HomeMy WebLinkAboutNorth Olympic Peninsula CEDS 2021-25 10.28.21NORTH OLYMPIC PENINSULA
RESOURCE CONSERVATION &
DEVELOPMENT COUNCIL
Comprehensive
Economic
Development
Strategy (CEDS)
2021 – 2025
Clallam County WA • Jefferson County WA
October 2021
Acknowledgements
Planning and facilitation team for the CEDS process:
Amy Hause, Director, Economic Vitality Services, Rural Development Initiatives
Cayla Catino, Program Manager, Rural Development Initiatives
Alison Cassin, Outreach and Program Coordinator, Rural Development Initiatives
Melissa Levy, Principal, Community Roots
Jeffrey Bishop, Principal Advisor, Effectuate LLC
Karen Affeld, Executive Director, North Olympic Development Council
Cindy Brooks, Economic Recovery Coordinator, North Olympic Development Council
Primary Authors:
Amy Hause, Director, Economic Vitality Services, Rural Development Initiatives
Melissa Levy, Principal, Community Roots
Karen Affeld, Executive Director, North Olympic Development Council
Special thanks to the Strategy Committee for their assistance:
John Mauro City of Port Townsend
Betsy Davis NW School of Wooden Boat Building
Pete Langley Port Townsend Foundry and Port Townsend Marine Trades Association
Colleen McAleer Clallam EDC and Port of Port Angeles
Joe Allen Jamestown S’Klallam Tribe
Eron Burg Port of Port Townsend
Allyson Brekke City of Port Angeles
Danny Steiger Lumber Traders
Crystie Kisler Finnriver Farm & Cidery
Anji Scalf Sequim Dungeness Valley Chamber of Commerce
Andra Smith Sequim Food Bank
Cliff Moore WSU Jefferson County Extension
Ben Bauermeister EDC Team Jefferson
Brandino Gibson Worksource
Jim Haguewood Port Angeles Realty
Photo Credits:
Amy Nash, Karen Affeld
Funding for the CEDS planning process was provided by the Economic Development Administration.
North Olympic Peninsula
Comprehensive Economic Development Strategy
2021 – 2025
October 2021
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Resilience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Strategic Direction/Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Goal 1: A Diversified, Resilient Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Goal 2: Opportunity and Prosperity for All . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Goal 3: Strengthened and Sustainable Infrastructure . . . . . . . . . . . . . . . . . . .34
Goal 4: Protected and Enhanced Cultural and Natural Assets . . . . . . . . . . .38
Evaluation Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43
Appendix A: Strategy Committee Members . . . . . . . . . . . . . . . . . . . . . . . . . . . .43
Appendix B: NODC Board and Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44
Appendix C: NODC Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45
Appendix D: Data Charts & Graphs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Appendix E: North Olympic Peninsula Economic Recovery
and Resilience Planning Survey Questions . . . . . . . . . . . . . . . . . . . . . . . . .47
Appendix F: Links to other economic development reports . . . . . . . . . . . . .50
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 1
Executive Summary
The economy and cultures of the North Olympic Peninsula have long been shaped by and dependent
upon the abundant natural resources of the area . The natural ports, agricultural soils, rich forests and
fisheries of Clallam and Jefferson Counties have provided livelihoods for generations of residents .
Olympic National Park, which occupies the center of the Peninsula, has been designated an UNESCO
World Heritage Site and International Biosphere Reserve, drawing more than three million visitors to
the region each year . The region is part of the traditional lands of the S’Klallam, Makah, Hoh, Quileute,
Chemakum, and Quinault peoples and is the current home to the Jamestown S’Klallam, Lower Elwha
Klallam, Makah, Hoh, Quileute and Quinault tribal nations . In recent years, diminishing fisheries,
forests and farms, climate change and the COVID-19 pandemic have highlighted once again the need
to build a diversified, sustainable and innovative economy that will be resilient in the face of change .
The vision statement of the North Olympic Peninsula Resource Conservation & Development Council
(NODC), the designated economic development district (EDD) for the two-county region, reflects the
importance of building on the many place-based assets of the region:
“Whether drawn by the extraordinary natural resources, the world-
class beauty and recreation or the strong sense of community,
many people and businesses are here because they want to
be here, and that drives a particular kind of investment and
engagement. Businesses here are deeply invested in the workers
and families they support, in helping their neighbors, in improving
schools, in managing resources responsibly. Our vision is to build
on this “Connection to Place” to create a thriving and inclusive
economy through a collaborative, triple-bottom-line approach
resulting in economic, environmental and social prosperity.”
From this vision statement come four goals for the region’s comprehensive economic development
strategy:
1 . A Diversified, Resilient Economy
2 . Opportunity and Prosperity for All
3 . Strengthened and Sustainable Infrastructure
4 . Protected and Enhanced Cultural and Natural Assets
Goal 1 builds on the region’s strengths while also supporting innovation and diversification . Goal 2
strives to create prosperity for all by connecting individuals to economic opportunity . Goal 3 ensures
that the infrastructure underlying the economy is strong and sustainable . Goal 4 builds on the cultural
and natural assets to sustain quality of life for all who live in the region .
Connection to place underlies the entire strategy, because it is critical to ensure that all strategies
are undertaken with a respect for maintaining this sense of place and ensuring the resiliency of the
natural resources on which the economy and community are built .
Page 2 Executive Summary
Implementation
NODC’s mission is “to empower the North Olympic Peninsula to pursue and invest in its own
economic and environmental destiny .”
In pursuit of its mission, NODC plays the following roles:
• Regional Economic Development Planning – produce Comprehensive Economic Development
Strategy (CEDS) every 5 years with annual updates in between .
• Support economic development in key sectors identified in the CEDS .
• Support development of physical, economic and social infrastructure in the region such as
broadband expansion .
• Act as a convener and implement projects that fill gaps .
Implementation of this strategy will require strong collaboration and partnership, and, in some areas,
leadership development and capacity building . Local governments, tribal nations and a variety of
organizations and institutions will take the lead on particular strategies that align with their missions .
One challenge is the disconnected approach to planning for, addressing and funding issues that are
deeply interconnected . For example, housing development is not in general the role of economic
development organizations, or of Economic Development Districts in particular, and yet skyrocketing
housing prices and the lack of available workforce housing are major barriers to successful economic
development . Workforce development and infrastructure development are not the role of housing
organizations, and yet the absence of skilled construction workers or stormwater and wastewater
infrastructure are major barriers to increasing housing stock .
Another challenge faced by rural areas like the North Olympic Peninsula is the sheer cost of building
infrastructure and affordable housing . Construction costs are at least as high in rural areas as in
urban ones, and sometimes higher because of the lack of
economies of scale . Rural areas have a much smaller tax
base because they serve a smaller population, collecting
fewer user fees to cover the costs; as a result, such
projects are often less competitive for grant funding than
urban projects .
This economic development strategy includes strategies
for housing and childcare because of their critical
importance to having a sufficient workforce . However,
progress on those issues is largely dependent on the
leadership and capacity of local governments and
housing and human service organizations .
Resilience and COVID
The COVID pandemic continues . The rural character
and geographic isolation of the North Olympic Peninsula
mitigated some of the effects of COVID-19 . However,
pandemic-related closures still had a devastating effect
on many parts of the region’s economy . Particularly hard
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 3
hit was the tourism industry, a sector that accounts for
approximately 20 percent of jobs in the two counties .
The closing of the border with Canada halted ferry
service between Port Angeles and Victoria, British
Columbia, which carried more than 470,000 passengers
in 2019 . National and international visitors were unable
to travel, deeply affecting lodging, restaurant and retail
businesses that rely on tourist traffic for a significant
portion of their revenue . While the post-pandemic
trends of closer, regional travel and the preference for
outdoor exploration and activities helped support a
relatively quick resurgence of tourism to the Olympic
Peninsula, its impact was not evenly distributed across
all tourism businesses, and visitor demographics
changed . For a labor-intensive industry segment like
hospitality and tourism, the area labor shortages and
supply chain shortages present ongoing challenges .
As local government and economic development
organizations came together to address the immediate
crises and strategize for recovery and resiliency, their recommendations continue to be very much
in line with the SWOT analysis and action plan of this CEDS . There is broad agreement on several
strategies as being key to continued resilience . The pandemic has led to a recognition of key areas to
work on for better resilience to future emergencies:
• Expand access to broadband . The pandemic highlighted just how important access to
broadband is for teleworking and online education . This is a continued goal for this region and
all rural regions, as those areas outside city boundaries face expensive internet service at sub-
broadband speeds .
• Diversify the economy . The broad impacts on the tourism sector and the businesses that
depend on it reinforce the need for further diversification of the economy . There is also a need
to reduce the reliance of the natural resource segment of the economy on export markets by
increasing local demand and encouraging value adding .
• Build on the strengths of the region in the marine trades, green innovations, agriculture
and food systems, forest products and the arts and creative sector, which will lead to a more
diverse, resilient economy .
• Improve support systems for local businesses . Small businesses form the basis of the North
Olympic Peninsula economy . The pandemic has had a devastating effect on many of these
businesses . This has highlighted the need for training and support systems for entrepreneurs .
Training and coaching on business growth, succession, contingency planning and risk
management is a high priority, along with flexible alternative financing and assistance with
online marketing . Creating local and regional markets for local products is important in this
region also .
These strategies and others needed for continued regional economic development and resilience are
included in the following economic development strategy .
Page 4 Context
Context
Population & Demographics
The total population of the two-county North Olympic Peninsula region is approximately 111,044 . There
is a high percentage of older people in the region, where Jefferson County’s median age is the highest
of any county in Washington, and Clallam County’s median age is the sixth highest . The national
average for an area this size is 32,967 people 55 or older, while there are 55,062 in this region3 .
Age Demographics4 (Jefferson & Clallam Combined)
There are as many people 60+ as there are 0-39.
The non-white population in this region is growing slowly but steadily . Diversity in the region
increased 22% between 2010-2020, while the population who identified as white increased only 8%
during that same time frame . Approximately 16% of people in the region identify as black, indigenous
or a person of color . This is lower than the national average for diversity of 40% .6
Jefferson County1
2020 Population: 32,977
Median Age: 58 .3
2030 Projection: 36,431
Projected Growth: 10 .5%
Clallam County2
2020 Population: 78,067
Median Age: 50 .8
2030 Projection: 85,957
Projected Growth: 10 .1%
1 EMSI (www .economicmodeling .com)
2 EMSI (www .economicmodeling .com)
3 EMSI (www .economicmodeling .com)
4 EMSI (www .economicmodeling .com)
5 EMSI (www .economicmodeling .com)
6 https://www .census .gov/
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 5
Diversity (Jefferson & Clallam Combined)
Younger people are significantly more diverse than older people in the region.
Poverty and Wealth Disparity
The table below shows income inequality for the two counties . It is significantly more unequal in
Jefferson County than in Clallam County .
11 .2% of people are living at or below 125% of the poverty level in Clallam County, and 12 .6% in
Jefferson County .8 However, there are pockets of much higher poverty in each county, particularly in
more rural parts of the counties and tribal areas . For Washington State as a whole, the percentage of
population in poverty is 9 .8 .
7 Economic Policy Institute . https://www .epi .org/multimedia/unequal-states-of-america/#/Washington
8 United States Census, 2019
County7
Jefferson County
Clallam County
WA State
United States
Average annual income
of the top 1%
$1,103,624
$499,025
$1,383,223
$1,316,985
Average income of
everyone else
$47,404
$38,184
$57,100
$50,107
The top 1% makes x more
than the bottom 99%
23 .3
13 .1
24 .2
26 .3
Page 6 Context
Percent of individuals living at or below 125% of the Federal Poverty level9
The poverty and wealth disparity reflect the struggle that many people face in securing employment
with a livable wage, and in accessing decent and affordable housing, healthcare, childcare, and other
services . This poverty and disparity is greater for younger people and people of color and enhances
problems related to the aging workforce nearing retirement . Inequality also undermines a sense of
equality and results in a disparity of influence over decision-making and use of resources .
Educational Attainment of Adults Age 25+
The national average for persons completing a bachelor’s degree or higher is 32%, and the state
average is 36% .10 Jefferson County exceeds the state average by almost 6%, and Clallam County
is below the state average by 8% . Many of the more educated individuals in Jefferson County in
particular are retirees who moved to the area and are not in the workforce . The working population,
therefore, has a lower education level than data including retirees suggests . Although they are not in
the workforce, many of these educated retirees add to the community in a volunteer capacity .
Jefferson County Clallam County
9 2021 FFIEC Census Reports: www .ffiec .gov/census/Default .aspx
10 Washington State Employment Security Department County Data Tables
(https://esd .wa .gov/labormarketinfo/report-library)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 7
Workforce & Employment Data
There are approximately 38,016 people in the workforce in the two counties . From 2015 to 2020, jobs
increased by 1 .6% in Clallam County from 26,503 to 26,923 (0 .3% higher than the national growth rate
of 1 .3%), and the labor force participation rate increased from 42 .8% to 43 .0% . From 2015 to 2020, jobs
increased by 7 .2% in Jefferson County from 10,348 to 11,093 (5 .9% higher than the national growth
rate), and the labor force participation rate increased from 41 .9% to 43 .6% .11 As of 2019, people ages
55+ made up 29% of the workforce in Clallam County and 30% in Jefferson County . The labor force
participation rates for both counties are significantly lower than the state average of 65%,12 which is
largely due to the high retiree population .
A significant portion of the workforce is made up of people ages 55+, which presents a high risk in
this area for losing workforce . Having a population with a large number of retirees and near-retirees,
and not as many younger people, will have implications for finding young workers to fill job vacancies
in the future . It is currently difficult to attract professionals with young families to the region, because
of housing costs and availability, limited career path options, and limited amenities for families .
Unemployment
As of August 2021, the unemployment rate for the region was 5 .7% .13 Over the past 30 years, the
unemployment rates in the region have been higher than the state and national averages by up to
4%, with Clallam County’s unemployment usually running a little higher than Jefferson County’s (see
graphs for each county in Appendix D) .
Top Industries: # of Jobs
The charts below show the top industries in each county by number of jobs . While this information
is important, it can be misleading for a few reasons . First, many industries are split up into different
industry codes, so they do not show up in the highest rankings even if they provide many jobs . For
example, some logging businesses show up in the transportation sector . The maritime sector is
split among transportation and warehousing, maintenance and repair and manufacturing . Local
government jobs are high, because they include a range of employees such as those in schools
and healthcare institutions combined . It’s important to recognize that, when taken together, small
businesses are the largest employer in the region, but they are dispersed across industry codes and
therefore do not show up as a category in the job rankings .
11 EMSI (www .economicmodeling .com)
12 Washington State Employment Security Department County Data Tables
(https://esd .wa .gov/labormarketinfo/report-library)
13 Washington State Employment Security Department Local Area Unemployment Statistics:
https://esd .wa .gov/labormarketinfo/labor-force
Page 8 Context
Clallam County14
Jefferson County15
(Some changes in # of jobs are due to COVID-19, such as the reduction in jobs in the food services and drinking places
sector .)
14 EMSI (www .economicmodeling .com)
15 EMSI (www .economicmodeling .com)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 9
Business Size
There are approximately 5,148 businesses registered in the region . The graphs below reflect the size of
these businesses and the important role that smaller businesses play in the region . Some of the larger
businesses may be headquartered in the region, but have locations and employees outside of the
region .
Jefferson County16 Clallam County17
16 Data from DatabaseUSA .com (through EMSI)
17 Data from DatabaseUSA .com (through EMSI)
Page 10 Context
Location Quotient
Location Quotient represents the regional industry concentration relative to the national average .
These graphs18 reflect the area’s richness in natural resources and corresponding concentration of
related industries .
Jefferson County Location Quotient
Clallam County Location Quotient
18 EMSI (www .economicmodeling .com)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 11
SWOT Analysis
“The continuing transition from an economy primarily reliant on natural resources to one that
is more diversified and resilient is the biggest challenge and biggest opportunity.”
– Interviewee
The CEDS is built around the strengths, weaknesses, opportunities and threats specific to this region .
The Economic Development Administration’s guide to CEDS content highlights the importance of
evaluating the economy through the lens of multiple forms of community capitals:
“There are numerous options to consider (depending upon regional priorities, as noted
above) when thinking about how to measure regional capacity building and prosperity.
However, the concept of wealth is one that should be highlighted because of its natural
alignment with asset-based strategies and approaches. More than just jobs and income,
regional wealth is represented by intellectual, individual, social, natural, built environment,
political, financial, and cultural assets. These assets, when invested in, nurtured, and
leveraged appropriately, can reflect the true level of a region’s economic (and social) well-
being. Finding ways to better identify, foster, and measure these assets can help a region
towards a more lasting prosperity since a focus on wealth creation and retention can build a
region’s resiliency and long-term sustainability.” – EDA website
These forms of capital emphasize factors such as wellness, skills, social networks, knowledge,
creativity, and culture, as well as more traditional measures of wealth such as financial and built
capital and natural resources – all critical pieces of economic development . All forms of capital need
to be strong for communities to be resilient and for individuals to thrive, so the intention is to build up
all forms of capital at the expense of none . Communities need to build those capitals that are weak,
to be more successful in their economic development efforts . The strong capitals are assets on which
to build a region’s economic development opportunities . People’s views of where capital is strong
or weak depends on where they sit in a community – a form of capital could be strong for some, but
weak for others . These capitals include the following:
Individual Capital: The existing stock of skills, understanding, physical health and mental wellness in
a region’s people .
Intellectual Capital: The existing stock of knowledge, resourcefulness, creativity and innovation in a
region’s people, institutions, organizations and sectors .
Social Capital: The existing stock of trust, relationships and networks in a region’s population .
Cultural Capital: The existing stock of traditions, customs, ways of doing, and world views in a region’s
population .
Page 12 SWOT Analysis
Natural Capital: The existing stock of natural resources – for example, water, land, air, plants and
animals – in a region’s places .
Built Capital: The existing stock of constructed infrastructure – for example, buildings, sewer systems,
broadband, roads – in a region’s places .
Political Capital: The existing stock of goodwill, influence and power that people, organizations and
institutions in the region can exercise in decision-making .
Financial Capital: The existing stock of monetary resources available in the region for investment in
the region .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 13
Below, we show how 57 respondents surveyed during the CEDS process assessed the strengths
(assets), weaknesses, opportunities, and threats . In the Strategic Direction/Action Plan section of
this document, we highlight strengths, weaknesses, opportunities, and threats in the framework of
capitals related to each goal .
Strengths (Assets)
What are the greatest assets and characteristics of the North Olympic Peninsula?
Weaknesses
What do you think most needs to be changed or improved in the North Olympic Peninsula region?
Page 14 SWOT Analysis
Opportunities
What do you see as the most promising opportunities in the region?
Threats
What do you see as potential threats to the long-term resilience of the regional economy?
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 15
Resilience
The North Olympic Peninsula, comprising Jefferson and Clallam Counties, contains over 4,800 square
miles of forests, mountains and shorelines of scenic beauty . Most of the 108,000 residents of the
Peninsula live in municipalities along the coastline – Port Angeles, Sequim and Port Townsend, which
is home to working waterfronts and ports . The rural, resource-based history of the area can be seen
in farming communities and lumber mill hamlets . Olympic National Park, the 9th most visited national
park in the US with 3 .25 million visitors pre-pandemic in 2019, is at the geographic heart of the region,
with nearly a million acres and 900 miles of hiking trails surrounded by a wide band of National Forest
on all sides .
In the center of the peninsula are the Olympic Mountains, to the west are the dense rainforest valleys
where rainfall can approach 200 inches a year19, and 73 miles of Pacific coastline is accessible by car
in only a few places . The area is bordered to the north by the Strait of Juan de Fuca with ferry boat
access to Victoria, British Columbia, Canada, and to the east by the Hood Canal – a 60-mile-long
glacier-carved fjord . US Hwy 101 encircles the entire North Olympic Peninsula, providing the only
roadway access to the area .
Natural Resources/Environment
The economy of the North Olympic Peninsula is dependent on its natural beauty, natural resources
and healthy environment . This is illustrated by the strength of the industries and sectors using
working lands and working waterfronts . Agriculture/forestry/fishing/hunting is the 4th highest
growing industry and the top industry and top occupation for location quotient in Jefferson County .
In Clallam County, it is the 7th highest growing industry, and the top industry and top occupation for
location quotient .
19 Olympic National Forest Climate Information . https://www .fs .usda .gov/detail/olympic/about-forest/?cid=fsbdev3–049559
Page 16 Resilience
The North Olympic Peninsula’s ports – including
Port Angeles, Sequim and Port Townsend – are
home to the region’s burgeoning maritime sector,
which supports job creation . Port Angeles, for
example, and its position on the Strait of Juan
de Fuca, its location on a deep-water harbor, the
industrial facilities that support marine and air
transportation, and access to natural resources all
contribute to a robust economic engine . The Port
of Port Townsend operates three marinas, a marine
trades industrial area, an international airport, and is
home to boat building and craftsmen and women .
The Peninsula also has a robust diversified
agriculture sector . In Clallam County in 2017, there
were 17,197 acres in agriculture, which is a 27%
decline since 2012; the average size of farms,
33 acres, also declined by 26% since 2012 .20 In
Jefferson County in 2017, there were 13,753 acres
in agriculture, which is a 12% decline since 2012;
the average size of farms, 62 acres, is declining as
well, by 12% since 2012 .21 To be more resilient, the
agricultural sector needs to find ways to add value
to its products to allow for higher wages for farm
families .
The North Olympic Peninsula is also home to an array of nature-based recreation opportunities,
including Olympic National Park, Olympic National Forest, the 135-mile Olympic Discovery Trail, the
Dungeness Spit, and water-based recreation along its coastlines . Over 2 .5 million are visiting Olympic
National Park alone .
Regional Forces
There are a variety of forces that affect the resilience of the region, specifically related to its natural
environment . Natural resource-based sectors are dependent upon maintaining a healthy environment
and having a ready workforce .
1 . Housing and Working Landscapes . There is a need for all kinds of housing, middle and upper
income housing, affordable and workforce housing, on the Peninsula . Housing availability
is critical to the success of the Peninsula’s working landscape . Employers are already
experiencing challenges in hiring, in significant part due to the lack of housing availability and
affordability . The critical housing shortage has created development pressures on agricultural
and forest lands .
20 2017 Census of Agriculture Profile: Clallam County, WA . https://www .nass .usda .gov/Publications/AgCensus/2017/Online–Resources/County–Profiles/Washington/cp53009 .pdf
21 2017 Census of Agriculture Profile: Jefferson County, WA . https://www .nass .usda .gov/Publications/AgCensus/2017/Online–Resources/County–Profiles/Washington/cp53031 .pdf
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 17
2 . Resource Harvest and Conservation . In any place with significant natural assets, and the
North Olympic Peninsula is no exception, there is a need to balance harvests of natural
resources with conservation and sustainability . With key industries in agriculture, forestry,
maritime, aquaculture and recreation, much of the North Olympic Peninsula’s economy relies
on a healthy environment and the maintenance of stocks of natural assets, like clean water,
clean air, healthy fish populations, and healthy forests .
3 . Recreation and Tourism Revenues and Impacts . While the Peninsula benefits from a robust
recreation and tourism sector, bringing in visitors from around the country and the world,
there are negatives associated with attracting over two million visitors to the region . These can
include:
a . Impacts to the quality and health of the very natural resources this sector and other
natural resource-based sectors depend on .
b . Housing challenges
i . Competition for residential housing with tourism rentals .
ii . Lack of affordable housing for recreation/tourism workers .
c . Transportation
i . Recreation/tourism workers traveling farther to their jobs due to a lack of housing
availability and affordability .
ii . Traffic congestion and greenhouse gas emissions from millions of tourists traveling in
single cars on a two-lane highway .
d . Wages: Many tourism jobs in the service sector are low-wage, part-time or seasonal, but
opportunities exist to create higher wage, skilled employment in recreation tourism .
Yet, tourism is often the “front door” to economic development . Many who later move here or move
their businesses here come first as tourists . In addition, visitor spending and associated tax revenues
are not readily replaced by the local community alone . The tax revenues that come to communities
through visitor spending provide a tax “offset” to local households and help support a number of
services that the region depends on, including schools, emergency services, and law enforcement .
Climate Change
Climate change is a force that is already having impacts on the region’s weather and resilience . As
the climate changes and temperatures climb, the North Olympic Peninsula faces serious impacts
including:
• Reduction of summer stream flows
• Increase in winter flows
• Increased stream temperatures
• Diminishing snowpack extending the summer drought season
• Delayed onset of winter/freezing temperatures creating conditions for different insect
infestation and diseases
• Shifts in timing and type of precipitation
• Coastal inundation due to ongoing sea level rise
• Extended warm temperatures
• Increasingly corrosive ocean waters
• Climate migrants from other parts of the country
• Increasing threats, frequency and intensity of forest fires and smoke
Page 18 Resilience
The impacts of climate change on the area are serious, and mitigation and adaptation efforts are
crucial to regional resilience . However, a widely-distributed article published by ProPublica and the
New York Times Magazine on September 15, 2020, that ranked U .S . counties by the severity of likely
climate change impacts ranked both Clallam and Jefferson Counties among the 100 least-impacted
counties out of the 3,143 counties in the country . Because of the moderate climate of the region and
the less-severe climate change impacts projected here, there is a high likelihood of migration to the
region from more severely affected areas, exacerbating the existing housing shortage .
The Peninsula could also become more isolated as a result of climate change . Planning for this
possibility requires building on the region’s self-sufficiency in terms of food, energy, and livelihoods,
which has implications for the region’s forestry and agriculture sectors and its workforce development
opportunities and offerings . There may also be opportunities for the Peninsula to become a leader in
green innovations and carbon sequestration technologies .
Transportation emissions are a large contributor to the greenhouse gas problem .22 The transportation
sector is another area in which the region can work to have a sustainable impact, building more
electric vehicle infrastructure, like charging stations, to make electric vehicles more workable for those
in the region . This has implications for adding to the workforce as well, as there will be a need for
people skilled in electric vehicle repair and infrastructure support .
Population Trends
The region’s population is currently trending older with fewer young people remaining, due to a lack
of career pathways, a lack of affordable housing, and a lack of social and cultural infrastructure to
support young families . The region’s economy has entry-level opportunities and executive managerial
opportunities, with little in between; this makes it hard for those moving beyond entry-level work to
find their next career step in the region . As a result, many young professionals feel the need to move
out of the region to take their next career step . Building the region’s career pathways to allow for
career transitions will be key to making the region a place where all ages can find what they need .
Resilience Next Steps
The North Olympic Peninsula’s resilience to natural disasters, whether climate change induced or not,
as well as economic disruptions, similar to what the region and the entire country has been through
due to COVID-19, is dependent upon balancing the varying forces mentioned above, providing
opportunities for all populations, while maintaining the quantity and quality of the region’s natural and
human assets .
The discussion of resilience is ongoing, but there are some clear strategies for how to be more
prepared for disasters of all kinds .
• Diversification . Economic diversification is critical to having a resilient economy . Expanding
the region’s economic focus to multiple sectors will itself create more resilience in livelihoods .
In addition, leaders in these sectors need to be thinking about ways to create career pathways
so that workers at all levels can find opportunities in the region .
• Climate change planning . Climate change is happening . Projections have been done showing
the extent of sea level rise, rain patterns and other impacts, but one of the biggest effects
22 Washington Ecology . https://ecology .wa .gov/Air-Climate/Climate-change/Greenhouse-gases/2018-Data
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 19
is that the Peninsula will be less affected than many other parts of the country . There is an
expectation that the region will be attractive to climate change migrants . With this comes the
need to figure out how to manage additional population growth and its impacts on housing
and land .
• Disaster planning . Despite a focus on resilience, it’s still critical to plan for the worst, preparing
systems and plans for natural disasters whether climate change-related or not (earthquake
and tsunami) . The region already has a Climate Change Preparedness Plan for the North
Olympic Peninsula .23 There are also hazard mitigation plans for the counties and Tribes .
• Supply chains and distribution . The COVID-19 pandemic has demonstrated the challenges
inherent in supply chain management during a natural and/or economic disaster . The
isolated nature of the Peninsula, reliant on bridge and ferry transport and distant from urban
distribution centers, exacerbated those challenges . Shortages of certain items and supply
chain disruptions revealed the vulnerability of delivery systems to the area . “COVID-19 has
revealed the weaknesses of a globalized manufacturing system and in order to respond we need
to fundamentally rethink supply chains. Our goals in the medium term should be making them
more regional, modifying the supply chain as a key business driver and putting back the human
asset as the most important factor for an agile business to succeed .”24
• Capacity building . Resilience for many means more than bouncing back to normal; it means
building back better, through a focus on green economy and other innovations to build
capacity to move forward .
• Increase capacity and resilience of local food systems . As a result of the pandemic, many
grocers on the Peninsula found that, with distribution systems disrupted nationally, getting
orders to isolated rural areas was a low priority for food distributors . Food deliveries were
erratic and often included only partial orders . As part of its response to the pandemic, Jefferson
County formed a Food System Resiliency Task Force that made a number of immediate and
longer-term recommendations to ensure that food is available for area residents in the event
of a disaster or another pandemic . One key recommendation was support for local agricultural
producers and for food processing facilities to help preserve food that is grown here .
Key to resilience is implementing locally based economic development strategies that value and
build upon place-based assets . The following Action Plan reflects a variety of possible strategies for
improving the region’s resilience .
23 Climate Change Preparedness Plan for the North Olympic Peninsula . 2015 .
https://www .cakex .org/sites/default/files/documents/North%20Olympic%20Peninsula%20Plan .pdf
24 A Post COVID-19 outlook: the future of the supply chain . 2020 . https://www .imd .org/research-knowledge/articles/A-post-COVID-
19-outlook-The-future-of-the-supply-chain/
Page 20 Strategic Direction/Action Plan
Strategic Direction/Action Plan
This section lays out a plan of action to guide the region toward its vision . Outcomes and strategies
are organized under four deeply interrelated and mutually reinforcing goals:
1 . A Diversified, Resilient Economy
2 . Opportunity and Prosperity for All
3 . Strengthened and Sustainable Infrastructure
4 . Protected and Enhanced Cultural and Natural Assets
This strategy aims to build on the competitive advantages of the region that are embodied in its
natural resources and beauty and the sectors that have developed and are rooted in this place . There
is a strong focus on diversification of sectors, within sectors and of business sizes and models, and on
generating higher wage jobs and business ownership opportunities .
Historically, this region was primarily dependent upon forestry, fisheries and agriculture . As some
resources have become less available over time due to a combination of regulation and overharvest,
the economy has transitioned, becoming more dependent on tourism and the service sector, which
often pay lower wages, as well as local government and health care jobs .
Strategies in the natural resource area focus on preserving working landscapes through continued
sustainable harvests; creating additional higher wage jobs through value-added processing and
manufacturing; and improving revenues, profitability and wages by providing technical assistance
and support for area businesses at all growth stages .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 21
Key sectors highlighted in the strategy, including the maritime, forestry, and clean technology sectors,
have the potential to create more higher paying jobs . While agricultural enterprises in our region don’t
typically pay high wages, the agriculture and food systems sector is included as a focus because of
its importance to the resiliency of this geographically isolated region and because there is potential
to increase profitability and wages through the strategies recommended in the CEDS . Agriculture
also supports businesses at all stages of the value chain, such as farm supply and service businesses,
value-adding and processing businesses, distributors and retailers, with a robust multiplier effect .
Tourism is included in the strategy because it already provides 20% of the region’s jobs, and
intentional development of the sector has a better chance of enhancing economic opportunity and
wages while reducing negative impacts .
Cross cutting themes include innovation, alternative business models, value-added processing (which
includes various types of manufacturing), and sustainable technology . Supporting entrepreneurs,
micro-enterprise and smaller businesses is also central to the strategy . To build on the connection
to place that is central to the CEDS, there is a focus on recreation, arts and conservation . Critical to
all of these sectors is building and supporting the infrastructure to allow for business and industry
expansion, which in turn supports more job opportunities .
Creating an Enabling Environment
Many issues around human needs arose during the process of developing the CEDS, including access
to healthcare, homelessness, mental health issues, food insecurity, and substance abuse . While the
CEDS does not directly address these challenges, it is important to recognize that these factors are
deeply connected to the economic health of the region . Income disparities as well as insufficient living
wage jobs and economic opportunities contribute to these challenges; these challenges are closely
intertwined with housing, childcare, education, workforce, and transit, and deeply affect the vibrancy
of the economy and the well-being of individuals and the community overall .
CEDS Development Process
Content for the strategic direction was developed through workshops, interviews with economic
development and local government stakeholders who represent their communities and constituents,
review of existing plans in the region, and review of economic data about the region . Three
workshops took place in August of 2021, including two in-person workshops held in Port Angeles and
Chimacum, and a virtual workshop, which together engaged a total of 41 local government, economic
development, nonprofit, industry, tribal and community representatives . Input from workshops was
supplemented with interviews of 11 additional stakeholders . In addition to the community meetings
and interviews, a SWOT survey gathered input from 57 respondents, and NODC received extensive
input from strategy committee members and NODC members who were unable to attend the
meetings . While workshop attendance was no doubt hampered due to COVID, there was broad
representation, providing a variety of perspectives and ideas .
This process included engagement with tribal members from two of the region’s many Tribes . Tribal
engagement was limited due, in part, to the challenges posed by time constraints and the pandemic .
The Tribes are important partners in the goals and strategies laid out here, and NODC looks forward
to working with them and learning from them to advance the goals of the CEDS and their own
economic development plans .
Page 22 Strategic Direction/Action Plan
Goal 1: A Diversified, Resilient Economy
Strengths:
Abundant natural resources (natural capital) that support forestry, marine, agriculture, and
fisheries sectors;
An extensive and historic port system (built and cultural capital) that supports transportation,
industry, local culture, and tourism;
A culture of innovation and forward-thinking leaders (intellectual capital) that generates
solutions in areas such as agriculture, business, and forestry, energy, and manufacturing;
Significant market access (financial capital) to the I-5 corridor (built capital), which is within
two to three hours of most of the region, and ports provide some connections to global markets;
Strong commitment to businesses (social capital) in the form of businesses supporting each
other, organizations supporting businesses, and locals supporting local businesses .
Weaknesses:
Limited industry transportation options and constrained access because the region is on a
peninsula and road connections are limited (built capital/geographic limitations);
Insufficient living wage job and business ownership opportunities in diverse sectors;
Inadequate access to skilled workforce (individual capital); and
Insufficient broadband to support industry growth and innovation (built capital) .
Opportunities:
Growing a culture of innovation around natural resource and environmental products and
services, (intellectual capital) and branding the region to reflect this focus;
Value-added product innovation and development, (intellectual capital) particularly for small
to mid-sized businesses, in the agriculture, forestry, fisheries, green energy, manufacturing, and
other sectors;
Cultivating entrepreneurs and growing small- to medium-sized businesses in natural
resource and sustainability sectors;
Piloting new and innovative business models such as employee-owned enterprises,
cooperatives, and other models that enhance ownership options .
Threats:
Loss of working forests and agriculture lands through sprawl;
Climate change impacts on natural resources that affect livelihoods (such as wildfires,
increase in invasive plants, diminished fish habitats, flooding, droughts and heatwaves, etc .);
A large percent of the workforce near retirement age and few younger people to replace
them;
Varying opinions on active forest management for working forest lands versus preservation
and conservation;
Insufficient funding through grants and low-cost long-term financing for maintaining marine
infrastructure and electrifying the waterfront to support industry .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 23
THE REGION’S BLUE ECONOMY25 ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“We will appreciate ports in different ways in the next decades in terms of resilience and
growing economic opportunities.” – Interviewee
Desired Outcomes:
• A thriving and resilient working waterfront that supports and enhances the region’s industry
sectors while encouraging innovation and sustainable technology .
• A vibrant and sustainable commercial fishing and aquaculture sector .
• A workforce with the skills to meet the current and future needs of a sustainable maritime and
seafood economy .
Strategies:
1 . Invest in maintaining and upgrading port infrastructure to support the current and future needs
of the blue economy, encouraging business innovation, improving energy efficiency, reducing
ecological impacts and increasing resilience in the face of climate change, earthquakes, and
tsunamis .
2 . Partner with statewide maritime organizations and Pacific Northwest National Laboratory to
promote and support innovation in the sector .
3 . Provide technical assistance, access to capital and services to support maritime, fisheries,
aquaculture and related businesses at all lifecycle stages from new and beginning to
retirement and succession .
4 . Provide workforce training to new and existing workers in the sector to meet the current and
future needs of employers .
Key Partners: Ports, NODC, Northwest School of Wooden Boat Building, Northwest Maritime Center,
Port Townsend Marine Trades Association, Pacific Northwest National Laboratory Marine and Coastal
Research Laboratory, Peninsula College, Tribes, county Economic Development Councils, industry
representatives, local government, Washington Maritime Blue, Craft3
Metrics:
• $ invested in port infrastructure (grants, loans, reserves)
• # of maritime, fishing and aquaculture related businesses supported with technical assistance
and connection to resources
• # of workers trained through workforce programs related to the maritime sector
• % of jobs that pay a wage higher than the county average
• # of multi-agency collaborations
25 The Blue Economy includes a wide range of economic activities related to oceans, seas and coasts, interlinking established
and emerging sectors of the ocean economy to create growth opportunities in coastal regions . The Blue Economy is a vital part
of the North Olympic Peninsula’s current economy, with hundreds of small and midsized businesses generating thousands of
high-paying jobs and over $400 million in direct revenue annually . The Olympic Workforce Development Consortium’s 2020-24
Integrated Workforce Plan lists jobs in the maritime trades as the number one high-wage, high demand sector for both Jefferson
and Clallam Counties .
Page 24 Strategic Direction/Action Plan
AGRICULTURE & FOOD SYSTEMS ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“The agriculture economy is in transition from a world of medium and large farms to a few
medium size and small enterprises.”
“The county line should not exist in the regional food system.” – Interviewee
Desired Outcomes:
• The region’s agricultural sector and local food economy is resilient and accessible, offering
lasting livelihoods for farmers and producers, who are connected with receptive markets in the
region and beyond . A strong agricultural community can also support the region during times
of crisis .
• Productive agricultural lands are preserved and maintained in agriculture, making the best
use of this land while allowing for more dense patterns like housing, development and
infrastructure in the more urban parts of the region .
• Greater income diversification opportunities exist for producers, while wages/benefits paid in
the agricultural sector are improved .
• Residents at all socio-economic levels have access to fresh, locally-produced food .
• Seamless transition of farmland and agricultural assets from one generation to the next
generation of farmers .
Strategies:
1 . Provide technical assistance, access to capital and services to support farmers at all stages
from new and beginning to retirement and succession .
2 . Create thriving local and regional markets for area farmers through “eat local” programs,
support for farmers markets, value chain coordination, farm to school and farm to food bank
programs .
3 . Continue, expand, and ensure sustainable funding for programs such as SNAP Ed, Farm to
Food Bank, and Food RX that assist low-income and elderly residents in accessing locally
produced food .
4 . Pursue efforts to conserve working, productive agricultural land in partnership with regional
land trusts .
5 . Maintain affordability and accessibility of farmland to farmers from diverse backgrounds by
investigating more innovative land sharing models .
6 . Explore innovative small and medium scale solutions for value-adding and meat processing
infrastructure .
Key Partners: WSU Extension, NODC, Jefferson Land Trust, North Olympic Land Trust, county
Conservation Districts, local government, Jefferson Landworks Collaborative, Clallam AgWorks,
Washington Farmland Trust, Eat Local First, Peninsula Food Coalition, food banks, farmers markets,
Craft3, farmers associations
Metrics:
• # of farms, # of acres in farmland
• # of acres of conserved agricultural land
• # of new/beginning farmers
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 25
• $ of local food purchased by food banks, schools and institutions
• $ value of food purchased with SNAP Ed and other programs for low-income residents
• % of farms hiring labor
FORESTRY –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
• Long-term resilience of the forest to provide habitat as well as sustainable economic
opportunity .
• An increase in supply chain businesses and value-added manufacturers .
• An increase in living wage opportunities in forestry and related businesses .
Strategies:
1 . Protect privately owned working forest lands from sprawl .
2 . Improve the health and wildfire resistance of forests across ownership categories .
3 . Incentivize forestry approaches that align economic opportunity with conservation and build
resilience . (Examples might include greater diversification with cedar, growth of alder in
riparian zones, practices to reduce severity of forest fires, and deploying thinning crews for
faster forest growth .)
4 . Support and invest in innovative product development and value-added processing to expand
living wage jobs for skilled workers and particularly forestry businesses and value chains .
5 . Promote development of necessary infrastructure to support value adding and sustainability
such as additional kilns and equipment for biomass utilization and thermal modification .
6 . Track the impact of regulations to ensure they are doing what they intend and adjust based on
result .
Key Partners: Industry representatives, land trusts & community forests, NODC, county Conservation
Districts, Natural Resource Conservation Service, Olympic Natural Resource Center, WSU Extension,
the 10,000 Years Institute, The Nature Conservancy, Tribes, Economic Development Councils, Craft3
Metrics:
• # of initiatives that combine conservation with economic opportunity
• # acres of working forest protected from development
• Increase in infrastructure to support value added activities
• # of workers employed
• Median wage
Page 26 Strategic Direction/Action Plan
INNOVATIVE GREEN26 ECONOMY ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“There is going to be a huge increase in demand for electric vehicles and infrastructure... and
there’s a huge looming workforce shortage for people who know how to work with electric
vehicles and distributed hydrogen infrastructure.” – Interviewee
Desired Outcome:
Building on strong natural and intellectual capital, position the region as a leader in sustainable
innovation to create and expand businesses and living wage jobs .
Strategies:
1 . Leverage Energy Infrastructure Upgrades to Drive Innovation: Invest in piloting and scaling
sustainable infrastructure such as but not limited to: electric vehicle infrastructure, alternative
waste disposal systems, district biomass heating systems in remote locations (such as for
Tribes), community solar grids, waste to energy production .
2 . Business Development & Support: Support, expand and incentivize sustainable industry efforts
and opportunities across the region in maritime, manufacturing, agriculture, construction,
forestry and other sectors, such as hybrid vessels, biomass, biochar, biofuels, hydrogen
development, recycled carbon fiber products, recycled paper manufacturing, utilization of
industrial waste streams for products, cross laminated timber, thermally modified hemlock,
creative use of small diameter timber, etc .
3 . Workforce Development: Grow and train the workforce to meet the needs of the green
economy .
Key Partners: Pacific Northwest National Laboratory Marine and Coastal Research Laboratory,
Tribes, ports, NODC, county Economic Development Councils, Peninsula College, Carbon Recycling
Technology Center, State of Washington, CleanTech Association, and industry that is already involved
in recycling and manufacturing, Craft3, automobile dealers/industry
Metrics:
• # of sustainable infrastructure pilots and programs
• # of businesses supported that are focused on sustainable products and services
• # of businesses created that are focused on sustainable products and services
26 A green economy is defined as low carbon, resource efficient and socially inclusive . In a green economy, growth in employment and
income are driven by public and private investment into such economic activities, infrastructure and assets that allow reduced carbon
emissions and pollution, enhanced energy and resource efficiency, and prevention of the loss of biodiversity and ecosystem services .
(United Nations)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 27
McKinley Paper in Port Angeles
is one of two green, state-of-the
art businesses in the US owned
by McKinley Company, which is a
subsidiary of Bio Pappel, the largest
manufacturer of paper and paper
products in Mexico and Latin America .
In 2019, McKinley Paper bought a
facility from an obsolete phone book
paper producer and began the process of converting the mill to a green paper and
packaging company . The mill produces paper for the type of shipping boxes used
by major online retailers and creates them entirely out of recycled paper products .
Originally employing 24 people, the company has since grown to 160, and provides
career opportunities with excellent pay and benefits, and an environment where
employees are valued as team members .
McKinley Paper represents a new generation of high-tech, environmentally friendly
mills that produce 100% recycled paper exclusively from recycled paper products .
Their model of sustainability enables the company to extend the paper’s cycle of life
by collecting it and processing it to develop it again into paper and derived products .
And, as implemented at their facilities in North America, they plan to co-generate
green energy with steam from their operations and recycle water from their industrial
processes .
In an interview, Peter Johnson, McKinley Paper Company Washington Mill Human
Resource Manager, talked about the importance of McKinley Paper’s identity as a green
company in a place of natural beauty, and envisioned opportunities for enhancing
its ecological activities, such as using a “green barge” that would provide green
transportation for recycled products up and down the Pacific seaboard . This company is
one of many that can elevate Port Angeles to the status of a green economy hub .
McKinley Paper Company
Page 28 Strategic Direction/Action Plan
TOURISM –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcome:
The North Olympic Peninsula has a world class, sustainable tourism sector that increasingly
offers better paying year-round employment opportunities, has fewer adverse impacts on the
region’s natural resources, and offers opportunities for small businesses .
Strategies:
1 . Convene a planning group with representation from diverse tourism and recreation
organizations and user groups to inventory assets (SWOT) and develop a shared
tourism/recreation plan for the region, (see Recreation page 39) which feeds into county
comprehensive plans .
2 . Map the recreation/tourism value chain, identifying gaps/opportunities in the provision of
recreation and tourism .
3 . Support new businesses within the sector such as guided recreation opportunities, e-bikes,
paddling, hiking, recreation gear manufacturing, etc .
4 . Invest in recreation tourism infrastructure .
5 . Support the coordinated marketing and promotion efforts of the Olympic Peninsula, and
increase branding of the area as a recreational tourism region .
Key Partners: Olympic National Forest, Olympic National Park, Olympic Coast National Marine
Sanctuary, state parks, state forests, Olympic Peninsula Visitor Bureau, local government, Chambers
of Commerce, WSU Extension, NODC, county Economic Development Councils, recreation
businesses, user groups, Tribes, Black Ball Ferry, Craft3, Olympic Peninsula Visitor Bureau, Olympic
Peninsula Tourism Commission, county parks, lodging businesses
Metrics
• Tourism/recreation sector plan is developed
• # of new marketing/promotion efforts
• $ invested in Infrastructure development for recreation tourism
BUSINESS GROWTH AND EXPANSION –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
• A strong enabling environment, including physical, financial and social infrastructure, supports
the small business community . This is especially important for businesses of 50 employees or
less to support business retention and scaling up .
• Business resilience and economic prosperity .
Strategies:
1 . Map and gap business/community needs and technical assistance/service providers .
2 . Ensure that technical assistance, support and access to capital are available, accessible and
easy to locate for businesses at all stages of growth from start-up through retirement and
succession and for businesses of all sizes, including incubators/accelerators where there is
need .
3 . Develop an Innovation hub to support emerging concepts in the green-blue economy and
innovation pilot .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 29
4 . Increase the availability of local investment into local businesses and of innovative, flexible
investment vehicles by promoting Community Development Financial Institutions, investment
clubs, business plan competitions and other models .
5 . Encourage alternative business ownership models such as cooperatives, ESOPs, B-Corps,
community-owned enterprises, and social ventures .
Key Partners: County Economic Development Councils, Small Business Development Center
(SBDC), NODC, WSU Extension, Center for Inclusive Entrepreneurship, Enterprise for Equity, Craft3,
National Development Council (NDC), Business Impact NW, Washington Procurement Technical
Assistance Center (PTAC), Impact WA, Department of Commerce (Scale Up Program), local
government, Tribes, Chambers of Commerce, Local Investment Opportunity Network (LION), Clallam
Opportunity Investment Network (COIN), Pacific Northwest National Laboratory Marine and Coastal
Research Laboratory
Metrics:
• Inventory of resources completed and gaps identified
• # of business clients assisted by service providers
• Amount of capital formed and investment identified into local businesses
When Jefferson County’s last general store closed in 2012, citizens got together with the
mission of creating a new general store to make sure that household and clothing needs
could be supplied locally, and that local retail dollars and retail jobs could be kept in the
community .
A volunteer board of civic and business leaders started meeting in 2012 and decided
to launch a startup with a unique financial base that was both broad and very local . A
specific, limited class of stock was decided upon . A group of 12 founding shareholders
purchased 1014 shares at $50 per share, raising $50,700 for startup funds . That was
followed by a public offering in February of 2014 . Quimper raised $641,200 from 800
shareholders who paid $100 per share during the public offering . The public campaign
emphasized, “Are you IN?” At the end of the initial stock effort the new store raised
$691,900 from 812 shareholders, almost all of them local residents .
Today, there are about 900 shareholders who own Quimper Mercantile . The store is
guided by an all-local volunteer board of directors, and they in turn take direction from
the community through an annual meeting of shareholders . Quimper employs over
a dozen people and has an annual payroll of over
$500,000 . Its sales have grown every year and it has
been profitable every year since its second year in
operation . It is an active donor and civic supporter .
It fills a critical role in the local economy . It fulfills its
original mission: “Cultivate local prosperity; Inspire
the world .”
Quimper Mercantile
Page 30 Strategic Direction/Action Plan
Goal 2: Opportunity and Prosperity for All
Strengths:
Exceptional skills (individual capital), including machine, construction, timber, fishing, milling,
metal-working and other operational skills that can be adapted to new sectors;
Strong entrepreneur and business support (social and individual capital), and interest in
models of business that encourage worker ownership .
Weaknesses:
Not enough living wage jobs, particularly for young people;
Limited career path opportunities;
An insufficient number of people in building trades and childcare;
A limited number of young and middle-aged workers;
Insufficient housing options and family amenities to attract and retain a broad range of
workers; and
Limited educational opportunities (individual capital) that connect with living wage job
opportunities in the region .
Opportunities:
Entrepreneurship and micro-enterprise development in a wide variety of sectors .
Explore and test social ventures and alternative business models such as ESOPs and
cooperatives;
Develop internship and apprenticeship opportunities (individual capital) for young people in
maritime, manufacturing, green energy, conservation, and other sectors .
Workforce development in electric vehicle infrastructure and other green economy and green
infrastructure fields .
Development of housing (built capital) with a focus on environmental sustainability, use of local
materials, and as a vehicle for workforce development in trades;
Create pathways for building trade careers;
New business models for childcare (intellectual capital); and
Attract and develop the childcare workforce .
Threats:
A loss of workforce and/or low quality of life for workers workers because of the cost of living,
which is interrelated with a reliance on a low paid workforce in services jobs, a high level of
income inequality, and insufficient housing . These factors and the lack of career opportunities
for young people reinforce an imbalanced workforce largely near retirement age .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 31
WORKFORCE & EDUCATION ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
• The region is able to attract, retain and build a workforce that is ready, available,
knowledgeable, engaged, resilient, diverse, and future-oriented, with depth in a variety of
sectors .
• More young people from inside and outside the Peninsula find living wage jobs/careers on the
Peninsula .
• More disadvantaged people from the Peninsula find living wage jobs/careers on the Peninsula .
Strategies:
1 . Facilitate a collective discussion in the region regarding workforce, cataloging all efforts
currently in process and conducting a workforce/education needs assessment, separate from
and in addition to the work of the Olympic Workforce Development Board .
2 . Develop a plan or model to coordinate fragmented efforts into a cohesive comprehensive
workforce development program, which includes marketing and awareness of workforce
programs and grants/funding for training .
3 . Work with local education institutions, workforce agencies and industries (maritime, green
tech, forestry, agriculture, manufacturing, construction) to develop post-secondary education,
applied training and other pathways for career development in sectors with high job growth for
tribal and non-tribal residents .
Key Partners: City/county/state government, WorkSource, Peninsula College, Northwest School
of Wooden Boat Building, Northwest Maritime Center, North Peninsula Builders Association,
larger employers, school districts, trade unions/associations, Tribes, WSU Extension, high schools,
Skillmation
Metrics:
• # of graduates of certificate and degree programs
• # of new certificate and degree programs to meet emerging needs
• # of applied training programs and tailored skill trainings in partnership with local industry
• # of grants or other incentives that support workforce development
MICROENTERPRISE DEVELOPMENT ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
A strong enabling environment, including physical, financial and social infrastructure, supports
those interested in starting microenterprises of five or fewer employees . This can open up
ownership opportunities, creating a robust pathway for individuals to get into business .
Strategies:
1 . Convene, map and gap the current offerings of business support organizations in order to
ensure that services are available to meet the specific needs of microbusinesses .
2 . Ensure availability of expert coaching and mentoring from those who understand the nuances
of microbusiness challenges and opportunities .
3 . Increase the availability of local investment vehicles and flexible capital aligned to the needs of
microenterprises .
Page 32 Strategic Direction/Action Plan
Key Partners: Center for Inclusive Entrepreneurship, Enterprise for Equity, Small Business
Development Center (SBDC), NODC, National Development Council (NDC), Business Impact NW,
Craft3, local government, Tribes, Local Investment Opportunity Network (LION), Clallam Opportunity
Investment Network (COIN)
Metrics:
• Inventory of resources completed and gaps identified
• # of microenterprise business clients assisted
• Amount of capital formed and investment identified into new microenterprise businesses
CHILDCARE ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcome:
Affordable access to a variety of quality childcare options for all families who need it .
Strategies:
1 . Promote creative ownership and business models such as co-op-based childcare, and
provide support to a variety of childcare business types to increase capacity, meet regulatory
requirements, and access resources .
2 . Attract and train the childcare workforce .
Key Partners: OlyCAP, First Step for Families, childcare agencies (YMCA, Boys & Girls Club),
William Shore Memorial Pool, local government, Tribes, Jefferson Healthcare, Peninsula College,
Northwest Cooperative Development Center, Center for Inclusive Entrepreneurship, county Economic
Development Councils
Metrics:
• Increase in available childcare options
• # of people trained in childcare provision
• # of families served by childcare
HOUSING –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
• There is sufficient high quality, affordable, workforce and market rate housing for all who
need it .
• Housing options include innovative models for creating quality housing that is compact,
energy efficient, and sustainable .
• The region’s housing availability is supported by adequate infrastructure (water, wastewater,
financing, etc .) and affordable utilities .
Strategies:
1 . Inventory buildable land and lots in each jurisdiction in the region, assessing access to
infrastructure, transit and other factors in order to identify those most suitable for housing,
including multifamily development .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 33
2 . Define the issues contributing to gaps in housing across the region and explore housing
solutions using zoning, regulation and taxes .
3 . Encourage the incorporation of density strategies into the upcoming City and County
Community Plan updates (for all growth managed communities) .
4 . Build the capacity and support needed for the nonprofit sector to engage in housing
development using the full range of state, federal and private funding and innovative
development models .
5 . Build the capacity of families through education/strategies on home buying and budgeting to
ensure families have the tools to successfully stay in their home by building family wealth .
Key Partners: Local government, Tribes, Peninsula Housing Authority, OlyCAP, Bayside Housing
Services, Habitat for Humanity, Olympic Housing Trust, Sarge’s Place, Serenity House, Dove House,
Peninsula Behavioral Health, county Economic Development Councils, North Peninsula Builders
Association, Housing Solutions Network, State of Washington, private sector builders
Metrics:
• # of new housing units developed
• # of new affordable and workforce units developed
• # of new multi-family housing developed
Page 34 Strategic Direction/Action Plan
Goal 3: Strengthened and Sustainable Infrastructure
“We’ve failed to address our backlog of historic infrastructure maintenance for too long. We
need to rejuvenate and future-proof infrastructure.” – Interviewee
Strengths:
Strong social networks and community organizations; capable transportation agencies and
organizations that work together to use minimal resources to maximum effect (social capital) .
Olympic Discovery Trail (built capital), a premier non-motorized touring trail that supports
tourism, alternative transportation, and community health .
Weaknesses:
Deteriorating public infrastructure (built capital);
Insufficient housing (built capital);
Insufficient affordable broadband (built capital);
Limited and underutilized bike and public transit options (built capital);
Dependence on the state to properly maintain roads and bridges;
Inability of sewer and water system infrastructure to support housing densification (built
capital);
Energy infrastructure and power requirements along with pricing are not competitive for
industry (built capital); and
Insufficient childcare options (human/intellectual/financial capital) .
Opportunities:
A focus on green infrastructure such as electric vehicle infrastructure, with unprecedented
funding at state and federal levels for electric vehicle and other zero-emissions vehicle
investments (built capital) .
Better integration of local and regional plans .
Threats:
Effects of natural disasters and climate change on already fragile infrastructure;
Limited availability of funding for expensive rural infrastructure that has a low-density
utilization rate;
Insufficient tax base to support investments that would attract multi-family housing developers;
Political polarization;
Lack of understanding, policies, and funding at federal and state levels in response to what is
needed in rural communities; and
Capacity threats exist, in that it is challenging to find the organization(s) that are equipped
to take the lead on some of these strategies, and there is currently limited collaboration and
funding across silos .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 35
WATER / WASTE WATER / STORM WATER –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcome:
Resilient, efficient, and affordable safe water, wastewater and stormwater services that support
sustainable growth and are equipped for climate change .
Strategies:
1 . Coordinate as a region to access funding, such as working with the legislature to increase
the availability of funding, or pooling resources for a shared grant writer, and to invest limited
resources strategically .
2 . Invest in maintenance, repair, and expansion to meet basic needs and increase resilience to
climate change and natural disasters .
3 . Invest in increased infrastructure capacity to densify larger communities to prevent sprawl and
accommodate a growing population while supporting rural areas with more remote, localized
systems .
Key Partners: Local government, county Economic Development Councils, NODC, Department of
Ecology, Public Works Trust Fund
Metrics:
• $ grant funding
• $ low-cost long-term financing
• $ invested in infrastructure and green infrastructure
• # of projects completed and # served by those projects
BROADBAND ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
• Quality & Accessibility: Connectivity that meets or exceeds Washington State’s broadband
goals27 available to all businesses, institutions and residences in the region .
• Accessibility and Affordability for All: Every household that wants a broadband connection can
afford one .
• Focus and investment in “last mile” connections increases access to hard-to-reach locations .
Strategies:
1 . Expand local engagement in broadband development through Broadband Action Teams in
each county to define project areas that would be good candidates for grants .
2 . Support innovation and development of expertise related to broadband .
3 . Improve access to broadband in hard-to-serve areas, such as remote tribal and non-tribal
areas with poor access, by seeking funding for public and public-private partnerships for
middle mile and last mile projects .
4 . Support efforts to provide equitable access by monitoring affordability of access and
encouraging internet service providers to participate in programs that subsidize costs for low-
income households .
5 . Consider forming a broadband authority to coordinate across local government jurisdiction .
27 In 2019 the legislature passed the Second Substitute Senate Bill 5511 which included the following goals: By 2024: 25/3 Mbps
scalable; By 2026: 1/1 Gbps all anchor institutions; and By 2028: 150/150 Mbps all citizens and businesses .
Page 36 Strategic Direction/Action Plan
Key Partners: Local government, Public Utility Districts, Broadband Action Teams, NODC, Internet
Service Providers, State Broadband office, Economic Development Councils, ports, Tribes
Metrics:
• Connectivity meets or exceeds WA State broadband goals
• # stakeholders involved in action teams
• # of new fiber-to-the-home connections
• % of households with available broadband services
• % of households accessing broadband services
• $ grant funding and $ low-cost long-term financing
• $ invested in infrastructure
TRANSPORTATION –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“Collaboration between transit agencies, Clallam Transit and Jefferson Transit, helps make the
transportation system more resilient than it might be otherwise.” – Interviewee
Desired Outcome:
A resilient and reliable multi-modal transportation system that supports and efficiently
connects residents, workers, tourists, and businesses within and outside the region .
Strategies:
1 . Sufficient investment in maintenance and improvement of highway and road system for greater
resilience .
2 . Improve and expand public transit options to ensure the workforce can access jobs and all
people can access basic necessities and other destinations .
3 . Expand development of clean energy and electric vehicle infrastructure .
4 . Increase the use of non-motorized transportation through development of more walkable and
bikeable communities (including completion of the Olympic Discovery Trail – see the Natural
Environment/Recreation section page 39) .
5 . Optimal use of marine and air options to enhance transportation effectiveness and resilience .
6 . Emergency planning related to transportation, to build in redundancy and prepare for climate
change and disasters .
Key Partners: Peninsula Regional Transportation Planning Organization (PRTPO), Jefferson and
Clallam Transit, WSDOT, local government, automobile dealers/industry
Metrics:
• $ invested in new infrastructure
• Increase in transit options
• # of electric vehicle charging stations
• Miles of trail development
• Investments in walkable and bikeable infrastructure
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 37
ENERGY –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Desired Outcomes:
1 . Energy systems meet clean energy goals while supporting multiple community and industry
needs of affordability, competitiveness, reliability, resilience to events (storms, fire, earthquake),
adequacy (e .g ., for EV charging), and accessibility for remote and vulnerable populations .
2 . Energy resources are diversified through sustainable energy development and innovation .
Strategies:
1 . Develop a community-centered energy needs assessment linked with other strategies to
ensure it supports goals of transportation, housing, maritime, CleanTech innovation, etc .
2 . Ensure that more distant communities, such as some of the region’s Tribes, have consistent,
reliable energy, and that power outages are addressed in a timely fashion .
3 . Engage technical assistance in developing options for meeting energy needs, particularly of
high single-use operations .
4 . Leverage state and federal funding to 1) upgrade and expand energy systems, and 2) develop
and support a local workforce to build, maintain, and repair these systems .
5 . EDCs and Chambers work with energy providers to explore ideas to strengthen their business
expansion and retention approach .
6 . Promote development of clean energy production and cost competitiveness to become
a comparative advantage for the region, including partnering on pilot programs to test
alternative approaches .
Key Partners: Pacific Northwest National Laboratory Marine and Coastal Research Laboratory, Public
Utility Districts, Port Townsend Paper, McKinley Paper, ports, local businesses, Tribes, manufacturing
industry, emergency management planners, Bonneville Power Administration, State of Washington,
energy workforce programs, Economic Development Councils, Chambers of Commerce
Metrics:
• $ of external dollars invested in energy infrastructure
• # of pilot projects
• Increase in renewable energy portfolio
Page 38 Strategic Direction/Action Plan
Goal 4: Protected and Enhanced Cultural and Natural Assets
Strengths:
Natural beauty (natural capital), including the Olympic National Park, that supports quality of
life as well as the tourism industry;
The Olympic Discovery Trail (built capital) supports mobility and sustainable transportation,
while also offering tourism and recreational opportunities;
Strong support for a place-based economy (cultural capital) with a commitment to growing
and sustaining local businesses and local markets;
Limited impact of climate change (natural capital), since the region is predicted to be less
affected by climate change than most;
Conservation organizations (social, political capital), such as regional and local land trusts
and conservation focused nonprofits, that are leaders in environmental protection and
restoration;
A unique artisan culture (cultural and individual capital) underpinned by the Northwest School
of Wooden Boat Building and the Port Townsend School of Woodworking .
Weaknesses:
Limited educational, internship and job opportunities (individual capital) in the conservation
sector;
Challenges valuing natural resources (natural capital) in a way that supports conservation
activities .
Opportunities:
Building on the presence of the Olympic National Park and Olympic Discovery Trail: Small
communities around those assets can leverage their proximity to help realize aspirations related
to transportation, infrastructure, and business opportunity;
Economic opportunities related to conservation, including carbon sequestration, and jobs and
internships in conservation;
Economic opportunities related to arts and culture, and building thriving downtowns .
Threats:
Negative impact and loss of natural environments due to unmanaged growth, tourism, and
recreation activity;
Climate change impacts on natural environments (marine, fresh water, forest, agriculture, and
park land);
Climate immigration that increases rate of growth .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 39
NATURAL ENVIRONMENT ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“Everything is connected.” – Workshop participant
“Preserving the natural environment is the economic long game.” – Workshop Participant
“I think our economic future hinges on how to steward those resources so they can provide
value indefinitely.” – Interviewee
Conservation
Desired Outcome:
The region maintains a healthy and sustainable ecosystem, offering equitable access to nature
and sustained natural resource-based livelihoods .
Strategies:
1 . Preserve agricultural and forest land from development .
2 . Educational opportunities, internships, certifications, and training in restoration and
conservation, particularly for youth .
3 . Explore and support incentives for resilient management of working forests/ocean/ag land,
such as carbon credits, ecosystem service valuation, etc .
Key Partners: Land trusts, Tribes, local government, county Conservation Districts, National Park,
National Forest Service, Department of Natural Resources, timber industry and other natural resource
businesses, land owners, WSU Extension
Metrics:
• # of people who have been trained, have internships, or have received education in restoration
and conservation
• # of new programs in restoration and conservation
• # of acres of agricultural and forest land preserved/conserved .
Recreation
Desired Outcomes:
1 . The region is home to a wide variety of outdoor recreation opportunities, built on the region’s
natural assets, that are accessible to both residents and visitors .
2 . The quality of outdoor recreation spaces is maintained and impacts from use are reduced . New
infrastructure ensures this happens .
Strategies:
1 . Convene a planning group with representation from diverse recreation organizations and user
groups to inventory assets (SWOT) and develop a shared plan for the region, (see Tourism
page 28) which feeds into county comprehensive plans .
2 . Map the recreation/tourism value chain, identifying gaps/opportunities in the provision of
recreation .
Page 40 Strategic Direction/Action Plan
3 . Support new businesses within the sector such as guided recreation opportunities, e-bikes,
paddling, hiking, recreation gear manufacturing, etc .
4 . Support the development of coordinated marketing and promotion efforts to brand the
Olympic Peninsula as a recreational tourism region .
5 . Complete the Olympic Discovery Trail .
Key Partners: Local government, Tribes, county Conservation Districts, National Park, National Forest
Service, Department of Natural Resources, WSU Extension, Black Ball Ferry, tourism businesses,
cyclists, Olympic Peninsula Visitor Bureau, the Olympic Peninsula Tourism Commission, state parks
and county parks
Metrics:
• Recreation sector plan is developed
• # of new marketing/promotion efforts
• $ invested in Infrastructure development for recreation tourism
• # of miles and # of continuous miles of Olympic Discovery Trail completed
• % of Olympic Discovery Trail completed
PLACEMAKING –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
“Placemaking inspires people to collectively reimagine and reinvent public spaces as the
heart of every community. Strengthening the connection between people and the places
they share, placemaking refers to a collaborative process by which we can shape our public
realm in order to maximize shared value. More than just promoting better urban design,
placemaking facilitates creative patterns of use, paying particular attention to the physical,
cultural, and social identities that define a place and support its ongoing evolution.”28
Desired Outcomes:
• The region is home to a year-round creative economy, with living wage jobs, vibrant and
welcoming downtowns and a support ecosystem that recognizes the importance of arts and
culture to the economy .
• The region maintains and builds upon the character and distinct identity that people love
including environmental, historical and native heritage – saving those things in danger of being
lost – trades, arts, history .
• The culture, history and values of area Tribes are recognized and celebrated throughout the
region, with the Tribes controlling how their stories are told .
Strategies:
1 . Encourage collaboration among arts and culture organizations, possibly including regional
branding and discussion of ways to make city/county codes more open to placemaking .
2 . Technical assistance, support and access to capital are available and accessible for art and
artisan businesses, including those in the creative arts and connected to Tribes .
3 . Downtown districts and Main Street organizations develop plans for creating thriving
28 “What Is Placemaking?” Project for Public Spaces, 2007, https://www .pps .org/article/what-is-placemaking
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 41
downtowns that welcome and celebrate diverse voices and make creative use of vacant
spaces . Leverage the Port Townsend designation of a creative district to encourage more of
this .
4 . Take advantage of the new Maritime Washington National Heritage Area to promote maritime
tourism on the region’s working waterfronts . (Northwest School of Wooden Boatbuilding)
5 . Marketing to highlight artisan culture and related learning opportunities on the North Olympic
Peninsula .
Key Partners: Arts/culture organizations, county Economic Development Councils, WSU Extension,
Tribes, schools, colleges, local government, Main Street organizations, downtown organizations,
business associations, Chambers of Commerce, community foundations, creative districts, historical
societies, museums, Racial Justice Collective, Northwest School of Wooden Boatbuilding, Northwest
Maritime Center
Metrics:
• Arts/cultural collaboration
• Amount of technical assistance, support and capital available to arts/artisan businesses
• # of North Olympic Peninsula cultural resources shown on the Washington Trust Maritime
Mapper
Page 42 Evaluation Framework
Capital
Individual – Health, well-being
and skills of the population .
Intellectual – Knowledge,
creativity and innovativeness
of the region .
Social – Trust, relationships
and networks between people
and organizations .
Financial – Cash and financial
investments .
Built – Physical and
information infrastructure
such as buildings, roads,
telecommunications .
Natural – Natural resources
such as land, plants, animals,
water and air .
Political – Connections and
influence of individuals and
organizations .
Cultural – Values, traditions
and identity
Metrics
# of people completing certificate and degree
programs
# of new certificate programs related to key sectors
# of partners engaged in the region’s economic
strategies
Median household income
% of the population served by broadband
# of acres in conservation
New policies related to CEDS strategies
Engagement of local governments in the Economic
Development District
# of cultural events/festivals
Evaluation Framework
In addition to the metrics listed under each section above, this evaluation framework can guide
the overall approach to evaluation for the CEDS . The region is attempting to achieve a variety of
outcomes under the umbrella of economic development . It is based on measuring impacts on the
eight forms of community capital . This lens will help the region to better understand the capitals it is
building .
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 43
Appendices
Appendix A: Strategy Committee Members
John Mauro City of Port Townsend
Betsy Davis NW School of Wooden Boat Building
Pete Langley Port Townsend Foundry and Port Townsend Marine Trades Association
Colleen McAleer Clallam EDC and Port of Port Angeles
Joe Allen Jamestown S’Klallam Tribe
Eron Burg Port of Port Townsend
Allyson Brekke City of Port Angeles
Danny Steiger Lumber Traders
Crystie Kisler Finnriver Farm & Cidery
Anji Scalf Sequim Dungeness Valley Chamber of Commerce
Andra Smith Sequim Food Bank
Cliff Moore WSU Jefferson County Extension
Ben Bauermeister EDC Team Jefferson
Brandino Gibson Worksource
Jim Haguewood Port Angeles Realty
Page 44 Appendices
Appendix B: NODC Board and Staff
NODC BOARD –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
NODC STAFF ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Karen Affeld Cindy Brooks
Executive Director Economic Recovery Coordinator
Susan Shoemaker Mark Bowman
Business Assistance Specialist Sustainable Agriculture Coordinator
Amy Nash
Administration and Communications Coordinator
Mark Ozias
Clallam County
President
Kate Dean
Jefferson County
Vice President
Brian Kuh
EDC Team Jefferson
Treasurer
Navarra Carr
City of Port Angeles
Secretary
Karen Goschen
Port of Port Angeles
Erika Lindholm
Craft3
Bill Putney
Port of Port Townsend
Jeff Randall
Jefferson PUD
Clea Rome
WSU Clallam County Extension
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 45
Appendix C: NODC Members
10,000 Years Institute
Center for Inclusive Entrepreneurship
City of Forks
City of Port Angeles
City of Port Townsend
City of Sequim
Clallam County
Clallam County EDC
Clallam County PUD
Clallam Transit
Craft3
Dungeness Valley Creamery
EDC Team Jefferson
Jamestown S’Klallam Tribe
Jefferson Community Foundation
Jefferson County
Jefferson County PUD
Jefferson Land Trust
North Olympic Land Trust
Northwest School of Wooden Boatbuilding
Port of Port Angeles
Port of Port Townsend
Port Townsend Food Co-op
Port Townsend Foundry
Sequim Dungeness Valley Chamber of Commerce
WSU Clallam County Extension
WSU Jefferson County Extension
Page 46 Appendices
Appendix D: Data Charts & Graphs
Annual Unemployment Rates (1990-2019)29
Unemployment in the region has generally been higher than state and national rates.
Clallam County
Jefferson County
29 Washington State Employment Security Department County Data Tables (https://esd .wa .gov/labormarketinfo/report-library)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 47
Appendix E: North Olympic Peninsula Economic Recovery and Resilience Planning
Survey Questions
Strengths (Assets)
What are the greatest assets and characteristics of the North Olympic Peninsula?
• Sense of community pride
• Small town and rural feel
• Strong social networks
• Sense of independence and self-determination of residents
• Community groups/organizations: churches, service, nonprofits, etc .
• The opportunity to live close to nature
• World class recreation opportunities
• Olympic National Park
• Agricultural focus of the region
• Forestry focus of the region
• Maritime focus of the region
• Post-secondary educational opportunities (colleges and trade schools) in the region
• Healthcare facilities
• Public transit
• Bike transit
• The cultural diversity of the region
• Existing level of law enforcement and public safety
• The cost of living
• Arts and cultural opportunities
• Strong small business community
• Buy local movement
• Thriving downtowns
• Festivals and events
• Other
Weaknesses
What do you think most needs to be changed or improved in the North Olympic Peninsula region?
• Housing availability and affordability
• Childcare availability
• Infrastructure – sewer and water
• Infrastructure – roads
Page 48 Appendices
• Infrastructure – schools
• Green infrastructure (electric vehicle charging stations, renewable energy, energy efficiency,
waste management)
• Public transit (bus, ferry) and bike transit
• Commercial space and property improvement
• Access to capital
• Broadband services
• Educational opportunities
• Poverty and food security
• Homelessness
• Addressing substance abuse
• Greater resiliency to natural disasters
• Career pathway opportunities
• Work opportunities for young people
• Availability of living wage jobs
• High dependency on Medicare/Medicaid
• Geographic isolation
• Lack of inclusivity
• Equitable economic opportunities
• Dominance of commodity goods (vs . value added products)
• Other
Opportunities
Based on these assets, what do you see as the most promising opportunities in the region?
• Recreation tourism
• Agriculture and food processing development
• Forestry sector development
• Maritime sector development
• Manufacturing
• Value added product development
• Real estate property development
• Attracting remote workers
• Industry diversity and supply chains
• Regional workforce development (including apprenticeships, internships, work-based learning,
and succession planning)
• Housing policy and development (such as affordable housing, senior housing, workforce
housing, upgrades to existing housing, etc .)
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 49
• Encouraging young people to stay in the region
• Investing in family-friendly communities and amenities
• Cultivating entrepreneurs and small businesses
• Community involvement in investing and mentorship
• Development of green technologies
• Development of blue (maritime) technologies
• Other
Threats
What do you see as potential threats to the long-term resilience of the regional economy?
(Community resilience is the sustained ability of communities to withstand adversity, adapt to change,
and evolve new systems in the face of change.)
• Non-climate change related natural disasters (earthquakes, tsunamis)
• Climate change related natural disasters (drought and reduced water flow, forest fires,
increasing storm severity)
• Lack of broadband access
• Aging demographics
• Loss of workforce to nearby urban areas
• Growth of outside online retail
• Regulatory mandates
• Federal and state budget limitations
• Another recession
• Loss of major employers
• Marine transportation dependence on fossil fuels
• Disruption of ferry and bridge access
• Timber industry restrictions
• Lack of affordable housing/housing stock
• Water quality mandates
• Urban flight to rural because of affordability
• Non-predictability of state and federal funding opportunities
• Political division
• Acidification effects on shellfish industry
• Other
Page 50 Appendices
Appendix F: Links to other economic development reports
NODC CEDS
https://www .noprcd .org/Clallam-and-Jefferson-Counties-Comprehensive-Economic-Development-
Strategy
Clallam County Comprehensive Plan – Economic Development
http://www .codepublishing .com/WA/ClallamCounty/html/ClallamCounty31/ClallamCounty3102 .
html#31 .02 .610
City of Forks 2016-2035 Comprehensive Plan
https://forkswashington .org/wp-content/uploads/2019/09/2019-2039-Forks-Comprehensive-Plan-
FINALv2 .1a .pdf
City of Port Angeles Comprehensive Plan 2016
https://www .cityofpa .us/937/Comprehensive-Plan
Port of Port Angeles Waterfront ODT Plan, Housing Plan, Financial Plan
https://www .cityofpa .us/145/Current-Projects-and-Plans
Port of Port Angeles Comprehensive Scheme of Harbor Improvements
http://www .portofpa .com/DocumentCenter/View/429
Port of Port Angeles 2015 – 2020 Strategic Plan
http://www .portofpa .com/DocumentCenter/View/553
https://www .cityofpa .us/DocumentCenter/View/10013/Strategic-Plan-Graphic-2021-2022
Port of Port Angeles Analysis of the Wild Olympics Economic Impacts & Opportunities
https://www .portofpa .com/DocumentCenter/View/20/Analysis-of-the-Wild-Olympics?bidId=
City of Sequim 2016 Tourism Marketing Plan
http://wa-sequim .civicplus .com/DocumentCenter/View/7948
City of Sequim 2017 – 2022 Capital Improvement Plan
http://www .sequimwa .gov/DocumentCenter/View/8397
Jefferson County Comprehensive Plan – Economic Development
https://www .co .jefferson .wa .us/578/Jefferson-County-Comprehensive-Plan
City of Port Townsend Howard Street Corridor Economic Feasibility Study
https://static1 .squarespace .com/static/5674414c9cadb6ac8da46f0b/t/57e0628a29687f1cc763f2
cf/1474323127386/Feasibility+Study+%28Final+1-30-15%29 .pdf
North Olympic Peninsula Comprehensive Economic Development Strategy (CEDS) Page 51
City of Port Townsend Draft 2016 Comprehensive Plan Update – Economic Development
http://weblink .cityofpt .us/weblink/0/edoc/111389/2016%20GMA%20Periodic%20Update%20%20
-%20Were%20All%20In%20This%20Together .pdf
Port of Port Townsend Strategic Plan
https://www .portofpt .com/wp-content/uploads/StratPlanAdopted3 .24 .10 .pdf
Other Port Townsend plans
https://portofpt .com/planning/
Marine Trades of Jefferson County Economic Impact Study
http://ptmta .org/wp/economic-impact
Washington State Maritime Sector Economic Impact Study
https://www .maritimefederation .com/uploads/2/9/9/6/29962189/cai .wmf .maritime_cluster_
study_2017_update .2017_0413 .pdf
Port Angeles Chamber of Commerce ELEVATE PA 2026 Kickoff Survey
https://chambermaster .blob .core .windows .net/userfiles/UserFiles/chambers/886/CMS/VISIONING-
WORKSHOP-ANNOUNCEMENT .pdf
Jamestown S’Klallam Tribe
https://jamestowntribe .org/wp-content/uploads/2018/05/Comprehensive_Plan_Revised_in_2016_
Final .pdf
The Economic Impact of Jefferson County Marine Trades – 2018
http://ptmta .org/wp/wp-content/uploads/2018/05/2018-Jefferson-County-Marine-Trades-Impact-
Report .pdf