Comprehensive Economic
Development Strategy
(CEDS) 2018-2022
March 2018 FINAL
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Comprehensive Economic Development Strategy
Adopted by the Cowlitz-Wahkiakum Council of Governments Board of Directors March 29, 2018
This document was prepared to meet the requirements of 13 CFR § 303.6(b)(3)(i) and the terms of award ED17SEA 3020068 from the Economic Development Administra�on, US Department of Commerce
The statements, findings, conclusions, and recommenda�ons are those of the author(s) and do not necessarily reflect the views of the Economic Development Administra�on or the US Department of Commerce.
Cowlitz-Wahkiakum Council of Governments Economic Development Program
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ACKNOWLEDGMENTS CWCOG Board Bill Hallanger, Cowlitz 2 Fire & Rescue General/Special Members (vo�ng) Victor Leatzow, Cowlitz Fire District No. 5 Dennis Weber, Cowlitz County Dell Hillger, Beacon Hill Water & Sewer District Mike Backman, Wahkiakum County
Scot Vydra, City of Longview Associate Members (non-vo�ng) Mike Karnofski, City of Kelso Chris Bailey, Lower Columbia College David Vorse, City of Castle Rock Ilona Kerby, Lower Columbia CAP Rosemary Siipola, City of Kalama Ted Sprague, Cowlitz EDC Susan Humbyrd, City of Woodland Chris Pegg, Housing Opportuni�es of SW WA Sue Cameron, Town of Cathlamet Bill Marcum, Kelso-Longview Chamber Dave Quinn, Cowlitz PUD Meg Morris, Wahkiakum Chamber Jeff Wilson, Port of Longview Debra Dudley, City of Rainer, OR Troy Stariha, Port of Kalama Jeff Cameron, River Ci�es Transit Dale Boon, Port of Woodland
Bob Kizziar, Wahkiakum Port District No. 1 Affiliate Members (non-vo�ng) Jim Mabbot, Castle Rock School District Jennifer Gorsuch, City of Camas Eric Nerison, Kalama School District Tamara Gunter, City of Batle Ground Scot Westlund, Kelso School District Jeanete Cefalo, City of Washougal Dan Zorn, Longview School District Debbie Stanley, Three Rivers Regional Waste Water Michael Green, Woodland School District Plant
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The Economic Development District Board:
Ci�zen Lower Columbia College Bob Gregory Chris Bailey
City of Castle Rock Port of Kalama Ellen Rose Troy Stariha
City of Kalama Port of Longview Adam Smee Jeff Wilson City of Kelso Mike Karnofski Port of Woodland Dale Boone City of Longview Mike Wallin Small Business Development Center Jerry Petrick City of Woodland Susan Humbyrd Southwest Washington Workforce Development Council Cowlitz County Alyssa Joyner Dennis Weber Town of Cathlamet Cowlitz Economic Development Council Sue Cameron Scot Walstra US Bank Cowlitz Tribe Ka�e Ribelin Tim Van Mechelen Wahkiakum Chamber of Commerce Cowlitz-Wahkiakum Central Labor Council Meg Morris Shawn Nyman Wahkiakum County Eureka Engineering Mike Backman Marilyn Young-Skogland Wahkiakum Port District #1 Gallagher Jackie Lea Corey Balkan Washington State University (WSU) Extension – Gibbs and Olson Cowlitz Rich Gushman Gary Fredricks
Kelso-Longview Chamber of Commerce Washington State University (WSU) Extension – Bill Marcum Wahkiakum Carrie Backman
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CEDS Commitee:
Dave Nelson, Lighthouse Law Ray Johnson, Cowlitz PUD Kevin Willis, Waste Control Adam Davis, UA 26 Plumbers Shawn Nyman, C-W Central Steve Wilcox, Wilcox & Flegel and Steamfiters Labor Council Oil Co. Lance Brown, Eric Fuller, Inc. Rich Gushman, Gibbs and Olson Gary Fredricks, WSU Extension Mike Bridges, IBEW Rob Harris, JH Kelly Carrie Backman, WSU Extension Vee Godley, NWIW Marcel Goulet, SCORE Kathi Wallace Chris Paolini, Airport Mat Peerboom, KapStone Sandi Benbrook-Rieder, Wahkiakum Chamber Julie Nelson, American Bill Marcum, Kelso-Longview Workforce Group Chamber Nicci Bergseng Corey Balkan, Arthur Gallagher Dan Zorn, Longview Schools Shannon Brit Brian Magnuson, Cascade Ilona Kerby, Lower Columbia Deb Howie Networks CAP Marissa Washington, Bank of Steve Madsen, CATS/CARP Chris Bailey, Lower Columbia the Pacific College Pat Kubin, Ci�zen Boone Mora Karen Sisson, North Pacific Valaree Squires, Ci�zen Laurel Waller, Hotel Cathlamet Paper Company Dave Vorse, City of Castle Rock Linda Barth, Linda Barth Spencer Wiggins, NW Motor Insurance Paul Helenberg, City of Castle Services Rock Bob Kizziar, Wahkiakum Port Paul Youmans, Pathways 2020 District #1 Rosemary Siipola, City of Becki Tapley, Peace Health Kalama Jackie Lea, Wahkiakum Port Eric Yakovich, Port of Kalama District #1 Stephen Taylor, City of Kelso Jeff Wilson, Port of Longview Lee Tischer, Wahkiakum Port Tammy Baraconi, City of Kelso District #2 Norm Krehbiel, Port of Chet Makinster, City of Longview Richard Erickson, River Mile 38 Longview Brewing Co. Jennifer Keene, Port of Joe Phillips, City of Longview Woodland Mat Kuhl, Futcher Group CPA Mike Wallin, City of Longview Jake Oja, Propel Meg Morris, Wahkiakum Jerry Flaskerud, Coldwell Banker Chamber Taylor Aalvik, Cowlitz Tribe Dennis Weber, Cowlitz County Sue Cameron, Town of Donald Rodman, Rodman Realty Bianca Lemmons, Cowlitz Cathlamet Jerry Petrick, Small Business County Title Devel. Center Mike Backman, Wahkiakum Mike Karnofski, City of Kelso County Alyssa Joyner, SW WA Ted Sprague, Cowlitz Econ. Workforce Robert Jungers, Wahkiakum Development Council Erin Theony, Theony Family PUD Scot Walstra, Cowlitz Econ. Trust Development Council Bill Wilkins, Windermere Ka�e Ribelin, US Bank
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TABLE OF CONTENTS
Page
Acknowledgments 4 List of Figures & Tables 8 List of Acronyms 9 Introduc�on 10 Summary Background 10 Geography, Governance, Transporta�on, U�li�es, Educa�on 10-16 Map of Cowlitz-Wahkiakum Economic Development District 17 SWOT Analysis 18 Strategic Direc�on 19 Visions Statement – Regional Priori�es and Goals 20-22 Ac�on Plan 23 Regional Projects 24-37 Evalua�on Framework 38 Economic Resilience 38
Appendix Demography 42
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LIST OF FIGURES & TABLES
Figures Page
1 Planning Area Map 11
2 Amtrak Cascades Route 14
3 Educa�onal Atainment 15
4 Map of Cowlitz-Wahkiakum Economic Development District 17
Tables
1 Performance Metrics 38
2 Community Challenges 39
A1 Cowlitz County Overview 42
A2 Wahkiakum County Overview 43
A3 Race 44
A4 Age 45
A5 Living Arrangements 45
A6 Educa�on 46
A7 Housing 47
A8 Popula�on Change 47
A9 Income 48
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LIST OF ACRONYMS
100RC 100 Resilient Ci�es project of The Rockefeller Founda�on BPA Bonneville Power Administra�on CDBG Community Development Block Grant CEDS Comprehensive Economic Development Strategy CRF City Resilience Framework CWCOG Cowlitz-Wahkiakum Council of Governments EDA Economic Development Administra�on, US Department of Commerce EDC Economic Development Council EDD Cowlitz-Wahkiakum Economic Development District EIS Environmental Impact Statement GMA Growth Management Act GTFS General Transit Feed Specifica�ons I-5 Interstate 5 LCC Lower Columbia College MPO Metropolitan Planning Organiza�on MRSC Municipal Research and Services Center MSA Metropolitan Sta�s�cal Area NTIA Na�onal Telecommunica�ons and Informa�on Administra�on NWIW Northwest Innova�on Works PERC Public Employment Rela�ons Commission PUD Public U�lity District SR State Route SWRTPO Southwest Washington Regional Transporta�on Planning Organiza�on WSDOT Washington State Department of Transporta�on WSW Workforce Southwest Washington
CEDS 2018| Page9 Introduction
What is a CEDS? The Cowlitz-Wahkiakum Council of Governments (CWCOG) has requested a federally designated economic development district to include Cowlitz and Wahkiakum counties through the US Department of Commerce, Economic Development Administration (EDA).1 The(CWCOG) has developed a Comprehensive Economic Development Strategy (CEDS) designed to identify regional priorities for economic and community development. This CEDS was developed to serve as the region’s plan in anticipation of the Economic Development District (EDD) designation. The CWCOG will serve as the District Organization.
This plan follows the new guidelines released by the US Department of Commerce, EDA. The following four sections form the basis for the Cowlitz-Wahkiakum CEDS: 1. Summary Background of economic conditions in the region; 2. SWOT Analysis to identify regional Strengths, Weaknesses, Opportunities, and Threats; 3. Action Plan incorporating tactics identified through planning process, other plans, and stakeholder feedback to develop the priority strategies for the region; and 4. Evaluation Framework to identify and monitor performance measures associated with this plan.
In its role as the planning organization, CWCOG is responsible for submitting an “annual updated CEDS performance report”2. The CEDS guidelines anticipate that the performance measures included in the CEDS will be used for evaluation within the annual performance report. Performance measures are established as part of the CEDS and will be reviewed and modified as necessary to ensure a viable approach to tracking progress toward the CEDS goals.
Summary Background For the most part, economic condi�ons have remained stable over the last few years as the country has moved beyond the recession. The region con�nues to struggle in many areas including overall employment rate, income rate, many health factors, and other related indicators. During the last half of 2017, the Cowlitz County unemployment rate has seen a recovery, but wages con�nue to lag in both coun�es.
Despite this, the region is experiencing strong economic ac�vity in certain sectors. Cowlitz County is experiencing some significant development opportuni�es that could result in as much as $4 billion in investment in the coming years from several projects. Wahkiakum County faces con�nuing challenges based on its limited exis�ng economic base.
Housing has emerged as a significant priority in the region. There are the tradi�onal concerns on affordability and accessibility of housing for entry- through execu�ve-level workers. Housing market pressures from the Vancouver area have provided new opportuni�es and challenges in Cowlitz County and contributed to an increased cost of housing. The limited supply of housing units in both coun�es con�nues to challenge the economic vitality and is perceived to be slowing growth opportuni�es. Housing starts are up significantly over recent years with indica�ons that this trend will con�nue.
1 13 CFR Part 304 (2016) 2 13 CFR § 303.6(b)(3)(i)
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Addi�onal challenges include uncertainty in the permi�ng process. These permi�ng challenges are the major factor in the delay of decisions regarding the major investments that are pending.
The recently completed Ilani casino which includes a 368,000 square foot gaming facility has had an influence on the region through jobs and impacts on transporta�on commute paterns.
Planning Area
The proposed EDD encompasses Cowlitz and Wahkiakum Counties, spanning 14,303 square miles located in Southwest Washington. The 2- county region contains 6 incorporated jurisdictions, five in Cowlitz County (Castle Rock, Kalama, Kelso, Longview, and Woodland) and one in Wahkiakum County (Cathlamet).
Many more unincorporated but locally known communities also lie in the EDD region, Fig 1 Planning Area including Ariel, Cougar, Lexington, Rose Valley, Source: Ryderwood, and Toutle (Cowlitz County); and Altoona, Brookfield, Dahlia, Deep River, Elochoman Valley, Grays River, Pillar Rock, Puget Island, Rosburg, and Skamokawa (Wahkiakum County).
Cowlitz County: Cowlitz County is in the southwestern part of Washington state. According to the U.S. Census Bureau, the county has a total area of 1,166 square miles, of which 1,140 square miles is land and 26 square miles is water. The County is part of the Puget Sound – Willamette Depression, a geologic formation extending south from the Puget Sound to the Willamette Valley in Oregon. Nestled up against the Cascade Mountains, many of the county’s major rivers originate in this range. These rivers include the Columbia, Cowlitz, Coweeman, Kalama, Lewis, and Toutle.
The topography of Cowlitz County is varied and unique. The County is divided into four ecoregions; mountains, hills, valleys, and waterways. Each unique ecoregion gives Cowlitz County its distinctive character. Semi rugged mountainous hills abound through the County. Amid those hills, seven major rivers – the Columbia, Coweeman, Cowlitz, Green, Kalama, Lewis, and Toutle.
The largest river in the County, the Columbia, runs from southeast to northwest and it forms much of the western/southwestern county boundary. The Columbia River is a major commercial waterway through which international commerce is conducted. Three of Cowlitz County’s largest port areas are located along the Columbia River near the cities of Woodland, Kalama, and Longview. The Columbia has a wide flood plain that has been diked and systematically ditched for drainage in several areas creating dry uplands that have successfully allowed, and continue to support, urban and rural development as well as agricultural activities. Two of the remaining most fertile and active agricultural areas on Cowlitz County are located along the Columbia River – the Woodland Bottoms, to the west of Woodland, and Willow Grove, to the west of Longview. In the future these agricultural areas may be lost to industrial development.
CEDS 2018| Page11 The Cowlitz River bisects the County, flowing from north to south. It runs through a relatively large valley which forms the southern tip of the Puget Lowlands and empties into the Columbia River after passing adjacent to the cities of Kelso and Longview. As with most valleys that have major rivers running through them, the Cowlitz Valley is a magnet for residential and commercial development and also serves a vital role in interstate commerce as Interstate 5 (I-5) and the Burlington Northern-Santa Fe (BNSF) Railroad mainline both run south to north through the valley. The Cowlitz River also has a wide flood plain in which many flood protection levees are located.
The eruption of Mount St. Helens produced ecological disruptions far away from the volcano. Chief among these was choking of the Toutle, Cowlitz, Green and Columbia Rivers with sediment deposited by the lahars. Some 140 million tons of sediment entered the Cowlitz and Columbia Rivers in the first four months after the eruption. The on-going sediment load of the Cowlitz and Columbia is estimated at 10 to 40 million tons per year. This sediment poses problems for navigation and flooding as the channels continuously fill with sand, ash, and silt. (Source: Cowlitz County Comprehensive Plan, 2017 update).
Wahkiakum County: Wahkiakum County is a small, heavily-forested county located roughly fifteen miles inland from the Pacific Ocean. The county lies on the broad tidal estuary near the mouth of the Columbia River in southwest Washington. The County has a total of 287 square miles and is the smallest Washington county by total area. Tidally influenced streams and rivers occur in all of the sub-basins that have tributaries to the Columbia River, and include the Grays River, Elochoman River, Skamakowa Creek, and Germany-Abernathy-Mill Creeks. The magnitude and timing of daily fluctuations in water levels in tidally-influenced reaches vary. Major factors include the distance from the mouth of the tributary to the mouth of the Columbia River, and the daily variation in tidal levels at the mouth of the Columbia River.
The prodigious rainfall and immense rainforest trees have historically supported logging which soon became the leading industry for a century, forestry fishing, and agriculture were central to the County’s economy and way of life. As resource-based activities have declined in recent year, residents commute to, or retire from, urban area in other counties.
The County is relatively isolated in terms of transportation infrastructure, like Highway 4 to the Longview area (eastward) and Ilwaco (westward). In addition, the County operates a ferry from Cathlamet to Westport, Oregon. As a result, the County has kept a largely rural feel, with much of its land devoted to forests.
Transportation Assets In addition to administering the EDD, CWCOG administers the Southwest Washington Regional Transportation Planning Organization (SWRTPO), which extends beyond the EDD region to include Lewis, Pacific, and Grays Harbor counties, and is the Longview-Kelso-Rainier Metropolitan Planning Organization (MPO) that includes Rainier, Oregon. Through SWRTPO efforts, CWCOG staff provides assistance and guidance on economic development elements of local comprehensive plans. The SWRTPO and MPO planning efforts are coordinated with the Washington State Department of Transportation (WSDOT) in terms of planning, funding, and oversight. The SWRTPO/MPO Regional Transportation Plan was updated in 2015 and will be updated in late 2018 and will consider economic development elements. The Regional Transportation Improvement Program is updated yearly.
Roadways The region’s location, along major transportation routes with intermodal connections, provides
CEDS 2018| Page12 economic opportunities for expansion into the import/export global trade arena. Interstate 5 (I- 5) runs through Cowlitz County, and State Route (SR) 4 runs from Cowlitz County through Wahkiakum County to the Pacific coast. In addition, SR 432 and 433 serve the Longview industrial area, SR 411 connects Longview and Castle Rock to the west of I-5, and SR 503 and 504 serve rural areas east of I-5 and serve as key access points to Mount St. Helens resources and recreation. Wahkiakum County operates a Columbia River ferry connecting the community of Cathlamet to Oregon, while The Lewis and Clark Bridge in Longview connects to Oregon as well. There are strong economic ties associated with the two river crossings in the region.
Par�cularly along the I-5 corridor, transporta�on connec�vity offers superb tourist access to the area significantly and uniquely influenced due to its proximity to Mount St. Helens, which remains one of the most popular and spectacular tourist atrac�ons in Washington State more than 35 years since its erup�on.
Transit RiverCities Transit serves the urban areas of Cowlitz County. Wahkiakum on the Move serves Wahkiakum County. Lower Columbia Community Action Program (CAP) offers rural and senior van service. Cowlitz Tribe Transit Services provide connections between southern Lewis and Cowlitz counties, with dial-a-ride service up to 20 miles off the I-5 corridor for both tribal members and non-members. Greyhound provides service outside the region with connections to Seattle and southward into California.
In 2015, CWCOG helped Wahkiakum on the Move and four other agencies outside the EDD region to establish their General Transit Feed Specifica�on (GTFS) on Google Transit. GTFS is a common format for public transporta�on schedules and associated geographic informa�on. GTFS feeds allow public transit agencies to publish their transit data so the public can plan trips using online tools such as Google Transit, Bing, Yahoo, etc. Six of 11 fixed-route transit providers in the SWRTPO region were already using tools such as this, now all 11 are.
Rail The region is served by the Burlington Northern-Santa Fe (BNSF) and Union Pacific (UP) railroads. Since its 2010 acquisition of existing services, Patriot Rail has operated the short-line Columbia and Cowlitz Railway and Patriot Woods (formerly Weyerhaeuser) Railroad, which connected and operated consolidated service in Cowlitz County. Wood waste landfill service was discontinued in 2015. Currently, Patriot is seeking approval from the federal Surface Transportation Board to abandon 9.48 miles of its rail line leading up to the former landfill in the Mount St. Helens foothills, after which it plans to salvage the track and materials from the line while leaving the ballast, bridges, and culverts in place.
CEDS 2018| Page13 In terms of passenger service, Kelso is a stop on the Amtrak Cascades Seattle-to-Portland route that runs four daily round trips, with broader connections to Vancouver, BC, and Eugene, Oregon. Amtrak’s Coast Starlight service connecting to Los Angeles and points in between also overlaps this route makes one daily round trip between.
Improving Amtrak Cascades performance has been a key WSDOT initiative for some years now, with capital improvement projects being undertaken northward of the region. Three recent WSDOT rail projects improved conflicts between freight and passenger rail and predominantly aimed at improving on-time performance of the Cascades trains.
Fig 2 Amtrak Cascades Route Source: WSDOT
Marine The Ports of Kalama and Longview provide marine access for export/import activity. The Port of Kalama additionally provides a local marina for recreational use. Wahkiakum Port #1 provides marina access, including recreational and commercial use. The Port of Woodland is working toward establishing commercial marine services.
Air Air service is provided by a regional airport, the Southwest Washington Regional Airport (SWRA) in Kelso. Another small public field is located in Woodland. The nearest commercial air service is via Portland (about an hour drive) or Seattle/Tacoma (about a two-hour drive). WSDOT estimates that the SWRA contributes3 more than $800,000 in labor income, $300,000 in visitor spending, and over $50,000 in tax revenues annually. The SWRA is currently updating its master plan.
Utilities Assets
Water/Sewer - Cowlitz and Wahkiakum Counties and their communities are well-served by a variety of water sources including a deep water well in Longview, several Ranney wells, and many private and community wells throughout the two-county area.
Electricity - The region is served by two PUDs: Cowlitz PUD and Wahkiakum PUD. Cowlitz PUD buys over 90 percent of its wholesale power from the Bonneville Power Administration (BPA). The rest comes from its own Swift No. 2 Hydroelectric Project on the Lewis River near Cougar and from the Columbia River hydro projects owned by Grant PUD. In 2017, Wahkiakum PUD
3 In 2010 dollars; includes direct, indirect, and induced
CEDS 2018| Page14 finalized an electrical interconnec�on system to connect with Pacific PUD’s system. This project provides stability to the overall system and allows for periodic maintenance as needed without the loss of service.
Telecommunications - As a result of deregulation, a wealth of providers and service options available, and the diversity of consumer preferences, telecommunications services available within the region are not limited to a single or most prominent provider. They are hampered, however, by an incomplete broadband system. Washington State Broadband Office’s 2013 Annual Report surmised that “while broadband can enable improvements in the field of public safety, educa�on, and health care, its biggest benefit to the people of Washington State may be the role it plays in job crea�on”.
While the na�on con�nues to make progress in broadband deployment, many Americans s�ll lack access to advanced, high-quality voice, data, graphics, and video offerings, especially in rural areas and on Tribal lands, according to the 2016 Broadband Progress Report adopted by the Federal Communica�ons Commission.
Tax Climate – Cowlitz County businesses continue to benefit from Washington State’s business- friendly tax environment and lower cost real estate. There is no corporate income tax, no personal income tax, no unitary tax, and no tax on dividends, interest, or capital gains. In addition, there are no sales and use taxes on manufacturing machinery or equipment, including labor and installation and repair services.
Educational Assets
Educational Attainment - While Educational Attainment Cowlitz and Wahkiakum high school students graduate at slightly below or 93.10% just above the state, those who 88.00% 90.60% receive bachelor’s degrees lag behind the state by 50%.
Higher Education and Workforce - Lower Columbia College (LCC), a 33.60% community college located in Longview and serving both Cowlitz 15.90% 15.10% and Wahkiakum County, has a robust COWLITZ WAHKIAKUM WASHINGTON STATE training and development curriculum High school graduate or higher,persons age 25 years+, that mirrors our dynamic but 2012-2016 Bachelor's degree or higher, persons age 25 years+, 2012- developing business climate. 2016
Working with local government, business Fig 3 Educa�onal Atainment leaders, and public schools, the college Source: US Census, American Community Survey 2016 provides vocational and professional training opportunities in response to the business community’s employment needs.
CEDS 2018| Page15 • Recently, the college began offering four-year degree programs in cooperation with other universities. • Currently, nursing is the most popular professional and technical program at Lower Columbia College, followed by business and early childhood education. • In 2017, over 450 transfer degrees were awarded to LCC students allowing them easy transfer to a 4-year bachelor program. • LCC estimates that almost 40% of its service district population lives outside the greater Longview/Kelso area. • Wahkiakum County has several dedicated computer labs for students participating in LCC programs online to overcome the distance barrier.
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Fig 4
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SWOT Analysis In late 2017, Cowlitz and Wahkiakum communi�es par�cipated in a number of mee�ngs designed to gather data on the district’s strengths, weaknesses, opportuni�es, and threats. The Strengths, Weaknesses, Opportuni�es, and Threats (SWOT) Analysis guided the process to iden�fy regional priori�es for economic and community development.
Economic Strengths Weakness Opportunities Threats Issues Economy • Available industrial • Commercial building • Support start-ups, • Business Closures property blight entrepreneurship, and • Natural disasters • Available commercial • Extensive permitting – lending opportunities • Regulatory property time and cost • Diversify industries and constraints on • Less rigid regulations business climate resource-based • No state sales tax • Aggressively market economy • No state income tax available industrial land • Slide and road • No growth • Less rigid regulations closures management • No state sales tax regulations • No state income tax • No growth management regulations Workforce • Skilled labor and trades • Skills gap • Continued partnerships with • Availability of labor Development • Lower Columbia • Lack of workforce labor and business for agriculture College availability • Skill center • Out-migration of • Aging workforce younger generation (brain drain) Infrastructure • Regional airport • Broadband limitations • Expand technology and • Natural • Deep water port • Permitting costs and broadband access disasters/rain and • Rail access uncertainty flooding • Water access • Interstate access • Pacific Rim access Education • Vocational training at • Low 4-year degree and • Promote life skills training • Teacher supply LCC educational • Expand high school career • Funding of base • K-12 schools attainment development services • K-12 not prepared for • Expand high school • Facilities employment vocational training Quality of Life • Recreational • Funding to maintain • Promote tourism • Maintenance opportunities and improve facilities opportunities funding • Diversity of resources • Promote recreational opportunities Transportation • Strong backbone • Traffic congestion • Improve transportation • Infrastructure costs system • Traffic infrastructure planning and connectivity • Land slides • Strong river highway • Lack of county public • Federal transportation and port system transit funding • Airport • Increase river transportation usage Social Issues • Elder services/facilities • High poverty • Increase civic engagement • Substance abuse • High unemployment • Improve behavioral health issues • High substance abuse care services • Lack of childcare • Health care affordability Housing • Housing affordability • Limited housing • Strong demand • Lack of housing inventory • Affordability over • Age and quality of • Limited housing land Vancouver housing supply • Residential building blight • Builder/Developer supply and capacity
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Strategic Direc�on
Mission To work coopera�vely to support the growth, development, and reten�on of business and industry by enhancing regional infrastructure, individual opportunity, and the overall quality of life in the region.
Vision The region served by the Economic Development District will be characterized by a vibrant and diverse economy. • We believe in building on our strengths, suppor�ng the maintenance and preserva�on of exis�ng business and infrastructure; • We believe in the development and support of local business and encourage the entrepreneurial spirit to develop and thrive; • We believe in iden�fying, seeking, and implemen�ng opportuni�es that build the capacity of the region to successfully expand economic opportunity, compe��veness, and strategic advantages; • We believe that improvements to the quality of life and livability of the region are cri�cal to our long-term economic vitality; and • We believe in partnering with communi�es, businesses, and other stakeholders to support the delivery of economic and community development programs and services.
Regional Priorities and Goals
The regional priorities, goals, and objectives are carried forward from the five-year CEDS. They will continue to be the focus of the EDD activities in the coming years and will be reevaluated and adjusted leading into the next five-year update of the CEDS.
Regional Priorities
1. Con�nue efforts to diversify the regional economic base. 2. Con�nue efforts to support opera�ons of area ports and the management of the Columbia River Channel for trade. 3. Enhance the atrac�veness of the Economic Development District by promo�ng tourism and tourism investment throughout the region. 4. Encourage and promote programs intended to enhance new business start-ups, entrepreneurial development, and small business growth. 5. Maintain and enhance the district’s quality of life and quality of place efforts by suppor�ng and coordina�ng coopera�ve efforts throughout the district. 6. Maintain and expand the base infrastructure, with an emphasis on freight mobility and broadband, in efforts to support the development of business/industry throughout the region. 7. Provide informa�on and forums for discussion of resilience issues within the region and promote interdisciplinary planning efforts. 8. Facilitate the development of an educated and skilled workforce with an emphasis on pre- appren�ce pathways for high school graduates that will prepare them for appren�ceship programs. 9. Provide support for enhancing the quality and quan�ty of housing units throughout the region to include workforce housing through execu�ve housing.
CEDS 2018| Page19 The list is not in a prioritized order and includes the regional priorities of partners and stakeholders. Those partners and stakeholders will move initiatives forward based on their capacity and needs. The CWCOG will assist where possible and focus on its yearly action plan.
Priorities and Goals
Con�nue efforts to diversify the regional economic base. • Work to atract new investments into the region through a focused recruitment strategy with the CEDC and Wahkiakum Chamber. • Develop a regional supply chain and marketing strategy to connect suppliers to industries and enhance efforts to attract secondary and tertiary industries to the region. • Support efforts to ensure an adequate supply of industrial lands available for exis�ng and new firms. • Coordinate economic development and workforce development ini�a�ves to ensure a strong focus on expansion, new business development, and exis�ng business reten�on. • Explore partnerships to encourage more development associated with the Southwest Washington Regional Airport and greater use of the services at the airport. • Work with local, state, and federal agencies to review permitting and regulatory processes that hamper business development or increase burdens for potential industries desiring to locate in the region. Con�nue efforts to support opera�ons of area ports and the management of the Columbia River Channel for trade. • Finalize the 20-year Lower Columbia River Channel Maintenance Plan. • Con�nue efforts to simplify and improve the Columbia River channel management and beach nourishment processes for all stakeholders. • Support key infrastructure investment necessary for both public and private ports to atract jobs and investment. • Work to support ports and marinas in an effort to facilitate permi�ng and other challenges that may impede successful opera�ons that support jobs and quality of life ameni�es. Enhance the atrac�veness of the district for economic development by promo�ng tourism and tourism investment throughout the region. • Increase tourism opportunities through the support of regions surrounding scenic byways, collaborative funding of opportunities to increase multi-day stays, and the promotion of tourism as a regional cluster. • Hold a variety of events in the region geared at bringing new tourism dollars to the area that provide business opportuni�es for area residents. • Work to assist communi�es in their efforts to capture tourism revenue and atract visitors. Encourage and promote programs intended to enhance new business start-ups, entrepreneurial development, and small business growth. • Encourage support for small business and community development financing programs. • Work with the area school districts in effort to prepare students for the work world. • Collaborate with public, private, and non-profit entities to support retention and expansion of existing businesses and to create opportunities for entrepreneurship. • Explore opportuni�es and methods of providing support for innova�on and entrepreneurial development such as the establishment of a business incubator and other resources to provide a loca�on for business start-ups to network and receive assistance.
CEDS 2018| Page20 • Support the con�nued growth and sustainability of the local farm movement to provide a wide spectrum of food products that are grown and distributed in the region. • Encourage and support the local commercial fishing industry to provide local fish for distribu�on throughout the region. Maintain and enhance the district’s quality of life and quality of place efforts by suppor�ng and coordina�ng coopera�ve efforts throughout the district. • Increase opportunities for youth sports and activities, regional trails, local parks, and outdoor recreation. • Increase civic engagement opportunities through leadership training, outreach, and education. • Improve blighted neighborhoods through best practices techniques in planning, development, brownfield remediation, and revitalization. • Support quality of place enhancement efforts throughout the region including items such as murals, beau�fica�on, recrea�on development, and others to build a stronger sense of place. • Promote the quality of educa�on resources. Maintain and expand the base infrastructure, with an emphasis on freight mobility and broadband, in effort to support the development of business/industry throughout the region. • Work to maintain exis�ng roads and highways to facilitate efficient and safe transport of goods and people. • Con�nue efforts to build broadband resources throughout the region with an emphasis on the more rural and poorly served geographies. • Maintain an ongoing project list including needed freight mobility investments to support long- term economic development efforts. Provide informa�on and forums for discussion of resilience issues within the region. • Develop specific goals or actions to bolster the long-term economic durability of the region (steady-state) and begin efforts to address those issues. • Conduct yearly forums on resilience issues of relevance to area residents, businesses, and local governments. • Explore the establishment of regular communications between the public, private, education, and non-profit sectors to provide key messages on resiliency planning and preparedness. Facilitate the development of an educated and skilled workforce with an emphasis on pre-appren�ce pathways for high school grads that will prepare them for construc�on and industrial appren�ceship programs. • Assist in the effort to study and possibly establish a regional skills center to serve high school students in the region. • Connect workforce development and economic development to deliver an educated, qualified workforce in current and emerging industry sectors. • Increase opportunities for all people to receive life skills and career development skills at any age. • Assist with the coordina�on of efforts to develop and administer programs to meet the workforce needs of area employers. • Promote ongoing coordina�on of programs to support veterans and other groups to secure training and employment. Provide support for enhancing the quality and quan�ty of housing units throughout the region to include workforce housing through execu�ve housing. • Increase opportunities for mixed-use development, housing, and retail in downtown revitalization planning and development efforts, including low-income and workforce housing.
CEDS 2018| Page21 • Prepare people for entering or re-entering the workforce by encouraging increased availability of resources for people with basic needs such as housing. • Explore land supply issues impac�ng housing and work to address any iden�fied needs.
Goal Primary Supporting Partner Partners Continue efforts to diversify the regional economic base. CEDC, CWCOG, Cities, Wahkiakum Counties, Ports Chamber Continue efforts to support operations of area ports and the Ports CEDC, management of the Columbia River Channel for trade. Wahkiakum Chamber, CWCOG, Chambers Enhance the attractiveness of the area for economic Wah. Chamber, Cities, Chambers development by promoting tourism and tourism investment Cowlitz throughout the region. Tourism, Cities Encourage and promote programs intended to enhance new CWCOG, CEDC, Cities, Counties, business start-ups, entrepreneurial development, and small Wahkiakum Chambers, LCC business growth. Chamber, SBDC Maintain and enhance the district’s quality of life and quality All Cities and of place efforts by supporting and coordinating cooperative Counties efforts throughout the district. Maintain and expand the base infrastructure, with an CWCOG Cities, Counties emphasis on freight mobility and broadband, in effort to support the development of business/industry throughout the region. Provide informa�on and forums for discussion of resilience CWCOG Cities, Counties, issues within the region and promote interdisciplinary WSDOT planning efforts. Facilitate the development of an educated and skilled Workforce SW CWCOG, CEDC, workforce WA, LCC, K-12 Wahkiakum Schools Chamber,
Provide support for enhancing the quality and quan�ty of Cities, Counties CWCOG housing units throughout the region to include workforce housing through execu�ve housing.
Although a primary partner or partners are listed, these priorities go beyond any individual organization and will rely on the overall community to support and work to move all of these priorities forward as resources and circumstances allow.
CEDS 2018| Page22 Ac�on Plan: Implementa�on The ac�on plan is the link between the analysis of the District’s economy and development poten�als and the projects designed to address regional economic needs. Through the strategic planning process, 52 projects at various stages of development were iden�fied and included in this document. Some projects have reached the implementa�on stage; some projects are in the planning stage and some are s�ll ideas iden�fied as having poten�al for triggering economic growth including job crea�on. These diverse projects were iden�fied by a wide range of stakeholders represen�ng public and private, rural and urban, business and resident and local and regional groups. It is important to include projects that meet the following guidelines:
• The projects are consistent with the analysis of regional economic trends and demographics, • The projects align and strengthen the district’s s areas of compe��ve advantage, • The projects focus on economic diversifica�on, job crea�on and infrastructure improvement, and • The projects are considered necessary to support exis�ng business expansion, recruitment and new business development.
Highest Priority Project SR432/433 Industrial Way/Oregon Way Intersec�on Project Located in the industrial area of Longview, Washington, the Industrial Way/Oregon Way intersec�on is a cri�cal connec�on between state Route (SR432 and SR 433, two Highways of Statewide Significance and part of the Na�onal Highway system. This intersec�on is an important component of the region’s long-term economic vitality as it is one of the highest truck tonnage intersec�ons in Washington state, provides for interstate vehicle travel between Washington and Oregon, and supports significant local and regional passenger vehicle movement. Traffic volumes at the intersec�on are an�cipated to increase 40-50 percent by 2020. The Federal Highway Administra�on, Washington State Department of Transporta�on, and Cowlitz County are joint-lead agencies for this project. In partnership and consulta�on with 15 addi�onal federal, state, and local agencies and Na�ve American tribes, the lead agencies propose grade-separa�ng and improving the exis�ng intersec�on to address traffic conges�on, road and rail safety issues, travel reliability for vehicles, emergency response �mes, freight truck mobility, economic compe��veness and development and safety issues.
CEDS 2018| Page23
List of Regional Projects
Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Cowlitz County
Project: SR432/433 Industrial Develop an affordable long-term solu�on that: (a) Budget: $5.04M (NEPA EIS); Timeline: NEPA EIS to be Jobs Created or Way/Oregon Way Intersec�on maintains or improves emergency response; (b) $85M (Final Design, Right of completed by 6/2018; Final Retained: 3,390 Project improves travel reliability for all vehicles; and (c) Way acquisi�on, and Design/Right of Way acquisi�on to Priority 6. Maintain and expand the accommodates current and future freight truck and Construc�on) be completed by Summer/Fall base infrastructure, with an emphasis passenger vehicle movement through the intersec�on 2020; Start of construc�on by Fall on freight mobility and broadband, in and across the region and states. Construc�on of a 2020/Winter 2021. effort to support the development of grade-separated roadway intersec�on at the business/industry throughout the intersec�on of SR 432, the primary east-west region. thoroughfare connec�ng the City of Longview, the Port of Longview, and the Longview/Kelso Industrial Corridor to Interstate 5 and SR 433, a north-south principal arterial connec�ng the City of Longview, Washington to Rainier, Oregon.
Project: Cowlitz Cobras Football & Feasibility study to evaluate the economic and social Budget: Feasibility study: Timeline: 2018-2019 Jobs Created or Field Sports Stadium impacts of construc�ng a venue for football and other $20K Retained: Est. 25 Priority 5. Maintain and enhance the field sports in or around Castle Rock. district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.
Wahkiakum County
Project: Wahkiakum County Living Wahkiakum County Health and Human Services plans Budget: Phase I (feasibility Timeline: Tied to funding Jobs Created or Well Center to collocate physical, behavioral, and public health to study) $24K – currently Retained: 54 Priority 9. Provide support for provide integrated services to low- and moderate- funded enhancing the quality and quantity of income people. A housing project of approximately 23 housing units throughout the region units is anticipated, as is a food distribution center. The center will serve older people, low income people, to include workforce housing through victims of abuse, and chemically dependent people.
CEDS 2018| Page24 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained executive housing. There will also be walking trails on the property.
Project: Steamboat Slough Road Project will enhance safety and public access to the Budget: $934,973, currently Timeline: Phase I: 2015-2018; Jobs Created or Safety & Access Preservation Julia Butler Hansen Refuge for Columbia White-tailed only $230,000 has been Phase II to be completed in 2019 Retained: TBD Priority 3. Enhance the Deer through restora�on and resurfacing of the commited to the project attractiveness of the district for deteriora�ng county road and building car pullouts, economic development by promoting construc�ng a designated parking area at the tourism and tourism investment Columbia River, building a safe turnaround area, and throughout the region. adding informa�onal kiosks.
Project: SR 4 Pedestrian Crossing Growing pedestrian traffic around the town of Budget: under development Timeline: Spring 2019 Jobs Created or Priority 5: Maintain and enhance Cathlamet is driving the need for a pedestrian crossing Retained: TBD the district’s quality of life and quality of SR 4. of place efforts by supporting and coordinating cooperative efforts throughout the district.
Regional Projects
Project: Develop a Skill Center: Re-use of school facility to use for teaching trades such Budget: $10 million Timeline: 2018-2021 Jobs Created or as pipe fi�ng, plumbing, electrical, carpentry, IT, etc. Retained: Est. 95-150 Priority 8: Facilitate the development of an educated and skilled workforce with an emphasis on pre-apprentice pathways for high school grads that will prepare them for apprenticeship programs.
CEDS 2018| Page25 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Research the feasibility of The school will provide industry with well-trained Budget: Unknown Timeline: Unknown Jobs Created or developing a private, non-profit people who will work as team members to meet the Maintained: technical ins�tute that trains needs of industry in our rapidly evolving technological Unknown students for “in demand” specialized world. technical jobs.
Priority 8: Facilitate the development of an educated and skilled workforce with an emphasis on the pre- appren�ce pathways for high school grads that will prepare them for appren�ceship programs.
Project: Research the feasibility of Offering baccalaureate degrees at two-year schools Budget: Unknown Timeline: Unknown Jobs Created or developing Lower Columbia College means moving into areas where there is a Maintained: from a 2-year school to a university documented, unmet community need that clearly Unknown and/or support the addi�on of 4-year exists – where there is no public/private provider in baccalaureate degree programs into that specific field. LCC’s programming. LCC was created and is supported by the community Priority 8: Facilitate the development for the community. Expanding the mission should be of an educated and skilled workforce considered – especially at a �me when more that ever with an emphasis on the pre- before, parents and students are looking for a strong appren�ce pathways for high school return on their investment in higher educa�on. grads that will prepare them for appren�ceship programs.
City of Longview
Project: Beech Street Extension Extend Beech Street from just east of Oregon Way Budget: Phase 1 (design): Timeline: Phase 1, 2018-19; Phase Jobs Created or Priority 6: Maintain and expand the approx. 2,600 feet to California Way including $1M; Phase 2 (construc�on): 2, 2020 Retained: Est. 500+ base infrastructure with an emphasis sidewalks, ligh�ng, and storm water facili�es. $2.5M on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
CEDS 2018| Page26 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: State Route 432 Corridor Improve two key intersec�ons (SR 432/411 Budget: Phase 1 (design, Timeline: Phase 1, 2017-19; Phase Jobs Created or Priority 6: Maintain and expand the interchange and SR 432/California Way). ROW acquisi�on, 2, 2019-20 Retained: Est. 2,922 base infrastructure with an emphasis environmental): $4M; Phase on freight mobility and broadband, in 2 (construc�on): $5.5M effort to support the development of business/industry throughout the region.
City of Kelso
Project: West Main Realignment The West Main Street Corridor provides a direct route Budget: $4.5M Timeline: Phase 1 Preliminary Jobs Created or Phase 2 of the West Main from SR 4 to I-5 through Kelso and improves access to Engineering/Design; Phase 2 Right Retained: 205 Revitaliza�on Project SR 411. Phase II will complete the originally iden�fied of Way Acquisi�on; Phase 3 Priority 6: Maintain and expand the project and includes right of way acquisi�on, widening Construc�on 2019 of the corridor, improved signaliza�on, and base infrastructure with an emphasis intersec�on improvements at the SR 4 junc�on. on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: South Pacific Avenue Road Improvements for access to the airport’s west side will Budget: $250,000 Timeline: Phase 1 Jobs Created or Rehabilita�on improve customer access to exis�ng businesses as well Engineering/Design 2017; Phase 2 Retained: 10 Priority 6: Maintain and expand the as atract new business opportuni�es by making the Construc�on 2017 base infrastructure with an emphasis area more atrac�ve and conducive to business needs. on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: Talley Way, Bridge Corridor, Pave the way for airport runway improvements Budget: $35M Timeline: Phase 1 corridor/runway Jobs Created or and Runway 12/30 Extension currently hindered by the corridor’s penetra�on of the extension study 2009-2019; Phase 2 Retained: 30 Potential Private and Public runway safety environment. The airport’s extension engineering and design 2020-2022; Investment: $5M annually would increase total runway length to 5,000 feet Phase 3 Construc�on 2022-2022 Priority 6: Maintain and expand the allowing larger cargo and business jet aircra�s to base infrastructure with an emphasis u�lize the airport. The current length of the runway on freight mobility and broadband, in prohibits larger business and cargo aircra� to use the
CEDS 2018| Page27 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained effort to support the development of airport due to insurance and aircra� performance business/industry throughout the limita�ons. region.
City of Castle Rock
Project: High Banks Development Phase 1 includes the provision of infrastructure such Budget: Phase 1: $1M; Phase Timeline: Phase 1 to be completed Jobs Created or Priority 3: Enhance the as water, sewer, electricity, and communica�ons 2: $1M by 7/2019 Phase 2 to be completed Retained: 55 by 1/2021 attractiveness of the district for services. Phase 2 will be provided by a private economic development by promoting partnership in developing the campgrounds, full tourism and tourism investment service sites, club house, restrooms, playground, etc. throughout the region.
Project: North County Sports Upgrading exis�ng playing fields with ligh�ng and Budget: $1M Timeline: Phase 1 to be completed Jobs Created or Complex Playing Fields/Court barrier free access and adding addi�onal fields, courts, by 9/2019 Retained: 17 Expansion and other playground ameni�es. Provides Phase 2 to be completed by 6/2021 Priority 3: Enhance the opportuni�es for local, regional, and state attractiveness of the district for tournaments. economic development by promoting tourism and tourism investment throughout the region.
Project: Riverfront Trail/North Provide connection of the trail system to the I-5 Exit Budget: $315,000 Timeline: Project to be completed Jobs Created or Huntington Ave. Extension 49/SR411/SR504 corridor. This will provide a barrier- by 10/2021 Retained: 23 Status: On-going free access to multi-modal transportation opportunity Phase 2 -. Timeline for this phase Priority 3: Enhance the 2019/2021. for residents and visitors, as it will connect attractiveness of the district for neighborhoods and the Washington State Park-N-Ride economic development by promoting and the commercial areas. tourism and tourism investment throughout the region.
CEDS 2018| Page28 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Exit 49 Pedestrian Project will provide safe rou�ng for pedestrians near Budget: Total project cost Timeline: Project to be completed Jobs Created or Improvement Project Phase 2 Exit 49, including a pedestrian crossing with a for Phase 2 - $261,200; in 2018. Retained: 61 Project is currently in preliminary Priority 5: Maintain and enhance the pedestrian ac�vated signal system, pedestrian friendly Amount Requested: engineering district’s quality of life and quality of street ligh�ng, drainage improvements, and $251,200 place efforts by supporting and appropriate landscaping. coordinating cooperativeefforts throughout the district.
Project: State Route 411 Bridge Study to redesign and reconstruct the SR 411 bridge Budget: Phase 1 feasibility & Timeline: Phase 1, 2018-2020; Jobs Created or Improvements over the Cowlitz River to adequately accommodate preliminary engineering Phase 2, 2019-2021 Retained: Est. 45 pedestrians and bicyclists while also raising the $500K; Phase 2 Priority 6: Maintain and expand the (construction): $2.5M highway eleva�on out of the 100-year flood plain. base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: Dougherty Drive A full depth reclama�on of the asphalt surface with a Budget: $1.1M Timeline: 2019-2020 Jobs Created or Rehabilita�on Project new 2” asphalt surface, shoulder widening for Retained: 79 Priority 6: Maintain and expand the bicyclists, a 6’ wide sidewalk on one side of the street, base infrastructure with an emphasis pedestrian friendly ligh�ng, and extension of free on freight mobility and broadband, in public Wi-Fi. effort to support the development of business/industry throughout the region.
Project: Hun�ngton Avenue South The repair of distressed areas in the street surface by Budget: $823,393 Timeline: 2019 Jobs Created or Overlay applying a new 0.2-foot-thick concrete asphalt layer to Retained: 160 Priority 6: Maintain and expand the .93 miles long by 40-foot-wide to the City main arterial base infrastructure with an emphasis street from the intersection of Front Avenue SW to the on freight mobility and broadband, in intersection of Bond Road located at Exit 48 of I-5. effort to support the development of
CEDS 2018| Page29 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained business/industry throughout the region.
City of Woodland
Project: Scot Hill Booster Sta�on Improvement of water quality in the City of Budget: Phase 1 Preliminary Timeline: Phase 1 2015-2016; Jobs Created or Design & Engineering - Priority 6: Maintain and expand the Woodland. The City approved a Water System Plan Phase 2 2017; Phase 3 2019; Phases Retained: TBD char�ng a �meline for incremental improvements, $147,478; Phase 2 Final 4 and 5 depending on funding base infrastructure with an emphasis Design & Engineering TBD; maintenance, and opera�on’s needs. on freight mobility and broadband, in Phase 3 Construction 1– TBD; effort to support the development of Phase 3 Construction – business/industry throughout the depending on funding; Phase region. 4 Construction – depending on funding Project: 426 Acre Industrial Site Infrastructure development on the 426-acre industrial Budget: TBD Timeline: Phase 1 Property Jobs Created or Development Infrastructure site to attract businesses to relocate to the shovel Acquisi�on/MOU’s – 2017; Phase 2 Retained: TBD Feasibility Study ready property. Currently undeveloped, the property Conceptual Design/Market Priority 6: Maintain and expand the lacks general basic infrastructure to attract the Analysis/Site Planning – TBD; Phase base infrastructure with an emphasis businesses who would like to relocate to Woodland. 3 Construc�on - TBD on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: SR 503/Scot Avenue The City of Woodland obtained $2M in funding from Budget: $75M Timeline: Phase 1 Feasibility Study Jobs Created or Intersec�on Reconstruc�on the Federal Highway Administra�on to reduce 2013-2015; Phase 2 Conceptual Retained: TBD Priority 6: Maintain and expand the conges�on at I-5 interchanges at Exit 21 and Exit 22. Design 2015-2021; Phase 3 base infrastructure with an emphasis The area has experienced an increase in conges�on, Construc�on depending on funding traffic induced accidents, and has made the road on freight mobility and broadband, in dangerous for motorized and nonmotorized effort to support the development of transporta�on users. business/industry throughout the region.
Project: Scot Hill Park and Sports Development of a 40-acre plot in Woodland. The Budget: Est. $10M Timeline: Phase 1 Property Jobs Created or Complex project began in 2011 and have obtained various Acquisi�on 2011-2016; Phase 2 Site Retained: 201 Priority 5: Maintain and enhance the funding to complete the 5-phase process outlined for Planning 2017-2018; Phase 3 district’s quality of life and quality of project comple�on. $500,000 received in April 2017 Construc�on 2018-2019; Phase 4
CEDS 2018| Page30 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained place efforts by supporting and from WA State Building Construc�on 2019-2022; coordinating cooperative efforts Phase 5 Comple�on of Construc�on throughout the district. 2022-2024
City of Kalama
Project: Kalama Childcare Center The need for a formal daycare facility within the Budget: TBD Timeline: TBD Jobs Created or Priority 5: Maintain and enhance the community is impera�ve. A site has been selected; Retained: TBD however, building renova�ons are needed to get the district’s quality of life and quality of place efforts by supporting and building to code in order to staff the building and use coordinating cooperative efforts it for the intended purpose. throughout the district.
Port of Longview
Project: Mul�-Cargo Moderniza�on Rehabilita�on and moderniza�on of 1,500 lineal feet Budget: $32M Timeline: Phase 1 Jobs Created or Project of Berth 6 and 7 and breakbulk cargo facili�es to PS&E/Engineering 2019-2020; Retained: 400 Priority 2: Continue efforts to op�mize increased cargo handling omni-dock Phase 2 Storm water/Wastewater support operations of area ports and opera�ons. This work includes installa�on of a dual the management of the Columbia wastewater and storm water collec�on system, strengthening decking and piling to withstand dual River Channel for trade. pick, breakbulk heavy loads, upgrades on-dock rail systems, and deepening the berths to take advantage of the recently deepening of the federal naviga�on channel.
Project: Industrial Rail Corridor The IRC Expansion Project consists of reloca�ng the Budget: $62M; this project Timeline: Phase 1 Engineering Jobs Created or Expansion original IRC north, to accommodate three new requests $5M from EDA to /Design/Permi�ng 2016-2020; Retained: +/- 2,000 Priority 2: Continue efforts to through tracks, six new sidings, and to allow for complete the project. Other Phase 2 Right of Way Purchase direct and indirect support operations of area ports and increased train clearance with lengths of 8,500 feet funding sources used include 2016-2019; Phase 3 Construc�on the management of the Columbia and greater. These improvements will enable unit Port of Longview Capital 2020-2022; Phase 4 Construc�on River Channel for trade. train access and staging for current customer and Budget funds and has 2024-2026. future tenants on redeveloped and underu�lized requested funding from berths that are currently underu�lizing the freight WSDOT-FMSIB – Federal capacity at the Port. Highway Freight Program, and Fastlane Grant funding.
CEDS 2018| Page31 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Willow Grove Boat Launch Through the development of a Port of Longview Budget: $782,655 Timeline: Phase 1 – Jobs Created or Improvement Area Comprehensive Plan, a Park Master Plan concept was engineering/design/permi�ng Retained: 30 Priority 5: Maintain and enhance the developed. The project consists of permi�ng and 2018-2019; Phase 2 – Construc�on district’s quality of life and quality of replacement of an exis�ng boat launch, restroom – 2020-2021 renova�on, educa�onal signage, and queueing lane place efforts by supporting and coordinating cooperative efforts reconfigura�on. throughout the district.
Project: Berth 4 Silo Demolition Removal of Berth 4 silos for future development. Budget: $5M. Timeline: 2017-2023 Jobs Created or Priority 2: Continue efforts to Includes building hazard assessment, soil/groundwater Retained: TBD support operations of area portsand evaluation, reuse and recycle plan, demolition plan, the management of the Columbia planning, rail evaluation/modeling, and silo River Channel for trade. demolition.
Project: Berth 4 Project Berth 4 project would support a new unit train export Budget: $30 M Timeline: Design/Permi�ng 2018- Jobs Created or Priority 2: Continue efforts to facility at Berth 4. Project would include additional rail 2019; Construc�on 2019-2021 Retained: TBD support operations of area ports and on port property, warehouse demolition, and new the management of the Columbia dock structure. River Channel for trade. Port of Woodland
Project: Guild Road Industrial Park I 12-acre industrial park for manufacturing, distribu�on, Budget: Phase 3 Timeline: Phase 3, 2018-20 Jobs Created or Retained: Est. 125 Priority 1: Continue efforts to and warehousing buildings consis�ng of six 15,000 to (infrastructure): $4M est. diversify the regional economic base. 28,000 sq. � metal structures. Master site
infrastructure including water, sewer, telecommunica�ons, electric, gas, storm water, landscaping, and parking/roadway work.
Project: Guild Road Industrial Park II Design, engineering, and permi�ng of buildings of Budget: Phase 3 Timeline: 2018-2020 Jobs Created or Priority 1: Continue efforts to 40,000 to 50,000 sq. �. upon 16-acre site for (construction): TBD Retained: Est. 200+ diversify the regional economic base. manufacturing, distribu�on, and warehousing.
CEDS 2018| Page32 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Martin Bar North Terminal Conduct feasibility study/plan for deep water Budget: Feasibility Timeline: 2019 Jobs Created or Priority 2: Continue efforts to industrial development at 36-acre Martin Bar North study/plan: TBD Retained: TBD support operations of area ports and site including evaluation of infrastructure needs, the management of the Columbia marketing/business opportunities, initial River Channel for trade. environmental review, and utilities/services access (water, sewer, septic, well, gas, and electric).
Project: Lewis River Valley Industrial City of Woodland/ Port of Woodland infrastructure Budget: TBD Timeline: Design (Phase 1), Jobs Created or Park. study and market analysis on 426-acres of privately- Engineering and Permi�ng (Phase Retained: 2,982 owned industrially-zoned property. 2), Construc�on (Phase 3). Phase 1 (based on 426x7 jobs Priority 1: Continue efforts to 2018-2019. per industrial acre). diversify the regional economic base.
Project: Aus�n Point Deep Water 120 acres of deep water industrial marine facility on Budget: Phase 1 Feasibility; Timeline: TBD Jobs Created or Marine Export. heavy industrial zoned property on the Columbia Phase 2 Request for Retained: 100-200 River. Commodi�es consistent to Commission Proposals/Interest. TBD cost. long term. 500+ Priority 2: Continue efforts to Resolu�on #448. construc�on. support operations of area ports and the management of the Columbia River Channel for trade.
Project: State Route 503 Construct dark fiber lines on two routes to improve Budget: Construc�on Route Timeline: 2017-18 Jobs Created or Broadband/Telecommunications residen�al, commercial, public safety, and industrial 1 Woodland to Cougar $1m; Retained: TBD Priority 6: Maintain and expand the access along SR 503 and the Woodland Botoms. Route 2 Woodland Botoms base infrastructure with an emphasis Feasibility study complete. Engineering for pole $500,000 on freight mobility and broadband, in placement Phase 2. Construc�on Phase 3. effort to support the development of business/industry throughout the region.
Port of Kalama
Project: Spencer Creek Business Park Improvements to exis�ng roads within the Port of Budget: $5.5M Timeline: 2018-2019 Jobs Created or Surface Street Improvement Kalama property. Retained: 1,000 over Priority 6: Maintain and expand the 20 years base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of CEDS 2018| Page33 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained business/industry throughout the region.
Project: Deep Water Berth Dredging Dredge deep water berth to maintain access for grain Budget: $5M Timeline: 2018-2022 Jobs Created or Priority 2: Continue efforts to terminal. Retained: TBD support operations of area ports and the management of the Columbia River Channel for trade.
Project: Dredge Material Complete a management plan of sufficient detail to Budget: $50M Timeline: 2019-2020 Jobs Created or Management Plan ensure unimpeded maintenance of the 43-foot Retained: TBD Priority 2: Continue efforts to Columbia River federal naviga�on channel for the next support operationso f area ports and 20 years and purchase property to deposit dredge the management of the Columbia spoils. River Channel for trade.
Project: Tradewinds and East Wind Improvement to local roads to include: Road “A” will Budget: $1.2M Timeline: 2019-2012 Jobs Created or Roads Improvements be a new, 680-foot-long road that will provide access Retained: TBD Priority 6: Maintain and expand the to Air Liquide and to the Port’s wastewater treatment base infrastructure with an emphasis plant. The new road will also provide emergency on freight mobility and broadband, in response access to the methanol plant. Road” B” will be a 3,100-foot-long improvement to an existing effort to support the development of gravel road, which will provide public recreational business/industry throughout the access to the Columbia riverfront. region.
Project: Kalama Methanol Construction of well to provide water for the facility. Budget: $10M Timeline: 2019-2020 Jobs Created or Manufacturing and Expor�ng Facility Retained: 1,000 Well during construction, 200 ongoing Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.
CEDS 2018| Page34 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Kalama Methanol New export dock is designed to accommodate both Budget: $21.5M Timeline: 2019-2020 Jobs Created or Manufacturing and Expor�ng Facility the exis�ng fleet and future genera�ons of methanol Retained: 1,000 Dock carriers. during construction, 200 ongoing Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.
Project: Kalama Methanol Construc�on of a fire loop to support fire suppression Budget: $500,000 Timeline: 2019-2020 Jobs Created or Manufacturing and Expor�ng Facility at the KMMEF facility. Retained: 1,000 Fire Loop Road Construc�on during construction, 200 ongoing Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.
Project: Kalama River Industrial Park Light industrial building construction. Budget: $20M Timeline: 2018-2020 Jobs Created or 50 - 100 Building Construc�on Retained: Priority 1: Continue efforts to diversify the regional economic base.
Project: North Port Storm Water Storm water system enhancement to support Budget: $500,000 Timeline: 2019-2020 Jobs Created or System Enhancement industrial facilities in the Port of Kalama’s large Retained: 200 Priority 6: Maintain and expand the industrial site. base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: Oak Street Overpass Improve the industrial and recrea�onal interchange to Budget: $1M Timeline: 2021 Jobs Created or Modifica�on the Port of Kalama at I-5 Exit 30. This will provide Retained: TBD Priority 1: Continue efforts to access to major industrial employment sites and diversify the regional economic base. recrea�onal opportuni�es.
CEDS 2018| Page35 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained
Project: Floa�ng Light Industrial Installation of floating light industrial dock, in support Budget: $2M Timeline: 2018-2019 Jobs Created or Dock of larger freight movement Retained: 30 Priority 1: Continue efforts to diversify the regional economic base.
Project: Spencer Creek Business Park Utility and road improvements to serve the Business Budget: $12M Timeline: 2019-2020 Jobs Created or Road and U�lity Improvements at Park. Retained: 1,000 over 20 years Exist 32 Priority 6: Maintain and expand the base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of business/industry throughout the region.
Project: Spencer Creek Business Park Construction of light industrial buildings in business Budget: 20M Timeline: 2020-2025 Jobs Created or Light Industrial Buildings park at I-5, Exit 32 Retained: 1,000 over 20 years. Priority 1: Continue efforts to diversify the regional economic base.
Project: Spencer Creek Business Park Construction of commercial buildings in business park Budget: 40M Timeline: 2020-2030 Jobs created or Commercial Buildings at I-5, Exit 32. Retained: 1000 over 20 years. Priority 1: Continue efforts to diversify the regional economic base.
Project: Spencer Creek Business Park Construction of retail buildings in business park at I-5, Budget: $30M Timeline: 2020-2030 Jobs Created or Retail Buildings Exit 32. Retained: 1,000 over 20 years Priority 1: Continue efforts to diversify the regional economic base.
Wahkiakum Port District 1 Project: Dedicated boat launch area Commercial and recrea�on boaters frequent the Budget: $20,000 est. Timeline: TBD Jobs Created or for non-motorized boats. marina, making it a challenge for the non-motorized Retained: TBD
boats to launch safety. The Port is working with Lower Priority 3: Enhance the Columbia Estuary Partnership and Shapiro Didway, LLC attractiveness of the district for CEDS 2018| Page36 Jobs Created or Project / Priority Descrip�on Budget Timeline Retained economic development by promoting to develop the plan which will include a launch area tourism and tourism investment and dock where non-motorized boats can launch throughout the region. safely, out of the way of motorized boats. Also included are restrooms, parking and a boat staging and storage area.
Town of Cathlamet
Project: Waterfront Park Construct new waterfront park on the area of Budget: Phase 1 Timeline: Phase 1 Community Jobs Created or Priority 3: Enhance the abandoned sewage lagoons site. (planning/conceptual Engagement 2016; Phase 2 Design Retained: 5 design/funding strategy): 2016; Final Design/Funding Strategy attractiveness of the district for non-monetary NPS grant; 2017-2019 funding dependent. economic development by promoting subsequent phases TBD tourism and tourism investment throughout the region.
CEDS 2018| Page37 Evalua�on Framework The CWCOG has set several ini�al performance metrics to work toward under this Comprehensive Economic Development Strategy. These metrics will be monitored over the life of the CEDS and will be included in annual reports. In addi�on, the CEDS Commitee will study and consider addi�onal metrics each year as partner organiza�ons share their individual metrics and the group clarifies the most relevant metrics for considera�on and tracking.
The Metrics will work to track progress on the overall implementa�on of the CEDS as required by the EDA. Yearly updates will be shared with partners and stakeholders as well as the general community in an effort to understand how we are doing and what we can do beter.
Performance Metrics Metric Region US Threshold Target
24-Month Avg. 7.57% 5.00% 2.57% Decrease by 0.5 Unemployment Rate Per-Capita Money Income $24,868 $29,829 83.36% Increase to 86% (5-Year ACS) High Tech Employment 1.30% 12% 10.7 Increase to 2%
Young Adults (25 to 44) 22.8 % of 26.4 % of pop. 3.6 Increase to 24% population Educational Attainment AA 26% 38.50% 12.5 Increase to 30% or Higher Table 1: Performance Metrics
As part of the CEDS updates, the CWCOG will monitor and track the number and types of investments undertaken in the region to promote job development and to support quality of life or quality of place ini�a�ves. Over �me, these measures will assist in determining which investments may have spurred the desired changes to the metrics that are included here and may be added in the future.
Economic Resilience
The Rockefeller Foundation’s 100 Resilient Cities (“100RC”) project frames resilience as “the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience.” Although targeted at cities, this is equally applicable to a region that encompasses multiple cities and unincorporated areas. • Chronic Stresses weaken fabric to a community on a daily or cyclical basis such as high unemployment, overtaxed/inefficient public transportation system, endemic violence, food and water shortages. • Acute Shocks are sudden, sharp events that threaten a community such as earthquakes, floods, disease outbreaks, terrorist attacks.
As a baseline, EDA suggests regions undertake a two-pronged approach to resilience within the region:
CEDS 2018| Page38
1. Implement specific goals or actions to bolster the long-term economic durability of the region (steady-state). 2. Establish information networks among the various stakeholders in the region to facilitate active and regular communication between the public, private, education, and non-profit sectors to collaborate on existing and potential future challenges (responsive).
There are many more questions than answers at this point. This is something we would like to explore more thoroughly in leading into the next five-year CEDS update. What does “resilience” mean to an already-degraded region? How can it make meaningful strides forward when increasing regulation may be detrimental to its remaining industries? How can the EDD meaningfully incorporate the resilience elements into its work to complement its primary economic development mission? And how can the economic development district link these activities into transportation planning and better integrate its work with local jurisdictions within the region to further their priorities and interests?
Table 2: Community Challenges Source: http://www.100resilientcities.org/resilience#/-_Yz45NjI6NSdpPTEocz5j/
Acute Shocks
Most, if not all, communities in Washington state have undertaken some degree of emergency planning – comprehensive flood hazard plans, natural hazard mitigation plans, and the like. The Oso landslide in Snohomish County drew attention to the need to keep such plans “alive” and relevant so they could be deployed at a moment’s notice as well as the need for improved integration of such plans both horizontally (with neighboring jurisdictions) and vertically (with different levels of government). The state Military Department has developed an enhanced hazard mitigation plan that encompasses the entire state. Cowlitz and Wahkiakum counties now have multi-jurisdictional natural hazard mitigation plans as well, to which other entities like school districts have formally “annexed.” Cowlitz has both an emergency management plan and one specific to vulnerable populations, Wahkiakum is currently updating their hazard mitigation plan and has a community emergency response team.
CEDS 2018| Page39 Cowlitz, and Wahkiakum counties share similar levels of vulnerability to natural hazards. In 1980, the region bore enormous impacts of the Mount St. Helens volcanic eruption, which not only posed a major disruption to the regional economy and daily lives of its citizens but continues today to pose issues with waterborne transportation (both ports and recreational users) in terms of continuing downstream siltation, the need for recurrent dredging, and influence on localized flooding during storm events. While the potential for another eruption is remote, it cannot be predicted with any accuracy. The mountain continues to show signs of activity. The US Geological Service (USGS) conducts active monitoring on the mountain and has reported what was called a “swarm” of small earthquakes emanating from beneath not only Mount St. Helens but also other volcanic features in Washington and Oregon. Following on a 2006 Forest Service plan for Mount St. Helens events, the state Military Department has in place a Mount St. Helens-Mount Adams Volcanic Region Coordination Plan to guide emergency response in case of another eruption.
Robson et al4 say that the condition of the built environment constitutes another aspect of physical vulnerability. “Where buildings are poorly constructed or maintained, or where critical pieces of infrastructure are susceptible to damage such as bridges, roads, and water and sewer pipes, then the community is vulnerable and faced with the prospects of slow recovery.” Some civic dialogue has occurred around the age and condition of housing, particularly in the more populous parts of the region. However, that is more linked to marketability and desirability against newer, more contemporary housing stock within the commute shed rather than susceptibility to physical failure. Constructed as post-World War I factory housing, many of the smallest, oldest units are facing the end of their life cycles. This is not seen as a resilience issue so much as part of the typical evolution of a community, in which outmoded buildings are significantly remodeled or torn down, either individually or throughout a particular area where lots have been assembled, for purposes of redevelopment. In this region, however, market forces have not driven that type of redevelopment, and a considerable number of older homes perpetuate within the housing stock. In addition to the marketability aspect, this could also become a much more pressing issue in the face of a major event that causes wholesale failure of these older structures that make up much of the region’s housing stock.
Tsunami preparedness is emphasized more outside of the region, for instance in Pacific County; however, communities in both Washington and Oregon took part in the unprecedented Cascadia Rising scenario that envisions a major earthquake and tsunami wiping out much of the northwest coastal region. The lead-in drill book from the federal Emergency Management Agency shows the multitude of physical systems, infrastructure, and services that would be impacted or fully crippled by an event of such magnitude. A primary purpose of Cascadia Rising is to iden�fy where individual agencies’ response plans can be improved.
The threat of wildfire and repeated seasonal flooding are of interest to area agencies. The region has prepared for natural hazards as much as they can be foreseen. One area of such planning that has not been undertaken considers global warming and climate change. Increasing numbers of jurisdictions, in conducting land-use planning, are looking at the effect of sea level rise on prospective development in their communities. In some cases, communities have modified their codes to include analysis of greenhouse gases stemming from proposed development and construction requirements to prospectively address sea level rise. These type of policy and regulatory measures have not yet reached the region to any significant level.
4 Regional Resilience: Research and Policy Brief. Robson, Heflin, and Miller. Rural Policy Research Ins�tute, Harry S. Truman School of Public Affairs, University of Missouri. February 2012.
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Chronic Stresses
Economic opportunities within the region are closely rooted in the area’s history. As with much of the rest of the American West, white explorers entered the tribal region in the early 1800s. In the succeeding century, the fur trade expanded to timber and other natural resources, including fishing, agriculture, and mining. The timber industry remains the dominant economic cluster throughout the area. Manufacturing has provided some economic diversification to the employment base but has suffered overall decline since the 1970s.
The Northern Spoted Owl (Strix occidentalis caurina) was listed as an endangered species in Washington by the state Fish and Wildlife Commission in 1988 and was listed as threatened under the federal Endangered Species Act in 1990. Spoted owls have very large home ranges and use mature and old coniferous forest habitat for nes�ng, roos�ng, and foraging; loss of this habitat due to �mber harvest was the primary reason for its lis�ng. Nearly three million acres of cri�cal habitat have been designated in Washington. Within the region, this includes por�ons of Cowlitz County, but not Wahkiakum. The spoted owl’s lis�ng was, at the �me, viewed as a major blow to the �mber industry.
In reality, it may only have been a nail in the coffin. ECONorthwest5 argues that logging’s importance had already diminished markedly by that �me. Jobs and wages from �mber-related employment had been steadily decreasing prior to the owl’s lis�ng. Timber employment declined by more than 27,000 in the Pacific Northwest between 1979 and 1989 and by another 21,000 by 1996, when the lumber-and- wood products industry represented only 1.9 percent of total statewide employment. The wages paid to �mber workers also decreased rapidly in the 1980s. ECONorthwest also says that for swveral decades the �mber industry had been liquida�ng the stock of �mber at rates so high that the logging levels would inevitably be compelled to fail. Perhaps most telling is that, irrespec�ve of the spoted owl, Oregon State University researchers concluded in 1979 and again in 1989 that a substan�al decline in logging would occur, probably in the 1990s.
The region has also suffered from major job losses at the Reynolds Aluminum facility (2002) and the Trojan nuclear power genera�ng facility (1993). The region has never fully recovered from these losses.
5 The Sky Did NOT Fall: The Pacific Northwest's Response to Logging Reduc�ons
CEDS 2018| Page41 APPENDIX Demography
Basic demographics for each county are included below. Numbers are rounded. At more than halfway through the decennial census period, the 2010 census results are considered a bit stale. For raw population, the 2016 April 1 estimate from the US Census, Community Facts is used.
County Overviews
Cowlitz County is 1,140.13 square miles in size, with a density of about 90 people per square mile.6 Slightly more than 42 percent of the population is considered to be in the work force. Manufacturing is the backbone of jobs in Cowlitz County, although three Washington counties rank higher in terms of the percentage of manufacturing jobs. At the same time, though, the median household income is increasing and has moved from a ranking of 31 to 23 in the state.
People & Income Rank Industry Overview, 2016 Rank in Overview, 2016 Value in Value (By Place of Work) State (By Place of Residence) State
Population 105,160 12 Covered Employment 37,987 14
Growth (%) since 2010 2.7% 25 Average Wage per Job $45,808 10 Census
Households 39,671 12 Manufacturing - % All Jobs 16.6% 4 in County
Labor Force (persons) 44,859 12 Average Wage per Job $66,937 6
Unemployment Rate 7.5 12 Transportation & 4.4% 4 Warehousing - % All Jobs in County
Per Capita Personal $41,449 23 Average Wage per Job $60,545 3 Income
Median Household $51,772 23 Health Care, Social Assist. - 16.5% 7 Income % All Jobs in County
Poverty Rate 16.3% 8 Average Wage per Job $47,010 10
High School Diploma or 88.0% 28 Finance and Insurance - % 2.0% 13 More - % of Adults 25+ All Jobs in County
Bachelor's Degree or 15.9% 32 Average Wage per Job $53,780 13 More - % of Adults 25+
Table A1: Cowlitz County Overview Source: StatsAmerica
6 Census QuickFacts (2010)
CEDS 2018| Page42 Wahkiakum County has 263.38 square miles in land area and a density of slightly more than 15 people per square mile.7 It ranks as the county having the lowest number of “covered employment”8 jobs in the state. At the same time, its median household income is higher than Cowlitz County.
People & Income Rank in Industry Overview, 2016 Rank in Overview, 2016 Value Value State (By Place of Work) State (By Place of Residence)
Population 4,139 37 Covered Employment 699 39
Growth (%) since 2010 4.0% 21 Average Wage per Job $34,207 36 Census
Households 1,789 37 Manufacturing - % All Jobs 6.4% 25 in County
Labor Force (persons) 1,296 38 Average Wage per Job $28,591 36
Unemployment Rate 9.0 3 Transportation & 1.1% 29 Warehousing - % All Jobs in County
Per Capita Personal $36,990 32 Average Wage per Job $36,801 35 Income
Median Household $54,162 14 Health Care, Social Assist. 0.0% 35 Income - % All Jobs in County
Poverty Rate 12.8% 25 Average Wage per Job N/A
High School Diploma or 93.1% 8 Finance and Insurance - % 0.0% 39 More - % of Adults 25+ All Jobs in County
Bachelor's Degree or 15.1% 38 Average Wage per Job N/A 39 More - % of Adults 25+
Table A2: Wahkiakum County Overview Source: StatsAmerica
7 Census QuickFacts (2010) 8 htp://www.bls.gov/opub/hom/pdf/homch5.pdf
CEDS 2018| Page43 Who Lives Here?
Race
The EDD region lacks racial and ethnic diversity, both in individual counties and the region as a whole. The counties within the region are predominantly white and are fairly homogenous with one another in terms of their respective racial composition. Altogether, the area is about 15 percent higher in white- only population than the state as a whole. This could be an enduring reflection of settlement patterns and Euro-centric workers who came west to work in the timber industry, combined with lack of immediate proximity to an immigration port. Even given Native Americans’ historic presence in the region, the current-day tribal population is below that of other races, just about two percent of the white population. Less than ten percent of the region’s population identifies as Hispanic, close to three percent under the statewide segment.
Race and Hispanic Origin Wahkiakum County Cowlitz County Washington State
Population 4,139 105,160 7,288,000 White alone 3,837 92.70% 96,221 91.50% 5,830,400 80.00% Black or African American alone 25 0.60% 1,052 1.00% 298,808 4.10% American Indian and Alaska Native 75 1.80% 2,208 2.10% 138,472 1.90% Asian alone 62 1.50% 1,683 1.60% 626,768 8.60% Native Hawaiian and Other Pacific 8 0.20% 421 0.40% 58,304 0.80% Islander alone Two or More Races 137 3.30% 3,681 3.50% 335,248 4.60% Hispanic or Latino 195 4.70% 9,254 8.80% 903,712 12.40% White alone, not Hispanic or Latino 3,680 88.90% 88,440 84.10% 5,065,160 69.50%
Table A3: Race Source: US Census Quick Facts 2016 US Census Bureau, American Community Survey, 5-Year Estimates
CEDS 2018| Page44 Age More than half the population throughout the region is between the ages of 45 and 64 – approaching retirement age or at least the latter part of their working lives. The population of young adults (age 25- 44) coming up behind them trails by about 10,000 people. There is a considerable disparity between the population of children (preschool/school age) and college-age adults, and between young adults and college-age adults. This suggests that people in this age group are leaving the region in significant numbers, whether to attend school or for other reasons.
Cowlitz Wahkiakum Region Age Group (#/%) (#/%) (#/%) Preschool (0-4) 6,273 138 6,411 6.1% 3.4% 6.0% School Age (5-17) 17,679 531 18,210 17.3% 13.2% 17.2% College Age (18-24) 8,367 293 8,660 8.2% 7.3% 8.2% Young Adult (25-44) 23,814 697 24,511 23.3% 17.4% 23.1% Older Adult (45-64) 28,804 1,221 30,025 28.2% 30.4% 28.3% Senior (65+) 17,135 1,136 28,271 16.8% 28.3% 17.2% Table A4: Age Sources: US Census Bureau, American Community Survey, 5-Year Estimates; median age calculated by the IBRC
Living Arrangements The largest segment of the population is in a marital relationship but with no children, which is closely followed by non-family households. These two areas account for almost 68% of the population.
Living Arrangements Cowlitz Wahkiakum Region (#/%) (#/%) (#/%) Total Households 39,765 1,716 70,931 Family Households 26,282 1,173 47,228 66.1% 68.4% 66.2% Married with children 6,461 155 11,283 16.2% 9.0% 15.9% Married without children 13,381 735 24,714 33.7% 42.8% 34.0% Single parents 3,980 188 6,653 10.0% 11.0% 10.1% Other 2,460 95 4,578 6.2% 5.5% 6.2% Non-Family Households 13,483 543 23,703 33.9% 31.6% 33.8% Living alone 10,945 502 19,435 27.5% 29.3% 27.6% Table A5: Living Arrangements Source: US Census Bureau
CEDS 2018| Page45 Educational Preparedness
About two thirds of the region’s population age 25 or older has attained either high school graduation/GED or has attended some college, but with no degree. This exceeds the statewide average, closer to a quarter of the working-age population. Only about 15 percent has a bachelor’s degree or higher, less than half of the statewide average of just over 33 percent. This suggests that without additional education, many working-age people are poorly positioned to qualify for jobs requiring degrees. At the same time, census data does not capture non-collegiate technical or certification programs, on-the-job training programs, and the like; some working-age people may have augmented their work skills through such efforts.
Wahkiakum Educational Attainment Cowlitz County Washington State County Population 25 years and over 70,866 3,072 4,804,224 Less than 9th grade 2,556 3.60% 64 2.10% 189,027 3.90% 9th to 12th grade, no diploma 5,982 8.40% 147 4.80% 263,469 5.50% High school graduate (includes 21,945 31.00% 941 30.60% 1,101,156 22.90% equivalency) Some college, no degree 22,001 31.00% 1,116 36.30% 1,168,713 24.30% Associate's degree 7,144 10.10% 341 11.10% 469,700 9.80% Bachelor's degree 6,964 9.80% 320 10.40% 1,022,117 21.30% Graduate or professional degree x x 143 4.70% 590,042 12.30% Percent high school graduate or 88.00% 93.10% 90.60% higher Percent bachelor's degree or higher 15.90% 15.10% 33.60%
x = estimate not available.
Table A6: Education Source: US Census, American Community Survey 2012-2016
CEDS 2018| Page46 Where Do People Live?
Population and Households The following data sets create a snapshot of demographic patterns found within the region in 2013 based on 2010 Federal Census and 2008-2012 American Community Survey data. Information conveying characteristics of population, housing, and personal income trends and forecasts are organized by county. Key issues pertaining to the demographic trends include the growth in the aging population as well as slower population growth overall, due to slower natural increase and lower in- migration to the region.
Housing Cowlitz Wahkiakum Region (#/%) (#/%) Units 43,451 2,087 45,538 54.6% 2.6% Occupied housing units 39,765 1,789 41,554 56.1% 2.4% Owner-occupied 26,290 1,443 27,733 55.3% 2.8% Renter-occupied 13,475 346 13,821 57.7% 1.7% Vacant housing units 3,686 298 3,984 42.3% 4.2% Table A7: Housing Source: American Community Survey 5-Year Estimates, 2010-2014
Coming & Going
Historically, population growth in the region has been fueled largely by in-migration rather than natural increase. Population growth has plateaued and has even decreased in some age brackets. The Washington State Office of Financial Management has revised its population growth forecast for the State of Washington to reflect a slowing in-migration following the Great Recession, as well as lower rates of household formation and significantly lower rates of natural increase, due to the continued aging of the Baby Boomer generation. This forecast affects the regional economic image as a declining and aging population. It is imperative that the region begin to focus on increasing job opportunities geared toward increasing in-migration.
Components of Popula�on Change Cowlitz Wahkiakum Region 2010-2017 Births 8,567 200 8,767 Deaths 7,555 345 7,900 Natural Increase 1,012 (145) 867 Net Migra�on 2,478 197 2,657 Table A8: Population Change Source: Washington State Office of Financial Management 2017 Population Trends
CEDS 2018| Page47 Income & Poverty
The per capita personal income of the counties is substantially lower than Washington State’s per capita personal income of $53,493 for 2016 (Washington Office of Financial Management). In addition, Woodland, as a bedroom community to the Vancouver-Portland metro region, disproportionately increases the median for Cowlitz County. Overall, the region is seeing an increase in poverty rates, which have profoundly affected the school districts, as evidenced by increasing numbers of children receiving free and reduced cost meals. One in four children in Kelso are in poverty and close to one in five seniors in Woodland are in poverty. Every community in the region, except Woodland, is below the US median household income level. Also, every community in the region is below the national per capita income.
In comparison to a household with the median household income, a household consisting of two working adults and a child, with an income below the median, would not meet self-sufficiency standards. This results in more “working poor” within the region with relatively more limited opportunities.
Overall, almost every household within the region under the median household income fails to meet the sufficiency standards of a typical family household. Since the last CEDS in 2009, the poverty rate has increased for children and the elderly, and median household incomes have become stagnant. Without significant economic opportunities, these statistics will become more dire. The EDD and partner organizations will continue to focus on wealth creation and moving more residents toward self- sufficiency.
Per Capita Cowlitz Wahkiakum State Income 2016 $24,756 $27,619 $32,999 2015 $24,260 $24,483 $31,762 2014 $24,042 $23,215 $31,233 2013 $23,557 $22,334 $30,742 2012 $23,572 $25,060 $30,661 2011 $23,575 $21,455 $30,481 2010 $22,948 $23,115 $29,733 % change 7.8% 11.9% 10.9% 2010-16
Table A9: Income Source: US Census, American Fact Finder
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2018-2022 Comprehensive Economic Development Strategy Cowlitz-Wahkiakum Council of Governments
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