one of our programs.”

Rhonda Rhodes

High School Principal, Salem-Keizer CTEC

Welding Training Center Breaks Ground in Mt. Angel

On Wednesday, April 26th, our Board of Commissioners was thrilled to take part in the groundbreaking ceremony of a welding training center for high school students in Mt. Angel. In addition to witnessing the event, we had the immense honor of presenting the Mt. Angel Community Foundation with $20,000 towards the project.

Below is an update from Lori Pavlicek, President of the Mt. Angel Community Foundation to tell you more about how this project came to be and what impact it will have within Mt. Angel and beyond...

The Mount Angel Community Foundation was founded by a group of local people who wanted to raise money for scholarships for our local High School. We raised over $850,000 for 5 seniors each year to apply for a $1500 per year, 4 year scholarship. The last few years we have been getting students asking if we had any 2-year scholarships available for a Trade school. Unfortunately, we had to say no.

This past summer our foundation raised over $110,000 at a fundraiser to help start, and fund, two 2-year scholarships. Our goal is $160,000, and when that is met, we will have two $1500 scholarships available for a 2-year trade school. A highlight of the evening, Gary Epping of the Larry and Jennette Epping Foundation, announced they would put up $20,000 so we could have two $1000 scholarships for 4 years while we are still actively going out and getting to our $160,000 goal.

Ten years ago, the local school board decided that a weight room was more important than a shop classroom, so they sold all the tools and changed the shop building to a weight room for the athletes. That lasted until 4 years ago when the district passed a new bond and a new weight room was built near the locker rooms; which left the 6000 sq ft building empty. Working with the school district, a small group of us went out and fundraised enough money to buy all new tools and welding equipment to be able to offer a welding class. After 52 years, the shop space and the new CTE scholarships has created renewed interest in the trades; last year there was two students signed up for the welding class, and this year there are sixteen.

Although the shop space is working out great, it is inadequate for a welding class. Currently, students can’t be welding while other students are using any other shop tools. Seeing this as a problem, we determined that we would need to raise $65,000 for an addition and approximately $12,000 of in-kind donations to make this work. By mid-December the funds were raised, plans were drawn, and a local Commercial

Builder, The Grant Company, was on board to help. When we were ready to apply for the permits, we believed the sprinkler system was going to be adequate, but we found out from an inspection of the 50-year-old existing sprinkler system, it wasn’t. Now we need to go back in and upgrade and change the size of the pipes to the existing sprinkler system, a $20,000 extra cost we were not expecting.

We are asking for your help, so we can start the High Schools new welding room. Our goal was to start by March 1st so it will be ready to go for the 2023 school year.

The current donations of money and in-kind commitments are:

• $25,000 Gem Equipment, a large metal Fabricating company located in Mt. Angel.

• $25,000 from Mountain West

• $7500 each from 2 local Family Foundations in Mt. Angel

• Labor and concrete for the foundation from Eberle Concrete and Riverbend

• Labor to frame from Fred Eichler Construction

• Labor to install the roofing and siding from Tom Riedman Construction from Mt. Angel

• Lumber and Money from Frank Lumber of Lyons and Withers Lumber

• Discounts from Northside Electric, Taylor Metal, Westside Drywall, Jet Heating, and others

As you can tell we reached out and exhausted our local community. We have gotten this far and don’t want to give up. With your help we can finish what we started. If you decide you can help us, the checks can be written out to either Mt. Angel Community Foundation or John F Kennedy High School, Welding Room Fund.

Thank You for Your Consideration,

Lori Pavlicek, President The Mt. Angel Community Foundation

A Message from Mayor Drabkin

by Remy Drabkin Mayor of McMinnville

My beautiful hometown of McMinnville, Oregon is the County seat, the heart of the Willamette Valley Wine Country, home to one of only two remaining steel mills on the west coast. We have a high school, two middle schools, a community college, a private small university and an extension office for a State University. Our downtown commercial center is a lovely, historic section of town that still serves as the living room of our community. Our current industrial park is the anchor for multiple advanced manufacturing businesses. Our tourist economy is thriving with food and beverage businesses a plenty and a much-visited aviation and space museum and of course, a water park. A hospital sits on the edge of town, near our municipally owned airport. The City has owned a Water and Light Division since 1889 which manages a 6400 acres watershed and is in the process of creating water redundancy systems. We distribute water to neighboring towns; ours is the oldest utility in the State.

The City of McMinnville is also home to 140 contiguous acres of industrial zoned, shovel ready land. The “Innovation Campus” boasts highway 18 frontage and through the gate access to our airport. McMinnville has some of the lowest water and electric rates in the state. The City has been working with the current property owners and other partners to develop this land as a regional economic driver. We have aspirational goals of high paying manufacturing jobs or research and development jobs landing here with an employment count of no less than 15 employees per acre.

McMinnville City Council and I have been talking to

legislators about investing in the infrastructure for the site, making this land even more business friendly. We are asking for State investment to reduce the higher costs associated with developing highway frontage. This could take many forms, expanding our existing fiber ring to serve the campus or contributing to the streets, sidewalks, underground and overhead infrastructure. The development of the site should maximize available state funds just as it will impactfully contribute to the State’s economy. This Innovation Campus, when opportunity is recognized, will result in regional job creation.

While we work on development plans at the City, we’re also meeting with businesses, some operating in town with expansion potential, others representing new interest we’d like to attract. An early McMinnville advertisement still holds true, “McMinnville is old enough to be substantial. Young enough to be ambitious. Big enough to be industrious, and small enough to be friendly.” McMinnville’s economic development goals for the Innovation Campus are regionally collaborative, forward thinking and community supported.

The future Innovation Campus will serve as a gateway to our town, we hope to attract businesses that align with our City goals of stewardship, accountability, equity and courage.

What is Manufacturing?

by Craig Pope, Polk County Commissioner

Websters definitions; 1. something made from raw materials by hand or by machinery,

2. the process of making wares by hand or by machinery especially when carried on systematically with division of labor.

Wasn’t this the mantra of building America just a handful of decades ago? The definitions still exist and are still being fulfilled globally but they aren’t being performed at a level Americans need to maintain their own self-sufficiency. A significant example of that today is the disastrous consequences of silicon chip manufacturing either being off-shored or controlled by governments that may not have our best interest in mind. Now our state and federal government is all excited and spending money at alarming rates to somehow stand up the American chip industry despite the global competition and control.

I am hopeful that these new semi-conductor companies we are potentially soliciting will be American companies with American customers occupied by local employees that could depend on the life expectancy of the chip manufacturing beyond one generation. I am old enough to remember this dance in the late 70’s and early 80’s and watched companies rise up and fade away over the last decade or two in Oregon. I think labor costs may have played a role in that market challenge so I guess we will see if we can afford the labor costs in competition for a global share. I worry that too much emphasis on locating new semi-conductor businesses back in our communities will once again throw our labor expectations out of balance. We have seen it before.

I am delighted with every new announcement for a manufacturing business that decides to startup or come to Polk County or even the mid-Willamette Valley for that matter. Polk County has a very diverse cross-section of manufacturing business that supply family wage jobs and the taxes for services that local governments must maintain for their workforce that live in the community.

Our diversity in manufacturing jobs ranges from building RV’s to machining aerospace parts, from falling timber to building

finished cabinets, from decorative concrete pavers to elegant stone countertops, from state of the art spas to modern steel tower systems and a litany of steel products manufacturing, wood products manufacturing and ag products manufacturing. These industries in many cases for Polk County are the foundations of employment and stability for our economy. They provide the basis for hopes and dreams that propel the need for modern housing, public services, transportation systems, retail services, service businesses and all of the related jobs that are associated. Polk County has a good balance of manufacturing with room to add on, but we must be mindful of the local labor supply and infrastructure that is needed to support anything new.

Manufacturing businesses can have a hard time co-existing in communities as neighbors if they are seen as dirty, smelly or somehow toxic. For some people it doesn’t matter that a business is in full compliance with rules, codes and ordinances, or that the jobs they produce are competitive and lucrative, they just don’t want them in their neighborhood.

This of course is one of a thousand considerations a business has to wrangle with while determining whether to site at a specific location. If the company site developer or small business owner is fortunate enough to work with a SEDCOR staff member for example, they will most likely streamline their experience and find a community that really sees the value in welcoming that business. We can all do a better job in welcoming these industrial partners to our communities and supporting the essential backbone that they provide to our economic engines. Take the time to set up a visit with a manufacturing operation near you to learn more about what they do and what it takes to survive in your community. I think you may find that they are thrilled to share their story and show you what they do and they will be happy to learn more from you as a community member about how they can be a better neighbor and community partner.

Innovation Revisited: Chapul Farms

In a previous issue of Enterprise, we featured the small team at McMinnville’s Chapul Farms who are trying to revolutionize the way the world recycles its food waste by utilizing black soldier fly larvae. A lot has happened in Chapul’s world since that issue was released and we are excited about some exciting developments.

Our team is hard at work performing basic and advanced research for the growing industry of insect agriculture at our innovation center in McMinnville, Oregon. Insect agriculture, specifically the rearing of Black Soldier Fly Larvae (BSFL), is a rapidly growing field with promising potential to process low-value, undervalued, and often waste streams into high-value animal feed and fertilizer products. Chapul Farms builds customized commercial insect facilities that symbiotically integrate biology and engineering.

The Chapul Innovation Center is located on a 600-acre farm in collaboration with the nonprofit TAINABLE, a regenerative agriculture laboratory. At our center, we conduct laboratory analysis on various problematic waste streams to evaluate and bring to life our commercial projects in Oregon and beyond. Our projects showcase the climate and soil health benefits of insect agriculture.

Partnering with local organizations has been a top priority at the center. We've been conducting soil research trials with various small and large-scale farm partnerships in the cannabis, wine, and organic vegetable farming industries. By doing so, we're accruing invaluable data to co-create and build a more sustainable future, improving soil health and sequestering carbon in the soil. Additionally, we offer ongoing support for student research projects at various educational institutes, including Oregon State University and Chemeketa Community College.

Over the past few months, we've also provided educational events for interested community members. Stay tuned as we announce the invite for upcoming open-house events! Over 65 individuals have toured the Chapul Innovation Center. Visitors have included:

• Oregon State University

• Chemeketa Community College

• Linfield University

• Kentucky Office on Agriculture Policy

• Zero Waste McMinnville

• Northwest Redworms

• UNIDOS

• Scratch and Peck

• Shelf Engine

• Willamette University

• SEDCOR

• Ecotrust

Our commitment to promoting and pioneering a more environmentally sustainable circular economy continues. Farm-to-fork has been imperative in creating a stronger local community, yet it's still a linear, one-way path. That's why we're

resolute in our purpose to upcycle would-be waste and close the loop. Our local partnership with one of McMinnville's top farm-to-fork restaurants, Humble Spirit, has seen our most recent successes. Humble Spirit provides pre-consumer food waste from their kitchen, which our insects consume, leading to essential protein-filled food sources to feed their chickens, ultimately finding a place back in the forks at the restaurant. By emulating this dynamic, nature-inspired zero-waste system, we strive daily to reduce waste and promote a sustainable food system.

Amazing progress is on display at Chapul's McMinnville operation.

“Wine Goggles” Give Growers New Vision

Years ago, at our first virtual design sprint with our partners at Technology Association of Oregon, we gathered local growers to offer their perspective on problems they were facing which could be solved through innovative technology. One grower, Bruce Sonnen, Manager at Van Duzer Vineyards, threw out the idea which became “wine goggles.”

In theory, these devices could allow growers to see their plants in a new way and see colors that would indicate problems. At the time, they were focused on the wine industry. Now, Harvest Optics LLC has developed a working prototype and can see applications beyond wine.

A few weeks ago, the team met at Northwest Transplants to show off their technology. We were thrilled to see their idea become a reality and we are proud now to offer this update from their team...

Harvest Optics LLC is proud to announce the successful development and testing of its groundbreaking eyewear technology, designed to assist agricultural workers across varying sectors including but not limited to vineyards, seed nurseries, grass seed, and virtually any other agricultural operation that requires a human to harvest, sort, grade crop health, or perform other vision-dependent tasks. The company, founded by Morgan Hall and Andrew Schmeder in 2023, has recently completed prototype testing and is now accepting pre-orders for the 2023 season at harvestoptics.com.

The journey of Harvest Optics began with a winning concept from the Technology Association of Oregon’s Agricultural Innovation Design Sprint Challenge in 2020. Morgan Hall, CEO of Harvest Optics, envisioned bringing technology from advanced eyewear design to solve the virtually untouched market of vision enhancement for agricultural workers. In 2022, Hall joined with Andrew Schmeder, a leader in functional lens innovation for industrial and consumer markets, to bring the concept into a commercial reality. The specialized lenses enhance workers' ability to perform agricultural-specific tasks, such as assessing ripeness, sorting, pruning, and plant health assessment for a wide variety of crop types.

During the testing phase, Andrew Schmeder, CTO of Harvest Optics, traveled to Northwest Transplants in Molalla, Oregon to demonstrate the eyewear to industry stakeholders, including Bruce Sonnen, Manager at Van Duzer Vineyards, Alex Paraskevas, Polk County Business Retention & Expansion Manager at SEDCOR, Cara Snow, TAO Chief Community Engagement Officer, and Lauren Lucht, Founder/Owner of Northwest Transplants. The technology received an overwhelmingly positive response, with farmers impressed by its potential to improve agricultural productivity and quality.

Harvest Optics' groundbreaking technology offers a competitive edge not only to Oregon-based farmers in vineyard cultivation but also to those in other specialty crop markets. The glasses offer a way to manage crops throughout the year. For instance, farm workers can identify blotches and more efficiency and effectively spot-spray plants. Or,

the widened spectrum of colors visible to workers will allow them to see problems before they spread. In reality, we have only scratched the surface of useful applications. By providing an affordable solution to enhance worker productivity and harvest quality, Harvest Optics' eyewear ensures that growers maintain their competitive advantage in an increasingly demanding market.

The company is currently accepting pre-orders for the eyewear, with plans to launch in the 2023 season. Farmers across the agricultural industry are encouraged to apply for early access at harvestoptics.com.

About Harvest Optics LLC:

Harvest Optics LLC is a cutting-edge eyewear technology company founded by Morgan Hall and Andrew Schmeder. The company specializes in creating innovative eyewear solutions designed to enhance productivity and quality control across the agricultural industry, supporting the growth of specialty crop businesses in Oregon and beyond. For more information or to pre-order, please visit harvestoptics.com.

The Harvest Optics teams shows off their glasses at NW Transplants.

Extraordinary care close to home

Family Medicine Clinics in Aumsville, Mill City, Stayton and Sublimity

Surgery Center with large Operating Rooms and State-of-the-Art Technology

Specialty Clinics in Cardiology, General Surgery, OBGYN, Orthopedic & Pulmonary

Family Birth Center Compassionate Highly-Trained RNs, Labor Tubs, OHSU NICU Telemedicine Support

Emergency Room 24 Hours a Day, 7 Days a Week with short wait times

Chemeketa puts the COMMUNITY in College!

For over 50 years, Chemeketa has served our community by preparing students for rewarding careers that strengthen our workforce.

Learn more about Chemeketa’s many educational and training programs. Visit go.chemeketa.edu/programs or scan this QR Code.