Recompete and Rebuild: How the Olympic Peninsula Plans to Catch Up and Pull Ahead

From high-wage jobs to workforce barriers, the future of our regional economy depends on what we do—together—starting now

Beyond Recompete: A Community Conversation About Shaping Our Regional Future

Every so often, a rare opportunity presents itself—one that challenges us to rise above business-as-usual and reimagine what’s possible for our region. That’s exactly what happened last week when dozens of leaders from Clallam and Jefferson Counties gathered at Peninsula College for a wide-ranging public meeting titled “Beyond Recompete: Shaping Our Regional Future.”

The event was more than a typical economic development update. It was a chance to build shared understanding around two major, coordinated federal investments: a $34 million grant awarded through the Recompete Pilot Program to support workforce development and economic revitalization across Clallam and Jefferson Counties, and an additional $5.1 million grant focused on forest products innovation, overseen by the Clallam EDC and the Natural Resources Innovation Center (NRIC). Together, these nearly $40 million in competitive federal funds represent a once-in-a-generation opportunity. But that opportunity raises big questions: How can we transform these dollars into good, lasting jobs for people who’ve been left behind by past economic shifts? What real-world barriers must we confront? And most importantly, how do we make sure this moment leads to durable, inclusive progress—not just for a few, but for many?

Over the course of several hours, elected officials, business owners, educators, nonprofit leaders, and everyday residents came together to learn, share concerns, and brainstorm ideas. And while the challenges are real, so too is the shared resolve: that with focused strategy, community buy-in, and a bias toward action, we can raise wages, create opportunity, and build a more resilient, thriving North Olympic Peninsula.

“We really have the opportunity to change outcomes for real people and change the entire economic trajectory of the North Olympic Peninsula.” — Commissioner Mike French

This article breaks down what was discussed—starting with the goals of the Recompete grant and the big-picture vision that inspired our region’s successful application. From there, we’ll explore the projects being funded, the sectors being targeted, and the barriers we’ll need to tackle together in order to deliver on the promise of this historic investment.

A Once-in-a-Generation Chance to Catch Up—and Pull Ahead

To understand the significance of the Recompete meeting, it helps to understand the grant itself—where it came from, what it targets, and why our region was chosen.

The Recompete Pilot Program is one of the most ambitious federal economic development efforts in recent memory. Created by the U.S. Economic Development Administration (EDA), its goal is to help economically distressed communities reconnect to good jobs and long-term opportunity. Unlike scattershot programs of the past, Recompete is place-based and deeply targeted, aiming to close one specific gap: the prime-age employment rate for people between the ages of 25 and 54.

It’s a metric that tells a powerful story. Over the past several decades, communities like ours—rural, resource-based, and largely left out of post-industrial prosperity—have steadily fallen behind the national average in terms of workforce participation and income. That trend has real consequences, including persistent poverty, housing instability, and diminished hope for the next generation. Recompete was designed to help reverse that.

Out of over 600 applicants nationwide, the North Olympic Peninsula (Clallam and Jefferson Counties) was one of only six regions awarded a full Recompete grant in the program’s first round. The coalition behind the application—made up of local governments, tribes, ports, workforce organizations, and nonprofits—made a compelling case: our communities are ready, willing, and organized to build a more inclusive and prosperous economy, if given the tools to do so.

Over the next five years, roughly $40 million will be deployed here under the Recompete umbrella. The goal is ambitious: to connect 900 currently unemployed residents to high-wage jobs, especially in sectors like construction, manufacturing, maritime, and forest products. These are fields with deep roots on the Peninsula—industries that once sustained generations, and could again with the right mix of innovation, training, and support.

But as meeting participants emphasized, funding is only the first step. True success will depend on shared vision, strategic alignment, and a commitment to confront long-standing barriers with fresh thinking and broad community support.

Building a Better Economy—By Design, Not Default

Behind every major investment is a set of choices. For the Recompete coalition that brought this grant to the Olympic Peninsula, the goal wasn’t just to bring in money—it was to design a system that would create lasting, meaningful change for real people.

At the heart of the coalition’s strategy is a clear outcome: help 900 prime-age residents (ages 25–54) who are currently unemployed move into high-wage, high-opportunity careers. But reaching that target isn’t just about creating job listings—it’s about removing the structural and personal barriers that prevent people from stepping into those jobs in the first place.

To that end, the coalition organized its approach around four guiding principles:

1. Short Pathways to Success
   With only five years to deploy the funds, the focus is on accessible, fast-tracked training opportunities: certificate programs, two-year degrees, and direct on-the-job training. The aim is to support individuals who don’t have the time or resources to pursue a traditional four-year degree but are ready to enter the workforce quickly if given the right support.

2. Industrial Focus Rooted in Place
   Rather than chasing speculative industries, the strategy zeroes in on sectors that already have deep roots here—manufacturing, maritime, and forest products. These are fields with room for innovation and strong potential for good wages. Narrowing the focus also creates synergy between projects, aligning job training, infrastructure, and business growth around common goals.

3. Infrastructure and Innovation
   Job training only works if the jobs exist. That’s why the Recompete plan includes direct investment in new business development, transportation upgrades, and production capacity. From barging networks to advanced timber product manufacturing, the coalition is working to create the physical and economic infrastructure needed to support long-term growth.

4. Spreading the Impact Across the Region
   From Forks to Port Townsend, rural areas often face the greatest challenges—and the fewest resources. The coalition made it a point to equitably distribute investments across communities, ensuring the benefits of Recompete don’t stop at city limits. A mobile training unit, for instance, will bring hands-on workforce programs directly into remote areas.

This approach isn’t about handouts. It’s about restoring access, agency, and opportunity in places where they’ve been lost—not with a one-size-fits-all fix, but through community-informed strategies designed to meet people where they are.

Turning Strategy Into Action: Six Projects, One Shared Vision

A strong vision only matters if it leads to real-world impact—and that’s where the Recompete investment becomes concrete. To operationalize its goals, the North Olympic Peninsula coalition identified six major projects designed to work together like interlocking gears. Each plays a specific role in removing barriers, creating jobs, and building momentum—especially in the sectors that can support a more resilient local economy.

Here’s how the $34 million core Recompete investment breaks down:

1. Olympic Peninsula Resource Hub (“Olympic Connect”) — $10M

Lead: Olympic Community of Health | Partner: YMCA

This is the backbone of the entire effort: a coordinated, person-centered system for removing the real-life obstacles that keep people out of the workforce. Think transportation, housing instability, or a lack of internet access—any of these can be a deal-breaker for someone trying to improve their life.

Through a network of navigators and a flexible voucher support program managed by the YMCA, “Olympic Connect” will help people access the services they need while staying on track toward a stable, living-wage job.

2. Workforce Development Program — $6.9M

Lead: Peninsula College

This initiative will build out training programs aligned with maritime, manufacturing, and forest products, while also expanding mobile learning opportunities to reach residents in rural communities. It includes both new programs and upgrades to existing ones, with an emphasis on short-term, stackable credentials that lead directly to employment.

Notably, the program will include mobile training units—semi-trailers outfitted for on-site welding and marine trades education—that can travel to remote areas.

3. Peninsula Barging Network — $6M

Lead: Port of Port Angeles

Logistics matter—and on the Olympic Peninsula, transportation costs can be a major barrier to economic growth. This project aims to solve that by launching a new regional barging network to make shipping goods more affordable, efficient, and environmentally friendly.

Three barges will be purchased, enabling businesses to move materials without relying solely on overburdened road systems. The long-term vision is to reduce costs for local manufacturers while unlocking access to broader markets.

4. CRTC Thermal Modular Manufacturing — (Cost: Modest, Impact: Major)

Lead: Composite Recycling Technology Center (CRTC)
Partner: Makah Tribe

This small but mighty project turns local timber into innovative modular housing panels—a high-tech product with local supply chains and national demand. Using underutilized coastal wood species harvested by the Makah Tribe, CRTC will create prefabricated components that can be used for affordable accessory dwelling units (ADUs) and emergency housing.

It’s a model for value-added forest product innovation: low environmental impact, high community benefit, and a direct pipeline to skilled manufacturing jobs.

5. Remote & Rural Communities Development — $8.5M

Lead: North Olympic Development Council

This project allocates flexible funds across multiple rural communities, allowing them to customize investments based on local needs—whether that’s job training, childcare, housing access, or direct business support.

Each subregion will be able to chart its own course within the Recompete framework, ensuring equity in both strategy and outcomes.

6. Recompete Coalition Governance & Data Infrastructure — $3.2M

Lead: Clallam County

Coordinating a region-wide, multi-agency effort like this isn’t simple. This project provides staffing, data systems, and convening support to ensure accountability, transparency, and follow-through over the five-year lifespan of the grant.

It also ensures the effort continues to be community-driven—not just in spirit, but in day-to-day decision-making.

Taken together, these projects represent far more than a collection of good ideas. They’re a cohesive ecosystem—each part supporting the others, all tied to the same ambitious but achievable goal: connect 900 people to meaningful, life-changing employment while strengthening the economic foundation of the entire region.

Up next: we’ll explore the local realities—the wage data, demographic shifts, and economic pressures—that make this effort not just worthwhile, but essential.

Why It Matters: The Economic Crossroads We’re Standing At

Clallam and Jefferson Counties are no strangers to economic hardship. For decades, our region has weathered the slow erosion of industries that once provided stable, family-wage jobs—from timber mills and boatyards to pulp manufacturing and more. While the natural beauty of the North Olympic Peninsula has attracted retirees and remote workers in recent years, this shift has not lifted wages or revitalized the local economy for working residents. In many ways, it has done the opposite.

As Colleen McAleer of the Clallam Economic Development Council laid out during the meeting, our average annual wages are now only 60% of the state average, compared to 85% a generation ago. Clallam’s average hovers just above $52,000, and Jefferson County is only marginally higher. For comparison, King County’s average exceeds $120,000, skewing state-level policymaking and highlighting the disconnect between rural and urban economic realities.

“We’ve lost a lot of high-wage jobs in this area, and as a result we’ve become much more reliant on retirement income and government transfer payments. That’s not a sustainable economic foundation.” — Colleen McAleer, Clallam Economic Development Council

Even more striking: over one-third of all jobs in Clallam County are in government (including healthcare), compared to the state average of 10%. That’s not because government employment exploded—it’s because the private-sector job base has withered. Meanwhile, base industries—those that bring outside dollars into the region, like manufacturing and export-related businesses—have steadily declined.

Retirement & Remote Work: Not a Fix

Retirees and remote workers have brought some spending power, but most of their dollars go toward lower-wage, non-basic services like retail, food service, or personal care. These jobs may be plentiful, but they don’t pay enough to support a family—or to justify new multifamily housing investment, which developers consistently say is hampered by low median incomes and lack of wage growth.

This is part of the cycle Recompete is meant to interrupt. Without strategic intervention, projections show our counties could slide even further—to just 50% of the state wage average within a decade.

Why These Industries?

That’s why the Recompete plan targets sectors that:

• Exist locally and don’t need to be built from scratch.

• Offer high-wage employment with lower barriers to entry.

• Can grow sustainably in our region’s economic and geographic context.

The top four sectors identified:

• Construction (15% of Clallam’s businesses are solo construction contractors)

• Manufacturing (especially wood products and innovative fabrication)

• Maritime (with strong potential but hard to measure under NAICS codes)

• Forest Products (including new models like value-added modular housing)

These sectors already have a foothold in our region, with strong potential to expand and support long-term economic stability. When grown thoughtfully, they not only create new jobs—they anchor a more self-sufficient and resilient regional economy.

The goal isn’t to exclude other fields like healthcare or retail. But as McAleer emphasized, if we want to increase wealth, attract housing investment, and support long-term stability, we have to focus on basic industries that generate new income—not just circulate existing dollars.

What Success Looks Like: Voices From the Room

As the Recompete vision shifts from planning to implementation, the heart of the strategy will depend on more than funding formulas and project plans. It will depend on people—employers, educators, nonprofit leaders, and residents—pulling together to turn possibility into progress. That’s why the “Beyond Recompete” meeting devoted much of its time to open, candid community dialogue.

What emerged was both inspiring and sobering.

“Our young people won’t leave.”

When asked what success would look like—if 900 good jobs were created and filled by current residents—several themes came up again and again: hope, retention of local youth, better health outcomes, stronger families, and improved morale.

“Our young people won’t leave,” said Wendy Sisk, CEO of Peninsula Behavioral Health. “If they have more stability in their home lives, then they’ll feel more hopeful about their futures.” She added, “We should also see better health outcomes—people can afford to eat better, afford quality food. That matters.”

Commissioner Randy Johnson echoed this multiplier effect: “A rising tide lifts all ships… It takes care of the whole medical issue. It takes care of child care. It takes care of the myriad of other things we have.”

Several others described the emotional weight of economic struggle. Phyllis Bernhardt, PUD Commissioner, described it plainly: “When people are able to see some of the promises made actually being kept… that improves morale.” She added, “We can do this. We can go forward.”

“We need more than training—we need the jobs to go with it.”

There was widespread enthusiasm for the workforce programs being developed, but many participants urged equal emphasis on job creation—especially in the private sector. “We need 900 more jobs,” said Sisk. “Peninsula College can do all the training in the world, but if employers don’t step up, we won’t meet the goal.”

This concern was echoed by a local builder, who pointed out that many local tradespeople are aging out. “The average age of the trade workers you’re targeting is too high. We’ve got to lower that by 10 to 12 years. That means reaching students in high school and making trades training more accessible and appealing.”

“You don’t get out of this without private capital.”

While most of the meeting focused on barriers for individuals, others called out systemic obstacles to growth for local businesses. Randy Johnson, again wearing his “private business hat,” offered a clear reminder: “One of the biggest issues to expansion is financing. I won’t say we’re redlined, but we’re not a preferred area.”

“If we’re trying to create 900 jobs, we’ll need 100 business owners to hire nine people each. But many don’t have the systems or knowledge to scale sustainably.”
— Community participant

The question of how to attract or support local investment, rather than depending solely on outside corporations, came up multiple times. From permits to infrastructure to startup capital, several speakers noted the uphill battle faced by local builders, manufacturers, and entrepreneurs who want to grow but lack clear pathways to do so.

As Bruce Emery, Director of Community Development, put it: “We get a lot of companies wanting to move here, but there isn’t the large acreage of adequately zoned property. And infrastructure? That’s expensive—and only gets more expensive.”

“If we do this right, we’re going to change the economic trajectory of this region.”

Throughout the session, a repeated refrain kept surfacing: this can work, but only if the whole community buys in. That means schools. Employers. Cities. Nonprofits. And everyday residents who can champion the effort as it unfolds.

Port Commissioner Paul Jarkiewicz asked it plainly: “How many of you here are ambassadors for this work?” After a long pause, most hands in the room went up. “It should be everyone,” he said. “You’re here for a reason.”

As Commissioner Mike French closed out the session, he reflected on what’s at stake. “This might be one of the most important things I’ll ever do,” he said. “We won’t solve every problem. But if we do this right, we can solve some of the biggest ones—and change real lives in the process.”

What’s in the Way? Identifying—and Tackling—Our Region’s Biggest Barriers

If the Recompete initiative is the blueprint for a better local economy, then the conversation in the room made one thing clear: we’re still clearing the site. While participants expressed strong support for the plan’s vision, they also painted a vivid picture of the challenges that could derail it—unless addressed directly, creatively, and collaboratively.

Here’s a breakdown of the most urgent barriers identified during the meeting, along with key insights from those in the room.

1. Transportation

Whether it was getting to training, accessing a job site, or bringing goods to market, transportation was named again and again as a limiting factor—especially in rural communities and on tribal lands.

A representative from the Division of Vocational Rehabilitation noted that “the two biggest hurdles for our customer base… are transportation and broadband access. Especially on the reservations.”

Commissioner Mike French summed it up: “We can’t train people for jobs they can’t get to.” That’s one reason the Recompete plan includes mobile training trailers and vouchers for car repairs or gas through Olympic Connect. But participants agreed: more is needed, especially in the form of long-term transit solutions and freight infrastructure improvements.

2. Child Care

The phrase “child care desert” came up more than once.

Several speakers emphasized that the lack of affordable, accessible child care isn’t just a family issue—it’s a workforce issue. One participant added, “Let’s say you want to recruit someone for a high-wage job—if they can’t find child care, they can’t take the job.”

The Recompete program will offer financial support for child care through vouchers, but as Commissioner French noted: “We have funding to support child care access. We don’t have funding to create new child care.” That gap remains a critical concern for community-wide success.

3. Permit Reform and Land Use Constraints

From zoning to infrastructure to building regulations, local businesses shared their frustrations with development timelines and regulatory hurdles.

Bruce Emery, Director of Community Development in Clallam County, acknowledged the challenge: “We don’t have the large acreage of adequately zoned property needed for manufacturing growth. Infrastructure is expensive, and land use changes are hard to make.”

Others pushed for a cultural shift in how permitting departments see themselves. “They have a chance to be heroes,” said French. “To unlock business potential. We need to help staff understand that.” There was widespread agreement that business development deserves the same regulatory urgency that housing has started to receive.

4. Financial Literacy & Business Capacity

Local entrepreneurs, particularly in the trades, face steep learning curves when trying to scale.

One attendee shared the story of a contractor who “lost $80,000 his first year trying to hire employees because he didn’t understand labor costs or taxes.” Others called for more financial education and mentorship—not just for job seekers, but for solo business owners looking to expand.

As someone in the audience noted, “If we’re trying to create 900 jobs, we’ll need 100 business owners to hire nine people each. But many don’t have the systems or knowledge to scale sustainably.”

5. Mental Health & Soft Skills

Especially among those disconnected from the workforce for years, participants stressed that job training alone isn’t enough.

“We need to help people rebuild confidence,” said one of the participants, who described seeing a widespread sense of hopelessness: “People have grown up here thinking they’ll never get ahead. They don’t believe things can change.”

Wendy Sisk added, “People living in economic stress often struggle with depression. That affects everything—from showing up to work to pursuing training to believing in a different future.”

Others pointed to the need for teaching basic employment habits, such as punctuality, communication, and reliability—“things you can’t always learn from a certificate program.”

6. Data Access & Tracking

To meet its targets, the Recompete coalition will need to track outcomes meticulously—but accessing usable data isn’t always easy.

The state has strict confidentiality rules. “You can’t get the raw data,” said Colleen McAleer. “You have to hire WSU, and they’ll interpret it for you—for $100,000.”

Even identifying the right participants has proven complex. The region is short about 2,700 prime-age workers compared to national averages—but finding those individuals, understanding their needs, and helping them step forward requires a deliberate outreach strategy through trusted partners like Olympic Connect.

A Clear Message: This Must Be a “Both/And” Effort

Throughout the discussion, one idea kept surfacing: we can’t just train workers or just attract businesses—we must do both, at the same time.

“It’s not just about getting people trained—it’s about making sure there are enough employers ready to hire them. Those things have to happen together.”
— Community participant

“Training people for jobs that don’t exist won’t help,” said Wendy Sisk. “And hiring people who are already working elsewhere won’t lift the people we’re trying to reach.” The Recompete model depends on aligning those two paths—growing industries while opening the door wider to those previously shut out.

Beyond the Grant: What It Will Take to Make This Moment Count

If one message rang loud and clear by the end of the “Beyond Recompete” meeting, it was this: money alone won’t solve our region’s problems. People will. Every person in the room—whether from government, education, industry, or community-based organizations—was called to action, not just in principle, but in practice.

So what exactly needs to happen next?

Cities and Counties: Make Room for Growth

From zoning to permitting to infrastructure, multiple speakers emphasized that local governments need to treat business development with the same urgency and coordination they’ve recently shown around housing.

“Let’s roll out the red carpet,” said Colleen McAleer, “not just for a behavioral health center—though that’s incredibly important—but also for a company bringing in 100 or 200 high-wage jobs.” She and others urged municipalities to audit their regulations to identify barriers that can be streamlined or eliminated altogether.

Bruce Emery from the City of Port Angeles noted that planning updates are already underway: “We're in the middle of our comprehensive plan right now, and we're asking our community how they want to address these needs. We’re listening.”

Schools and Colleges: Reach Earlier, Train Faster

While Peninsula College was praised for its commitment to job-ready programs, there was widespread support for deepening the link between K–12 schools and trades pathways.

“We’re already seeing fewer high school graduates go directly into four-year degrees,” David Bigham, school superintendent of the Crescent School District. “But they need more than interest—they need courage, support, and mental health resources to believe they can succeed.”

Others noted the importance of reviving hands-on learning in public education. “Pacific Education Institute has been trying to bring this to our schools,” said one of the attendees, referencing maritime and natural resource career curriculum, “but it’s been tough without funding.”

Employers: Hire Creatively and Support Scaling

Many participants recognized that meeting the 900-job goal will require employers to take chances on people with unconventional or interrupted work histories. That might mean offering internships, supporting mentorship, or being more flexible in hiring practices.

“We have to stop poaching from each other,” said a longtime business owner Bill Hermann. “Every time I hire a trained worker from another company, they’re now short—and we haven’t solved the problem.”

Chris from PNNL, who’s overseeing a $40 million local expansion, said it plainly: “We can’t even find local companies to bid our contracts. We need to grow local capacity or we’ll keep importing workers from Bremerton.”

The solution? Invest in local business growth, not just workforce pipelines. One participant urged the group to “find and support the one-person shops who want to scale—but don’t know how.”

Communities: Say Yes to Opportunity

The meeting also addressed an underlying cultural barrier: the ambivalence or resistance that sometimes meets new business proposals—especially those that bring outside capital or unfamiliar industries.

“We want to grow existing businesses first,” said McAleer. “But we also have to be open to new employers who align with our values and bring high-wage jobs.”

Others called out the need for public support when new projects come to town. “We can’t keep saying we want jobs, and then block development at every step,” one speaker said. “We need to create an environment where industry feels welcome.”

Everyone: Be an Ambassador

The most personal challenge came from Port Commissioner Paul Jarkiewicz, who asked a simple question: “How many people here are ambassadors for everything we’ve talked about today?”

After a pause, hands slowly went up.

“It should be everyone,” he said. “This doesn’t work unless we all carry the message forward—to our boards, our staff, our friends, and our neighborhoods.”

Commissioner Mike French echoed that sentiment in his closing remarks. “This might be one of the most important things I’ll ever work on,” he said. “We need every person in this room, and every person beyond it, to think hard about what their role is—and then show up. Because if we do this right, we’re not just meeting a grant goal. We’re changing the trajectory of our region.”

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