Minding the Store - Pacific County Economic Development Council

August
2016
Vital Statistics
Latest (June) Pacific County Unemployment: 8.2%
8.1% (May)
New Business Licenses YTD: 77
Sales Tax Distributions through July: $1,405,053.19
Lodging Tax Distributions through June: $460,588.65
Minding the Store
Sydney
Cutting
juggles
pouring
shots
and
steaming
milk
during
the
morning
shift at
Chinook
Coffee
Co.
CHINOOK — Kathy Colvin
has weathered staffing issues, the Great Recession
and price hikes during her 13
years of giving travelers and
the people of Chinook their
daily caffeine blast.
Espresso stands were popping up all over 15 years ago,
she said.
“We would go to Astoria to
get espresso, so I thought,
‘Chinook could use one.’”
The plan developed from
there.
She joined the espresso
fray in 2003. A piece of property owned by the Port of
Chinook checked all the key
boxes for location, location,
location.
Her husband, Les (EDC
member Colvin’s Quality Inspections), built the shop on
the leased property, and they
opened the doors on May 1,
in time for the busy summer
season.
It’s right on US 101 and has
plenty of space for vehicles,
including the RVs and travelers with trailers the Colvins
counted on.
There was at least one other espresso stand in Chinook
at the time, but open hours
were hit and miss.
Continued on Page 3
Chinook Coffee Co.

Owner(s): Kathy & Les Colvin

No. of employees: 3

City: Chinook


Established : May 1, 2003
Key product: Coffee, pastries, breakfast and lunch sandwiches
Key demographic: Travelers, locals

Pacific County Economic Development Council
600 Washington Ave.•Raymond, WA 98577
360.875.9330 • 360.642.9330
1
Director’s
Dispatch
By Paul Philpot
Over the course of the last
several months, a handful of
ongoing conversations concerning the general direction of our
county’s economic development efforts began running
along roughly parallel lines.
At the EDC, we were discussing the varying needs of the
County, our four incorporated
cities, other communities, the
Ports, and other countywide
service providers. The Board of
County Commissioners was discussing the need for a comprehensive strategy and a replacement for an outdated system of
ranking projects, primarily those
using county development
funding.
They were also recognizing
the work being done by various
groups on behalf of their communities and causes.
Meanwhile, the County’s four
ports had also been involved –
directly and indirectly – in a
wide-ranging set of projects in
their port districts. Similarly,
other groups, including Chambers of Commerce and Merchants Associations, were
steadily continuing their work
promoting their communities
and members. The bottom line
is that we have been, collectively speaking, seeking solutions to
problems that we hold in common as well as problems that
are unique to each city or comContinued on Page 2
To receive a paper copy of the newsletter, please call
(360) 642-9330 or (360) 875-9330
or email [email protected]
munity, one Port, or one particular industry, yet still viewed as
part of one larger economic
system.
As a result, these conversations gave rise to this outcome: the Pacific County Economic Development Council, in
conjunction with the Pacific
Council of Governments and
Pacific County, is conducting an
Overall Economic Development
Plan (OEDP). To be successful,
the plan will need input and
cooperation from governmental entities, individuals, businesses and business associations, and civic groups. A steering committee is being formed
to oversee the development of
this countywide economic development plan. The OEDP will
include many elements, described briefly below.
We will compile an initial
assessment of economic development
activity. Basically, we
will be examining
what we have done in
the past, what we do
currently, and to think
about what we should
do in the future, in
order to advance economic development
efforts in Pacific County. We must do this
critically and with an
eye toward return on investment. Our desire is to place
the most emphasis on the activity that can generate the
most positive results.
Another of the first elements
is a map of our existing assets. The asset map will reflect
cultural, historical, recreational, agricultural, commercial,
industrial, professional, and
environmental features, as well
as the reach of existing infrastructure, to name a few examples. Such a map serves as a
guide for development: what
areas are best suited for a particular activity?; what sensitive
features must be protected
2
from encroachment?;
what cluster of employers or what economic activity provides
the basis for expansion?; where do we
have our greatest competitive ad-
have available and their
degree of suitability to
support new development or expansion.
In addition, we are fovantage? The asset map is an cused on the creation of a new
important tool that can help us list of highly valued projects
get the right answers to these along with an action plan, one
questions.
that sets goals, establishes obWe will also address quesjectives, and specifies stratetions related to our existing
gies to address existing weakeconomic drivers by comnesses and enhance perceived
pleting an Economic Inventostrengths that will encourage
ry. We will conduct an ecoeconomic growth. The projects
nomic base analysis. Other
we are discussing include those
features will include: enumer- already receiving public fundating our assets, compiling da- ing, those seeking public fundta, building the inventory, asing in the future, and those
sembling a market analysis,
that are privately or locally
quantifying housing needs,
funded. The purpose for this
analyzing workforce developpart of the OEDP is to increase
ment issues, taking a hard look our focus on those projects
at our community image, and
deemed to have the potential
illustrating the services we
for bearing the most, or best,
fruit.
Our large-scale action plan
will be accompanied by a few
specialized strategies. For example, the central business
districts in Ilwaco, Raymond,
and South Bend all face some
degree of hardship. Available
buildings and storefronts stand
out on blocks that face major
thoroughfares. We want to
identify tools to help fill those
spaces. Other major sectors of
our economic landscape are
also in need: these needs include agricultural concerns,
manufacturing and processing
challenges, and even recruiting
those who work in these industries. Hospitality and tourism
represent more of the same
questions; aside from addressContinued on Page 4
“I had done waitress work
for years, and your coffee has
to be consistent, your hours
have to be consistent and it
doesn’t matter if you have one
customer or a hundred: If you
say you’re going to be open
from 6 a.m. to 6 p.m., you stay
open till 6 o’clock. The fastest
way to lose business is, they
don’t know when you’re open
or closed.”
It has a commercial kitchen
that Kathy uses to its fullest.
She loves to bake. All the pastries are made fresh, giving
Chinook Coffee Co. an edge.
“We just stand out from the
other [stands],” she said. “At
that time there were so many
espresso stands; there aren’t
quite as many now.”
That said, there is still plenty
of competition.
To further hold onto the
market she started offering
breakfast sandwiches a few
years ago, then added lunch
sandwiches in 2015. The homemade meatloaf, Italian club,
Greek gyro and roast beef are
popular. They’re made to order.
“Adding the lunches has
helped fill in.”
As with many Chinook businesses, the Buoy 10 fishing
season gives the bottom line a
healthy spike. August 2015 was
the busiest month in the company’s history.
“Having the breakfast sandwiches and the lunch sandwiches to go was an amazing
thing to do.”
This year hasn’t been as gracious.
“It all depends on the fishing,” she said. “It also depends
on the weather. People come
to the coast if it’s hot inland. If
the Portland people come, they
come this way, so we get them
coming in and going out.”
It’s been a mild summer, so
this year has been less impressive — so far.
3
Colvin has some regular
groups that stop by the stand.
“They visit and have a cup of
coffee.”
But even the annual winter
slow down can’t compare to
the havoc wreaked by the economic downturn.
Economy turns bitter
Proving grounds
Full Steam Ahead
There was a learning curve to
the business in the early days.
“We had a lot of ideas when
we first opened that didn’t
work out.”
They expected to be busy
selling coffee by the Thermosful. That didn’t happen
right away.
“It started out pretty slow,”
she said. “It has grown now.”
It took time for people to
change habits.
The Lewis & Clark bicentennial events in 2004 helped get
things going. Some of those
history-loving visitors returned
to the Peninsula in the following years.
“We’ve made so many
friends that we’ve met over the
years,” she said.
Many come to the stand for
a smoothie, or Brain Freeze.
They’re made with ice cream.
“That’s probably our signature drink.”
Staffing has been an issue.
The first five years Chinook
Coffee was open high school
students were eager for a parttime job. They don’t apply any
more.
Kathy said it’s challenging to
find employees with a good
work ethic and can handle the
pressure of the job. Sometimes
the cars line both sides of the
building for service.
“You just try to train them
really good and teach them to
be really fast,” she said. “And
have nerves of steel and not to
faint when they see cars lined
up around the sides.”
Local Flavor
Like most Peninsula businesses, Chinook Coffee gets the
wintertime blues. Colvin said
the local customer base gets
them through.
“The locals truly support us,”
she said.
“It was tough; it was very,
very tough,” she said. “I
worked it with one other person.”
Colvin cut back staffing and
operated it bare-bones.
“I worked way more than I
ever wanted to,” she said. “But
we made it through. I couldn’t
have done it without that local
base because the summer people just didn’t come. There
wasn’t much of a cushion going
into the winter.”
Luckily the stand had five
good years before the economic storm hit. The building was
paid off, leaving operating expenses the big issue.
When the worst of the recession passed, Colvin began to
think about more staffing and
her own quality of life issues.
Her manager for the past five
years, Dani Wullger, has made
a big difference to the business.
“She pretty much does the
day to day with the employees.”
Her competency and enthusiasm for the job have taken a
lot of the pressure off Colvin.
“I will definitely work shifts,”
she said. “I don’t want a 10hour shift; I don’t want an eight
-hour shift.”
She tries to be at the stand
three or four days a week now.
“It’s nice to have somebody
that is so trustworthy that you
can walk away and know that
it’s going to be just fine,” she
said. “She’s going to take care
of it like it’s her own.”
Coffee, Continued on Page 4
Espresso stand goes to the dogs
When Kathy Colvin wants to
take a break from coffee, she
likes adventure on the “ruff”
side.
Colvin and husband Les own
Chinook Coffee Co. and Colvin’s
Quality Inspections. In their offhours they can be found helping homeless hounds.
They have fostered 21 boxers
that eventually found permanent homes over the past couple of years.
Their four-legged pals keep
them busy. Les has logged
12,000 miles transporting foster dogs.
They’re part of a newly
founded group called Wigglin’
Home Boxer Rescue
(www.wigglinhomeboxerrescu
e.org).
The organization works to
help people keep their dogs if
possible.
Olive (above) and Moses (right) are among the Colvins’
permanent boxer pack.
“We try to work with them
first to see if there is any way
for them to keep the dog,”
Kathy said. “If [it doesn’t work
out] we will evaluate the dog
and find a foster for it.”
owners can apply for the dog
and undergo an evaluation.
Kathy welcomes the work
The dogs usually stay in fos- with the dogs after 13 years of
ter care for about three weeks. building her business.
The organization writes a bio
“This business has been good
for the dog and posts it on mul- to me, and now I can give
tiple online sites. Prospective
back,” she said.
syrups were less than $3 in 2003; they’re
now at $4.29 a bottle.
Like all business owners, Colvin must
The price of butter fluctuates more than
contend with sudden price shifts in ingre- anything.
dients. Milk has increased. Earlier this year
“One day you can go out it’s $1.98 a
the price of eggs shot up from about $15 pound; the next day it’s $3.08 a pound,”
for 15 dozen to $48 for a few months.
she said. “The profit margin just gets
That wreaks havoc with the business.
smaller and smaller.”
“We can’t just raise the price of our
Ingredients costs aren’t the only chalbreakfast sandwich to compensate that,” lenge. Colvin had to replace her original
she said. “You just eat it and hope the
espresso machine in 2015. Before that,
price goes back down.”
she replaced a refrigerator. Now the ice
In the past 13 years a 25-pound sack of machine is ready for retirement.
flour has gone from $4 to $12. The coffee
Colvin originally planned to operate the
business for a few years then sell before
the recession derailed things.
“It’s hard for me to do it, because I was
going to go once around then out; now
I’m buying all this new equipment,” she
said. “It’s just the cost of doing business.”
Still, with a solid manager on her side,
local support and a steady stream of tourists from around the globe, Colvin doesn’t
complain.
Besides, “we’ve met some really nice
people through here.”
Director continued from Page 2
officials and development personnel view
this as being imperative – to involve many
more people in this process.
Once more, our desired outcome for the
OEDP will be a cooperative, united approach to economic prosperity in Pacific
County — a document that will stimulate,
guide, assess, and direct us to long term
success. Finally, it is important to note
that we will make a concerted effort to
build evaluation into all phases of the project; more directly, to make these outcomes measureable and the results demonstrable.
Coffee From Page 3
ing workforce development issues, how
do we capture more revenue in this significant sector? When we speak of entrepreneurs, great concepts, and new ventures, we are participating in a shift in the
traditional development paradigm that is
occurring across our state and the nation. Whole strategies are being built
around this economic sector. Naturally,
these conversations often return to questions regarding access to capital, which is
common to every corner of Pacific Coun4
ty. We must work together to address this
issue and assist those who deserve a
chance to build new businesses.
So, as indicated above, we will implement a public process to collect input and
recommendations from our various communities, industries, stakeholders, and
leaders – both formal and informal –
geared toward gathering information that
will hold the greatest value for county
residents. Instead of taking the same input from the same groups as usual, we are
looking for input from all economic sectors and different perspectives. County
counseling, business plan
preparation and other
services.
This is in addition to
keeping vital statistics on
The EDC will begin
the Pacific County econsending out dues reomy and meeting with
quests for 2017. Please
consider renewing your business owners to stay
up to date on business
membership.
needs and successes.
We are in the early
Your dues help us fulstages of creating an
fill
our mission to keep
Overall Economic Development Plan for Pa- Pacific County’s econocific County; we are also my moving ahead.
updating a vital report on If you have questions
the importance of dredg- about how the EDC
ing to our ports and the works, call Executive
Director Paul Philpot at
economy.
We continue to assist (360) 642-9330 or (360)
875-9330.
startup businesses with
Next
month ...
The EDC produced two brochures promoting Pacific County tourism in the past 12 months. If you would like copies for
your business, please call (360) 642-9330 or (360) 875-9330 or email us at [email protected].
2016 Membership list
5
101 Shell Station
42nd Street Café
Active Enterprises, Inc.
Adrift Hotel and Spa
Andrew Monson, Attorney at Law
Anita's Coastal Café
Appelo Archives Center
ARK Plumbing Service, Inc.
Arthur Strand Insurance
B.J. & R., Inc.
B.T. Wilson Construction, Inc.
Baker and Son Construction
Bank Of The Pacific
Bay Center Mariculture Co.
Bayshore Realty Corp
Beachdog.com
Beacon Charters & RV Park
Bell Buoy Crab Company, Inc.
Bison Country
Blue Crab Graphics
Boreas B&B, LLC
Bridgewater Logging, Inc.
Bud's Lumber and Electric
Chen's Restaurant & Motel South Bend
Chinook Coffee Co.
Chinook Mini Storage
Chinook Observer
Chris Johnson Crane Service, Inc.
Coast Seafoods Company
Columbia Pacific Heritage Museum
Colvin's Quality Inspections
Cottage Bakery & Deli
CresComm WiFi, LLC
Cutler Management Inc., dba The
Breakers
Davis Ins & Real Estate Agency, Inc
Dennis Company
Dilk Tire Service, Inc.
Discovery Coast Real Estate
Don Nisbett's Art Gallery
Ekone Oyster Co.
Elizabeth Penoyar, Atty
Englund Marine Supply
Fosse Farms
Foxglove Enterprises
Funland Inc.
Gauger Media Service, Inc.
Grays Harbor College
Great NW Federal Credit Union
Greater Grays Harbor
Hanner Enterprises
Harbor Saw & Supply, Inc.
Harborview Motel
Harmony Soap Works
Hawk's Superior Rock, Inc.
Heavenly Memories & Willapa
Printing
Hobo Junction
Ilwaco Fisherman Cove RV Park
Inn at Discovery Coast
Jessie's Ilwaco Fish Co. Inc.
Kenanna RV Park
Key Environmental Solutions, LLC
Lakeside Industries
Lead To Results LLC
Lighthouse Oceanfront Resort
Lighthouse Realty
Long Beach Commercial Security
Long Beach Cranberry Growers
Association
Marlise Pederson Tax Service Inc.
Marsalee's Thai Food
Marsh's Free Museum, Inc.
McDonald Credit Service
Michael Plato, CPA
Michael S. Turner, Attorney
Mike Swanson Realty
Mike's Computer Repair, LLC
Mill Creek Nursery
Moby Dick Hotel & Oyster Farm
Naselle Rock & Asphalt Co.
Nisbet Oyster Co., Inc.
Northern Oyster Company
Ocean Park Area C of C
Ocean Spray Cranberries, Inc.
Oceanside Animal Clinic
Okie's Food Centers, Inc.
Olde Towne Trading Post &
Coffee House
Oman & Son Builders Supply, Inc
Pacific Art & Office Supply
Pacific Coast Cranberry Research
Foundation
Pacific County Historical Society
& Museum
Pacific County Title Company
Pacific Eye Clinic
Pacific Mountain Workforce Consortium
Pacific Realty
Pacific Salmon Charters, Inc.
Peninsula Pharmacies, Inc.
Peninsula Plumbing & Heating Co.
Peninsula Sanitation Service, Inc
Pickled Fish
Pioneer Grocery, Inc.
Pioneer Market & Deli
Pitchwood Alehouse & Inn
R & S Financial, LLC
Raymond Federal Bank
River's End Campground
Security State Bank
Shane Resorts, Inc.
Shelburne Inn, Restaurant & Pub
Sid's Super Market, Inc.
Slater's Diner
South Bend Boat, LLC
South Bend Products
Sou'wester Lodge and Trailer Park
Sportsmen's Cannery Inc.
The Cabin At Willapa Bay
The Cove Restaurant
The Depot Restaurant
The Picture Attic
Tokeland / North Cove Chamber
of Commerce
Tokeland Hotel & Restaurant
Wilcox & Flegel Fuel Oil Co.
WillaBay at Oysterville Sea Farms
Willapa Harbor Health and Rehabilitation
Willapa Marine Products
Willapa Restaurant & Lanes
Wirkkala Contracting
World Kite Museum