CONTINUOUS ACTION PLAN

Transcription

CONTINUOUS
ACTION PLAN
-andFINAL USDA
RBOG REPORT
For Clallam Bay/Sekiu
September 2009
Prepared by West End Consulting
EXECUTIVE SUMMARY
In 2007, the local Clallam Bay/Sekiu Chamber of
Commerce and the Community Advisory Council
applied for a United States Department of Agriculture
(USDA) grant through the Clallam County Economic
Development Council. The Rural Business
Opportunity Grant (RBOG) was awarded in December
of 2007. In February of 2008, a part-time consultant
was hired to coordinate and manage the grant. A
month later, a town meeting was held and community
members voted for four top economic development
issues: Revitalization, Tourism, Community
Garden/COOP, and Infrastructure.
Since then, the Chamber of Commerce and
community members have been working diligently to
address these economic issues. In December of 2008,
the Clallam Bay/Sekiu Community Action Team
(CAT) was officially formed to address certain issues that may not directly relate to, but affect, the business
community, such as community design projects, town cleanups, trails, and Slip Point.
This report is the final report for the USDA and contains the long range continuous action plan (CAP). This
report is the compilation of recommendations and research performed by the Project Manager hired through
the grant process in February of 2008. Statements made in this report do not represent official positions,
recommendations, or policies of the Clallam Bay/Sekiu Chamber of Commerce, Community Action Team, or
any other community organization.
The first section of this report is an introduction and historic economic overview of Clallam Bay/Sekiu. The
main industries of fishing, logging, and Clallam Bay Correctional Facility are described.
The second section includes the initial economic development issues that were voted on at the March 2008
town meeting. There is a list of pros, cons, assets for each initiative, what was done before the meeting, and
what has happened for each initiative after the USDA RBOG.
The third section contains the Community Initial Plan (CIP). A current economic assessment discusses key
economic statistics, population, lack of basic services, housing, workforce, and economic reliance on outside
forces. Assets from the mapping process are presented. The initial strategic plans are included as well as an
evaluation of the plans’ stated goals. The combined workgroups then created a strategic plan for 2009-2010,
which is also evaluated. Finally, the SWOT analysis, timelines, and lessons learned are incorporated into this
section.
The fourth section is the Continuous Action Plan (CAP). This section begins with an identification of long
term goals. The Marketing and Business Plan drafted for the Chamber and CAT is referred to as a major part
of the CAP. Additionally, recommendations are made for attracting residents to the area. An overview of
housing and infrastructure issues is also included. To finish, there is a discussion of financial sustainability of
CAT.
The fifth section is an evaluation of the Scope of Work and the Proposed Scope of Work in the RBOG text.
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TABLE OF CONTENTS
Section 1: Clallam Bay/Sekiu History .............................. 4
Logging ..................................................................................................................................5
Fishing....................................................................................................................................6
Clallam Bay Correctional Center...........................................................................................7
Section 2: Discussion of Economic Initiatives.................. 8
Revitalize Downtown Areas ..................................................................................................8
Develop Tourism Opportunities ............................................................................................9
Develop a Community Farm / Food Coop.............................................................................11
Develop Community Infrastructure .......................................................................................12
Build Local Family/Kids Entertainment Center ....................................................................13
Build Affordable Housing .....................................................................................................13
Incorporate into a Noncharter Code City...............................................................................14
Foster Business Incentives.....................................................................................................15
Ensure the Airport Stays Open ..............................................................................................15
Improve Telecommunications ...............................................................................................16
Promote Drug-Free Lifestyle .................................................................................................16
Section 3: Community Initial Plan ................................... 17
Current Economic Assessment ..............................................................................................17
Asset Mapping .......................................................................................................................20
Initiative Strategic Plans & Evaluation of Goals ...................................................................21
CAT Strategic Plan & Evaluation of Goals ...........................................................................30
SWOT Analysis .....................................................................................................................37
Timeline .................................................................................................................................38
Lessons Learned.....................................................................................................................42
Section 4: Continuous Action Plan................................... 46
Long Term Goals ...................................................................................................................46
Marketing and Business Plan.................................................................................................47
Attracting Residents to the Area ............................................................................................47
Housing ..................................................................................................................................49
Infrastructure..........................................................................................................................50
Financial Sustainability..........................................................................................................51
Section 5: Evaluation of Grant Requirements.................. 51
Evaluation of Scope of Work and Goals................................................................................51
Evaluation of Proposed Scope of Work in the RBOG Proposal............................................53
Appendices .......................................................................... 55
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Section 1: Clallam Bay/Sekiu History
The combined communities of Clallam Bay and
Sekiu are situated on the northwest coast of
Washington State in Clallam County. The area is
located approximately 50 miles from Port Angeles,
29 miles to Forks, and 21 miles to Neah Bay.
Sekiu Point, the western cape of Clallam Bay, was
first charted by Captain Henry Kellett in 1847.
West Clallam, now Sekiu (which means "quiet
waters"), was founded in 1870 by A.J. Martin, who
owned a salmon cannery. In the 1880s, Clallam
Bay was also used as a steamboat stop.
In 1889, the California Tanning Company set up
the only west coast distilling plant making a leather
tanning extract from hemlock bark. The company
required hundreds of workers. East Clallam
(renamed Clallam Bay officially in 1920) became a
mill town. During the boom that followed, the
Clallam Bay Record, a local newspaper, was
established. Two years later, the mill burned down, and the main industry for East Clallam became
producing the barrels for the tanning extract. Both Clallam Bay and Sekiu were devastated in 1893 when
the demand for the extract ceased due to the development of a newer tanning process. Hundreds of men
were left unemployed.
Clallam Bay was a regular stop for the Mosquito Fleet, a group of passenger and freight steamers plying
the coast. The lighthouse at Slip Point was lighted on April Fool's Day in 1905. The steamer Alice
Gertrude, built in 1898 in Tacoma, sank off the shores of East Clallam in a winter blizzard in January of
1907.
For a short time, there was a coal mine half way between Clallam Bay and Pysht. It lasted four or five
years, but did not produce a successful quality or quantity of coal and was closed.
By 1918-1920, Sekiu had grown tremendously. A school, a cemetery, saloons, rooming houses, and
businesses had developed on the narrow ledge of land and up the hillside along the bay of “quiet waters.”
The schoolhouse was the town's education center for 30 years and is currently used as a community center
after substantial renovations.
In 1933, Alvin Olson opened the Olson’s Resort, a popular recreational fishing resort. This resort led to a
huge summer fishing tourist industry. RVs and campers packed the area during the fishing season, which
historically lasted 6-8 months.
There were several homesteaders from Finland, who had settled down by Lake Ozette, building a post
office and school. At one time, there were approximately 130 homesteads around the lake. When most
of the land was put in a forest reserve, discouraged settlers left in droves. More homesteaders eventually
came, but instead sold their land to timber companies. A road to Swan Bay was completed in 1926 and to
the north end in 1935. In 1937, President Franklin D. Roosevelt announced his support for the Olympic
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National Park, which Congress approved the next year. Ozette National Park was included as part of this
park.
In 1947, a fire destroyed most of
Clallam Bay’s business district, which
used to look more like a mainstreet
with less open spaces between
buildings and different pedestrian
pathways (notice the sidewalk on the
right in the picture).
From 1900-1980s, logging dominated
the economy, ending with the closure
in 1979 by Crown Zellerbach. The
loss of jobs in the timber industry led
to the recruitment of the Clallam Bay
Correctional Center in 1988 as a
possible economic solution. In the
1990s, the recreational fishing
industry was dealt a severe blow when
the Washington Department of Fish
and Game reduced the season to only 3 months. Although the Clallam Bay Correctional Facility did
improve the economy of Clallam Bay through a bump in retail sales and the re-opening of several basic
businesses, by mid-2000, these businesses were failing and the employees of the prison were choosing to
live in bigger neighboring communities of Forks and Port Angeles.
Logging
Rainfall averages 85" yearly in the Clallam Bay-Sekiu area, which
provides a prime ingredient in the growth of lush forests. Seemingly
endless stands of Douglas fir, red cedar, western hemlock, Sitka
spruce, and other giant conifers made timber the area’s economic
mainstay. Transportation of logs in and out of the area played a vital
role in the promotion of the logging industry.
From 1902 to 1907, D.A. Robinson logged in the area, building a
railroad with what was then the longest railroad bridge in the world.
The 808-foot (246 m) long, 202-foot (62 m) high bridge spanned
Charlie Creek. In the years preceding World War I, timber companies Puget Sound
Mills and Timber, Merrill and Ring, and Goodyear Logging
constructed large logging camps at Twin Rivers, Pysht, and Sekiu.
It was the all-but-complete Spruce Production Division railroad of
World War I that set the stage for large-scale logging in the West
End. The timber company Bloedel-Donovan bought thousands of acres in the Forks area in 1921, all of it
either next to or made accessible by the railroad. Bloedel-Donovan built hundred miles of its own rail
network and began to log in 1924. It hauled its logs to Sekiu on the strait and towed them in huge rafts to
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Bellingham for milling. The company ran this operation for two decades, peaking at 300 million board
feet in both 1928 and 1929.
Merrill and Ring, Bloedel Donovan
Mills, and Crescent Logging Company
were the major operators of the era. In
1945, ITT Rayonier acquired the
railroad and timberlands from BloedelDonovan.
Thus, businesses in Clallam Bay and
Sekiu revolved around providing
recreational and community services to
forestry workers. It also served as a
major port for freight and supplies until
the end of the war brought
improvements to roads on the West End.
After peaking in the 1980s, many factors contributed to the decline of logging including: stricter
environmental regulations; erosion of participation of western Washington in the world timber market; a
slump in new construction; and even the recovery of timber from the eruption of Mount St. Helens. Mills
large and small closed, and unemployment increased. Advances in logging technologies also decreased
the need for workers. In 1979, Crown
Zellerback closed and cost the community an
estimated 300 jobs; some estimate an equivalent
number were lost by the closure of other timber
related concerns.
Despite declines from historic levels, resource
industries like timber, wood products, and
agriculture remain important. Logging
companies which currently employ people in the
area include Merrill and Ring, ITT Rayonier,
Politte Brothers, Green Crow, Peninsula Cedar,
and West Cedar.
Fishing
In 1933, Alvin Olson opened the Olson’s Resort. This spawned a huge tourism industry for sport fishing
in both salt and fresh water. As a result, the business community of motels, resorts, RV parks,
restaurants, and taverns flourished as they catered to this increasing tourist population. Coincidently the
timber industry high season was also during the summer. The community was flooded with increased
activity and population in the summer. This contrasted starkly to the winter, when the weather was bad,
and there were minimal jobs, business, and visitors.
Commercial fishing was also important. Neah Bay, the leading fishing port, was home to as many as 600
fishing boats in the 1950s and 1960s. In 2000, only 100 fishing boats remained.
In the 1990's, the fishing season, managed by the Washington Department of Fish and Wildlife, was
reduced from the normal six to eight months season, down to three months in length, as a conservation
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measure. Many fishing and tourism-based
businesses, including everything from fishing
tackle shops, charter services, boat rentals,
motels, restaurants and other related
businesses failed during the first three years
following this change. They simply could not
make enough money in the shortened season
to carry them through the remaining nine
months of the year. In 2007, the allowable
recreational catch fishing quotas of King
salmon in more populated areas of Puget
Sound were increased to 46.6%, while quotas
in the Clallam Bay and Sekiu area for King
salmon remained at 10.5%, the lowest sport
catch since the 1970's. These changes in
fishing seasons and allowable catch quotas have translated into a significant drop in the numbers of sport
fishing visitors to the northwest coast, which also means fewer tourism dollars supporting the community.
No favorable predictions exist for increases in fishing seasons and allowable catch quotas, as enjoyed for
decades prior to the 1990's.1
Clallam Bay Correctional Center
In 1986, the Clallam Bay Correctional Center was sited in Clallam Bay as a possible solution to the
economic downturn from the restricted fishing seasons and decline in forestry. This prison is a maximum
security, state-run facility. Initially, there were several concerns by local residents as well as overinflated
economic expectations. The Clallam County Sheriff’s Department hired a consultant, Katherine Carlson,
to write a comprehensive report on the impacts of the prison, both economically and socially. This report
can be found in the Clallam Bay Library and is entitled, “The impacts of a new prison on a small town:
Twice blessed or double whammy?” This report contains community surveys, prison employee surveys,
and economic surveys. It serves well as a comparison to many issues currently facing the community.
Year
1986
1988-90
2009
Number of Staff
79
276
430
Number of Staff Living in
Clallam Bay/Sekiu
4
110
102
Percentage
5%
40%
24%
The first two years after the prison opened, the grocery store, which had closed in 1982, re- opened in
mid-1987. Retail sales increased drastically for the area. The amount of taxable retail sales grew by 94%
for Clallam Bay and 36% for Sekiu from 1986 to mid-1987. Additionally, $210,000 of impact funds
were distributed to Clallam Bay/Sekiu community projects, including sidewalks, preschool materials,
ambulance equipment, and library facilities.
Unfortunately, employment of Clallam Bay/Sekiu residents was never high. This was attributed
somewhat by Carlson to lack of applications by local residents and lack of skill training for local residents
to be qualified for employment. Turnover of employment at the prison was at 31% in 1986, compared to
14% statewide. The percentage of employees living in Clallam Bay/Sekiu declined even further since
1
Rotmark, Linda. USDA RBOG Application. 2007; Page 1
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1990, although the number of employees living in the area has remained around 110. Additionally, in
1987-8, only 7.34% of expenditures by the prison for goods/services/equipment were made in locally
Clallam Bay/Sekiu, which could be due to a lack of manufacturing businesses and understanding of the
bidding process.
For more detailed information on the impact of the prisons, please refer to Katherine Carlson’s report.
An excerpt from her report, summarizing the community and prison impacts from 1988-1990, can be
found in Appendix V.
Information for this section came from several sources, including:
•
•
•
•
•
Oldham, Kit. Clallam County -- Thumbnail History. 2005
www.historylink.org/index.cfm?DisplayPage=output.cfm&file_id=7576
Rotmark, Linda. USDA RBOG Application. 2007
Carlson, Katherine. The impacts of a new prison on a small town: Twice blessed or double whammy?
1990
NOAA community profiles
www.nwfsc.noaa.gov/research/divisions/sd/communityprofiles/Washington/Neah_Bay_WA.pdf
Snyder, Rob. Lake Ozette History. They followed a dream to Ozette. www.lostresort.net/history.htm
Section 2: Discussion of Economic Initiatives
In March of 2008, as a part of the RBOG, a town meeting was held to prioritize economic development
issues. 57 people attended the meeting. 151 votes were cast in the following way:
•
•
•
•
•
•
•
•
•
•
•
#1#2#3#4#5#6#7#8#9#10#11-
Revitalize Downtown Areas (37 votes)
Develop Tourism Opportunities (25 votes)
Develop a Community Farm / Food Coop (24 votes)
Develop Community Infrastructure (23 votes)
Build Local Family/Kids Entertainment Center (12 votes)
Build Affordable Housing (11 votes)
Incorporate into a Noncharter Code City (6 votes)
Foster Business Incentives (5 votes)
Ensure the Airport Stays Open (4 votes)
Improve Telecommunications (3 votes)
Promote Drug-Free Lifestyle (1 vote)
The following is a list of these initiatives, the assets the community had to support those initiatives, and
the pros and cons of each initiative.
Revitalize Downtown Areas
May include, but not limited to:
• Sidewalk construction
• Better signage for businesses and parks
• Art sculptures
• Cleaning up junk/trash
• Organizing ongoing community cleanup team
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•
•
Landscaping
County code enforcement
Assets to Support the Initiative
• Art community
• Port Angeles art community – Art on the Town
• Lion’s Club
• Clallam County DCD
• 112 Scenic Byway Association
• Businesses in the community
• Graphic designers
• WA State Parks
• Incarcerated could make art in shop at prison
Pros
•
•
•
•
•
•
•
Will create a better image for residents, tourists, and investors
Will go hand in hand with scenic byway initiative
Could integrate into youth activities…murals, art work, etc.
Could work with prison to create Art on Town
Funding for marketing
Murals added to town
Sidewalks and street lights
Cons
•
Can’t make people to clean up their property – they must want to do it
What’s Been Done (as of March 2008)
• Cape Flattery School District is working on sidewalk construction
• Project Manager is meeting with Clallam County code enforcement
• Scenic Byway Association is installing kiosks and road signs
Accomplishments since the RBOG
Discussed in Section 3, Initiative Strategic Plans & Evaluation of Goals
Develop Tourism Opportunities
• Slip Point Maritime Museum
• Construction/renovation
• Maritime and oceanographic displays
• Touch tanks
• Tidepools
• Classrooms for UW
• Parking lot
• Touch tank
• Hotel rooms
• Improve Trails
• Olson’s to Eagle Point (easement/marketing)
• Trail out past Slip Point (easement/marketing)
• Trail connecting Clallam Bay to Sekiu
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•
• Trail behind Cowan’s Ranch (blowdown/bridge)
• Link them all
• Water trail for kayakers
Festivals
• Rainforest Run
• Bald Eagle Festival
• Music festivals
• Improvement of Fun Days
• Coast Guard
• County
• Elwha Tribe
• Lighthouse keeper’s house
• Tidepools
• National Oceanographic Atmospheric Administration- Olympic Coast National Marine
Sanctuary
• Improve Trails
• Some of the trails are already there (e.g. Olson’s to Eagle Point and the trail behind Cowan’s
needs blowdown taken out and a bridge)
• North Olympic Peninsula Resource Conservation and Development Council (NOP RCD)
• 2007 Hoko River State Park Management Plan
• Festivals
• Chamber of Commerce
• Fun Days committee
Pros
•
•
•
Cons
•
•
Slip Point Maritime Museum
• Could attract tourists to the area
• Could attract divers to the area
• Would provide education for the youth
• Would provide temporary jobs for construction
Improve Trails
• Would provide residents with place to exercise
• Would provide temporary jobs for construction
• Could attract tourists and residents to the area
• Would provide beach access
Festivals
• Could attract tourists to the area
• Would provide local residents with something to do
Slip Point Maritime Museum
• High costs- involves construction, permitting, and signage
• Involves maintenance
• Location of archeological significance- building may be limited
• Renovations more expensive because it’s a historical landmark
Festivals
• Temporary influx of money
• People get tired of same event after several years
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• Congress authorized the transfer of Slip Point from the Coast Guard to the County in 2001
• County has been working with the Elwha Tribe to sign a Memorandum of Understanding
• Improve Trails
• 2007 Hoko River State Park Management Plan
• Festivals
• Rainforest Run
• Bald Eagle Festival
• Fun Days
• Annual Fly-In
• Christmas Bazaar
• Chinese New Year
• Fishing Derbies
Develop a Community Farm / Food Coop
• Coop grocery store
• Coop farm people can farm for their food or pay for a share
• Cowan Ranch Heritage Farm
• Gardening Club
• USDA
• Coop in yellow building
• Masters Gardeners Club in PA
• WSU Extension
• Salt Creek Farm
Pros
•
•
•
•
•
People could earn their food
People would eat healthier and decrease health issues
Would help keep money in the area
Garden could be source of income for the Coop to buy more food for community
Possible employment to run the farm eventually
Cons
•
Maintenance of garden is up to community
• Jane and Terry Hielman have started a small Coop in yellow building, where fresh vegetables and
other goods are available
• Planning for a Cottage Industries Community Conference
• Cowan Heritage Ranch
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Infrastructure
• Bank
• Grocery Store
• Pharmacy
• Elderly Care Facility; Senior Services
• Review of County Zoning for the area
• Recycling/Trash program
• Sewage treatment plant
• Clinic
• Clallam County Economic Development Council
• First Federal Bank
• First Security Bank
• Coop
• Chinook Pharmacy
• West End Youth and Community
• Clallam County Solid Waste Advisory Council
• West Waste
• Clallam County Public Works Department
• Seniors
Pros
•
•
•
•
•
•
•
Cons
•
Money earned in the area, STAYS in the area
Bank- Create interest that could (and should) be invested back into the community, would
provide jobs, would relieve transportation issues
Grocery Store- Would relieve transportation issues, act as a community meeting place, would
provide jobs, would increase retail sales
Pharmacy- Would relieve transportation issues, would provide jobs
Elderly Care Facility, Senior Services- Would provide jobs, would provide assistance to the
elderly
Recycling/Trash Program- Trash ends up in the right spot
Sewage Treatment Plant- Upgrade old lines and treatment
Hard to get investors when mainstreet is depressed
• Talks with First Federal
• Library expansion
• Investigation into prescription vending machines at the clinic
• Clinic is looking into getting a dentist
• Talks with county to build a grocery store, gas station, bank, and housing complex across from
the PUD by a private investor
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Build Local Family/Kids Entertainment Center
• Securing a building
• Part-time employee
• Kids counseling area
• Arts and crafts for kids
• Pool tables, darts, ping pong
• Movie theatre
• Arcade
• Skate ramp
• Paint ball
• Booster Club
• West End Youth League
• Sunshine and Rainbows in Forks
• Sekiu Community Center
• Boys and Girls Club
• Before school program at Clallam Bay School
• United Way
Pros
•
•
•
•
Would create a place for activities, instead of getting into trouble
Would eventually create fulltime employee position
Should pay for itself eventually
Community organization who can support this (West End Youth and Community)
Cons
•
•
•
Need to secure a location
Insurance issues
Without integrating a physical activity (like skating/paintball), it could turn into a drug hangout
• Baseball field renovation
• Game Days at Sekiu Community Center
• Fundraising for playground
• Presentation to high school students on the grant process; no significant participation from
students. Notes can be found in Appendix I.
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Build Affordable Housing
• Housing for the working class
• Senior housing
• Assisted living facilities
• Plenty of job opportunities for handymen/construction workers
• State of Washington- possible housing for prison workers
• Local businesses pledged to provide living quarters for construction workers
• Inexpensive land
• U.S. Department of Housing and Urban Development
• Federal Housing Administration
Pros
•
•
•
•
•
Could attract construction force to live in the area
Good for prison workers- can stay in area instead of commuting
Good for economy- more money will be spent in area
Would uplift the face of the area
Could tie into green building
Cons
•
•
•
Hard to attract investors when main streets are depressed
Hard to attract investors when renters damage apartments
Community not interested in more low income housing
• Research for assisted living and senior housing
• A new housing development, the first of its kind for at least a decade, is planned for 2010 and
will include a 6,384 sq. ft convenience store in Phase I, as well as 6 commercial lots, 10
residential lots, and 7 mixed use lots in Phase II.
Incorporate into a Noncharter Code City
• Put together an incorporation feasibility study
• Develop an incorporation petition
• Review of the petition by the County’s boundary review board
• Hold a primary election to nominate candidates for city council
• Hold an election to select the city council
Pros & Cons
• See Municipal Incorporation Guide at www.mrsc.org/Publications/mig06.pdf; page 2-4
• Requires that Sekiu and Clallam Bay merge and choose one name
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•
To be incorporated (like Forks), the community must have at least 1,500 residents
• Incorporation feasibility study from 1994
• None
Foster Business Incentives
• Publish a list of business incentives for the area
• Lobby government representatives for more business incentives
• Increase online businesses in the area
• Hire a business incubator individual
• Clallam County EDC
• Small Business Development Center (SBD)
• Clallam County Department of Community Development
Pros
•
•
•
More businesses will come to the area
Provide more employment
Keep money in the area
Cons
•
None
• See the EDC’s website at www.clallam.org/business/business-tax-incentives.html
• Business and Marketing Plan
Ensure Airport Stays Open
• Develop a feasibility study on economic opportunities for the airport
• Turn the airport into a more active enterprise
• Install an instrument landing system
• Provide refueling location
• Lengthen and resurface runway
• Chamber, Airport Committee
• Port of Port Angeles
• Clallam County
• Makah Tribe
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Pros
•
•
•
Keep airport open for emergencies – only way in or out if Hwy 112 is gone
Attract more business
Allow airplanes to land in bad weather
Cons
•
Expensive to reseal and might have to be shut down for safety reasons
• Community support to keep it open
• Ongoing maintenance
• Airport study
• Port of Port Angeles chip sealed the runway
Improve Telecommunications
• Lobby telecommunication companies to build another receiver station for cell phones
• Lobby telecommunication companies to build increased DSL access
• Repeater from PA
• Increase wifi access in area
• Start a radio station
• Century Tel town meeting for needs assessment
• County Information Technology Division
• Mike English from Cantwell’s office Broadband for Rural Area
Pros
•
•
•
•
•
•
Cons
•
Could attract more website designers to the area
Good for online businesses
Radio station would allow for better local communications in times of disaster
Companies interested in call centers
Grant for computer center
Support from County and State
May not be economically viable for telecommunications companies unless there are enough
people to pay for it
• Current services through CenturyTel, Verizon, and Hughes
• Free wifi at the library
• A fiber optic system was installed in Clallam Bay in June of 2009
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Promote Drug-Free Lifestyle
• Involve law enforcement
• School assemblies
• Set up a drug counseling center
• Reinstitute block watch
• Funding for drug/alcohol counselor at school
• Sheriff’s Office, Bill Benedict
• AA Group
• Department of Social and Health Services
• DARE program in school
Pros
•
•
•
More employable workforce
Less health problems
Good for kids
Cons
•
Drug counseling center could become bad hangout
• Closure of tattoo parlor
• OPNET
• Sheriff’s Citizen’s Advisory Committee
• Blockwatch
• Map Your Neighborhoods led to increased Blockwatch participation
Section 3: Community Initial Plan
Current Economic Assessment
The economy of Clallam Bay/Sekiu has been in decline over the last several decades. Clallam Bay/Sekiu
fall well behind the national and county averages for critical economic factors, such as median household
income and percentage of individuals below poverty level.
2000 Census Data
United States
Average
Clallam
County
Clallam Bay and
Sekiu
Median household
income
Individuals below
poverty level
$41,994
$36,449
$31,599
12.4%
12.5%
17.4%
Comparison to
United States
Average
75% less than
national average
140% more
poverty than
national average
Page 17
Population
Population dipped severely after Crown Zellerbach left, contributing to the closure of the grocery store.
When rumors began that the Clallam Bay Correctional Center may be sited in the community, population
increased again. The growth management population projections for Clallam County show an increase of
9-25% by 2030, according to Washington’s Office of Financial Management. This presents an
opportunity to attract some of these newcomers to Clallam Bay and Sekiu.
Population of Clallam Bay/Sekiu
# of People
1600
1200
800
1970
1978
1980
1985
1988
1990
2000
Year
Lack of Basic Services
In September of 2004, Bank of America, the only bank serving the west end communities of both Clallam
Bay/Sekiu and Neah Bay closed. In 2006, the only grocery store located in Clallam Bay/Sekiu closed.
The Clallam Bay/Sekiu local pharmacy also closed. In 2008, 73 local businesses were identified through
the WA Department of Revenue (not including government, nonprofits, or churches), with 22 of these
businesses providing lodging mainly to recreational fishermen in the limited months of June-September.
Many of these businesses are currently for sale. From 2004-2007, Clallam Bay/Sekiu lost 65 or more
jobs between the closure of the bank, pharmacy, hardware store, grocery and several restaurants.2
Year Housing Unit was Built
r
ar
l ie
-1
95
9
19
39
or
e
-1
96
9
19
40
-1
97
9
19
60
-1
98
9
19
70
-1
99
4
19
80
-1
99
8
19
90
19
95
to
M
ar
ch
20
00
Percentage
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
19
99
Housing
From 2000 census data, 49% of housing units in the area
were built from 1970-1989. After 1989, there was a
substantial decline in new units. 22% of this housing is in
the form of mobile homes. From observation, there have
been no significant housing units added since 2000. Severe
weather damage has taken its toll on many housing units,
leaving many residential areas (including those in the Hwy
112 scenic corridor) run down. A new housing
development, the first of its kind for at least a decade, is
planned for 2010 and will include a 6,384 sq. ft
convenience store in Phase I, as well as 6 commercial lots,
10 residential lots, and 7 mixed use lots in Phase II.
Dates
Workforce
The Clallam Bay/Sekiu workforce is split between (1) service, (2) management and professional, and (3)
production and transportation. This represents jobs mostly from the hotel/motel industry, Clallam Bay
School, the Clallam Bay Correctional Center, and timber companies (logging and log truckers). The
2
Rotmark, Linda. USDA RBOG Grant Application. 2007; Page 1
Page 18
prison currently employs 474 staff. However, only 24% of employees live in the Clallam Bay/Sekiu area.
76% of employees commute from Port Angeles (50 miles each way) or Forks (29 miles each way). Other
employment from government agencies includes the Makah Tribe, the Department of Natural Resources,
National Park Service, the Department of Fish and Wildlife, and Clallam County. Cape Flattery School
District currently has approximately 120 staff, with an estimated 90% of staff living in the area of Clallam
Bay/Sekiu or Neah Bay.
Generally, the workforce has not historically had access to higher education that includes sufficient
managerial, entrepreneurial, and marketing skills for local business incubation. Yet, 14.6% of people are
self-employed in their own not incorporated businesses.
From anecdotal information, many businesses have complained of not being able to fill positions with
honest, hard working, reliable employees who show up on time. Consequently, honest, hard working,
reliable employees in the community sometimes have up to three different part time jobs.
Economic Reliance on Outside Forces
Although tourism is a viable option for the area due to its natural beauty and recreational fishing, this is
only a substantial contribution in the summer months and relies heavily on gas prices and economic
prosperity of tourists. Both park systems and the correctional facility are also reliant on government
dollars to keep them funded. There is a substantial lack of industry that is reliant on forces within control
of the local community.
In addition, most money that is made in the community is spent in Forks or Port Angeles. Without a
grocery store, most residents make weekly trips to these neighboring towns to stock up on supplies. Most
prison employees live in different cities, so these dollars are also lost with the exception of some snacks
and lunch food. When the grocery store opened in mid-1987, the proportion of residents found a majority
of their shopping in Clallam Bay/Sekiu quadrupled from 9% in 1986 to 33% in 1988.3 Thus, lack of a
grocery store in Clallam Bay/Sekiu is probably the most influential factor in the loss of revenue to
neighboring towns.
Market Conditions
These market conditions were identified by the CAT and Chamber of Commerce during the strategic
planning process:
•
•
•
•
•
•
•
•
•
•
•
National recession – maybe getting worse
Tourism economy uncertain
Fate of Olson’s unsure
Fishing regulations getting tighter
Logging industry is in decline
Lack of community pride; sense of exasperation
Lack of basic facilities, such as a bank, full-service grocery store, and pharmacy
Downtown corridors in need of construction, lighting, art, better signage
Aging sewer and water system
No local transfer station for large items/No recycling services
Some roads are in bad shape (Washington St. in Sekiu, 112 by the Spring Tavern, some places on 112
out to Neah Bay)
3
Carlson, Katherine. The impacts of a new prison on a small town: Twice blessed or double whammy? 1990; Page
104.
Page 19
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Trails infrastructure needs major land/easement acquisition program
Downtown grocery store area in disarray
Slip Point Lighthouse transfer process still ongoing
Private landowners piling “trash,” visible from the 112
Limited participation of enforcement agencies
Poor health of residents due to lack of good food
Concerns with the future of the school system
Drug-related activities
Located far away from larger cities, effecting transportation costs
Complicated permitting process for new developments
Inexpensive land
Coop start-up
Dale Fincher to start development across from PUD
Lodging infrastructure in place – hotels are full during fishing season
Local events include, Fun Days, Chinese New Year, the Fly In, Christmas Bazaar, Beach Clean Up,
Town Clean Up, Fishing derbies
Demand for campgrounds and trails
Demand for eco-activities, shopping, fun events
Since this assessment, the roads have improved drastically due to a chip seal project. $5 million was
spent in the summer of 2009 for roadside safety improvements at Hwy 112 between Neah Bay and Sekiu.
Also, the grocery store was sold to Dale Fincher for development into a boat storage/marine repair
facility. A chain link fence was erected and construction is beginning on the building.
Asset Mapping
Asset Mapping was conducted as a part of the RBOG process. These assets were reviewed by the CAT
and the Chamber. The benefits of asset mapping are:
•
•
•
Identifying programs and services available to community residents
Focusing on the assets of the community, rather than the deficits
After identifying assets, the community can then build on these assets
Businesses
• Clallam Bay Correctional Center
• Clinic
• Library
• B&Bs/Resorts/Motels/Trailer Parks
• Restaurants
• Taverns
• Consignment Stores/25 Cent Store
• Art Gallery
• Convenience Store
• Post Offices
• Storage Facilities
• Liquor Store
Government & Institutions
• Clallam County Department of Community
Development,
• County Commissioners
• Clallam County Sheriff’s Department
• Chain Gang
• Clallam Bay Park
• Clallam County Public Works
• PUD
• Department of Transportation
• Cape Flattery School District and student body
• Makah Tribe and Heritage
• WA State Parks - Cowan Ranch
• EMS/Fire Department
Page 20
•
•
•
•
•
•
•
•
•
Video Store
Auto Repair
Autobody Repair
Espresso Stand
Gas Station
Laundromats
Timber Companies
Economic Development Council
Port of Port Angeles (Sekiu Airport)
Physical Assets
• Scenic beauty
• Scenic Byway
• National Forests
• Open Space
• Tide pools
• Rain
• Beaches
• Trails (One Mile Trail, Hoko)
• Trees
• Lake Ozette
• Rivers (Hoko, Sekiu, Clallam)
• Water Recreation – i.e. surfing, kayaking,
fishing, diving
• Outdoor Recreation – hiking, bicycling,
hunting, bird watching, wildlife viewpoints,
mushrooming
• Old Coast Guard Building at Slip Point
• Visitor’s Center
• Makah Museum
• Internet
• Airport
• Empty buildings
• Affordable home-sites
• Fun Days, Christmas Bazaar, Chinese New
Year
• Local websites – www.sekiu.com,
www.clallambay.net/cac/,
www.clallambay.com/calendar,
www.cbsekiucats.com
•
•
•
•
•
•
•
•
National Park Service
WSU Extension
Peninsula College & Entrepreneurial Institute
United States Department of Agriculture
(USDA)
Community Advisory Council
University of Washington
NOP RCD
NOAA- Olympic Coast National Marine
Sanctuary (OCNMS)
Workforce
• Artists
• Prison Guards
• Service related
• Retirees
• Environmental Services
• Educational Services
• Medical wokers
• Infrastructure related
• Foresters and Loggers
• Fishermen
• Tourism
• Government
Local Organizations
• Lion’s Club
• Seniors
• Community Action Team
• Gardeners Club
• AA
• TOPS
• Messy Palettes
• Churches
Initiative Strategic Plans
After the initial town meeting in March 2008, workgroups were formed (via the USDA grant process) for
the four prioritized economic development initiatives: Revitalization, Tourism, Community Garden/Coop,
and Infrastructure. Each workgroup completed a strategic plan.
Page 21
Revitalization Strategic Plan & Evaluation of Goals
Clallam Bay/Sekiu Revitalization
2008-2009 Strategic Plan
2008 Leaders:
• Chair- Joe Murray
• Co-Chair- Open
• Secretary- Ted Muralt
• Media/Publicity- Lora Messinger
• Public Involvement/Events- Open
• Fundraising- Sasha Sicks
Revitalization Community Action Team to meet the 1st and 3rd Monday, from 5:30 PM to 6:30 PM.
Mission Statement:
To renew community pride and revitalize neighborhoods in Clallam Bay and Sekiu, with the purpose of
improving the quality of life in addition to attracting new commerce, tourists, and residents.
Core Values:
CIVIC PRIDE
Creative
Collaborative
Positive
Helpful
Innovative
Community Oriented
Ambitious
Market Conditions:
• Trash collections at business and residential sites; piles of trash visible from Hwy 112
• Sidewalks in need of construction, lighting, art, better signage
• Lack of community pride; sense of exasperation
• Lack of education and community involvement from youth
• No environmentally approved place for trash/recycling with the capacity to deal with the amount of
trash in the community
• No specific County code for collection of trash on someone’s property; pre-existing nonconforming
use – regulations don’t apply “grandfathered” in
• Limited participation of other enforcement agencies
Assets:
•
•
•
•
•
•
•
•
•
Local and non-local art communities
Clallam Bay Correctional Center
Clallam County Department of Community
Development, County Commissioners, &
Sheriff’s Department
Department of Transportation
Lion’s Club
Scenic Byway Committee
Businesses in the Community
Graphic Designers
Cape Flattery School District and student body
•
•
•
•
•
•
•
•
•
Internet
Economic Development Council
Makah Tribe and Heritage
Scenic beauty
National Forests
Port of Port Angeles (Sekiu Airport)
Don Baker, Don Fishel, and Jeff Kopis
(recycling)
Chamber of Commerce
National Parks, WA State Parks, and County
Parks
March 2008-09 Strategic Goals:
1. Map areas in need of assistance and plan revitalization efforts accordingly. Inventory art, trash
receptacles, benches, street lights, and trees. Inventory trash, graffiti, and used tires (Joe and all).
Page 22
2.
3.
4.
5.
6.
Re-editing concept drawings (Lora)
Initiate sidewalk construction, including installation of lighting
Improve aesthetics, including landscaping, art, signage, and benches (Three Sisters)
Develop incentives and offer assistance for landowners and renters to clean up their property (Sasha)
Develop community pride events, including an Spring Spruce Up event which will include places to drop
off waste, toxics, and metals (Lora, Sasha, Kris, Jim M., Ted, Carol, and Terri)
7. Foster civic pride in the community and gain support of the school (Terri)
8. Organize an ongoing community clean up team or Adopt-A-Highway program (Delta Ritter)
9. Develop a fundraising schedule to support revitalization (Sasha)
Evaluation of 2008 Strategic Goals:
1. Map areas in need of assistance and plan revitalization efforts accordingly. Inventory art, trash
receptacles, benches, street lights, and trees. Inventory trash, graffiti, and used tires
• A walkthrough of Clallam Bay was completed.
• Mapped out revitalization corridors with landowner information using GIS
• DOT walkthrough for landscaping assistance completed
2. Re-editing concept drawings (Lora)
• Not completed
3. Initiate sidewalk construction, including installation of lighting
• The school district is planning on pouring concrete for a short segment of sidewalk in Clallam
Bay in 2010.
4. Improve aesthetics, including landscaping, art, signage, and benches (Three Sisters)
• Prioritized three downtown areas in need of site assessments for design projects
• Clallam Bay Welcome Sign: landscaping to screen trailers
• Clallam Bay Old Grocery Store: landscaping, street trees, and tbd fencing
• Sekiu Pocket Park: water trail stop & wildlife viewing platform
5. Develop incentives and offer assistance for landowners and renters to clean up their property (Sasha)
• Developed façade improvement application/program
6. Develop community pride events, including an Spring Spruce Up event which will include places to drop
off waste, toxics, and metals (Lora, Sasha, Kris, Jim M., Ted, Carol, and Terri)
• A Spring Spruce Up event occurred May 17, 2008. The revitalization team secured over $700 in
donations for tipping fees. 38 community members participated in dropping off waste or picking
up garbage around town. 2.8 tons of garbage was collected. 112 lbs of paper, phone books, and
newspapers were recycled as well as some cardboard, cans, and yard waste. Streets, known to
have been picked up, include Hwy 112 in Clallam Bay, Weel Rd., West of the Spring Tavern on
Hwy 112, Sekiu Overlook, Front St., Clallam Bay Park, Bogachiel, 6th St., 7th St., 8th St., and
Frontier St.
7. Foster civic pride in the community and gain support of the school (Terri)
• Meeting with students completed in May 2008 (See Appendix I)
8. Organize an ongoing community clean up team or Adopt-A-Highway program (Delta Ritter)
• Honor Society started Adopt-A-Highway; Signs installed
9. Develop a fundraising schedule to support revitalization (Sasha)
Page 23
•
•
Revitalization Sponsorship Package completed
Some funding sources identified
Other Accomplishments
• Sasha Sicks attended a CTED Main Street Program conference for Revitalization in May
• A Revitalization Fund was sponsored by the Chamber of Commerce
Tourism Strategic Plan & Evaluation of Goals
COMMUNITY ACTION TEAM
Clallam Bay/Sekiu Tourism
2008 Leaders:
• Chair- Lora Haines-Messinger
• Vice-Chair- Alice Langebartel
• Secretary- Carol Schultz
• Media/Publicity- Bill Drath
• Public Involvement/Events- Sue Heiny
• Fundraising- Sasha Sicks
Meeting Times- Second and Fourth Saturdays/Month 9-11 AM
Mission Statement:
“Working together to promote tourism and diverse recreational opportunities, while protecting
our natural environment and small town assets.”
Core Values:
Environment
Community
Promotion of Local Businesses
Outdoor Lifestyle & Recreation
Creativity
Sustainable Growth – (Local dollars generated stay local)
Fun
Current Market Conditions:
•
•
•
•
•
•
Lodging infrastructure in place – Hotels are full
during fishing season
Coho Resort
Fishing regulations getting tighter
Trails infrastructure in place – State Park
Currently Working On Trail (Olson’s to
Cowan’s)
Rainforest Run festival already exists
Local events include, Fun Days, Chinese New
Year, the Fly In, Christmas Bazaar, Beach
Clean Up
•
•
•
•
•
•
•
Demand for campgrounds and trails
Beach access is limited
Hoyt Beach – State Park
Olson’s deal – hub of Discovery Trail
Demand for eco-activities, shopping, fun
events
Visitor’s Center – Not attracting many tourists
Poor signage
Page 24
Assets:
•
•
•
•
•
•
•
•
•
•
•
•
•
Old Coast Guard Building at Slip Point
Tide pools
Clallam County, Mike Doherty
County Park, Sue Heiny
Norm Dicks
NOAA- Sanctuary
University of Washington
Hoko River – Dr. Dale Croes
Makah Tribe
Makah Museum – Director, Janine Bowechop
Water Recreation – i.e. surfing, kayaking,
fishing, diving
Outdoor Recreation – hiking, bicycling,
mushrooming
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Olympic Coast National Marine Sanctuary
(OCNMS)
Lake Ozette
Scenic Byway
Local history
Visitor’s Center
Open space
Beautiful aesthetics
Poetry Night
Chain Gang
Trails
Eagle Point
Cowan’s Ranch
NOP RCD
Fun Days, Christmas Bazaar, Chinese New
Year, Rain Forest Run
Beaches
Art community
1. Develop a trails plan, including restoration, construction, and marketing
• Clear out Cowan's Ranch Trail …. (Bill Riedel)
• Work with State and County Parks to develop future trails plans (Bill Drath, Jim Medlen, Rich James,
Cathy Smith, Sue Heiny)
• Introduce project plan to RCD for assistance (Sasha Sicks)
• Develop a Recreation Activities Map, including existing trails (Jim Medlen)
2. Develop Slip Point
• Create a future use study for Slip Point development (Alice Langebartel)
• Work with County & Norm Dicks to address Slip Point (Alice Langebartel)
3. Improve current festivals and events
• Fun Days
• Rain Forest Run (Kathy Haney, Sasha Sicks)
• Chinese New Year (Sandy Tsiang)
• Christmas Bazaar (Sandy Tsiang)
• Poetry Night
• Straitside Scribes (Jane & Terry)
4. Develop New Events
• Bird Festival (Carol Schultz, Sasha Sicks, Audubon Society of Sequim, Melissa Peterson)
• Foster Trail Guide Business and Kid’s Day Camp – (Sasha Sicks)
5. Develop Tourism Marketing Plan (Sasha Sicks)
1. Develop a trails plan, including restoration, construction, and marketing
• Clear out Cowan's Ranch Trail (Bill Riedel)
• Volunteers completed ¼ of the Hoko trail
Page 25
•
•
•
•
•
•
•
Work with State and County Parks to develop future trails plans (Bill Drath, Jim Medlen, Rich James,
Cathy Smith, Sue Heiny)
First trails meeting occurred with Washington State Park
Mapping of one mile trail and letters to Rayonier and landowners
Introduce project plan to RCD for assistance (Sasha Sicks)
No plan was drafted
Develop a Recreation Activities Map, including existing trails (Jim Medlen)
Not completed
2. Develop Slip Point
• Create a future use study for Slip Point development (Alice Langebartel)
• Not completed
• Work with County & Norm Dicks to address Slip Point (Alice Langebartel)
• Slip Point Tour- 37 community members attended
• Ongoing conversations/meetings with County Parks, Count Sheriff, and the Coast Guard to renew
Slip Point lease with public access and also to transfer the property over to the County
• A tribal letter was drafted, and the Community Advisory Council addressed this in their next
meeting with the County Commissioner; letter never sent
3. Improve current festivals and events
• Not worked on in 2008
4. Develop New Events
• Bird Festival (Carol Schultz, Sasha Sicks, Audubon Society of Sequim, Melissa Peterson)
• Initiated talks with Audubon to be included in BirdFest
• Foster Trail Guide Business and Kid’s Day Camp – (Sasha Sicks)
• Not completed
5. Develop Tourism Marketing Plan (Sasha Sicks)
• Not completed in 2008 (completed in 2009)
Community Garden/COOP Strategic Plan & Evaluation of Goals
Clallam Bay/Sekiu
Community Farm/Food Coop
2008 Leaders:
• Chair- Jane Hielman
• Co-Chair- Dana Sarff
• Secretary- Open
• Media/Publicity- Open
• Public Involvement/Events- Open
• Fundraising- Open
Page 26
Mission Statement:
To develop a local community farm and food Cooperative that will promote a sustainable economy
and healthy living and in Clallam Bay and Sekiu.
Core Values:
Cooperation
Communication
Education
Networking
Self Reliance
Sustainability
Interdependence
Health Conscious
Integrity
Vitality
Local
Market Conditions:
• No grocery store
• Poor health of residents due to lack of good food
• Cheap land
• Isolated
• Low Income
Assets:
• United States Department of Agriculture (USDA)
• Masters Gardeners Club in PA
• WSU Extension
• Salt Creek Farm
• Cowan Ranch
• Warnock property
• Butchers in community
• Farming/Gardening expertise
• Rain
1. Get a property commitment for farming/garden by Mid-April (Raese Reeves, John Burdick)
2. Create a farming plan (Ray, John Burdick)
3. Partner with the NWCDC (Jane Hielman)
4. Continue with NWCDB grant process (Dana Sarff)
5. Continue business planning and research financing for the Coop (Dana Sarff)
6. Incorporate the Coop and/or garden into a Cooperative (Jane Hielman)
7. Develop a short plan on developing a butchery/bakery (Julie)
Evaluation of 2008 Strategic Goals
1. Get a property commitment for farming/garden by mid-April (Raese Reeves, John Burdick)
• Property was secured behind the preschool, at which point, it was deemed too rocky and the
garden was moved to Sekiu at Neil Adams’ house
2. Create a farming plan (Ray, John Burdick)
• Garden was planted by volunteers and produced food; plans were made during progress
3. Partner with the NWCDC (Jane Hielman)
• The Coop applied for and received a technical assistance grant from the NWCDC (Northwest
Cooperative Development Center). Through the grant, the Coop received website training and
attended a Coop conference.
Page 27
4. Continue with NWCDB grant process (Dana Sarff)
• Completed; ongoing
5. Continue business planning and research financing for the Coop (Dana Sarff)
• NWCDC worked with Coop on these issues
6. Incorporate the Coop and/or garden into a Cooperative (Jane Hielman)
• NWCDC worked with Coop on these issues
• Articles of Incorporation and Bylaws planned for 2009
7. Develop a short plan on developing a butchery/bakery (Julie)
• Not completed
Infrastructure Strategic Plan & Evaluation of Goals
Clallam Bay/Sekiu
Infrastructure Community Action Team
2008 Leaders:
Chair- Kim Malakoff
Co-Chair- Martin Brand
Secretary- Kathleen Haney
Media/Publicity- Open
Public Involvement/Events- Open
Fundraising- Sasha Sicks
Meeting Times: TBD
Mission Statement:
Our goal is to support the development of sound, predictable infrastructure to facilitate economic and
community development
Core Values:
Sustainability
Confidence
Availability
Fundamental
Feasibility
Protection/safety of public health
Infrastructure Conditions:
•
•
•
•
•
•
•
•
No bank
No grocery store
No pharmacy
Inexpensive land
Aging sewer system
Aging water system
Emergency services dependent on
volunteers
Lack of focus on environmental and
public health
•
•
•
•
•
•
•
Green recycling
No parking
Limited public beach access
Airport M/O
DSL not available in some areas
Roads are in bad shape
No local waste/recycling services
(transfer station)
Page 28
Assets:
•
•
•
•
•
•
•
•
•
Clinic
Library
Private investors
Kathleen Haney – Seniors
Senior community
CARE program & Steve Tharinger
Bob Martin, Clallam County Public
Works
Clallam County Planning Department
•
•
•
•
•
•
•
•
•
County Departments- Community
Development/Planning/Health
Current members of existing
infrastructure
Empty buildings
Affordable home-sites
Workforce
Airport
Prison
Community groups and committees
Private developers
1. Trash/Recycling Program
• Develop a feasibility study to resume operations at the Clallam Bay transfer station.
Research enhanced recycling, green recycling, yard wastes, and hazardous materials (Kim
Malakoff, Kathleen Haney, Revitalization CAT)
2. Status of Existing Infrastructure
• Write a current infrastructure assessment to determine the conditions and needs to prioritize
repairs or upgrades. This includes zoning issues, the status of the roads, drinking water
systems, sewer systems, solid waste management, electricity, and propane. Present report
and Executive Summary to the CAC. (Kim Malakoff)
•
Develop a marketing plan to educate the public of existing infrastructure systems current
conditions and the importance of those systems (Lora Messinger, Sasha Sicks, Kathleen
Haney)
•
Develop a grants database for funding infrastructure needs (Sasha)
3. Airport
• Encourage businesses to locate at the airport. (Martin Brand, Chamber Airport
Committee)
•
Work with the County to get emergency supplies located up at the Airport. (Martin Brand,
John Calhoun)
4. Emergency Services
• Strengthen public confidence of emergency response. Address public information training;
communication between county and local emergency services; community communication
and public warning systems; the seniors, disabled, and homebound; and the tsunami warning
system. (Kathleen Haney, Sasha Sicks, Patti Adler)
Page 29
1. Trash/Recycling Program
• Develop a feasibility study to resume operations at the Clallam Bay transfer station. Research
enhanced recycling, green recycling, yard wastes, and hazardous materials (Kim Malakoff,
Kathleen Haney, Revitalization CAT)
• Talked with Brent Gagnon at West Waste about recycling and opening a facility. Recycling
is not profitable because of transportation costs and the number of people served.
2. Status of Existing Infrastructure
• Write a current infrastructure assessment to determine the conditions and needs to prioritize
repairs or upgrades. This includes zoning issues, the status of the roads, drinking water systems,
sewer systems, solid waste management, electricity, and propane. Present report and Executive
Summary to the CAC. (Kim Malakoff)
• 90% completed (See Appendix II) in 2008; CAC no longer meeting
•
Develop a marketing plan to educate the public of existing infrastructure systems current
conditions and the importance of those systems (Lora Messinger, Sasha Sicks, Kathleen
Haney)
• Not completed
•
Develop a grants database for funding infrastructure needs (Sasha)
• Found online at www.infrafunding.wa.gov/search.php
4. Airport
• Encourage businesses to locate at the airport. (Martin Brand, Chamber Airport Committee)
• Not completed
•
Work with the County to get emergency supplies located up at the Airport. (Martin Brand,
John Calhoun)
• Not completed
• Port of Port Angeles chip sealed the runway in 2008
5. Emergency Services
• Strengthen public confidence of emergency response. Address public information training;
communication between county and local emergency services; community communication and
public warning systems; the seniors, disabled, and homebound; and the tsunami warning system.
(Kathleen Haney, Sasha Sicks, Patti Adler)
• Initiated talks with County on Emergency Management, who started a community outreach
program called Map Your Neighborhoods
CAT Strategic Plan & Evaluation of Goals
Although participation was high in the beginning of the grant process, it slowly dwindled to the point
where some of these workgroups no longer met. In December of 2008, these four workgroups merged
due to a variety of reasons:
•
•
There was only a limited amount of volunteer base to draw upon in such a small town;
Many of volunteers are already involved multiple groups and issues;
Page 30
•
•
•
Adding five new groups put a significant strain on volunteers’ time (1-2 meetings per group + board=
5-9 meetings per month);
Because the Chairs of the workgroups did not have the time to call organize meetings, meeting
organization (setting up meetings, taking notes, crafting agendas, etc.) was left to the part-time
Project Manager; and
There was not much time remaining for the Project Manager to address other aspects of the grant,
such as a business recruitment plan, training, and fundraising.
To address these issues, the Project Manager proposed that the workgroups merge into a Mainstreet
Program. The town’s priorities and the workgroups neatly fit into this proven strategy.
•
•
•
•
•
Revitalization ĺ Design (more exciting terminology)
Tourism ĺ Promotion
Community Farm/COOP ĺ Economic Restructuring
Infrastructure ĺ Economic Restructuring
CAT Board of Directors ĺ Organization
In addition, a 501c3 could then be set up and would allow for more effective fundraising and grant
writing. Otherwise, projects had to be submitted them through other organizations (such as the County or
other 501c3s whose mission statements may not include CAT projects). Additionally, CAT decided to
recruit more community group representatives to 1) facilitate communication between community groups
and 2) act as a fundraising/grant writing resource for other community groups.
CAT also decided to one meeting per month to communicate more effectively. The strategic plans for the
economic development issues of 2008 were compiled into a new strategic plan for 2009-2010. This plan
was reviewed, edited, added to, and approved by CAT. Temporary officers were elected in June of 2009.
Clallam Bay/Sekiu
Community Action Team
2009 Leaders:
• Chair- George Eastman
• Vice Chair- Terry Hielman
• Secretary- Karin Ashton
• Treasurer- Bill Drath
• E-Secretary- Ted Muralt
The Community Action Team will meet the 2nd Saturday of the Month, from 11-1 PM, at the
Green Gallery in Clallam Bay. 16590 Hwy 112, Clallam Bay, WA 98326.
Mission Statement:
The purpose is to achieve a sustainable Clallam Bay-Sekiu community, by collaborating to identify and
complete projects that preserve our cultural and natural heritage as well as attract visitors and residents to
our area while providing educational and networking opportunities.
Page 31
Core Values:
Civic Pride
Self Reliance
Community Oriented Collaborative
Education
Helpful
Creative
Positive
Fun
Integrity
Cooperation
Communication
Networking
Sustainable Growth – (Local dollars generated stay local)
Innovative
Clallam Bay/Sekiu Assets:
Businesses
• Clallam Bay Correctional Center
• Clinic
• Library
• B&Bs/Resorts/Motels/Trailer Parks
• Restaurants
• Taverns
• Consignment Stores/25 Cent Store
• Art Gallery
• Convenience Store
• Post Offices
• Storage Facilities
• Liquor Store
• Video Store
• Auto Repair
• Autobody Repair
• Espresso Stand
• Gas Station
• Laundromats
• Timber Companies
• Economic Development Council
• Port of Port Angeles (Sekiu Airport)
Government & Institutions
• Clallam County Department of Community
Development,
• County Commissioners
• Clallam County Sheriff’s Department
• Chain Gang
• Clallam Bay Park
• Clallam County Public Works
• PUD
• Department of Transportation
• Cape Flattery School District and student body
• Makah Tribe and Heritage
• WA State Parks - Cowan Ranch
• EMS/Fire Department
• National Park Service
• WSU Extension
• Peninsula College & Entrepreneurial Institute
• United States Department of Agriculture
(USDA)
• Community Advisory Council
• University of Washington
• NOP RCD
• NOAA- Olympic Coast National Marine
Sanctuary (OCNMS)
Physical Assets
• Scenic beauty
• Scenic Byway
• National Forests
• Open Space
• Tide pools
• Rain
• Beaches
• Trails (One Mile Trail, Hoko)
• Trees
• Lake Ozette
• Rivers (Hoko, Sekiu, Clallam)
• Water Recreation – i.e. surfing, kayaking,
fishing, diving
Workforce
• Artists
• Prison Guards
• Service related
• Retirees
• Environmental Services
• Educational Services
• Medical workers
• Infrastructure related
• Foresters and Loggers
• Fishermen
• Tourism
• Government
Page 32
•
•
•
•
•
•
•
•
•
•
Outdoor Recreation – hiking, bicycling,
mushrooming
Old Coast Guard Building at Slip Point
Visitor’s Center
Makah Museum
Internet
Airport
Empty buildings
Affordable home sites
Fun Days, Christmas Bazaar, Chinese New
Year
Local websites – www.sekiu.com,
www.clallambay.net/cac,
www.clallambay.com/calendar,
www.cbsekiucats.com
Local Organizations
• Lion’s Club
• Seniors
• Community Action Team
• Gardeners Club
• AA
• TOPS
• Messy Palettes
• Churches
Current Market Conditions:
• National recession – maybe getting worse
• Tourism economy uncertain
• Fate of Olson’s unsure
• Fishing regulations getting tighter
• Logging industry is in decline
• Lack of community pride; sense of exasperation
• Lack of basic facilities, such as a bank, full-service grocery store, and pharmacy
• Downtown corridors in need of construction, lighting, art, better signage
• Aging sewer and water system
• No local transfer station for large items/No recycling services
• Some roads are in bad shape (Washington St. in Sekiu, 112 by the Spring Tavern, some places on 112
out to Neah Bay)
• Trails infrastructure needs major land/easement acquisition program
• Downtown grocery store area in disarray
• Slip Point Lighthouse transfer process still ongoing
• Private landowners piling “trash,” visible from the 112
• Limited participation of enforcement agencies
• Poor health of residents due to lack of good food
• Concerns with the future of the school system
• Drug-related activities
• Located far away from larger cities, effecting transportation costs
• Complicated permitting process for new developments
• Coop start-up
• Dale Fincher to start development across from PUD
• Lodging infrastructure in place – hotels are full during fishing season
• Local events include, Fun Days, Chinese New Year, the Fly In, Christmas Bazaar, Beach Clean Up,
Town Clean Up, Fishing Derbies
• Demand for campgrounds and trails
• Demand for eco-activities, shopping, fun events
Page 33
2009 Strategic Goals:
Overall CAT Goals
1. Acquire 501c3 status (Sasha, All)
2. Business training (Sasha)
3. Ensure members are trained on website (Sasha)
4. Spring spruce up event and tire clean up (Sasha, Karin, Ted)
5. Work with the American Planning Association in Spring (Sasha, Joe, All)
Organization Committee
1. Develop fundraising systems and strategies (Karin, Linda)
2. Develop a membership system (Linda)
Promotion Committee
1. Ensure County has a renewed lease with the Coast Guard (Sue, Diane, Sasha)
2. Create a checklist for activities which must be conducted for the transfer of Slip Point (Sue, Diane, Sasha)
3. Create a proposal for an events coordinator (Karin, Chamber)
Economic Restructuring Committee
1. Complete a potential industries report for Clallam Bay/Sekiu (Joe, Sasha)
2. Create a plan to attract businesses (bank/pharmacy/grocery store) (Joe Murray, Linda)
3. Create a plan to attract new residents (Karin, Patti, Carol S.)
4. Create a marketing plan to attract tourists (Sasha, Chamber)
5. Create a buy local campaign (Coop)
Design Committee
1. Create a proposal (site plan/cost analysis) for street trees and screening trees (APA, Sasha, Joe)
2. Create a proposal (site plan/cost analysis) for wildlife viewing platforms in Sekiu and Clallam Bay
(APA,)
3. Assist businesses with signage (Sasha, Sue, Diane)
4. Promote façade improvement program (Karin)
5. Create a proposal for creating a comprehensive trail system (Bill, Ted)
Evaluation of 2009 Strategic Goals (as of Sept 2009):
Overall CAT Goals
1. Acquire 501c3 status (Sasha, All)
• 501c3 application completed; waiting on filing fee to be acquired
2. Business training (Sasha)
• Fundraising- 4 attendees (01/21/09)
• Business Plans-4 attendees (02/18/09)
• Marketing-4 attendees (03/23/09)
• Public Relations- 1 attendee (05/27/09)
• Volunteerism- 0 attendees (06/22/09)
3. Ensure members are trained on website (Sasha)
• Website training- 7 attendees (07/22/09)
4. Spring spruce up event and tire clean up (Sasha, Karin, Ted)
• 48 attendees, 4.97 tons of trash, 526 pounds of aluminum cans, 205 pounds of cardboard, 154
Pounds of newspaper, 131 Pounds of magazines, ~1 pound of tin cans, and 3000 tires collected
• Waiting on tire pick up (mid-Sept.)
5. Work with the American Planning Association in Spring (Sasha, Joe, All)
Page 34
•
•
UW Studio Storefront walkthrough and meeting with CAT (07/17-18/09)
Draft proposal presented to CAT (08/08/09)
• Articles of Incorporation drafted and signed
• Bylaws drafted and signed
• Incorporated Clallam Bay/Sekiu Community Action Team
Organization Committee
1. Develop fundraising systems and strategies (Karin, Linda)
• Grant database completed
• APA technical assistance (accepted)
• EPA brownsfield assessment (rejected)
• EPA smart growth (pending)
• Community Electronic Reader Board (drafted)
• Donation tier drafted
2. Develop a membership system (Linda)
• Membership application completed
• Membership database given to Officers
Promotion Committee
1. Ensure County has a renewed lease with the Coast Guard (Sue, Diane, Sasha)
• Completed
2. Create a checklist for activities which must be conducted for the transfer of Slip Point (Sue, Diane, Sasha)
• Waiting on Coast Guard realtor to email the list
3. Create a proposal for an events coordinator (Karin, Chamber)
• Needs to be re-evaluated
• Meeting with Lower Elwha archeologist and the archeological and cultural assessment
consultants in May 2009
Economic Restructuring Committee
1. Complete a potential industries report for Clallam Bay/Sekiu (Joe, Sasha)
• Completed in the Business and Marketing Plan
2. Create a plan to attract businesses (bank/pharmacy/grocery store) (Joe Murray, Linda)
• To be started
3. Create a plan to attract new residents (Karin, Patti, Carol S.)
• Incorporated in this report
4. Create a marketing plan to attract tourists (Sasha, Chamber)
• Completed in the Business and Marketing Plan
5. Create a buy local campaign (Coop)
• To be started
• Planted local community garden and produced food in 2009
• Sunsets West Coop received USDA RBEG grant
• Drafted Chamber of Commerce Strategic Plan
Page 35
Design Committee
1. Create a proposal (site plan/cost analysis) for street trees and screening trees (APA, Sasha, Joe)
• UW Storefront Studio completed site plan (See Appendix VI)
2. Create a proposal (site plan/cost analysis) for wildlife viewing platforms in Sekiu and Clallam Bay (APA)
• UW Storefront Studio completed site plan (See Appendix VI)
3. Assist businesses with signage (Sasha, Sue, Diane)
• Coop Sign
• A Real Northwest Adventure Sign
4. Promote façade improvement program (Karin)
• To be started
5. Create a proposal for creating a comprehensive trail system (Bill, Ted)
• To be started
Other Accomplishments - Improved aesthetics of downtown Clallam Bay and Sekiu
• Weeded tansy ragwort from Sekiu downtown beach
• Painted grocery store bench and planted irises in planter
• Painted Clallam Bay wood bridge
• Painted anchor at Sekiu
• Painted and cleaned front of Fernandes’ building
Page 36
Economic Restructuring
• Sunsets West Coop
• Soundbank looking into branch
• Dale Fincher’s development across from PUD
• Economic development partners (EDC, County)
• Low rent and property values
Design
• Aesthetics and natural beauty
• Spring Spruce Up
• Art community can support design ideas
• APA/Storefront Studio assistance
Promotion
• Outdoor activities
• Wildlife viewing
• Slip Point
• Tourism
• Maritime heritage
• Local events
Organization
• Lack of representation at meetings from County, Prison, and School
• Don’t have 501c3 status yet for grants; no membership fees
• Need more grant writers
• Need part-time Executive Director
Organization
• Experienced, knowledgeable volunteers
• Involvement of community group representatives
• Many accomplishments in past two years
• Bylaws and Articles of Incorporation
• 501c3 application
• Membership database
• Grant database
• Asset mapping
• Business basics research
• Crime issues: drugs and break-ins
• Lack of enforcement
• Workforce issues
• Difficult permitting process
• Transportation distance for manufacturing
• Low population
• Unincorporated
• Lack of modern clean housing (for the middle class)
• Lack of entertainment other than outdoor activities
• Severe winter storms that isolate the area
• Lack of industrial buildings
Page 37
Design
• Visible junk from the main corridors
• Storefront spaces in Clallam Bay are broken up and most need
substantial clean up or repairs
Promotion
• Slip Point transfer hang-ups
• Lack of publically accessible trail system
WEAKNESSES
STRENGTHS
SWOT Analysis
The following are timelines developed as part of the USDA RBOG process:
Timelines
• Work with Sunset West Coop to develop the business into a full
capacity grocery store through RBEG grant
• Promote a Buy Local campaign
• Clallam County’s population may increase by 9-25% by 2030;
opportunity to attract new residents to the area
• Promote start-up businesses by local residents (see Business and
Marketing Plan)
• Fiber optic cable could increase internet businesses
• Energy independence initiatives
Design
• Take designs from Storefront Studio, get cost estimates, and apply
for funding
Page 38
• Any increase in gas prices
• National recession
• Neighboring towns building up their tourism infrastructure, which
Clallam Bay/Sekiu will be competing with
Design
• Unwilling property owners
Promotion
• Lack of money for environmental clean up of Slip Point
• Lack of money for renovation and development of maritime
museum
Organization
• Potential personal conflicts/gossip
• Volunteers are stretched thin in the community
Organization
• Ability to represent a united community to County and funders
• If 501c3 application is accepted, the ability to fundraise for
community issues
Promotion
• Maintain communication with the US Coast Guard
• Partner with the Elwha Tribe
• Partner with the American Lighthouse Foundation, Washington
Lightkeepers Association, and Friends of the Lighthouse, and U.S.
Lighthouse Society
• Partner with the Audubon and Whale Trail Association
THREATS
OPPORTUNITIES
Business Recruitment
• Development of Business Incentives
Proceed with Marketing
Campaign
Develop a Marketing Plan
Business Retention
• Business Workshops
Improving Appearance
• Design Assistance
• Landscaping
• Art & Trails
• Things to do
• Places to go
Inventory CB and Sekiu
Market Analysis
Quick wins:
• Clean up day
• Façade Improvement
Program
Organization & Recruitment
Revitalization
Timeline
Page 39
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Lessons Learned
Page 41
During the one and a half years of having a Project Manager hired, many lessons were learned. The following
is a discussion of those lessons.
•
In a small community with limited volunteers and only part time assistance, it is very difficult to facilitate 34 workgroups. One big group works much better.
This was evident from decreased participation after six months. Attendance to some of the initiative meetings
dwindled to zero. With four initiative workgroups and 1-2 meetings per group + 1 board meeting, community
volunteers had to make 5-9 meetings per month. Attendance to these meetings took a quarter of the project
manager’s time, not including the recording of meeting minutes, agendas, and meeting coordination. Most
community volunteers were involved in several different groups already. With a community population of
approximately 1,200, expecting four workgroups to meet continuely for two years and maintain their other
activities was unreasonable. After CAT merged into one group, a steady participation of 10-15 people have
been showed up to monthly membership meetings. Committees are set up within CAT, but they can meet
whenever deemed necessary and are not required to meet separately. This is a more effective structure for the
small community of Clallam Bay/Sekiu.
One major hurdle in progress of community or economic initiatives is to resolve disagreements between visions
and goals. It was evident from the beginning that there were many people who had personal conflicts with each
other. This deterred some from working together in a workgroup. Some people chose initiatives, not based on
personal interest, but based on who else was in the workgroup. This created additional factions instead of
creating a forum in which these personal issues could possibly be resolved. Resolution and communication of
community conflicts is the first step toward being able to agree on goals and achieve effective support for action
upon chosen goals. Additionally, having one bigger group allows for everyone in the community to get updates
on projects all in one meeting.
•
Mainstreet organizational structure works very well. Would recommend starting with this structure from
the beginning.
Mainstreet’s structure of Organization, Design, Promotion, and Economic Restructuring works well for
Revitalization. The term ‘revitalization’ is all encompassing, is non-specific, and does not provoke excitement
among volunteers. ‘Design’ gives a more specific purpose that encourages artists and creativity. Economic
Restructuring separates those interested more in business and economics. Obviously this structure has been
proven to work well throughout the United States and Washington. Since its inception in 1984, the Washington
State Main Street Program has overseen creation of 11,390 jobs, 3,534 new and expanded businesses, and
investment of $388 million in commercial infrastructure. For every $328 invested by the State, the Washington
Main Street Program has created one new job. Every $1 invested in the program has leveraged $115 in private
investment.
Perhaps the most important reason why Mainstreet worked for Clallam Bay/Sekiu despite its small population
were the networking opportunities through the WA Department of Commerce’s Annual Mainstreet Conference.
Being unincorporated and small does not allow for many networking opportunities with funders and state
agencies outside the area. The annual conference not only provided these opportunities, but also allowed for
networking opportunities with other WA cities which have had similar economic and community experiences.
Outcomes that resulted directly from the Mainstreet conference include:
• APA technical assistance
• Business Basics (Wenatchee Mainstreet program)
• Contact with the Department of Archeology for Slip Point
• Contact with a Forks sign maker and wood carver
• Façade improvement application (Port Angeles Business Association)
• Tourism trends and statistics for inclusion into the Business and Marketing Plan
•
Personality conflicts slowed progress. Need more resources for team building. Usually people who need it
most will not show up.
Page 42
Personality conflicts were apparent from the beginning. However, this is a normal stage of team development,
which includes “Forming, Storming, Norming, and Performing.” Bruce Tuckman’s model maintains that these
phases are all necessary and inevitable for the team to grow, to face up to challenges, to tackle problems, to find
solutions, to plan work, and to deliver results.4
Another interesting case study that highlights the normal stages of community and economic development is
Baker County, Oregon. Baker County was also dependent on timber until the 1980s, when production
collapsed and Baker’s population outmigrated to the cities. Community development began its uphill climb
again with the building of the Oregon Trail Interpretive Center and the funding supplied by Meyer Trust
Foundation. Brian Cole, who worked in the Oregon Economic Development Office, came up with a four stage
model of community development based on experiences with Baker County and other cities in Oregon.5
•
•
•
•
Stage 1: Apathy. A community doesn’t envision its future. It doesn’t engage its citizens. Nobody wakes
up on a Saturday morning and thinks about the future of his community. During Stage 1, not much change
happens.
Stage 2: Awareness. People in the community have a vision, there is a concerted effort, but it lacks unity
and effectiveness. Different groups start to compete for limited resources. The city hasn’t invested in staff.
There is no grant writer; nobody who picks up details.
Stage 3: Action. The community envisions projects, and gets them done. It hires staff; there is unity and a
sense of direction.
Stage 4: Alliance. The whole is greater than the sum of its parts. We get everyone around the table and
ask, ‘What if we did this together?
Clallam Bay/Sekiu seems to be in Stage 3, with a vision toward Stage 4. Hopefully, CAT can effectively
achieve Stage 4 in the upcoming years due of the success of the USDA RBOG process.
•
It is difficult to write grants without a sponsoring 501c3 organization.
In the beginning of the grant process, the Chamber of Commerce thought they were a 501c3. However, they
are a 501c6 like other economic development organizations. Most private foundations and grants are awarded
to 501c3 organizations. Several grants were written for the County, which they submitted to the grantors.
Grant money for Sunsets West Coop could only be obtained after the NW Cooperative Development Center
was participating in the process (a 501c3).
Additionally, the process of agreeing on which projects should be prioritized, getting design assistance, site
estimates for inclusion into a grant proposal, took up much of the RBOG time. Hopefully, the training on
fundraising will assist the community in moving forward with their projects after site estimates are obtained.
The CAT decided as a group to form a 501c3 so to continue and procure grant funding. Because Clallam
Bay/Sekiu has been determined as economically depressed, CAT can work on some economic development
issues as a 501c3. Additionally, as a 501c3 , CAT can obtaining funding for other community groups, such as
West End Youth and Community and Lion’s Club.
•
Improving “Quality of Life/Place” in the community is key to creating economic well-being.
In order to sustain a population that can support local year-round businesses, both the quality of life and place in
Clallam Bay/Sekiu need to be enhanced. In this new globalized technology-centric economy, there are many
employment opportunities which do not require that one lives in the city. With its unique and extraordinary
4
Focus Consulting Group. The Key Stages of Team Development.
www.focuscgroup.com/Portals/_Rainbow/Documents/Key%20Stages%20of%20Team%20Development.pdf
5
Deatherage, Marie. Baker County Comes Back. Meyer Memorial Trust.
Page 43
scenic beauty, there is an opportunity to attract residents to the area if Clallam Bay/Sekiu can achieve an
attractive look and feel in its main corridors, supply basic services, and maintain an inviting community spirit.
Quality of life includes providing residents with housing, education, streets, roads and bridges, emergency
services and accessible food, clothing and medical care. Quality of place is defined by the extraordinary
personal experiences that draw people to live, work and play in a community. 6 Both these factors are needed in
the community of Clallam Bay/Sekiu to sustain economic well-being.
In a community survey conducted in Clallam Bay/Sekiu in 1986, respondents chose several reasons for living in
the area. 67% of respondents said they prefer a rural lifestyle, and 64% of respondents listed scenic beauty,
62% of respondents chose outdoor recreational opportunities.7 91% of respondents participated in one or more
outdoor recreational activities. These statistics are unlikely to have changed from 1986.
•
Building new, local businesses is more sustainable in the long run than trying to recruit large industries to
the area.
As stated in the Business and Marketing Plan, recruiting large national or international corporations has many
disadvantages. Firstly, the money being made locally is being spent outside the community. Secondly, it leaves
a small community dependent on decision making processes several states or countries away. As an example of
what can occur by recruiting large national corporations to the area, Bank of America located in Clallam Bay,
decided in 2006 to pull out, which led to a cascade of economic deterioration in its path. The bank, as any
typical national corporation, was looking out for its shareholders, not the local community of Clallam
Bay/Sekiu.
Another example of the disaster that can occur by recruiting national or international corporations to
communities can be found in Eugene, Oregon. In 1998, Oregon officials began aggressively luring industry to
Eugene. “Hynix received $58.5 million in property tax abatements from 1998 to 2006. The company also
gained from two $250,000 grants for worker training, one administered through Lane Community College and
the other paid directly to Hynix.”8 Frieghtliner was also lured there, and the “company received $1.45 million
in workforce training grants and $207,000 in pollution control tax credits.”9 Both businesses shut their doors in
2008 due to decisions made in South Korea and Germany, leaving 2,300 specialized workers behind.
In addition, it would be very difficult to recruit outside industries to Clallam Bay/Sekiu for the following
reasons:
• It is geographically situated far from major transportation lines;
• It is without a significant population base to draw employees or sell to;
• It is unincorporated;
• There is a lack of housing and entertainment for employees;
• There are severe winter storms;
• There is a lack of industrial buildings with sufficient infrastructure available; and
• Government permitting is described anecdotally as extremely frustrating.
In 2008, Sunsets West Coop called True Value, a hardware cooperative, to assess whether opening a store in
Clallam Bay could be successful. True Value conducted a standard site evaluation. Sites are scored on a
variety of factors and rated on a scale of 1-100. Clallam Bay/Sekiu scored 34. Notes in the evaluation site
“Very rural area with few households, well below avg. 5 yr growth; zero existing retail activity; well below
state avg. household incomes. Approx. $900K in combined hardware and home center retail sales.” Outside
investors for any medium/large business will likely conduct similar business evaluations. Therefore, business
recruitment will be extremely difficult compared to the alternative option of promoting local start-ups who grow
their business in a slower, more sustainable fashion.
6
Garkovich, Lori. Planning for Sustainable Community Development Presentation. July 9, 2008.
Carlson, Katherine. The impacts of a new prison on a small town: Twice blessed or double whammy? 1990; Page 45, 47.
8
Jacket, Ben. “Goodies can’t hold Hynix or Freightliner.” Oregon Business. December 2008.
9
Jacket, Ben. “Goodies can’t hold Hynix or Freightliner.” Oregon Business. December 2008.
Page 44
7
Promoting local start-ups is a far more sustainable path for economic growth for several reasons:
• Local start-ups are created by people dedicated to living in the area;
• A majority of the money produced from these start-ups will stay in the community;
• Local owners are more likely to be involved in their community; and
• Local owners are more likely to hire local residents.
Page 45
Design
Promotion
Organization
Long Term Goals
3 design sites completed
- Entrance of Clallam Bay
- Grocery Store/Clallam Bay Park
- Sekiu Pocket Park
Spring Spruce Up continues to be an annual
event
Create a plan for solid waste/recycling
Join the County’s Solid Waste Advisory
Committee
5 start-up businesses have shown financial
success
Bank branch opened
Sunset West Coop developed into a grocery
store
Population increase to 1,500 (not counting
prisoners)
Housing plan completed
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Slip Point is transferred from the Coast Guard
to Clallam County
Comprehensive trails plan is completed with
involvement of State Parks, Clallam County,
and North Olympic Land Trust
Join the County’s Trails Advisory Committee
•
Page 46
10 start-up businesses have shown financial success
Pharmacy opened
Population increase to 2,000 (not counting prisoners)
Start on incorporation
Measured increase in housing
Significant art presence in town
Junk visible from main corridors is gone
Spring Spruce Up continues to be an annual event
Marine Maritime Museum is developed at Slip Point
with interpretative signage and tribal displays
Loop trail is completed
10 Years
• Executive Director employed
• Grant income of $80-200K/year
• 200 members
5 Years
• Executive Director hired
• Grant income of $30-100K/year
• 100 members
Section 4: Continuous Action Plan
Marketing and Business Plan
Both the Chamber of Commerce and Clallam Bay/Sekiu CAT voiced a need to have a report which provides
business and marketing strategies for Clallam Bay/Sekiu overall as well as for individual businesses and start-ups.
The completion of the Marketing and Business Plan is a strategic goal in both the 2009 Chamber Strategic Plan and
the 2009 CAT Strategic Plan. The report was a major component of the long range continuous action plan (CAP)
because it contains business and marketing strategies for Clallam Bay/Sekiu. Additionally, it was written to be
distributed to Chamber of Commerce members to provide concrete advice, marketing contacts, and business
resources. The Marketing and Business Plan was distributed to the Executives of Chamber and CAT, EDC, and
USDA as of September, 2009.
Attracting Residents to the Area
Population of Clallam Bay/Sekiu
# of People
1600
1200
800
1970
1978
1980
1985
1988
1990
2000
Year
In order to sustain a population that can support local year-round businesses, attracting residents to the area is
essential. Improving quality of life and place is an overall strategy for attracting residents. There are several
audience segments that could be targeted, such as families, prison guards, and retirees.
Attracting families
• School
Washington Assessment of Student Learning (WASL) scores for Clallam bay School in 2008-9 are listed
below10:
*UDGH/HYHO
4th Grade
5HDGLQJ
0DWK
:ULWLQJ
6FLHQFH
5th Grade
6th Grade
7th Grade
8th Grade
10
Office of the Superintendent of Public Administration. www.k12.wa.us
Page 47
Clallam Bay School WASL scores are higher than Neah Bay and similar to Forks. Clallam Bay School is also
the recipient of the Office of the Superintendent of Public Instruction’s 2007 and 2008 "School of Distinction"
Award. These scores and awards should be advertised to potential residents through the Chamber website.
Also, improvements to school electives would attract more families, including the reinstitution of shop, music,
and the greenhouse. Organization of a Parents Teachers Association (PTA) could facilitate these projects.
This organization, along with the West End Youth and Community, could try to open a youth facility/teen
center, which is currently one of the main desires of the children enrolled in school (Appendix I). The teen
center in Forks, Sunshine and Rainbows, may be able to be of assistance with this initiative. In the 1986
community survey, 57% rated services for youth as community priority number three. Grocery store was
ranked as number one, and a full time physician was rated number two11 (since 1986, a part time physician was
recruited). In 1987, the youth center initiative failed “for lack of parental support and participants.”12
Assistance for this initiative might be served with a temporary, part-time paid position to coordinate such an
effort.
There were 138 students at Clallam Bay School in 2008-2009. This is historically low compared to 1985 when
175 students were enrolled and to 1988 (after the prison was sited) when 261 students were enrolled. It is
unclear why enrollment is down, especially since the approximate number of people from age 0-18 increased in
2000.13 Also, according to Carlson’s report, 110 prison guards lived in Clallam Bay in 1988; 113 prison guards
live in Clallam Bay in 2009. One explanation could be that prison guards are deciding to enroll their children
in a different school even though they live here. Another explanation would be that prison guards have fewer
children in 2009. However, these explanations cannot be verified without more data. These statistics should be
re-evaluated when the 2010 census data comes out to figure out how many people currently reside in the area
from age 0-18. Lower enrollment could also just be due to lower population of children aged 0-18 in 2009.
Number of People
Enrollment at Clallam Bay High School and
Population Aged 0-18 years
400
300
Number of People
age 0-18
200
# of People Enrolled
at Clallam Bay High
20
08
20
06
20
04
20
02
20
00
19
85
100
11
Carlson, Katherine. The impacts of a new prison on a small town: Twice blessed or double whammy? 1990; Page 51.
Carlson, Katherine. The impacts of a new prison on a small town: Twice blessed or double whammy? 1990; Page 220.
13
Number of people age 0-18 in 2000 was estimated because the census category in 2000 did not separate age 18 and 19.
That category was split in half to estimate people who were 18 years old. Even without this category, there were 372
people between the age of 0-17 in 2000.
12
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• Aesthetics
Attracting families to the area would be facilitated if the main corridors in town looked nicer. CAT has
attempted to tackle this issue with the annual clean up event, design site improvements, and signage
improvements. There are several landowners, however, who still need assistance with junk visible from the 112
highway. Hopefully, these landowners can be assisted through Brownsfield grants, which are being
investigated by the County and due in October 2009.
Attracting Prison Guards
Since only 24% of prison employees live in the Clallam Bay/Sekiu area, there is an opportunity to attract more
of this audience segment to the area. However, since the prison was sited in the area, the amount of affordable,
clean housing rentals has been a challenge. Additionally, Carlson’s survey of prison guards marks a notable
difference between prison guards who live in Port Angeles versus those who live in Clallam Bay: 71% of those
living in Port Angeles described freetime interests as a reason to live in Port Angeles, while only 31% of those
living in Clallam Bay listed freetime interests as a reason to live in Clallam Bay. In addition, there was a
difference between the opinions of prison guards who lived in Port Angeles versus those who lived in Clallam
Bay about the merit of Clallam Bay School. From these statistics, recommendations to increase prison guard
workers in the community include:
• Make an online database of rentals available and link this to the Chamber website;
• Recruit or promote start-up businesses who offer freetime interests (such as indoor recreational
opportunities or a movie theater);
• Create a handout to be distributed to prison guards which includes WASL scores, rental website, and
recreational/freetime activities.
Retirees
Due to the prisoners being included in census statistics, it is impossible to figure out how many people above 65
live in the area (and are not incarcerated). However, the Seniors group is one of the most active community
groups in the area with 20-30 attendees at their weekly meetings. Due to lower employment opportunities (in
comparison to bigger cities), attracting retirees to the area may be an alternative option. Infrastructure would
have to be developed that could include:
• Making everything wheelchair accessible; and
• Developing senior housing, rest homes, or long term care facilities.
Housing
In Carlson’s 1998 prison survey, 98% of prison guards cited the need for housing and rentals; 88% ranked this
need as critical. Although other parts of America are experiencing an overabundance of housing, this is not the
case in Clallam Bay/Sekiu.
A low income housing complex of 34 apartments was built in Clallam Bay from 1985-1988. However, this
housing unit has been viewed unfavorably by many in the community as contributing to crime and deterioration
of the workforce (the more tenants earn, the more they have to pay, thereby decreasing the desire to participate
fully in the workforce).
From 2000 census data, 49% of housing units in the area were built from 1970-1989. After 1989, there was a
substantial decline in new units. 22% of this housing is in the form of mobile homes. From observation, there
have been no significant housing units added since 2000. Severe weather damage has taken its toll on many
housing units, leaving many residential areas (including those in the Hwy 112 scenic corridor) run down. A
new housing development, the first of its kind for at least a decade, is planned for 2010 and will include a 6,384
Page 49
sq. ft convenience store in Phase I, as well as 6 commercial lots, 10 residential lots, and 7 mixed use lots in
Phase II.
The impact of building single family homes in Clallam County was assessed in a report by the National
Association of Homes Builders in October 2007. In their report, they calculated the financial impact of building
100 single family homes. If you divide this by 10, you get the following impacts14:
Local Wages
and Salaries
Local Taxes
Local Jobs Supported
$2,029,700
Local Business
Owners’
Income
$545,500
$1,484,200
$195,200
50
$359,100
$96,300
$262,800
$96,700
10
Local Income
One Year
Impact
Ongoing
Annual Effect
Recommendations for improving housing include working with the County’s Department of Community
Development to:
• Create a plan for building affordable housing
• Create a packet of material for housing investors
• Resolve permitting issues that are unsatisfactory to the community
Infrastructure
Please refer to Appendix II for information on current infrastructure assessment and needs.
Drinking Water
The PUD states that they have water rights that should last for at least the next 20 years, assuming a consistent
level of growth for Clallam Bay/Sekiu.
Sewage
Clallam County Public Works is investigating options for the sewage treatment facilities in Clallam Bay/Sekiu.
Waste/Recycling
Solid waste options are minimal, with most residents and businesses relying on West Waste in Forks and
Murreys in Port Angeles. The fact that large items cannot be disposed of besides driving to Forks and Port
Angeles is contributing to many community issues, including junk being visible throughout neighborhoods in
Clallam Bay/Sekiu. Many people do not have trucks or cannot afford to dispose of large items. This is
apparent in the fact that five tons of trash was removed in the last Spring Spruce Up, twice as much trash from
2008. If there is any increase in population, it is recommended that a local facility be opened to deal with these
items and is available for one day a week to accept large items. Additionally, it is recommended that a
community representative joins the County Solid Waste Advisory Committee.
Unless another company decides to pick up recycling, this option will not be offered by West Waste due to the
cost of transportation.
14
Housing Policy Department. The Local Impact of Home Building in Clallam County, Washington. October 2007.
Page 50
Roads
The roads have improved drastically due to a chip seal project. $5 million was spent in the summer of 2009 for
roadside safety improvements at Hwy 112 between Neah Bay and Sekiu. Road improvements should not be an
issue for several years.
Airport
In 2008, the runway was chip sealed, and the concerns over closure of the airport should no longer be an issue.
EMS
The Clallam Bay/Sekiu Fire Department has had a huge increase of calls over the last several years. Any
increase in population will require additional staff and facilities. The Clallam Bay/Sekiu Fire Department is
currently looking into those options.
Financial Sustainability
CAT plans to apply for a 501c3 status to allow for grant writing. Thus, the organization will be funded mostly
by grants and corporate sponsorship. A grant database of foundations interested in projects in the general
geographical area has been developed. A membership tier with donation levels has been developed; this will be
marketed over the next several years. Although no membership fees are currently set, this option will be
reviewed at the next annual membership meeting. Membership fees were not a popular option due to the
volunteer nature of the group and because many people could not afford the fee in the community. Another
option is to implement an annual fundraising event.
Section 5: Evaluation of Grant Requirements
Evaluation of Scope of Work and Goals
SCOPE OF WORK
Asset Mapping
• As part of completing strategic plans for the workgroups, assets were identified and recorded
• Assets were identified and reviewed by CAT and Chamber of Commerce in their strategic plans
Strategic Planning
• Strategic plans for each workgroup were completed in 2008
• A strategic plan was completed for CAT 2009
• A strategic plan was completed for the Chamber of Commerce 2009
Training
• 2 Mainstreet conferences & Mainstreet overviews to the Chamber (Downtown Revitalization)
• Volunteer appreciation & website training
• High school presentation/solicitation of assistance
• Team building training with the CAT Board
• Wilderness Wildlife Conference (Tourism)
• Business Basics- Marketing, Public Relations, Business Planning, Fundraising, Volunteerism
Town Meeting
• Town meeting completed in March 2008 with prioritization of economic development initiatives
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Workgroups
• Workgroups were formed for each initiative
• Community Action Team Board of Directors was formed
• Workgroups merged into Community Action Team
SWOT Analysis
• Completed for CAT
Plan of Action
• Completed 2009 Continuous Action Plan and Final Report for USDA RBOG Report
GOALS
CIP, Project Priorities, CAP
• The community initial plan is the equivalent of the strategic plans for the initiatives and for CAT
• Project priorities were Revitalization, Tourism, Community Garden/COOP, and Infrastructure
• The Continuous Action Plan is contained in this report
Project, Timelines, and Objectives
• Completed in the strategic plans for the initiatives and for CAT
• Completed Revitalization Timeline
• Completed CAT Timeline 2009/2010
Coordinate regularly with community for implementation of goals
• See accomplishments in the Final Presentation (Appendix IV)
Fundraising/Grants
• Developed a grant database
• Submitted a technical assistance grant to the American Planning Association (APA); Assistance from UW
Storefront Studio was received as a result
• Raised $1,600 in sponsorship for 2008 and 2009 Spring Spruce Up
• Submitted grant to the County so they can apply to the EPA for site assessment of Slip Point
• Submitted grant to the County so they can apply to the EPA for Smart Growth
• DOE confirmed CB/Sekiu as site pickup for used tires
• Electronic Reader Board proposal was drafted; $5,000 secured from the Chamber of Commerce
Quarterly Updates
• Completed
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Evaluation of Proposed Scope of Work in the RBOG Proposal
Hold community meeting
SWOT Analysis
Community Catalyst
Brainstorm projects/visions
Improved town aesthetics for visitors and
the communities
Community pride and bonding
Made up of Clallam Bay/Sekiu Community
Advisory Council, Clallam Bay/Sekiu
Chamber of Commerce, members of local
community, Cape Flattery School District,
Clallam Bay Corrections Center and other
appropriate partner agencies depending on
identified projects
How to hire a project manager
• Develop job description
• RFQ
• Interview/Selection
• Point of Contact
• Staff support
• Liaison
• Grant reporter
1 job created
In-depth project development
(Led by Luther Snow, Asset Mapping
Consultant)
• Community buy in and
prioritization (3 to 5 projects)
• Identify Sub-Committees
• Map assets
• List threats
Development of
• Measurable outcomes
• Assigned activities
• Timelines
• Funding strategies
Grants and funding opportunities
Completed 4/29/06
Grants, inkind contributions,
leveraged assets, technical
support
Work with EDC, Clallam County and others
(see technical support list below) to partner
in funding and technical support pursuits.
See “Evaluation of Scope of
Work and Goals”
Project Subcommittees
New Best Practice:
entrepreneurial community
training for sustainability and
self sufficiency
Series of classes, training opportunities,
guest speakers for community
independence:
• Grants and funding programs
Completed 2009
Grant Writing- Jan. 21
Business Plans- Feb. 18
Marketing- Mar. 23
Community Cleanup Day and
other town beautification
projects
Create Community Action
Team
Community Training
All Community
Hire interim Project Manager
Second community training
All Community
Develop committee strategic
plans
Community Training
All Community
Initial activity 5/18/06
Ongoing all year long
Completed 02/2008
Incorporated 04/2009
Completed 02/2008
Completed 02/2008
Completed 02/2008
Luther Snow not hired
SWOT analysis completed
08/2009
Completed 03/2008
CAT Strategic Plan and Timeline
completed 02/2009
See “Evaluation of Scope of
Work and Goals”
Page 53
All Community
•
•
•
•
•
Business plan development
Team building
Entrepreneurship
Marketing
Downtown revitalizations
Examples of Subcommittee Activities:
Develop solution for local
Research Cooperative relationships
retail service businesses
Recruit new business or
Convince new local grocery/bank/pharmacy
to establishing a presence in Clallam Bay Sekiu.
15 to 20 jobs created
Marketing Sekiu Community
Center
Develop a Plan for Youth
Activities
Project Subcommittee
Continue recruitment bank
presence
Project Subcommittee
Best practices
All Community
Develop marketing plan in preparation for:
• Weddings
• Reunions
• Small seminars
• Corporate Retreats
2-3 jobs created
Family oriented facility/activities for
residents
Public Relations- May 27
Volunteerism- June 22
For other trainings, See
“Evaluation of Scope of Work
and Goals”
Ongoing
Sunsets West Coop received
NWCDC grant and RBEG
Dale Fincher planned development
(housing, store, bank branch)
Old grocery store transferred to
local realtor, and sold shortly
thereafter to new marine repair
business
8 jobs created; some temporary
Not worked on in CAT; This
initiative is being worked on by
West End Youth and Community
Not completed
Mobile bank
ATM presence
Deposit and change service
3 jobs created
Ongoing
First Security town meeting for
need assessments
First Federal invited to Chamber of
Commerce Speaker meeting
Create PowerPoint presentation
Final Project Report
Initiate coastal community outreach
mentoring
Completed 09/2009
Case Study completed for
nationwide USDA contacts 07/2009
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APPENDICES
Appendix I- Notes from High School Presentation ...............................................................56
Appendix II- Infrastructure....................................................................................................57
Appendix III- Notes from Clallam County Slip Point Meeting ............................................62
Appendix IV- Final Presentation ...........................................................................................66
Appendix V- Excerpt from Katherine Carlson’s 1990 Report ..............................................82
Appendix VI-UW Storefront Studio Site Design Plans.........................................................102
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Appendix I
Notes from High School Presentation
05/30/2008
Meeting with the high school students
How do you feel about your community?
Positive
Negative
Lots of things to do
Hikes/Trails
Trails to Beach
Laid back
CAT
Everyone knows each other
One big family
People help each other
School
Prison
Fresh Air
Beach
Teachers care
New students welcome
Fishing/Hunting
Scenery
Nothing to do
Too many run down buildings
Ghost town
No grocery store
No pharmacy
“Trash hole”
No bank
No businesses
Have to travel to get things
Too many drugs
Old grocery store
No money for activitires
Adults not support extracurricular activities
Gangs
Tagging
Nothing for tourists to do
Seasonal
Lack of Cooperation between community members
No jobs for teens/adults
Too many strays
Not teen friendly
Lack of entertainment/activities too stay off drugs
What do you want?
Grocery Store/Pharmacy
Bank/ATM
Teen Center/Arcade/Rehab
More Open Gym
What are you going to do?
Help raise money
Attend meetings
Visit teen centers to get ideas
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Appendix II
Infrastructure Report
Clallam Bay and Sekiu
INFRASTRUCTURE
QUESTIONS & VISIONS
This document was complied within the community to address infrastructure in Clallam Bay and
Sekiu Area. We will be inviting members of private and public agencies to speak about current
infrastructure status in the near future. In trying to assess what the Infrastructure Community
Action Team can do to help, we have formulated questions regarding our current infrastructure
status. We also have a vision for what the community needs in the coming decades to address any
future economic development in the area. This vision is an initial thought process, without regard
to costs and procedures. The feasibility of our visions will be assessed in future documents. Our
vision is merely what the community would like to see in the future. Our rationale for our vision
is also listed. There are six areas of infrastructure we are concerned with in our area:
Drinking WaterQUESTIONS
• Do we have adequate storage facilities? What is their condition?
Reservoirs in Sekiu and Clallam Bay were constructed in 1963 and in reasonably good
condition. They will need to be repainted soon and/or replaced with larger. When to replace
will be determined in our next Comprehensive Plan update due in late 2009.
• Do we need more storage?
Yes for future expansion.
• What is the condition of existing treatment facilities and pumping stations?
Hoko Wells were also constructed in 1963. They do need some upgrades for the future. A
portion of the suction piping was replaced in 2008.
• What is the condition of distribution system? Transmission lines, water mains, laterals, valves,
fire hydrants, other apparatus?
The majority of the piping, valving and hydrants were installed in 1963. They are in
reasonable condition and will be replaced over time as needed.
• Is there sufficient man power for current operations and maintenance?
Yes, we have a full time water person in Sekiu/Clallam Bay. If he needs additional assistance,
water personnel are dispatched from Port Angeles.
• Are there any capitol improvements planned in the near or distant future? If so, what?
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•
•
•
We will be replacing the Sekiu Reservoir within the next 5-10 years. Upgrades will be made to
the Hoko Wells and piping as needed over time.
How much water do we have available for future development?
We have water rights to 400 acre-Feet of water per year. Currently, we are using about 285
acre-feet.
Do we need to secure more water rights?
We have water rights that should last for at least the next 20 years, assuming a consistent level
of growth.
How can the CAT team assisted in making improvements?
Show up at WRIA 19 meetings and impress upon the planning unit that water supply for future
residents in the area is important to the viability of the community.
VISION
• A reliable cost efficient water system that will be dependable for current and future needs.
• A communication system in place to notify every resident if there is a water emergency.
The County has spoken to PUD about emergency services and PUD will be notifying the
County sooner in case of a mainline break.
VISION RATIONALE
• A 40+ year old system. Needs to be reliable for current and future needs.
• Broken water main in which some residents were not notified that they should not be drinking
the water.
Sewage System
QUESTIONS
• Are there quantification and/or summary on the issues our sewage system are facing?
Talked about smoke tests done years back. Lots of leaks in the pipes, which need to be repaired.
Need to consolidate the sewage treatment plants.
• What is the condition of the two existing treatment facilities?
The County has hired a consultant to do a preliminary strategic plan, which will answer these
questions.
• What is the condition of existing collection system?
Old, need repair.
• What is the condition of the lift stations?
• How much capacity do we currently have available at each plant?
The County has hired a consultant to do a preliminary strategic plan, which will answer these
questions.
• Is there sufficient man power for current operations and maintenance?
Hiring out to truck waste to PA instead will free up a man. It is $400/yr. more to truck it out.
• Is there any capitol improvements planed in the near or distant future? If so, what?
Yes, per the strategic plan.
• How can the CAT team assisted in making improvements?
Public comments when the strategic plan comes out.
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VISION
• A modern efficient Regional Wastewater Treatment Facility that combines Clallam Bay and
Sekiu and Corrections.
• Repair or replace aging collection system, pump stations, and associated apparatus.
• Incentives for property owners to fix their side sewers.
Being offered to new developers- if they put work into the mainlines, the County will waive the
connection fees.
VISION RATIONALE
• Two aging wastewater treatment facilities.
• Aging sewage pipes
Waste/Recycling
QUESTIONS
• Why was the old transfer facility in Clallam Bay shut down?
Not economically feasible, West Waste started business at the same time
• What are the Makah doing in regard to building a transfer facility?
They are building a transfer station with EPA money, but project is not off the ground yet. Talking
about long hauling as well and barging.
• Would the County lease out the old facility at a discounted price to a private recycling
company?
• Would the County address drainage issues at the facility to ensure the facility does not flood
out?
• Would a private company be interested in running a transfer/recycling center in Clallam
Bay/Sekiu?
Talked with Brent at West Waste- not economically feasible, even once a month.
CAT Team needs to check with Murrays.
There is a regional waste system for the east of the County. Our community needs to join the
SWAC to get a voice in solids waste issues. Jennifer Garcelon will be put for three months, and
Andy Brastead will be her fill in for any compliance issues.
VISION
• A facility in which residents/businesses can dispose of large items household items and
appliances for a fee
• A facility in which residents/businesses can dispose of hazardous waste for a fee
• A facility in which residents/businesses can recycle cans, paper, and plastics
• A facility to bring yard waste
• Curbside recycling
• Trash receptacles and services for public streets
VISION RATIONALE
• People are disposing of large items and appliances in the woods.
Page 59
•
•
•
Seniors and other low income residents cannot travel to Forks or Port Angeles to dump, esp.
with rising gas prices.
Economic development in the region cannot occur without proper waste facilities located in the
community or it will lead to trashed neighborhoods.
Yard waste can no longer be burned.
Roads
QUESTIONS
• What is happening to address the recent slide out by the Spring Tavern?
DOT was clearing out the debris coming from above the road, but stopped so that the landowner
above would be out of compliance and now they can work with him.
• What is going on with the drainage from the Post Office down to the main street in Sekiu?
Washington St. storm drain is plugged from last year and there is an ongoing slide down the
mountain. They are struggling to find a solution to the problem. They put in a temporary culvert.
Someone is coming out with better clearing equipment. They want it fixed by next rain season.
• Does Clallam County have drainage and road improvements planned for Clallam Bay and
Sekiu in the near or distant future?
Washington St. Putting in new guardrails.
• Can Highway 112 be widened to accommodate a safe pedestrian access between Clallam Bay
and Sekiu?
Need to talk to Sande Balch, there are grants for the scenic byway for pedestrian safety for next
year.
VISION
• A safe pedestrian walkway from Clallam Bay to Sekiu
• A widened high way, with appropriate drainage between Clallam Bay and Sekiu that will not
wash out.
VISION RATIONALE
• More tourist traffic would necessitate better roads for large RVs.
• Dependable access between Clallam Bay and Sekiu year round.
• Improved emergency access.
• Safe pedestrian accesses.
Airport
QUESTIONS
• How much would it cost to rebuild or resurface the runway?
Grant was secured in 2008 to resurface the airport. Much thanks goes to the Port of Port Angeles.
• What is required to place a heli-pad at the airport?
Paint off an area?
• Could emergency supplies be stored there?
• Could a commercial business park be developed on this site?
Page 60
VISION
• Airport is kept open
• A heli-pad at the airport- painted off
• Commercial business park
• Community emergency supply depot.
VISION RATIONALE
• Safer airport.
• Emergency services.
• Possible tourist access.
• Commerce, economic development.
EMS
QUESTIONS
• What written policies and bylaws are there for Fire District #5?
There are Standard Operating Guidelines, which are being updated.
• Who owns Fire District #5?
• Who is in charge? Who governs Fire District #5?
The fire commissioners, Herb Olsen, Glen McDaniels, and Jeff Kopis
VISION
• A community based program (maybe in association with a neighborhood watch) in which local
citizens can respond to emergency situations. Map Your Neighborhoods meeting at the end of
May.
Current efforts are proceeding.
• An emergency plan for storms and other natural disasters.
• The community being fully informed about the emergency response for natural disasters. Two
designated places (one in Sekiu and one in Clallam Bay) that can be used as places for people
to go and receive emergency medical support in a natural disaster.
• Emergency supplies stored at the airport.
VISION RATIONALE
• More efficient response in severe storms.
• Aging population.
Page 61
Appendix III
Notes from Clallam County Slip Point Meeting
County Meeting with CB/Sekiu CAT
AGENDA
1/28/2009
History of Slip Point Issue
•
In 2001, Congress authorized the transfer of Slip Point to the County Parks Department.
•
The County Sheriff's Department has been leasing the property. The lease is currently expired.
•
Work was done to assess culturally significant areas of the property; Mike Doherty working with the Elwha
Tribe to draft a MOU regarding the property.
•
It was found that there is lead based paint and asbestos in the Lightkeeper’s house.
•
In 2007, CB/Sekiu community received a USDA grant to work on economic development issues.
•
The second most voted for initiative was the transfer of the Slip Point property. A workgroup was formed
to address this issue.
•
A tour of the property was coordinated with the Sheriff Office. 37 people attended, far outnumbering most
local community events. This shows solid community support for the sustainable development and
preservation of Slip Point.
•
CAT initiated talks with County Commissioner Mike Doherty about Slip Point. In our research, we found:
• The lease was expired
• There are additional environmental assessments which need to be completed in order to transfer the
property to the County Parks
• Mike Doherty is trying to get an MOU signed with the tribes
Page 62
DISCUSSION ITEMS
THE LEASE
The community has agreed on new language we would like to see in the lease. This includes;
1. Allowing the community to improve signage (paid for by the community),
2. Allowing beach access through a specified path (already designated by rope),
3. Allow some public parking (already designated by rope),
4. Allowing the community to advertise the beach access, and
5. The addition of picnic tables (paid for by the community) in a designated area (not on any culturally
sensitive areas).
Beverly @ the Coast Guard has agreed to look over these requests, make any possible changes, and submit to
the County to be signed.
THE TRANSFER
•
We have requested a checklist from the Coast Guard regarding the additional steps necessary to transfer the
property to the County.
•
CAT drafted a grant to the EPA to complete any necessary environmental assessments.
• Beverly agreed to submit this draft to their environmental specialist so they can specify exactly what
assessments are required
• The County needs to provide EPA with any prior assessments completed on the property
•
Brownsfield grant next October
• Any cleanup that is required may be eligible for funding under the Brownsfield EPA grant
•
Relocation of Sheriff’s Office
• CAT proposes four good reasons to relocate:
1. Current site requires historic preservation the Sheriff’s Office is unable to supply
2. Not a good site for emergency situations b/c the Clallam River floods and cuts this site off from the
rest of the community (2 years in a row)
3. Moving the Sheriff to the downtown area of Clallam Bay would result in a decrease of break-ins to
downtown buildings
4. This is the most unique and historic buildings in Clallam Bay. Restoration and development will
lead to increased tourism to the area, resulting in a better economy.
• CAT is willing to offer assistance in the search
•
Proposed Future Uses by CAT
o Maritime Museum
o Educational Facility
o Guided Tours
o Kiosks/Displays to educate tourists on the history of the lighthouse and native cultures that once
inhabited the area
Page 63
POINTS OF CONTACT
Tribal Relations
Name
Mike Doherty
Elwha Tribe
Lease with the Sheriff
Bill White
Alice Hoffman
County Parks
(submitting the EPA
grant)
Upcoming Brownsfield
Grant/Cleanup
Coast Guard
Joel Winborn
Beverly Freitas
Coast Guard
(environmental)
Dean
Amundson
Community
Involvement
Sasha Medlen
Tony Polizzi
Title
County
Commissioner
Archaeologist
Chief Civil
Deputy
Parks Division
Manager
Code
Enforcement
Senior Real
Property
Specialist
Environmental
Protection
Specialist
CAT Project
Coordinator
Phone
(360) 417-2233
Email
[email protected]
(360) 460-1617
(360) 417-2257
[email protected]
[email protected]
(360) 417-2429
[email protected]
(360) 417-2337
[email protected]
(510) 637-5527
[email protected]
510-637-5541
[email protected]
(360) 477-7686
[email protected]
THANK YOU!!!
County Meeting with CB/Sekiu CAT
MEETING MINUTES
1/28/2009
Attendance
•
•
•
•
•
•
•
•
•
•
Mike Doherty
Alice Hoffman
Jim Jones
Tony Polizzi
Beverly Freitas (conference call)
John Miller
Joel Winborn
Bruce Giddens
Sue Heiny
Chief Criminal Deputy Ron Cameron
DISCUSSION & ACTION ITEMS
•
•
Expired in 2004 with reduction to rental rate
Beverly will put in a hold over tenancy status until a renewed lease is drawn up and signed
Page 64
•
•
•
•
•
•
•
•
•
•
Agreement that current roped off parking, new signage, and beach access would be included on the new
lease County needs to fill out a SHPO and the tribe’s permission
Doherty is working with Francis on an MOU
Beverly will email the County a draft SHPO
The Community can work on a handout for the visitor’s center to show tourists the designated access
points
Beverly and Alice will talk later about rental finances
Beverly will email Doherty and Joel Winborn a Plan of Action for the transfer of the property with
milestones and a start/finish date
Dean @ USCG (not at the meeting) will review environmental issues
Joel submitted the EPA assistance grant for environmental assessments
There is something called a dirty transfer, in which the Coast Guard transfers the property with
environmental issues not taken care of, but this process takes upwards to 2.5 years and requires the
Governor’s permission.
Coast Guard will need money allocated to clean up any environmental issues that are assessed. Doherty
mentioned the State’s Solid Waste Fund and the Model Toxics Control Act (MTCA) Remedial Action
Grants. Also the EPA’s Brownsfield grant is next October.
Page 65
Appendix IV
Final Presentation
Page 66
&ODOODP%D\6HNLX
&20081,7<$&7,217($0
Civic Pride
Self Reliance
Innovative
Community Oriented
Collaborative
Education
Helpful
&RUH9DOXHV
Creative
Positive
Fun
Integrity
Cooperation
Communication
Networking
Sustainable Growth – (Local dollars
generated stay local)
To achieve a sustainable Clallam Bay-Sekiu community, by collaborating to
identify and complete projects that preserve our cultural and natural heritage as
well as attract visitors and residents to our area while providing educational and
networking opportunities.
0LVVLRQ
&20081,7<$&7,217($0
¾ In 2007, the Chamber of Commerce and Community Advisory Council applied
for a Rural Business Opportunity Grant (RBOG) from the United States
Department of Agriculture
¾ In December 2007, the USDA awarded the Clallam County Economic
Development Council as the grant administrator
¾ In February 2008, the Project Manager was hired to coordinate the grant
¾ In March 2008, a town meeting was held to prioritize economic development
projects
¾ Four workgroups were formed for all initiatives; Revitalization, Tourism (Slip
Point), Community Garden/COOP, Infrastructure
¾ Asset mapping was completed for all CAT teams
¾ Strategic plans were completed for 2008 and 2009
¾ A collaborative website was developed: www.cbsekiucats.com
¾ CAT teams merged in December of 2008
¾ CAT joined CTED’s Mainstreet Program: Organization, Design, Promotion, and
+,6725<
¾ Signed CAT Articles of Incorporation and Bylaws
¾ Incorporated Clallam Bay/Sekiu Community Action Team
¾ Completed a grants database and assisted with several grants
• APA technical assistance (accepted)
• EPA brownsfield assessment (rejected)
• EPA smart growth (pending)
¾ Made presentations to the high school, County Commissioners, and USDA
¾ Created a grants database
¾ Published 17 articles from public relations efforts
¾ Applied for a 501c3 status through the IRS
This committee works to build consensus and cooperation
between community groups and individuals
25*$1,=$7,21
¾
¾
¾
¾
¾
¾
Mapped downtown areas and landowner information using ArcView
Improved aesthetics of downtown Clallam Bay and Sekiu
• Clallam County chain gang weeded in 2008
• Cleaned out 6th St. trash
• Weeded tansy ragwort from Sekiu downtown beach
• Painted grocery store bench and planted irises in planter
• Painted Clallam Bay wood bridge
• Organized a DOT walkthrough to look at design issues
• Painted anchor at Sekiu
• Painted and cleaned front of Fernandes’ building
Chose areas for redesign focus:
• Clallam Bay Welcome Sign: landscaping to screen trailers
• Clallam Bay Old Grocery Store: landscaping, street trees, and tbd fencing
• Sekiu Pocket Park: water trail stop & wildlife viewing platform
• Community Electronic Reader Board
Completed 2 Spring Spruce Ups
• 2008: 38 attendees, 2.8 tons of garbage & 6th St.
• 2009: 48 attendees, 4.97 tons of trash, 3000 tires
Developed façade improvement application
Coordinated design assistance from the UW Storefront Studio
This committee enhances the visual qualities of the community
and preserves its historic features
'(6,*1
%()25($1'$)7(5
%()25($1'$)7(5
%()25($1'$)7(5
%()25($1'$)7(5
¾ Partially cleared out Little Hoko River trail
¾ Researched opening one mile trail to public access
¾ Worked with the County, USCG, and Lower Elwha Tribe to facilitate the transfer
of Slip Point to the Clallam County Parks
• County meeting with the Sheriff Dept., Parks Dept., and UCCG Real
Property POC
• Slip Point Tour (39 attendees)
• Meeting with Lower Elwha archeologist and the archeological and cultural
assessment consultants in May 2009
This committee markets a positive image to local citizens,
customers, investors, new businesses, and visitors
352027,21
¾ Planted local community garden and produced food in 2008 and 2009
¾ Facilitated grant for the Sunsets West COOP from the Northwest Cooperative
Development Center and from the USDA (Rural Business Enterprise Grant)
¾ Completed a current infrastructure assessment
• Included zoning issues, the status of the roads, drinking water systems,
sewer systems, and solid waste management.
¾ Initiated talks with County that led to Map Your Neighborhoods program
¾ Supported the initiative for Port of Port Angeles to chip seal the Airport runway
¾ Started a Brown Bag Business Basics at the Library for business training
• Grantwriting, Business plans, Marketing, Public Relations, Volunteerism
¾ Provided assistance to new or current businesses
• Sunsets West Cooperative (grocery store)
• Chamber of Commerce (strategic plan)
¾ Completed a Business and Marketing Plan for the area. Also includes:
• Assistance and resources for individual businesses
• A list of potential start-up businesses
• Description of Buy Local campaigns
This committee strengthens existing economic assets while
finding ways to further develop its market potential
(&2120,&5(6758&785,1*
¾2YHUDOO&$7*RDOV
• Acquire 501c3 status - Application completed; waiting on approval of $ from EDC
• Business training - Completed
• Ensure members are trained on website - Completed
• Spring spruce up event and tire clean up - Completed; Waiting on tire pick up (mid-Sept.)
• Work with the American Planning Association in Spring - In progress
¾2UJDQL]DWLRQ&RPPLWWHH
• Develop fundraising systems and strategies - In progress
• Develop a membership system - In progress
¾3URPRWLRQ&RPPLWWHH
• Ensure County has a renewed lease with the Coast Guard - Completed
• Create a checklist for the transfer of Slip Point - In progress
• Create a proposal for an events coordinator - Needs to be re-evaluated
¾(FRQRPLF5HVWUXFWXULQJ&RPPLWWHH
• Complete a potential industries report for Clallam Bay/Sekiu - Completed
• Create a plan to attract businesses (bank/pharmacy/grocery store) – In progress
• Create a plan to attract new residents - Completed
• Create a marketing plan to attract tourists - Completed
• Create a buy local campaign – In progress
¾'HVLJQ&RPPLWWHH
• Create a proposal (site plan/cost analysis) for street trees and screening trees Completed site plans with UW Storefront Studio
• Create a proposal (site plan/cost analysis) for wildlife viewing platforms in Sekiu and
Clallam Bay - Completed site plans with UW Storefront Studio
• Assist businesses with signage - Ongoing
• Promote façade improvement program - To be started
• Create a proposal for creating a comprehensive trail system - To be started
6WUDWHJLF3ODQ
¾ Building new, local businesses is more sustainable in the long run
than trying to recruit large industries to the area.
¾ Improving “Quality of Life” and “Quality of Place” in the community is
key to creating economic well-being.
¾ Difficult to write grants without a sponsoring 501c3 organization.
¾ Personality conflicts slowed progress. Need more resources for team
building. Usually people who need it most will not show up.
¾ Mainstreet organizational structure works very well. Would
recommend starting with this structure from the beginning.
¾ In a small community with limited volunteers and only part time
assistance, it is very difficult to facilitate 3-4 workgroups. One big
group works much better.
/(66216/($51('
Alan Hopkins
Alice Langebartel
Autumn
Bill Drath
Bill Riedel
Brian Adler
Carol Corey
Carol Shultz
Cassie Burrow
Chris Mohr
Claude Olsen
Claudine Rand
Coleman Byrnes
Dana Sarff
Delta Ritter
Diana Goplen
Don Hamerquist
Donalynn Olson
Eddie Bowlby
Evelyn Higgins
George Eastman
Gloria Olsen
Jane Hielman
Janeen Porter
Jerry White
Jim Medlen
Jim Haney
J.J. Tate
John Burdick
Joe Murray
Justin Messinger
Karin Ashton
Karolyn Burdick
Kathleen Haney
Kim Malakoff
LeAnn Fletcher
Linda Dillard
Lora Messinger
Marcia Hess
Martin Brand
Mike Dukes
Nancy Morris
Neil Adams
Nick Rogers
Pat Cook
Patti Adler
Ralph Wall
Raese Reeves
Roy Morris
Sandy Tsiang
Sasha Medlen
Sue Heiny
Sue Nattinger
Ted Muralt
Terry Hielman
Terry Maneval
Tim VanRiper
Volunteers are the key to our success!
Thank you to….
92/817((56
PLEASE JOIN US! MEMBERSHIP IS FREE
•CHAIR- George Eastman, 360-963-2263, [email protected]
•VICE CHAIR- Terry Hielman, 360-963-2198, [email protected]
•SECRETARY- Karin Ashton, 360-963-2029, [email protected]
•TREASURER- Bill Drath, 360-963-2948, [email protected]
•E-SECRETARY- Ted Muralt, 360-963-2394, [email protected]
Community Action Team, Executive Officers
The Community Action Team meets the 2nd Saturday of the
Month, from 11-1 PM, at the Green Gallery in Clallam Bay.
16590 Hwy 112, Clallam Bay, WA 98326.
25*$1,=$7,21$/,1)2
Appendix V
Excerpt from Katherine Carlson’s 1990 Report
Page 82
Appendix VI
UW Storefront Studio Site Design Plans
Page 102
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PO Box 355
Clallam Bay, WA 98326
www.sekiu.com – www.clallambay.com
360-963-2339
PO Box 493
Clallam Bay, WA 98326
www.cbsekiucats.com
Written and prepared by
Sasha Medlen
West End Consulting
[email protected]
Page 128

CONTINUOUS ACTION PLAN

Transcription

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