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Comprehensive Economic Development Strategy

(CEDS)

2018-2022

March 2018

FINAL


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


ACKNOWLEDGMENTS

CWCOG Board General/Special Members (vo�ng)

Dennis Weber, Cowlitz County

Mike Backman, Wahkiakum County

Scot Vydra, City of Longview

Mike Karnofski, City of Kelso

David Vorse, City of Castle Rock

Rosemary Siipola, City of Kalama

Susan Humbyrd, City of Woodland

Sue Cameron, Town of Cathlamet

Dave Quinn, Cowlitz PUD

Jeff Wilson, Port of Longview

Troy Stariha, Port of Kalama

Dale Boon, Port of Woodland

Bob Kizziar, Wahkiakum Port District No. 1

Jim Mabbot, Castle Rock School District

Eric Nerison, Kalama School District

Scot Westlund, Kelso School District

Dan Zorn, Longview School District

Michael Green, Woodland School District

Bill Hallanger, Cowlitz 2 Fire & Rescue

Victor Leatzow, Cowlitz Fire District No. 5

Dell Hillger, Beacon Hill Water & Sewer District

Associate Members (non-vo�ng)

Chris Bailey, Lower Columbia College

Ilona Kerby, Lower Columbia CAP

Ted Sprague, Cowlitz EDC

Chris Pegg, Housing Opportuni�es of SW WA

Bill Marcum, Kelso-Longview Chamber

Meg Morris, Wahkiakum Chamber

Debra Dudley, City of Rainer, OR

Jeff Cameron, River Ci�es Transit

Affiliate Members (non-vo�ng)

Jennifer Gorsuch, City of Camas

Tamara Gunter, City of Batle Ground

Jeanete Cefalo, City of Washougal

Debbie Stanley, Three Rivers Regional Waste Water Plant


The Economic Development District Board: Ci�zen Bob Gregory City of Castle Rock Ellen Rose City of Kalama Adam Smee City of Kelso Mike Karnofski City of Longview Mike Wallin City of Woodland Susan Humbyrd Cowlitz County Dennis Weber Cowlitz Economic Development Council Scot Walstra Cowlitz Tribe Tim Van Mechelen Cowlitz-Wahkiakum Central Labor Council Shawn Nyman Eureka Engineering Marilyn Young-Skogland Gallagher Corey Balkan Gibbs and Olson Rich Gushman Kelso-Longview Chamber of Commerce Bill Marcum

Lower Columbia College Chris Bailey Port of Kalama Troy Stariha Port of Longview Jeff Wilson Port of Woodland Dale Boone Small Business Development Center Jerry Petrick Southwest Washington Workforce Development Council Alyssa Joyner Town of Cathlamet Sue Cameron US Bank Ka�e Ribelin Wahkiakum Chamber of Commerce Meg Morris Wahkiakum County Mike Backman Wahkiakum Port District #1 Jackie Lea Washington State University (WSU) Extension – Cowlitz Gary Fredricks Washington State University (WSU) Extension – Wahkiakum Carrie Backman


CEDS Commitee: Dave Nelson, Lighthouse Law

Adam Davis, UA 26 Plumbers and Steamfiters

Lance Brown, Eric Fuller, Inc.

Mike Bridges, IBEW

Vee Godley, NWIW

Chris Paolini, Airport

Julie Nelson, American Workforce Group

Corey Balkan, Arthur Gallagher

Brian Magnuson, Cascade Networks

Steve Madsen, CATS/CARP

Pat Kubin, Ci�zen

Valaree Squires, Ci�zen

Dave Vorse, City of Castle Rock

Paul Helenberg, City of Castle Rock

Rosemary Siipola, City of Kalama

Stephen Taylor, City of Kelso

Tammy Baraconi, City of Kelso

Chet Makinster, City of Longview

Joe Phillips, City of Longview

Mike Wallin, City of Longview

Jerry Flaskerud, Coldwell Banker

Dennis Weber, Cowlitz County

Bianca Lemmons, Cowlitz County Title

Mike Karnofski, City of Kelso

Ted Sprague, Cowlitz Econ. Development Council

Scot Walstra, Cowlitz Econ. Development Council

Ray Johnson, Cowlitz PUD

Shawn Nyman, C-W Central Labor Council

Rich Gushman, Gibbs and Olson

Rob Harris, JH Kelly

Marcel Goulet, SCORE

Mat Peerboom, KapStone

Bill Marcum, Kelso-Longview Chamber

Dan Zorn, Longview Schools

Ilona Kerby, Lower Columbia CAP

Chris Bailey, Lower Columbia College

Karen Sisson, North Pacific Paper Company

Spencer Wiggins, NW Motor Services

Paul Youmans, Pathways 2020

Becki Tapley, Peace Health

Eric Yakovich, Port of Kalama

Jeff Wilson, Port of Longview

Norm Krehbiel, Port of Longview

Jennifer Keene, Port of Woodland

Jake Oja, Propel

Taylor Aalvik, Cowlitz Tribe

Donald Rodman, Rodman Realty

Jerry Petrick, Small Business Devel. Center

Alyssa Joyner, SW WA Workforce

Erin Theony, Theony Family Trust

Ka�e Ribelin, US Bank

Kevin Willis, Waste Control

Steve Wilcox, Wilcox & Flegel Oil Co.

Gary Fredricks, WSU Extension

Carrie Backman, WSU Extension

Kathi Wallace

Sandi Benbrook-Rieder, Wahkiakum Chamber

Nicci Bergseng

Shannon Brit

Deb Howie

Marissa Washington, Bank of the Pacific

Boone Mora

Laurel Waller, Hotel Cathlamet

Linda Barth, Linda Barth Insurance

Bob Kizziar, Wahkiakum Port District #1

Jackie Lea, Wahkiakum Port District #1

Lee Tischer, Wahkiakum Port District #2

Richard Erickson, River Mile 38 Brewing Co.

Mat Kuhl, Futcher Group CPA

Meg Morris, Wahkiakum Chamber

Sue Cameron, Town of Cathlamet

Mike Backman, Wahkiakum County

Robert Jungers, Wahkiakum PUD

Bill Wilkins, Windermere


TABLE OF CONTENTS

Page

Acknowledgments 4

List of Figures & Tables 8

List of Acronyms 9

Introduc�on 10

Summary Background Geography, Governance, Transporta�on, U�li�es, Educa�on Map of Cowlitz-Wahkiakum Economic Development District

10 10-16

17

SWOT Analysis 18

Strategic Direc�on Visions Statement – Regional Priori�es and Goals

Ac�on Plan Regional Projects

19 20-22

23 24-37

Evalua�on Framework 38

Economic Resilience 38

Appendix Demography 42


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


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

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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, including Ariel, Cougar, Lexington, Rose Valley, 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.

Fig 1 Planning Area Source:

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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

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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.

https://maps.google.com/landing/transit/index.html

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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

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

http://www.southwestwaregionalairport.com/

http://www.amtrakcascades.com/

http://www.amtrakcascades.com/

https://www.amtrak.com/coast-starlight-train

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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 Cowlitz and Wahkiakum high school students graduate at slightly below or just above the state, those who receive bachelor’s degrees lag behind the state by 50%. Higher Education and Workforce - Lower Columbia College (LCC), a community college located in Longview and serving both Cowlitz and Wahkiakum County, has a robust training and development curriculum that mirrors our dynamic but developing business climate. Working with local government, business leaders, and public schools, the college provides vocational and professional training opportunities in response to the business community’s employment needs.

88.00%93.10% 90.60%

15.90% 15.10%

33.60%

COWLITZ WAHKIAKUM WASHINGTON STATE

Educational Attainment

High school graduate or higher,persons age 25 years+,2012-2016Bachelor's degree or higher, persons age 25 years+, 2012-2016

Fig 3 Educa�onal Atainment Source: US Census, American Community Survey 2016

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• 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 Issues Strengths Weakness Opportunities Threats

Economy

• Available industrial property

• Available commercial property

• Less rigid regulations • No state sales tax • No state income tax • No growth

management regulations

• Commercial building blight

• Extensive permitting – time and cost

• Support start-ups, entrepreneurship, and lending opportunities

• Diversify industries and business climate

• Aggressively market available industrial land

• Less rigid regulations • No state sales tax • No state income tax • No growth management

regulations

• Business Closures • Natural disasters • Regulatory

constraints on resource-based economy

• Slide and road closures

Workforce Development

• Skilled labor and trades • Lower Columbia

College

• Skills gap • Lack of workforce

availability • Aging workforce

• Continued partnerships with labor and business

• Skill center

• Availability of labor for agriculture

• Out-migration of younger generation (brain drain)

Infrastructure • Regional airport • Deep water port • Rail access • Water access • Interstate access • Pacific Rim access

• Broadband limitations • Permitting costs and

uncertainty

• Expand technology and broadband access

• Natural disasters/rain and flooding

Education • Vocational training at LCC

• K-12 schools

• Low 4-year degree and educational attainment

• K-12 not prepared for employment

• Promote life skills training • Expand high school career

development • Expand high school

vocational training

• Teacher supply • Funding of base

services • Facilities

Quality of Life • Recreational opportunities

• Diversity of resources

• Funding to maintain and improve facilities

• Promote tourism opportunities

• Promote recreational opportunities

• Maintenance funding

Transportation • Strong backbone system

• Strong river highway and port system

• Airport

• Traffic congestion • Traffic infrastructure • Lack of county public

transit

• Improve transportation planning and connectivity

• Federal transportation funding

• Increase river transportation usage

• Infrastructure costs • Land slides

Social Issues • Elder services/facilities • High poverty • High unemployment • High substance abuse • Health care

affordability

• Increase civic engagement • Improve behavioral health

care services

• Substance abuse issues

• Lack of childcare

Housing • Housing affordability • Limited housing inventory

• Limited housing land supply

• Residential building blight

• Builder/Developer supply and capacity

• Strong demand • Affordability over

Vancouver

• Lack of housing • Age and quality of

housing

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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.

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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| P a g e 21

• 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| P a g e 22

• 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 Partner

Supporting Partners

Continue efforts to diversify the regional economic base. CEDC, Wahkiakum

Chamber

CWCOG, Cities, Counties, Ports

Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

Ports

CEDC, Wahkiakum Chamber, CWCOG,

Chambers Enhance the attractiveness of the area for economic development by promoting tourism and tourism investment throughout the region.

Wah. Chamber, Cowlitz

Tourism, Cities

Cities, Chambers

Encourage and promote programs intended to enhance new business start-ups, entrepreneurial development, and small business growth.

CWCOG, CEDC, Wahkiakum

Chamber, SBDC

Cities, Counties, Chambers, LCC

Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

All

Cities and Counties

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.

CWCOG

Cities, Counties

Provide informa�on and forums for discussion of resilience issues within the region and promote interdisciplinary planning efforts.

CWCOG

Cities, Counties, WSDOT

Facilitate the development of an educated and skilled workforce

Workforce SW WA, LCC, K-12

Schools

CWCOG, CEDC, Wahkiakum Chamber,

Provide support for enhancing the quality and quan�ty of housing units throughout the region to include workforce housing through execu�ve housing.

Cities, Counties

CWCOG

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| P a g e 23

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| P a g e 24

List of Regional Projects

Project / Priority Descrip�on Budget Timeline Jobs Created or

Retained

Cowlitz County

Project: SR432/433 Industrial Way/Oregon Way Intersec�on Project 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.

Develop an affordable long-term solu�on that: (a) maintains or improves emergency response; (b) improves travel reliability for all vehicles; and (c) accommodates current and future freight truck and passenger vehicle movement through the intersec�on and across the region and states. Construc�on of a grade-separated roadway intersec�on at the intersec�on of SR 432, the primary east-west 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.

Budget: $5.04M (NEPA EIS); $85M (Final Design, Right of Way acquisi�on, and Construc�on)

Timeline: NEPA EIS to be completed by 6/2018; Final Design/Right of Way acquisi�on to be completed by Summer/Fall 2020; Start of construc�on by Fall 2020/Winter 2021.

Jobs Created or Retained: 3,390

Project: Cowlitz Cobras Football & Field Sports Stadium Priority 5. Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

Feasibility study to evaluate the economic and social impacts of construc�ng a venue for football and other field sports in or around Castle Rock.

Budget: Feasibility study: $20K

Timeline: 2018-2019 Jobs Created or Retained: Est. 25

Wahkiakum County

Project: Wahkiakum County Living Well Center

Priority 9. Provide support for enhancing the quality and quantity of housing units throughout the region to include workforce housing through

Wahkiakum County Health and Human Services plans to collocate physical, behavioral, and public health to provide integrated services to low- and moderate-income people. A housing project of approximately 23 units is anticipated, as is a food distribution center. The center will serve older people, low income people, victims of abuse, and chemically dependent people.

Budget: Phase I (feasibility study) $24K – currently funded

Timeline: Tied to funding

Jobs Created or Retained: 54

CEDS 2018| P a g e 25


Retained

executive housing. There will also be walking trails on the property.

Project: Steamboat Slough Road Safety & Access Preservation Priority 3. Enhance the attractiveness of the district for economic development by promoting tourism and tourism investment throughout the region.

Project will enhance safety and public access to the Julia Butler Hansen Refuge for Columbia White-tailed Deer through restora�on and resurfacing of the deteriora�ng county road and building car pullouts, construc�ng a designated parking area at the Columbia River, building a safe turnaround area, and adding informa�onal kiosks.

Budget: $934,973, currently only $230,000 has been commited to the project

Timeline: Phase I: 2015-2018; Phase II to be completed in 2019

Jobs Created or Retained: TBD

Project: SR 4 Pedestrian Crossing Priority 5: Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

Growing pedestrian traffic around the town of Cathlamet is driving the need for a pedestrian crossing of SR 4.

Budget: under development Timeline: Spring 2019 Jobs Created or Retained: TBD

Regional Projects

Project: Develop a Skill Center:

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.

Re-use of school facility to use for teaching trades such as pipe fi�ng, plumbing, electrical, carpentry, IT, etc.

Budget: $10 million Timeline: 2018-2021 Jobs Created or Retained: Est. 95-150

CEDS 2018| P a g e 26


Retained

Project: Research the feasibility of developing a private, non-profit technical ins�tute that trains students for “in demand” specialized 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.

The school will provide industry with well-trained people who will work as team members to meet the needs of industry in our rapidly evolving technological world.

Budget: Unknown Timeline: Unknown Jobs Created or Maintained: Unknown

Project: Research the feasibility of developing Lower Columbia College from a 2-year school to a university and/or support the addi�on of 4-year baccalaureate degree programs into LCC’s programming.

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.

Offering baccalaureate degrees at two-year schools means moving into areas where there is a documented, unmet community need that clearly exists – where there is no public/private provider in that specific field.

LCC was created and is supported by the community for the community. Expanding the mission should be considered – especially at a �me when more that ever before, parents and students are looking for a strong return on their investment in higher educa�on.

Budget: Unknown Timeline: Unknown Jobs Created or Maintained: Unknown

City of Longview

Project: Beech Street Extension

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.

Extend Beech Street from just east of Oregon Way approx. 2,600 feet to California Way including sidewalks, ligh�ng, and storm water facili�es.

Budget: Phase 1 (design): $1M; Phase 2 (construc�on): $2.5M

Timeline: Phase 1, 2018-19; Phase 2, 2020

Jobs Created or Retained: Est. 500+

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Retained

Project: State Route 432 Corridor 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.

Improve two key intersec�ons (SR 432/411 interchange and SR 432/California Way).

Budget: Phase 1 (design, ROW acquisi�on, environmental): $4M; Phase 2 (construc�on): $5.5M

Timeline: Phase 1, 2017-19; Phase 2, 2019-20

Jobs Created or Retained: Est. 2,922

City of Kelso

Project: West Main Realignment Phase 2 of the West Main Revitaliza�on Project


The West Main Street Corridor provides a direct route from SR 4 to I-5 through Kelso and improves access to SR 411. Phase II will complete the originally iden�fied project and includes right of way acquisi�on, widening of the corridor, improved signaliza�on, and intersec�on improvements at the SR 4 junc�on.

Budget: $4.5M

Timeline: Phase 1 Preliminary Engineering/Design; Phase 2 Right of Way Acquisi�on; Phase 3 Construc�on 2019


Project: South Pacific Avenue Road Rehabilita�on


Improvements for access to the airport’s west side will improve customer access to exis�ng businesses as well as atract new business opportuni�es by making the area more atrac�ve and conducive to business needs.

Budget: $250,000

Timeline: Phase 1 Engineering/Design 2017; Phase 2 Construc�on 2017


Project: Talley Way, Bridge Corridor, and Runway 12/30 Extension Potential Private and Public Investment: $5M annually Priority 6: Maintain and expand the base infrastructure with an emphasis on freight mobility and broadband, in

Pave the way for airport runway improvements currently hindered by the corridor’s penetra�on of the runway safety environment. The airport’s extension would increase total runway length to 5,000 feet allowing larger cargo and business jet aircra�s to u�lize the airport. The current length of the runway prohibits larger business and cargo aircra� to use the

Budget: $35M

Timeline: Phase 1 corridor/runway extension study 2009-2019; Phase 2 engineering and design 2020-2022; Phase 3 Construc�on 2022-2022


CEDS 2018| P a g e 28


Retained

effort to support the development of business/industry throughout the region.

airport due to insurance and aircra� performance limita�ons.

City of Castle Rock

Project: High Banks Development Priority 3: Enhance the attractiveness of the district for economic development by promoting tourism and tourism investment throughout the region.

Phase 1 includes the provision of infrastructure such as water, sewer, electricity, and communica�ons services. Phase 2 will be provided by a private partnership in developing the campgrounds, full service sites, club house, restrooms, playground, etc.

Budget: Phase 1: $1M; Phase 2: $1M

Timeline: Phase 1 to be completed by 7/2019 Phase 2 to be completed by 1/2021


Project: North County Sports Complex Playing Fields/Court Expansion

Priority 3: Enhance the attractiveness of the district for economic development by promoting tourism and tourism investment throughout the region.

Upgrading exis�ng playing fields with ligh�ng and barrier free access and adding addi�onal fields, courts, and other playground ameni�es. Provides opportuni�es for local, regional, and state tournaments.

Budget: $1M

Timeline: Phase 1 to be completed by 9/2019 Phase 2 to be completed by 6/2021


Project: Riverfront Trail/North Huntington Ave. Extension Status: On-going Priority 3: Enhance the attractiveness of the district for economic development by promoting tourism and tourism investment throughout the region.

Provide connection of the trail system to the I-5 Exit 49/SR411/SR504 corridor. This will provide a barrier-free access to multi-modal transportation opportunity for residents and visitors, as it will connect neighborhoods and the Washington State Park-N-Ride and the commercial areas.

Budget: $315,000

Timeline: Project to be completed by 10/2021 Phase 2 -. Timeline for this phase 2019/2021.


CEDS 2018| P a g e 29


Retained

Project: Exit 49 Pedestrian Improvement Project Phase 2

Priority 5: Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

Project will provide safe rou�ng for pedestrians near Exit 49, including a pedestrian crossing with a pedestrian ac�vated signal system, pedestrian friendly street ligh�ng, drainage improvements, and appropriate landscaping.

Budget: Total project cost for Phase 2 - $261,200; Amount Requested: $251,200

Timeline: Project to be completed in 2018. Project is currently in preliminary engineering


Project: State Route 411 Bridge Improvements


Study to redesign and reconstruct the SR 411 bridge over the Cowlitz River to adequately accommodate pedestrians and bicyclists while also raising the highway eleva�on out of the 100-year flood plain.

Budget: Phase 1 feasibility & preliminary engineering $500K; Phase 2 (construction): $2.5M

Timeline: Phase 1, 2018-2020; Phase 2, 2019-2021

Jobs Created or Retained: Est. 45

Project: Dougherty Drive Rehabilita�on Project


A full depth reclama�on of the asphalt surface with a new 2” asphalt surface, shoulder widening for bicyclists, a 6’ wide sidewalk on one side of the street, pedestrian friendly ligh�ng, and extension of free public Wi-Fi.

Budget: $1.1M

Timeline: 2019-2020


Project: Hun�ngton Avenue South Overlay

Priority 6: Maintain and expand the base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of

The repair of distressed areas in the street surface by applying a new 0.2-foot-thick concrete asphalt layer to .93 miles long by 40-foot-wide to the City main arterial street from the intersection of Front Avenue SW to the intersection of Bond Road located at Exit 48 of I-5.

Budget: $823,393

Timeline: 2019


CEDS 2018| P a g e 30


Retained

business/industry throughout the region.

City of Woodland

Project: Scot Hill Booster Sta�on


Improvement of water quality in the City of Woodland. The City approved a Water System Plan char�ng a �meline for incremental improvements, maintenance, and opera�on’s needs.

Budget: Phase 1 Preliminary Design & Engineering - $147,478; Phase 2 Final Design & Engineering TBD; Phase 3 Construction 1– TBD; Phase 3 Construction – depending on funding; Phase 4 Construction – depending on funding

Timeline: Phase 1 2015-2016; Phase 2 2017; Phase 3 2019; Phases 4 and 5 depending on funding


Project: 426 Acre Industrial Site Development Infrastructure Feasibility Study


Infrastructure development on the 426-acre industrial site to attract businesses to relocate to the shovel ready property. Currently undeveloped, the property lacks general basic infrastructure to attract the businesses who would like to relocate to Woodland.

Budget: TBD

Timeline: Phase 1 Property Acquisi�on/MOU’s – 2017; Phase 2 Conceptual Design/Market Analysis/Site Planning – TBD; Phase 3 Construc�on - TBD


Project: SR 503/Scot Avenue Intersec�on Reconstruc�on


The City of Woodland obtained $2M in funding from the Federal Highway Administra�on to reduce conges�on at I-5 interchanges at Exit 21 and Exit 22. The area has experienced an increase in conges�on, traffic induced accidents, and has made the road dangerous for motorized and nonmotorized transporta�on users.

Budget: $75M

Timeline: Phase 1 Feasibility Study 2013-2015; Phase 2 Conceptual Design 2015-2021; Phase 3 Construc�on depending on funding


Project: Scot Hill Park and Sports Complex

Priority 5: Maintain and enhance the district’s quality of life and quality of

Development of a 40-acre plot in Woodland. The project began in 2011 and have obtained various funding to complete the 5-phase process outlined for project comple�on. $500,000 received in April 2017

Budget: Est. $10M

Timeline: Phase 1 Property Acquisi�on 2011-2016; Phase 2 Site Planning 2017-2018; Phase 3 Construc�on 2018-2019; Phase 4


CEDS 2018| P a g e 31


Retained

place efforts by supporting and coordinating cooperative efforts throughout the district.

from WA State Building Construc�on 2019-2022; Phase 5 Comple�on of Construc�on 2022-2024

City of Kalama

Project: Kalama Childcare Center

Priority 5: Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

The need for a formal daycare facility within the community is impera�ve. A site has been selected; however, building renova�ons are needed to get the building to code in order to staff the building and use it for the intended purpose.

Budget: TBD

Timeline: TBD


Port of Longview

Project: Mul�-Cargo Moderniza�on Project

Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

Rehabilita�on and moderniza�on of 1,500 lineal feet of Berth 6 and 7 and breakbulk cargo facili�es to op�mize increased cargo handling omni-dock opera�ons. This work includes installa�on of a dual wastewater and storm water collec�on system, strengthening decking and piling to withstand dual 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.

Budget: $32M

Timeline: Phase 1 PS&E/Engineering 2019-2020; Phase 2 Storm water/Wastewater


Project: Industrial Rail Corridor Expansion Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

The IRC Expansion Project consists of reloca�ng the original IRC north, to accommodate three new through tracks, six new sidings, and to allow for increased train clearance with lengths of 8,500 feet and greater. These improvements will enable unit train access and staging for current customer and future tenants on redeveloped and underu�lized berths that are currently underu�lizing the freight capacity at the Port.

Budget: $62M; this project requests $5M from EDA to complete the project. Other funding sources used include Port of Longview Capital Budget funds and has requested funding from WSDOT-FMSIB – Federal Highway Freight Program, and Fastlane Grant funding.

Timeline: Phase 1 Engineering /Design/Permi�ng 2016-2020;

Phase 2 Right of Way Purchase 2016-2019; Phase 3 Construc�on 2020-2022; Phase 4 Construc�on 2024-2026.

Jobs Created or Retained: +/- 2,000 direct and indirect

CEDS 2018| P a g e 32


Retained

Project: Willow Grove Boat Launch Improvement Area Priority 5: Maintain and enhance the district’s quality of life and quality of place efforts by supporting and coordinating cooperative efforts throughout the district.

Through the development of a Port of Longview Comprehensive Plan, a Park Master Plan concept was developed. The project consists of permi�ng and replacement of an exis�ng boat launch, restroom renova�on, educa�onal signage, and queueing lane reconfigura�on.

Budget: $782,655

Timeline: Phase 1 – engineering/design/permi�ng 2018-2019; Phase 2 – Construc�on – 2020-2021


Project: Berth 4 Silo Demolition Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

Removal of Berth 4 silos for future development. Includes building hazard assessment, soil/groundwater evaluation, reuse and recycle plan, demolition plan, planning, rail evaluation/modeling, and silo demolition.

Budget: $5M. Timeline: 2017-2023 Jobs Created or Retained: TBD

Project: Berth 4 Project Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

Berth 4 project would support a new unit train export facility at Berth 4. Project would include additional rail on port property, warehouse demolition, and new dock structure.

Budget: $30 M Timeline: Design/Permi�ng 2018-2019; Construc�on 2019-2021


Port of Woodland

Project: Guild Road Industrial Park I Priority 1: Continue efforts to diversify the regional economic base.

12-acre industrial park for manufacturing, distribu�on, and warehousing buildings consis�ng of six 15,000 to 28,000 sq. � metal structures. Master site infrastructure including water, sewer, telecommunica�ons, electric, gas, storm water, landscaping, and parking/roadway work.

Budget: Phase 3 (infrastructure): $4M est.

Timeline: Phase 3, 2018-20

Jobs Created or Retained: Est. 125

Project: Guild Road Industrial Park II Priority 1: Continue efforts to diversify the regional economic base.

Design, engineering, and permi�ng of buildings of 40,000 to 50,000 sq. �. upon 16-acre site for manufacturing, distribu�on, and warehousing.

Budget: Phase 3 (construction): TBD

Timeline: 2018-2020

Jobs Created or Retained: Est. 200+

CEDS 2018| P a g e 33


Retained

Project: Martin Bar North Terminal Priority 2: Continue efforts to support operations of area ports and the management of the Columbia River Channel for trade.

Conduct feasibility study/plan for deep water industrial development at 36-acre Martin Bar North site including evaluation of infrastructure needs, marketing/business opportunities, initial environmental review, and utilities/services access (water, sewer, septic, well, gas, and electric).

Budget: Feasibility study/plan: TBD

Timeline: 2019


Project: Lewis River Valley Industrial Park.

Priority 1: Continue efforts to diversify the regional economic base.

City of Woodland/ Port of Woodland infrastructure study and market analysis on 426-acres of privately-owned industrially-zoned property.

Budget: TBD Timeline: Design (Phase 1), Engineering and Permi�ng (Phase 2), Construc�on (Phase 3). Phase 1 2018-2019.

Jobs Created or Retained: 2,982 (based on 426x7 jobs per industrial acre).

Project: Aus�n Point Deep Water Marine Export.


120 acres of deep water industrial marine facility on heavy industrial zoned property on the Columbia River. Commodi�es consistent to Commission Resolu�on #448.

Budget: Phase 1 Feasibility; Phase 2 Request for Proposals/Interest. TBD cost.

Timeline: TBD Jobs Created or Retained: 100-200 long term. 500+ construc�on.

Project: State Route 503 Broadband/Telecommunications 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.

Construct dark fiber lines on two routes to improve residen�al, commercial, public safety, and industrial access along SR 503 and the Woodland Botoms. Feasibility study complete. Engineering for pole placement Phase 2. Construc�on Phase 3.

Budget: Construc�on Route 1 Woodland to Cougar $1m; Route 2 Woodland Botoms $500,000

Timeline: 2017-18


Port of Kalama

Project: Spencer Creek Business Park Surface Street Improvement

Priority 6: Maintain and expand the base infrastructure with an emphasis on freight mobility and broadband, in effort to support the development of

Improvements to exis�ng roads within the Port of Kalama property.

Budget: $5.5M

Timeline: 2018-2019 Jobs Created or Retained: 1,000 over 20 years

CEDS 2018| P a g e 34


Retained

business/industry throughout the region.

Project: Deep Water Berth Dredging


Dredge deep water berth to maintain access for grain terminal.

Budget: $5M

Timeline: 2018-2022


Project: Dredge Material Management Plan


Complete a management plan of sufficient detail to ensure unimpeded maintenance of the 43-foot Columbia River federal naviga�on channel for the next 20 years and purchase property to deposit dredge spoils.

Budget: $50M

Timeline: 2019-2020


Project: Tradewinds and East Wind Roads Improvements


Improvement to local roads to include: Road “A” will be a new, 680-foot-long road that will provide access to Air Liquide and to the Port’s wastewater treatment plant. The new road will also provide emergency response access to the methanol plant. Road” B” will be a 3,100-foot-long improvement to an existing gravel road, which will provide public recreational access to the Columbia riverfront.

Budget: $1.2M

Timeline: 2019-2012


Project: Kalama Methanol Manufacturing and Expor�ng Facility Well


Construction of well to provide water for the facility. Budget: $10M

Timeline: 2019-2020

Jobs Created or Retained: 1,000 during construction, 200 ongoing

CEDS 2018| P a g e 35


Retained

Project: Kalama Methanol Manufacturing and Expor�ng Facility Dock


New export dock is designed to accommodate both the exis�ng fleet and future genera�ons of methanol carriers.

Budget: $21.5M

Timeline: 2019-2020


Project: Kalama Methanol Manufacturing and Expor�ng Facility Fire Loop Road Construc�on


Construc�on of a fire loop to support fire suppression at the KMMEF facility.

Budget: $500,000

Timeline: 2019-2020


Project: Kalama River Industrial Park Building Construc�on


Light industrial building construction.

Budget: $20M

Timeline: 2018-2020 Jobs Created or Retained: 50 - 100

Project: North Port Storm Water System Enhancement


Storm water system enhancement to support industrial facilities in the Port of Kalama’s large industrial site.

Budget: $500,000

Timeline: 2019-2020


Project: Oak Street Overpass Modifica�on


Improve the industrial and recrea�onal interchange to the Port of Kalama at I-5 Exit 30. This will provide access to major industrial employment sites and recrea�onal opportuni�es.

Budget: $1M

Timeline: 2021


CEDS 2018| P a g e 36


Retained

Project: Floa�ng Light Industrial Dock


Installation of floating light industrial dock, in support of larger freight movement

Budget: $2M Timeline: 2018-2019 Jobs Created or Retained: 30

Project: Spencer Creek Business Park Road and U�lity Improvements at Exist 32


Utility and road improvements to serve the Business Park.

Budget: $12M

Timeline: 2019-2020

Jobs Created or Retained: 1,000 over 20 years

Project: Spencer Creek Business Park Light Industrial Buildings


Construction of light industrial buildings in business park at I-5, Exit 32

Budget: 20M Timeline: 2020-2025 Jobs Created or Retained: 1,000 over 20 years.

Project: Spencer Creek Business Park Commercial Buildings


Construction of commercial buildings in business park at I-5, Exit 32.

Budget: 40M Timeline: 2020-2030 Jobs created or Retained: 1000 over 20 years.

Project: Spencer Creek Business Park Retail Buildings


Construction of retail buildings in business park at I-5, Exit 32.

Budget: $30M Timeline: 2020-2030 Jobs Created or Retained: 1,000 over 20 years

Wahkiakum Port District 1

Project: Dedicated boat launch area for non-motorized boats.

Priority 3: Enhance the attractiveness of the district for

Commercial and recrea�on boaters frequent the marina, making it a challenge for the non-motorized boats to launch safety. The Port is working with Lower Columbia Estuary Partnership and Shapiro Didway, LLC

Budget: $20,000 est.

Timeline: TBD Jobs Created or Retained: TBD

CEDS 2018| P a g e 37


Retained

economic development by promoting tourism and tourism investment throughout the region.

to develop the plan which will include a launch area and dock where non-motorized boats can launch 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 Priority 3: Enhance the attractiveness of the district for economic development by promoting tourism and tourism investment throughout the region.

Construct new waterfront park on the area of abandoned sewage lagoons site.

Budget: Phase 1 (planning/conceptual design/funding strategy): non-monetary NPS grant; subsequent phases TBD

Timeline: Phase 1 Community Engagement 2016; Phase 2 Design 2016; Final Design/Funding Strategy 2017-2019 funding dependent.


CEDS 2018| P a g e 38

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. Unemployment Rate

7.57% 5.00% 2.57% Decrease by 0.5

Per-Capita Money Income (5-Year ACS)

$24,868 $29,829 83.36% Increase to 86%

High Tech Employment 1.30% 12% 10.7 Increase to 2%

Young Adults (25 to 44) 22.8 % of population

26.4 % of pop. 3.6 Increase to 24%

Educational Attainment AA or Higher

26%

38.50%

12.5 Increase to 30%

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:

http://www.100resilientcities.org/#/-_Yz45NjI6NSdpPTEocz5j/

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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.

http://www.100resilientcities.org/resilience#/-_Yz45NjI6NSdpPTEocz5j/

http://mil.wa.gov/other-links/enhanced-hazard-mitigation-plan

http://www.co.cowlitz.wa.us/DocumentCenter/View/6541

http://www.wsdot.wa.gov/acct/documents/Vulnerable%20Populations%20Emergency%20Plan.pdf

http://www.co.wahkiakum.wa.us/CERT.htm

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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.

http://volcanoes.usgs.gov/volcanoes/st_helens/st_helens_monitoring_16.html

http://volcanoes.usgs.gov/volcanoes/st_helens/st_helens_monitoring_16.html

https://volcanoes.usgs.gov/vsc/file_mngr/file-132/mount-st.-helens---mount-adams-volcanic-region-coordination-plan-october-2014.pdf

http://www.washingtonepin.org/external/content/document/5163/2454186/1/Cascadia_Rising_2016_Exercise_Scenario_Document_Low_Res.pdf

http://www.washingtonepin.org/external/content/document/5163/2454186/1/Cascadia_Rising_2016_Exercise_Scenario_Document_Low_Res.pdf

CEDS 2018| P a g e 41

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

http://pacificrivers.org/wp-content/uploads/2015/10/PRC-RES-SkyDidNotFall.pdf

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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 Overview, 2016

(By Place of Residence) Value

Rank in

State Industry Overview, 2016

(By Place of Work) Value Rank in State

Population 105,160 12 Covered Employment 37,987 14

Growth (%) since 2010 Census

2.7% 25 Average Wage per Job $45,808 10

Households 39,671 12 Manufacturing - % All Jobs in County

16.6% 4

Labor Force (persons) 44,859 12 Average Wage per Job $66,937 6

Unemployment Rate 7.5 12 Transportation & Warehousing - % All Jobs in County

4.4% 4

Per Capita Personal Income

$41,449 23 Average Wage per Job $60,545 3

Median Household Income

$51,772 23 Health Care, Social Assist. - % All Jobs in County

16.5% 7

Poverty Rate 16.3% 8 Average Wage per Job $47,010 10

High School Diploma or More - % of Adults 25+

88.0% 28 Finance and Insurance - % All Jobs in County

2.0% 13

Bachelor's Degree or More - % of Adults 25+


6 Census QuickFacts (2010)

Table A1: Cowlitz County Overview Source: StatsAmerica

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6000&code_set=0&geo_set=53015&time_set=uspr_pop_time1&element_type=1&rank_type=C

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6002&code_set=0&geo_set=53015&time_set=uspr_cew_current&element_type=1&rank_type=C

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6000,6000&code_set=0&geo_set=53015&time_set=uspr_pop_time1%5euspr_pop_time2&element_type=5&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6005&code_set=304&geo_set=53015&time_set=acs_common_current&element_type=1&rank_type=C

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6002,6002&code_set=310000%5e0&geo_set=53015&time_set=uspr_cew_current&element_type=3&rank_type=C

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6071&code_set=0&geo_set=53015&time_set=uspr_laus_year1&element_type=1&rank_type=C




http://www.statsamerica.org/USCP/r_output.aspx?item_set=6067&code_set=0&geo_set=53015&time_set=pc_inc_year1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6066&code_set=0&geo_set=53015&time_set=uspr_med_inc1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6069&code_set=0&geo_set=53015&time_set=uspr_pov_year1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6005,6005&code_set=390%5e324&geo_set=53015&time_set=acs_common_current&element_type=3&rank_type=C




CEDS 2018| P a g e 43

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 Overview, 2016

(By Place of Residence) Value Rank in

State Industry Overview, 2016

(By Place of Work) Value Rank in State

Population 4,139 37 Covered Employment 699 39

Growth (%) since 2010 Census


Households 1,789 37 Manufacturing - % All Jobs in County

6.4% 25

Labor Force (persons) 1,296 38 Average Wage per Job $28,591 36

Unemployment Rate 9.0 3 Transportation & Warehousing - % All Jobs in County

1.1% 29

Per Capita Personal Income

$36,990 32 Average Wage per Job $36,801 35

Median Household Income

$54,162 14 Health Care, Social Assist. - % All Jobs in County

0.0% 35

Poverty Rate 12.8% 25 Average Wage per Job N/A

High School Diploma or More - % of Adults 25+

93.1% 8 Finance and Insurance - % All Jobs in County

0.0% 39

Bachelor's Degree or More - % of Adults 25+

15.1% 38 Average Wage per Job N/A 39

7 Census QuickFacts (2010) 8 htp://www.bls.gov/opub/hom/pdf/homch5.pdf

Table A2: Wahkiakum County Overview Source: StatsAmerica

http://www.statsamerica.org/USCP/r_output.aspx?item_set=6000&code_set=0&geo_set=53069&time_set=uspr_pop_time1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6000,6000&code_set=0&geo_set=53069&time_set=uspr_pop_time1%5euspr_pop_time2&element_type=5&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6005&code_set=304&geo_set=53069&time_set=acs_common_current&element_type=1&rank_type=C






http://www.statsamerica.org/USCP/r_output.aspx?item_set=6067&code_set=0&geo_set=53069&time_set=pc_inc_year1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6066&code_set=0&geo_set=53069&time_set=uspr_med_inc1&element_type=1&rank_type=C


http://www.statsamerica.org/USCP/r_output.aspx?item_set=6069&code_set=0&geo_set=53069&time_set=uspr_pov_year1&element_type=1&rank_type=C





http://www.bls.gov/opub/hom/pdf/homch5.pdf

http://www.statsamerica.org/USCP/about.aspx

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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 Islander alone

8 0.20% 421 0.40% 58,304 0.80%

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

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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.

Age Group Cowlitz (#/%)

Wahkiakum (#/%)

Region (#/%)

Preschool (0-4) 6,273 6.1%

138 3.4%

6,411 6.0%

School Age (5-17) 17,679 17.3%

531 13.2%

18,210 17.2%

College Age (18-24) 8,367 8.2%

293 7.3%

8,660 8.2%

Young Adult (25-44) 23,814 23.3%

697 17.4%

24,511 23.1%

Older Adult (45-64) 28,804 28.2%

1,221 30.4%

30,025 28.3%

Senior (65+) 17,135 16.8%

1,136 28.3%

28,271 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

66.1% 1,173 68.4%

47,228 66.2%

Married with children 6,461 16.2%

155 9.0%

11,283 15.9%

Married without children 13,381 33.7%

735 42.8%

24,714 34.0%

Single parents 3,980 10.0%

188 11.0%

6,653 10.1%

Other 2,460 6.2%

95 5.5%

4,578 6.2%

Non-Family Households 13,483 33.9%

543 31.6%

23,703 33.8%

Living alone 10,945 27.5%

502 29.3%

19,435 27.6%

Table A5: Living Arrangements Source: US Census Bureau

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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.

Educational Attainment Cowlitz County Wahkiakum County Washington State

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 equivalency)

21,945 31.00% 941 30.60% 1,101,156 22.90%

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 higher

88.00%

93.10%

90.60%

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| P a g e 47

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 54.6%

2,087 2.6%

45,538

Occupied housing units 39,765 56.1%

1,789 2.4% 41,554

Owner-occupied 26,290 55.3%

1,443 2.8%

27,733

Renter-occupied 13,475 57.7%

346 1.7% 13,821

Vacant housing units 3,686 42.3%

298 4.2%

3,984

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 2010-2017 Cowlitz Wahkiakum Region

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

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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 Income Cowlitz Wahkiakum State

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 2010-16

7.8% 11.9% 10.9%

Table A9: Income Source: US Census, American Fact Finder

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2018-2022 Comprehensive Economic Development Strategy

Cowlitz-Wahkiakum Council of Governments

comprehensive economic development strategy (ceds) 2018-2022€¦ · 2. swot analysis to identify...

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