HomeMy WebLinkAboutJobs and Economy chapter - 10-22 eksk- Jeff (0002)1 | P a g e
COVID-19 RECOVERY &
RESILIENCY PLAN
Economy and Jobs
Working Group
October 22, 2020
Preliminary DRAFT
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LEAD SECTOR Economy & Jobs
SUPPORTING SECTORS
▪ Broadband
▪ Families and Children
COMMUNITY GROUPS
▪ Jeff Randall, Jefferson PUD Commissioner – Liaison, Chair
▪ Brian Kuh, Team Jefferson Executive Director – Co-Chair
▪ Arlene Alen, The Chamber of Jefferson County, Executive Director
▪ Deborah Stinson, former Mayor and Port Townsend City Council Member
▪ Kris Nelson, business owner and former Deputy Mayor and City Council Member
▪ David King, past CFO of Townsend Bay Marine, former Mayor, City Council Member
▪ Elizabeth Court, Director Olympic Workforce Development Council
▪ Pinky Mingo, Jefferson County Dept. of Health, Environmental Public Health/Water
Quality Director
▪ Siobhan Canty, Executive Director of the Jefferson County Community Foundation
▪ Pete Langley, Owner PT Foundry
▪ Dina Geiszler, Workforce Development, OlyCAP
▪ Erika Lindholm, Craft 3, VP Senior Business Lender
▪ Will O’Donnell, Jefferson PUD Communications Director
▪ Rick Dickinson – Center for Inclusive Entrepreneurship
▪ Kerry Hastings – Housing Solutions Network
▪ Will O’Donnell, Jefferson PUD Communications Manager – Staff
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SUMMARY OF RECOMMENDATIONS
Jefferson County’s economy and job situation has been under stress for decades. Lack of
affordable workforce housing, affordable childcare, affordable and available high-speed
broadband affect the ability of Jefferson County businesses to attract and retain the workforce
needed for their success. Jefferson County residents are dedicated to this place, creative and
entrepreneurial. However, these same issues make it difficult to afford to live, work, and thrive
here.
This Chapter proposes initiatives that are intended to build on our strengths by addressing these
issues in the short term while setting the stage for longer term improvement.
PROBLEM/OPPORTUNITY STATEMENTS
Opportunity statement: We should look at the COVID crisis as an opportunity to seek positive
change in our economy and in our community.
■ The COVID situation creates opportunities to look for new ways to conduct business
where location and distance are not an issue and may be in fact a new normal.
■ We should strive to sustain and strengthen the existing economy while recognizing
that our environment is evolving (COVID) and seek to diversify our economy to make
it more resilient. We need to build on successful parts of our economy (tourism,
maritime trades, construction, agriculture and the arts) for a more diversified
resilient local economy. We should engage the whole
community to get everyone working together to
identify and find solutions to community problems
such as affordable workforce housing and childcare.
I. Problem statement: We need to identify the factors that
have prevented us from achieving a diverse resilient
economy and work on these problems as part of our long-
term economic development strategy.
a. Lack of affordable workforce housing, childcare, and lack
of high-speed broadband county-wide are barriers to
achieving a diverse resilient economy. These issues affect
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Jefferson County residents who are seeking work locally as
well as the businesses who seek to employ them. Our
County was facing a crisis on all these fronts prior to COVID
and this pandemic is making it much worse.
b. Provide a framework for recruiting new businesses and
residents who will contribute to achieving a diverse resilient
economy.
c. We need to support growth of existing businesses and
creative entrepreneurs that complement and evolves
successful aspects of our economy (tourism, marine
trades, public sectors, arts and agriculture). Match existing
craft-driven culture and scale in Jefferson County.
i. High speed broadband is needed for new and
existing businesses that will become increasingly
reliant on internet sales as well as reliable
communication and data exchanges.
d. Recognize that our geography isolates our local economy that in some ways provides
advantages and in some ways disadvantages.
i. We need to ensure greater resiliency and protection from global market
interruptions and fluctuations in tourism.
ii. We need to promote the production, sale, and purchase of local products and
services as part of a resilient diverse local economy.
iii. The Gig economy is expected to grow, technology now allows these and other
workers to come to Jefferson County to work remotely.
iv. We need to seek to further diversify our economy by attracting businesses
that aren’t impacted by transportation distances and delays.
Examples—software development, arts (literary, music, film), etc. We should
capitalize on our existing creative entrepreneurs and expand them into
enterprises that would provide livable wages.
e. We need to find ways to support and market this new diverse resilient economy.
i. Ensure that Jefferson County is known as a place where small- to medium-sized
businesses can thrive.
ii. Avoid worsening our affordable housing problem through this active promotion
of our community.
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II. We need to engage all the sectors of our economy in a
way that everyone realizes the interconnectedness of the
sectors, with each of us as individuals (engaging all of our
residents), and that the problems we face (such as
workforce housing, child care, etc.) are not siloed
problems that affect only some of us, or only some sectors
of the economy.
III. We need to connect existing networks including arts,
makers, maritime, food & agriculture, finance, education,
housing, etc.
IV. We are all in this together, recognize the
interconnectedness of our economy
i. and other support.
BACKGROUND
The issues raised in this chapter are not new. As a rural county with very outstanding natural
features and a well-known tourist destination, Jefferson County has long been attractive as a
place to retire. While our retirees are generous with their time, expertise and financial
resources, they are not reliant on making a living in Jefferson County. This report is focused on
the businesses and workforce that Jefferson County needs to be a well-rounded and resilient
community. Current trends are making Jefferson County less affordable for local workers. The
COVID crisis is accelerating these trends in many ways. If we wish Jefferson County to be
composed of real communities, where the businesses are locally owned and the workforce is
housed and lives locally, then immediate steps must be taken to address the affordability of
workforce housing, the availability of affordable childcare, the provision of additional financial
and technical assistance to businesses, increase the economic activity in the marine trades
sector which provides some of the best living wage jobs in the County, and provide affordable
and available high speed broad band to every home and business in Jefferson County.
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RECOMMENDED ACTIONS
PROJECT/INITIATIVE 1
Increase available affordable workforce housing
OBJECTIVES & DESIRED OUTCOMES
o Secure more affordable workforce rental units within existing residences as quickly
as possible
OBJECTIVES & DESIRED OUTCOMES
▪ Secure more affordable workforce rental units within existing residences as quickly
as possible
• Problem statement – “The most critical business issue in Jefferson County is
workforce housing, it permeates every sector of our community every day. The
challenge is not just about finding people places to live or helping more housing
be built, it is finding units that we can turn into housing in the short-term to help
bring the long-term development gap to closure.” Arlene Alen, Executive
Director – The Chamber of Jefferson County (See
addendum)
▪ OBJECTIVE - Increase available housing that is affordable
for our workforce in the near term through a centralized
housing “service center” – currently being called
“Housing Connections”
• Provide bridge until larger scale multi-family units
can be built
• Provide a minimum of 25 more affordable rentals
per year, serving households of 1-3 people
▪ DESIRED OUTCOMES:
• Keep our local businesses viable by keeping
existing workers here and ensuring future
workers can come to our community
• Provide resident and community stability through
the provision of affordable and safe homes that
people can live in for extended periods
• Provide extra income for those struggling to keep their homes through a new
rental income stream
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• Provide financial and personal care options for growing number of those
seeking to age in place - to avoid health and social isolation risks of
congregate living
•
PROPOSED LEAD ORGANIZATION & SUPPORTING ROLES
▪ LEAD: Housing Solutions Network (HSN)
• Currently an initiative of Jefferson Community Foundation (JCF)
• Challenge/Opportunity Statement: https://housingsolutionsnetwork.org/what-
makes-housing-affordable/
• Wide range of unique out-of-the-box efforts to address the challenge:
https://housingsolutionsnetwork.org/housing-action-teams/
• Emerging vision: Housing Connections - An Affordable Housing Service Center –
serving both tenant and landlords
o See Figure 1 Housing Connections proposal below
▪ SUPPORT: City and County – Development Services
• Provide support through funding and/or partner with Housing Connections Project
Manager with a Permitting Concierge
▪ SUPPORT: Peninsula Housing Authority, Habitat for Humanity, OlyCAP, Bayside, Dove House,
Homeward Bound
• Continue partnership with HSN and Housing Connections to coordinate services and
resources
▪ SUPPORT: Business community memberships
• Allow businesses to help fund this service that is made available to their employees
or potential employees
ACTION STEPS and TIMEFRAME
▪ Action Teams continue current plans and conduct Pilot Projects for small-unit
construction (Oct 2020 – ongoing)
• Provide input to Housing Connections development
• Provide success stories
▪ Identify the minimal viable product – lean process to find starting point
(Fall-Winter 2020)
▪ Further define the specifics for each Housing Connections component
(Fall-Winter 2020)
• Deliverables, tasks, skills, staffing, partnerships
▪ Identify and implement Housing Connections’ appropriate business structure
(501c3, etc.) (Winter- Spring 2021)
• Only needed if/when this growing initiative exceeds the capacity for HSN/JCF
to host
▪ Identify potential funding mechanisms (Winter – Spring 2021)
• City/County – expedite planning & execution (2021 CARES funds)
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• Grants (some already in the pipeline)
• Fees for services – sliding scale
• Consultation services for other communities (longer term)
▪ Launch Housing Connections (Spring – Summer 2021)
• Hire staff and/or recruit volunteers
• Develop marketing materials and begin County-wide promotion
• Soft launch while still under COVID-19 restrictions/limitations
• Full launch ready once restrictions/limitations lessened or lifted
ASSESSMENT: Tangible, Fundable, Legal, Able to Implement, Address COVID-19
▪ Project meets these guidelines based on findings from a solid year of work
conducted by various Housing Action Teams
• Tangible: Substantial interest level demonstrated through focus groups,
offered trainings, project proposals – all with limited advertising (e.g. 80+
people attended HSN’s free How to be a Good Landlord training)
• Fundable: One or two paid staff, initially grant funded and later through
sliding scale fees, memberships and consulting fees
• Legal: No barriers discovered to date
• Able to Implement: Demonstrated success in other communities and our
own local community response indicate viable approach
https://housingsolutionsnetwork.org/rural-models-that-work/
• Addresses COVID-19 due to the increased pressure on housing, both by
anticipated rental evictions and demonstrated increased demand for housing
by those moving here to work remotely
LEGISLATION/ADVOCACY required at State, Federal or Local levels
▪ Anticipate occasional review and adjustment for local permitting to create units that cannot
meet existing regulations
ADDRESS LONG-STANDING ISSUES
▪ Lack of affordable housing has been identified as a barrier to economic and community
health for well over a decade. The problem has grown in recent years and this pandemic is
escalating the issue to crisis levels.
▪ This proposal was developed by coordinating with existing housing entities, resulting in a
project that is unique and complimentary to current housing programs.
FUTURE WORK and ACTIONS to address longer-term Community Needs by this or similar/enhanced
group in 2021
▪ None in addition to Action Steps and Timeframe (see above)
PRIORITY PROJECTS/USES for any Future Federal Funding in 2021
▪ $50,000 to oversee the planning and execution but not to fund the ongoing staffing (Project
Manager, Permit Navigator, etc).
▪ Ideally, City & County each fund 25-50% FTE ongoing for the Permit Navigator
position. Minimally, City & County dedicate 25% in-house FTE to Permit Concierge until such
time that the role is no longer needed.
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Addendum
Problem Statement:
The most critical business issue in Jefferson County is workforce housing, it permeates every sector of
our community every day.
Our economy cannot thrive without people to staff our businesses and they need a place to live and to
recreate. Recreation abounds in Jefferson County, a community imbued with history, culture and
outdoor experiences that provide a fabulous quality of life and a great desire to participate.
Businesses with open positions, whether current staffing or growth roles, may have skilled needs not
found in our current local job pool. There are generally many qualified candidates from outside
Jefferson County who would be ready, willing, and able to relocate, at their own expense, to take on a
given job opportunity. Unfortunately, even if they could find housing, there are few jobs with salaries
that can support over $2000 per month for a small ADU, at best.
Figure #1:
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Businesses are forced to hire geographically. They need to fill a role in their operation and must hire the
best person who lives in Jefferson County to fill the position. That person may be far from the best
qualified and may/may not rise to the occasion. If they do not, that business has lost opportunity, they
have exhausted funding resources and now may have to separate someone from a job they cannot do
and again go through the same process, often with the same repetitive negative result.
Business attraction is virtually impossible without housing for a workforce that meets the scale and
scope of the operation. Here, almost no housing is available and what little there is does not approach
what prospective employees/residents might be willing or able to habit.
The challenge is not just about finding people places to live or
helping more housing be built, it is finding units that we can
turn into housing in the short-term to help bring the long-
term development gap to closure. Without this, all the long-
range planning and diversification efforts of so many people
in the community, including our nonprofits’ and city and
county government efforts, will not be enough to provide us
with a sustainable model for the future.
Arlene Alen, CPM, IOM
Executive Director
The Chamber of Jefferson County
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PROJECT/INITIATIVE #2: Jefferson County Business Survey
OBJECTIVES & DESIRED OUTCOMES
Quantitative measure of COVID impact to Jefferson County businesses.
IDENTIFICATION OF LEAD & SUPPORTING ROLES
EDC Team Jefferson, with support from the Chamber of Jefferson County, Center for
Inclusive Entrepreneurship, PT Main Street Assoc., PT Marine Trades Assoc., North Hood
Canal Chamber of Commerce, and others.
PROPOSED ACTION STEPS:
1. Develop a brief online survey that solicits revenue and employment data from
businesses who have been impacted by COVID. Include questions to identify business
sector, and longevity of operations.
2. In collaboration with supporting agencies, distribute link to survey broadly to businesses
throughout Jefferson County, including the south and west ends. Consider using unique
URL to link directly to the survey. Outreach via email lists, publication in agency
newsletters, press releases for local media, and sponsored social media posts.
3. After 60 days, compile results of survey and present to Economy & Jobs Committee for
subsequent ICC review. Use survey to inform future CARES or similar funding
allocations. Provide survey results to WA Dept. of Commerce for statewide assessment.
PROJECT/INITIATIVE 3: Initiative Recommendation: Investing in Local
Creative Entrepreneurs
DESCRIPTION: Mitigate the impacts of the pandemic on our local economy by connecting,
supporting and marketing a subset of our business community: our large, existing local creative
entrepreneurs – unique makers and service providers whose products can be purchased and
delivered virtually.
To achieve this, we propose to build a network of organizations that will:
1. Identify local creative entrepreneurs and connect them with each other regularly to
share resources and support.
2. Identify communion obstacles, opportunities and gaps to inform programming.
3. Create a County-wide brand for Jefferson County as a home of creative entrepreneurs,
partnering with the work of the Creative District team.
4. Create an online portal to facilitate increased sales locally and nationally
5. Create and launch local and national marketing programs
6. Mobilize a network of pro-bono experts (primarily local retirees) to work side-by side
with creative entrepreneurs as they navigate their growth.
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7. Connect youth job training opportunities – scholarships, apprenticeships, etc. – to
future careers as creative entrepreneurs and business owners.
OBJECTIVES & DESIRED OUTCOMES
1. Objectives
a. Strengthen our existing community of local creative entrepreneurs that are not
dependent on physical space or visitors.
b. Strengthen our local economy by adding to a diverse range of development
strategies that are local and sustainable.
c. Increase sales of local creative entrepreneurs from online markets outside of
Jefferson County and make it easier for part- and full-time residents of Jefferson
County to source their purchases locally.
d. Attract new creative entrepreneurs to relocate here.
e. Increase tourism by attracting high-end shoppers and
visiting creative entrepreneurs.
f. Create new training and employment pathways for
local youth.
2. Outcome:
a. Create a master list of unique, craft-driven makers
and service providers in Jefferson County whose
products can be purchased and delivered virtually.
b. Host a series of monthly virtual gatherings to
facilitate networking and the sharing of knowledge
that relates specifically to craft-driven makers.
c. Develop sales platforms and support for shipping and
delivery.
d. Create a brand for Jefferson County as a home to
creative entrepreneurs.
e. Connect existing makers and services providers to a network of like-minded
business leaders and experienced volunteers
f. Hold a retreat to identify the greatest obstacles and opportunities they face in
order to inform the development of the Business Service Hub (A separate
proposal being submitted)
SUGGESTED LEAD & SUPPORTING ROLES
Proposed Network Lead/Admin: Jefferson Community Foundation
Potential Network Members:
Marketing: Chamber of Commerce, Creative District
Business Resources & Ed: Economic Develop Council, Northwind Art, Ft Worden
CE Financing: Port of Port Townsend, LION, Craft3
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PROPOSED ACTION STEPS, TIMEFRAME, FUNDING NEEDS
ACTION TIME FRAME
FUNDING
NOTES
Create a Master list of Creative
Entrepreneurs
First draft complete in
4 weeks
Staff only See Support Staff line
below
Hold Monthly Gatherings and
Needs Assessment Sessions
Ongoing $1,200 Zoom & incidental
costs
Establish a website that lists and
links to local creative
entrepreneurs who have goods or
services sold via the internet.
3 months $7,500 Web Development
Establishment of a brand for
Jefferson County businesses
(“Maker County” or “Buy
Quimper”) Develop and implement
a two-pronged marketing program,
one for local audience, one for
national.
3 months for design.
Ongoing campaign.
$35,000 -
$150,000
Contract Professional
Marketing Firm. Cost
here is dependent on
parameters of contract
and appetite for risk.
Establish a data management and
matching systems for pro bono
experts and apprentices
3 months $1,200/yr Probably off the shelf.
Recruit and match pro bono
experts
Ongoing Staff only
Facilitate apprenticeships
Ongoing Staff only
Overall Staffing Ongoing $80,000/yr 1 FT leader at $55,000
1 PT support at $25,000
TOTAL FUNDING Min $125,000
Max $240,000
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ASSESSMENT
• This is highly tangible, fundable, and able to
be implemented. The legal issue that needs to
be researched are those related to
volunteering and youth engagement. This
strengthens and helps sustain a large existing
community of local creative entrepreneurs at
a time when our traditional driver of
economy – tourism – is weakened by the
pandemic.
NEEDED LEGISLATION/ADVOCACY
• None needed.
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PROJECT/INITIATIVE 4 - Enhancement of Jefferson County Business
Resource Center
a. OBJECTIVES & DESIRED OUTCOMES:
i. Objectives: Provide seed funding for a project management position that
1. Manages and maintains a network of programmatic, third party,
and volunteer resources for which the Jefferson BRC acts as a
“concierge service” of sorts.
2. Works to support other community-driven “target industry”
initiatives (such as Marine Trades, Creative entrepreneurs, Main
Street, etc ) by seeking to identify and facilitate coordination of
programming and resources in support of these target industries.
3. Develops diversified funding streams (program fees, corporate
sponsorship, grants, in-kind service) to support ongoing program
and project management/concierge services.
4. Develops multi-channel small business certification programs in
conjunction with existing educational components of EDC Team
Jefferson & The Chamber of Jefferson County plus integrating
educational offerings of partner agencies within this program.
5. Migrate Chambers Entrepreneurial Expo 2020 (postponed for
COVID) to this merged platform to provide an ongoing
educational, marketing and resource platform for small business
as well as a path to future engagement and funding resources.
ii. Outcome: Jefferson County Business Resource Center becomes
1. Building on the City and Counties plan for the BRC at inception to
become more robust to handle the increasing demand for
services and support that existing businesses will need to survive
the COVID-related economic downturn and likely slow recovery.
2. A critical resource to supplement any future CARES funding
directed to small businesses since grant funds will never be “all
that a business needs” to survive.
3. A sustainable resource that community driven targeted economic
development efforts can access to support the initiatives over the
long term.
4. A symbol of the broader community’s support of small businesses
making East Jefferson County an attractive location for
entrepreneurs to grow roots.
b. IDENTIFICATION OF LEAD & SUPPORTING ROLES
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i. LEAD entities: EDC Team Jefferson and The Chamber of Jefferson County
ii. SUPPORTING ROLES:
1. Jefferson Community Foundation
2. Port Townsend Main Street program
3. Center for Inclusive Entrepreneurship
4. Washington Small Business Development Center
5. LION
6. Craft3
7. PT Marine Trades
8. Skillmation
9. Jefferson County School Districts
10. Peninsula College (Internship/apprentice programs)
11. WA State Microenterprise Association
c. PROPOSED ACTION STEPS & TIMING & FUNDING NEEDS:
STEPS (not necessarily in order)
TIME
FRAME
FUNDING
NEED
COMMENTS
Update inventory of existing local,
regional and national resources (both
$$ and technical) for which JeffCo
businesses are eligible.
Q4 2020 $0 staff/volunteer time has
an associated expense,
but step considered
essential regardless of
supplemental funding
accessed.
Create job description for part-to-
3/4-time project manager for the
“BRC Project Manager” (or other
name)
Q4 2020 $0 The first-year scope of
the job description
should include the
preparation of a BRC
sustainability plan
Hire a BRC Project Manager Q1 2021 $75k Est $65k salary plus
benefits
ASSESSMENT
o Tangible,
o Fundable,
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o Legal,
o Able to Implement, Address COVID-19
o
Project meets these guidelines based on findings from a solid year of
$100,000 operation including planning and execution as well as funding of
part-time position, web and digital media creation/marketing resources, and
management. Goal would be to be self-sustaining beyond year 1 of operation
and continue leveraging the resources of The Chamber of Jefferson County
and EDC Team Jefferson.
BRC, Business Resource Center, while there is a physical footprint, is a
concept, not a location and thus can function virtually as well as integrating
with some physical space as time and circumstances necessitate.
NEEDED LEGISLATION/ADVOCACY
N/A
THE FUTURE
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PROJECT/INITIATIVE 5 Creative District - Complete Professional Arts
and Culture Study
OBJECTIVES & DESIRED OUTCOMES: Develop a year-round economy through
employment and entrepreneurship in the creative industries, divided into the following 5
sectors: Literary, Culinary, Performing, Makers, and Visual arts. Goals of the study include:
▪ Creating an artist registry and determining the needs of each sector;
▪ Developing a plan for sustainable funding;
▪ Developing a single source for information between artists and for
audiences;
▪ Developing a comprehensive Arts and Culture plan for our community
which will lay out a road map on best ways to proceed. Formal
boundaries for the creative district are currently defined as uptown
commercial, downtown commercial, and Ft. Worden PDA, as was
necessary to obtain initial State of WA grant funds to narrow the scope of
the project. However it is important to note the Creative District
promotion of creative industries would apply to all of east Jefferson
County.
LEAD & SUPPORTING ROLES: Port Townsend was designated by Arts/WA at the
beginning of 2020 as a creative district along with 8 other statewide communities. The creative
district is currently under the Port Townsend Main Street umbrella and is run by a group of 7
diverse community individuals with a larger committee of 20 partners, artists, and community
leaders supporting them.
PROPOSED ACTION STEPS: Hire a consultant to complete the study to more quickly and
decisively make an impact in strengthening and growing our creative economy. Two consultants
do this work in Washington State. Based upon interviews with these consultants and a review
of their work, the estimated cost to
complete the plan would be $15,000-
$17,000. This project is already
underway but needs funding to be
completed. During these challenging
economic times impacted by COVID-
19, we need to use all the creativity
and tools we have to weather this
storm and emerge stronger. Study
goals would be to connect audiences with artists and unify our strategic efforts to grow these
sectors of our County’s economy. Implementation steps would include enhancing the flow
through the Creative District with marketing, signage, imaginative way-finding and
transportation strategies. Additional goals include supporting work-live housing strategies for
artists and partnering with schools to develop options for young adults wanting to stay in the
area and work in the creative industries.
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4 PART TEST: TANGIBLE, FUNDABLE, LEGAL AND ABLE TO BE IMPLEMENTED THAT ADDRESS
RECOVERY IN THIS SECTOR; IDENTIFY HOW EACH PROJECT MEETS THE ESTABLISHED FOUR PART TEST
Tangible: Fully vetted project by over 20 community partners and State sponsor
Fundable: One-time cost (15-17k) to develop plan similar to those already successfully executed
in other communities
Legal: State sponsored initiative
Lobby: Already complete
COVID: Small entrepreneurial businesses in our creative industries are some of the most at-risk
post COVID yet provide some of the most potential grow and strengthen our local economy.
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PROJECT/INITIATIVE 6 – Support Jefferson County marine trades –
Purchase a hydraulically operated trailer to increase capacity of haul
out facilities.
Objectives and Desired Outcome: Purchase of a hydraulically operated trailer that can
locate boats more closely together than is possible with the marine lifts in current use. Result
will be a 20% increase in useable shoreline hard stand space within the Port. More boats
serviced is more work for marine trades businesses.
IDENTIFICATION OF LEAD AND SUPPORTING ROLES: Port of Port Townsend
PROPOSED ACTION STEPS: Will require funding of approximately $300,000.
Long Standing Issues – Primary objective is to provide more work for marine
tradespeople by increasing the size of the yard by 20% which allows for more work to be
scheduled in Port Townsend. Also, optimizes use of Port upland property and increases Port
revenue as more boats are placed on Port property.
Legal/Legislation required - Approval by Port Commission.
The Future – This will encourage the
construction and use of buildings and other
enclosures as the trailer does not require the
width and height of a marine lift. Moving more of
the work inside will help the Port and marine
trades businesses comply with environmental
regulations. The technology required is well
understood as trailers of this kind are used in the
Northeast where most boats are hauled out every year to avoid ice in the winter (SeaMarine
operates a smaller one in Port Townsend and larger versions are in use in Anacortes).
4 PART TEST: TANGIBLE, FUNDABLE, LEGAL AND ABLE TO BE IMPLEMENTED THAT ADDRESS
RECOVERY IN THIS SECTOR; IDENTIFY HOW EACH PROJECT MEETS THE ESTABLISHED FOUR PART TEST
Tangible = the project is defined in scope and cost.
Fundable = the Port has the capacity to match grant funding for this proposal; grant funding
opportunities have not yet been identified.
Legal = the port is authorized to own and operate equipment to serve its boat yard.
Recovery = active work yard space is what allows marine trades to go to work every day. Adding 20%
capacity to the yard, increases available potential work by the same. Growing the marine trades adds
community resiliency to a significant sector of Jefferson County’s economy.
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PROJECT/INITIATIVE 8 - Commercial lease relief (rent, utilities, taxes).
Support local businesses through temporary rent reduction (idea
based on Canada Emergency Commercial Rent Assistance CECRA
program).
OBJECTIVES & DESIRED OUTCOMES – Temporary support of businesses who are struggling to
pay rent. Shared burden between local government, state, and landlord to subsidize/reduce
rents payed by businesses for a temporary period.
IDENTIFICATION OF LEAD & SUPPORTING ROLES: TBA
PROPOSED ACTION STEPS
▪ Reaching out to commercial landlords, is there any meaningful subsidy that can,
subsidy for commercial rents. Possibly combine with assistance from state or local
governments?
▪ Main Street sent letters to landlords asking if they could reduce, defer rent. Some
of them did, a bulk of them did not. Some gave deferrals.
▪ In Canada, state gave a break, landlords gave a break,
Canada Emergency Commercial Rent Assistance (CECRA) for small businesses
provides relief for small businesses
experiencing financial hardship due
to COVID-19
▪ This idea that we are all in this
together
4 PART TEST: TANGIBLE, FUNDABLE, LEGAL
AND ABLE TO BE IMPLEMENTED THAT ADDRESS
RECOVERY IN THIS SECTOR; IDENTIFY HOW
EACH PROJECT MEETS THE ESTABLISHED FOUR
PART TEST