Agenda Item: 11a_Attach
Meeting Date: June 9, 2026

Duwamish Valley Community Equity
Program Strategic Plan
2026 - 2029
External Relations
Executive Summary

4/3/26

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Executive Summary
In December 2019 the Port of Seattle Commission approved its long-term commitment to equitable investment
and engagement in the Duwamish Valley through the adoption of Resolution 3767, the Duwamish Valley
Community Benefits Commitment (CBC). The purpose of the Duwamish Valley Community Benefits Commitment
Policy Directive is to guide the implementation of the Duwamish Valley Community Equity Program (DVCEP) and
other port operations that impact the Duwamish Valley Community. The commitment enables the Port of Seattle
to advance its mission to promote economic opportunity and quality of life in the region by advancing trade,
travel, commerce, and job creation in an equitable, accountable, and environmentally responsible manner. The
Port's partnership with the community's advisory group, the Port Community Action Team (PCAT) will ensure the
DVCEP achieves three shared goals:
Goal 1: Community and Port Capacity Building for Ongoing Collaboration
Goal 2: Healthy Environment and Communities
Goal 3: Economic Prosperity in Place
Since this policy was passed, the DVCEP has evolved, matured and accomplished a great deal to further the goals
outlined in the policy directive. Major milestones for the Port, our partners and the DVCEP include:
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Formalizing the PCAT in 2020 and onboarding a new cohort of members in 2023;
A community-led process that led to the renaming of six of the Port's Duwamish River parks and
shoreline habitat areas;
The opening of the Duwamish River Community Hub (DRCH or 'the Hub') in 2021;
The opening of the Duwamish River People's Park and Shoreline Habitat in 2022;
Establishing and supporting the Green Jobs Program with the DIRT Corps Coalition from 2021-2024;
Launching the next iteration of workforce development support through the Duwamish Valley Career
Navigator Program in 2025;
Hiring two former PCAT members as FTEs on the Port's Community Engagement Team; and
Expanding the South King and Port Communities Fund to support economic and environmental projects
in the Duwamish Valley in 2025.

Through the dedication of Port staff, PCAT members, and community partners, the DVCEP has grown into a
robust and impactful program that offers a wide variety of resources and opportunities for communities in the
Duwamish Valley and surrounding area.
In accordance with Resolution 3767, Section 4B [Responsibilities], the program is planning for the next phase of
growth through a comprehensive strategic planning process. The purpose of this document is to outline the
specific focus areas within each CBC goal that the Duwamish Valley community, PCAT, and Port staff have
identified as the most relevant and impactful to focus on for 2026-2029. The plan builds upon the existing
foundation of projects and programs to date, and channels resources to priorities for community need. Below is
a summary of the 2026-2029 action areas within each of the three CBC goals.

Executive Summary

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Goals

Purpose/Driver

Goal 1: Community
and Port Capacity
Building for Ongoing
Collaboration

Building shared Port-Community capacity to
advance equity by supporting community
leadership, collaboration, and data‑driven,
inclusive engagement.

Goal 2: Healthy
Environment and
Communities

Supporting community-driven collaboration
to address climate and environmental health
impacts by focusing on areas such as air
quality, truck traffic, noise, greenspace, and
water quality.

Goal 3: Economic
Prosperity in Place

Partnering with the community to support
anti‑displacement and expand equitable
access to training, jobs, and economic
opportunities through efforts in workforce
development, recruitment, and building a
diverse, green economy.

Action Areas for 2026 - 2029
OBJ. 1: Build a comprehensive, language
accessible DVCEP Communications Strategy
OBJ. 2: Support PCAT organizational capacity
building for longevity and recruitment efforts
OBJ. 3: Expand use of the Hub to build
community and Port capacity
OBJ. 1: Clean Air and Climate Change
Education and Engagement
OBJ. 2: Port Parks and Habitat Restoration
Engagement and Outreach
OBJ. 3: Duwamish Valley Cleanup
Engagement
OBJ. 1: Continued investment in adult
workforce development
OBJ. 2: Create a Youth Workforce Education
and Exploration plan and program
OBJ. 3: Coordinate existing Port resources
and partnerships to support small businesses
in the Duwamish Valley
OBJ. 4: Increase applications from and
awards to organizations in the Duwamish
Valley for South King and Port Communities
Fund opportunities

This document details the broad objectives under each goal, specific tactics for pursuing these objectives, and
outlines the key performance indicators Port staff will use to measure effort and progress over time. This
strategic plan will be reported on and updated annually and is intended to be a living document that will capture
the Port's work in the Duwamish Valley as it evolves to meet emerging community needs over the next three
years. As such, for many objectives, Phase 3 is unpopulated and will be updated after the completion of Phase 1
when Port staff and community partners have a better sense of what worked in Phase 1, what needs to change
in Phase 2, and what might need to be pushed out to Phase 3.

Executive Summary

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BACKGROUND

Executive Summary

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Background
The Duwamish Valley is a vibrant, diverse, and resilient community with a long history of advocacy. According to
the City of Seattle's 2023 Neighborhood Snapshot, South Park's population is 66.4% Black, Indigenous, or People
of Color (BIPOC) and 37.1% of residents speak a language other than English at home. The median household
income is $61,935 (compared to $105,391 citywide) and 25.1% of the population is below the poverty line.
22.6% of the population are youth under the age of 18. In Georgetown, 36.7% of the population are BIPOC,
63.3% identify as White. The median household income is $56,902 and 10% of the population is below the
poverty line.
People who live and work in the neighborhoods of South Park and Georgetown have faced a trifecta of
challenges to the health of the land, air and water in their community. This is due to a legacy of redlining,
industrial zoning and activity adjacent to residential areas, and proximity to the activity of the Duwamish River:
two airports, major highways, and the movement of freight by rail and trucks. The disproportionate exposure to
pollution, lack of greenspace, and high poverty rates contribute to life expectancy in South Park and Georgetown
that is 13 years lower than wealthier communities in Seattle. To begin addressing environmental justice issues
and examine ways near-port communities can also benefit from being port neighbors, the Port and Just Health
Action partnered on a pilot project funded by the United States Environmental Protection Agency that facilitated
dialogue and engagement between ports and communities experiencing environmental justice issues. That pilot
program led to the creation of the DVCEP.
In recognition of the institutional racism that has "contributed to both inequities in the distribution of the Port's
economic prosperity benefits and to environmental degradation amongst near-Port communities compared to
others, particularly those facing economic challenges," the Port passed Resolution 3767 in 2019 to establish a
community benefits commitment to guide the implementation of the DVCEP and other port operations that
impact the Duwamish Valley Community. This policy resolution was the effort of years of concerted organizing
and advocacy efforts of South Park and Georgetown residents and community members. It is a testament to the
resilience, creativity, and strength of this community as well as a mechanism to hold the Port accountable to
being a more responsive and equitable government entity.
Over the past six years, there have been numerous accomplishments of the DVCEP, including some significant
achievements made during the height of the COVID-19 pandemic and subsequent recovery. Below is a summary
of accomplishments and efforts to fulfill the requirements of Resolution 3767:

Background

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DVCEP Accomplishments to Date
CBC GOAL 1: Community and Port Capacity Building for Ongoing Collaboration
Investment in the Port Community Action Team
2020 Establishment of the Port Community Action Team as a Port-supported and compensated
community advisory board.
2020 - Present Investment in consultant support for PCAT for both capacity building and racial equity.
2021 - Present Creation of an Interdepartmental Team of Port staff whose work impacts the Duwamish
Valley and regular meetings and trainings to coordinate and work with the PCAT on issues,
projects, and programs in the Duwamish Valley.
2023 & 2024 Provided PCAT with tours of Terminal 5 operations, conducted by NWSA.
2024 Added a new budget line item for direct PCAT compensation and developed a Community
Partner Agreement between the Port and each PCAT member to streamline
compensation.
2024 - present Introduced Port of Seattle "Deep Dive" series for PCAT's 1st meeting of the month with
specific topics of interest.
2024, 2025 Hired two former PCAT members as full-time employees at the Port of Seattle in Maritime
and Aviation Environmental Engagement positions.
2025 Partnered with PCAT in designing and executing the 5th Year Anniversary Celebration of
DVCEP. Produced 5th Year Anniversary video of DVCEP with PCAT and CBO partners.

2017- Present
2019 - Present
2020 - present
2023-Present

Community Engagement in the Duwamish Valley
Port U - Duwamish River 101 Boat Tour: Hosted for the general public as a part of the
Port's adult education series about Port operations.
Multilingual Duwamish River Boat Tour: Hosted in partnership with PCAT, Duwamish Valley
community leaders, the Northwest Seaport Alliance (NWSA), public agencies and industry
partners.
Duwamish River Experience Program: Partnership with Seattle Public Utilities,
IslandWood, Duwamish River Community Coalition, and Seattle Public Schools to support
11 educational and interactive boat tours for 4th and 5th grade elementary students.
South Seattle Roundtable; Convened a cohort of public agencies and community-based
organizations in South Seattle to focus on shared goals and develop an environmental
justice action plan to address impacts from airports and freight.

Interagency Collaboration
Ongoing Foster collaborative relationships with City of Seattle staff in the Office of Sustainability &
Environment, Department of Neighborhoods, Department of Transportation, and Seattle
Public Utilities on environmental public educational and engagement opportunities.
Ongoing Partner with the NWSA on presentations and public tours to educate near-port
communities on Port/NWSA cargo and freight operations in and around the Duwamish
Valley and NWSA led air emissions reduction projects and programs.
Ongoing Partner with other public agencies such as The Environmental Protection Agency, King
County Public Health, and the Washington State Department of Ecology on Duwamish

Background

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River boat tours and other activities to educate the public about cleanup plans and
projects.
Ongoing Actively participate as an agency partner in the Duwamish Valley Clean Air Program
(DVCAP) lead by the Duwamish River Community Coalition (DRCC) and collaborate with
DVCAP partners from Northwest Seaport Alliance, Seattle City Light, Seattle Department
of Transportation, City of Seattle, Puget Sound Clean Air Agency, King County Public
Health, and the WA Department of Ecology on Duwamish Valley clean air initiatives and
programming.

CBC Goal 2: Healthy Environment and Communities
Climate Change and Air Quality
2020 - Present Port and NWSA engaged near-port communities in Seattle and Tacoma to inform an
update to the Northwest Ports Clean Air Strategy with a vision to phase out seaportrelated emissions by 2050. Port of Seattle and NWSA each developed implementation
plans -- Port of Seattle's Maritime Climate and Air Action Plan (MCAAP) and NWSA's Clean
Air Implementation Plan (CAIP) - that inform emission reduction actions and include
commitments to ongoing engagement with near-port communities.
2022 - Present Port and NWSA are active interagency partners in the Reconnect South Park technical
planning and community engagement efforts led by the Reconnect South Park Project
team and the City of Seattle Office of Planning and Community Development (OPCD).
2022 The Duwamish River Community Hub was a resource center during the King Tides flood
relief efforts in South Park. Partnered with Duwamish Valley community-based
organizations and local nonprofits, Seattle Public Utilities, and the Seattle Office of
Emergency Management to provide community with flood resources and ongoing
updates. The Port provided community with access to the Hub for respite from the
flooding, and as a centralized location to pick up vital donations such as food, clothing,
and household items.
2023 Hosted a Clean Air and Youth Climate Resilience Panel at the Hub to discuss the impacts of
air emissions and climate change on Duwamish Valley communities and to better
understand community priorities on air and climate related topics. Port and Northwest
Seaport Alliance staff provided an update on the Northwest Ports Clean Air Strategy and
ongoing Port/NWSA air emissions reduction goals. The Climate Resilience Panel was
youth-led and featured youth leaders from the Duwamish Valley and South King County
areas.
2023 Hosted a Truck and Bike Safety Fair in partnership with NWSA and Bike Works in the
Georgetown community.
2024 Grant The Port and NWSA were awarded an EPA-funded Clean Ports Grant to support the
Award; 2025- research and deployment of sustainable maritime fuels to advance reductions in seaport2027 Timeline related air emissions in the region. The Powering Maritime Innovation (PMI) project
includes two community initiatives: hiring a Community Capacity Building Consultant to
develop a Community Liaison Program; and employing a Digital Engagement Tool for
ongoing communication to engage and gather input from near-port communities in the
Duwamish Valley and broader South King County throughout the two-year project.

Background

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Public Parks and Shoreline Habitat Areas
2019 Mural Tells the Story of the Duwamish: Collaborated with DRCC and the Duwamish Valley
Youth Corps on Duwamish Waterway Park Mural through an educational workshops series
and community paint days.
2019 Launched the Youth Habitat Stewardship Program to create Green Job Pathways.
2019 Held a groundbreaking ceremony for the Duwamish River People's Park and Shoreline
Habitat (formerly T-117) in partnership with the Duwamish Valley communities.
2020 Successfully completed the "Incredible Parks Want Incredible Names" campaign in
partnership with Seattle Parks Foundation to rename six Duwamish Valley shoreline parks.
The six new parks' names reflect the vibrant cultural, historical, and environmental
significance of each site. The renaming process included a virtual unveiling ceremony and
installing new signage at each park.
2020- 2024 Launched the Duwamish River Green Jobs Program - a three-year partnership with DIRT
Corps, Duwamish Tribal Services, Environmental Coalition of South Seattle (ECOSS),
Duwamish River Community Coalition, and SM Watts Consulting to develop inclusive
green career pathways in shoreline habitat restoration and Port-related environmental
sectors.
2022 Commemorated the grand opening of the Duwamish River People's Park and Shoreline
Habitat with a community-wide celebration event.
2022 Funded Georgetown Youth Council's Bike and Pedestrian Study for access to Port parks
and properties and presented the findings during presentations to Port/NWSA
leadership.
2022 - 2023 Sponsored numerous youth cleanup events at Gateway Park North.
2023- 2024 Engaged Duwamish Valley organizations and gathered public input about priorities for
Port parks during the development of the Port Parks Management Strategy.
2024-present Sponsored and supported PCAT's Gateway Park North activation events.
2024, 2025 Sponsored Duwamish Valley Sustainability Association's (DVSA) series of public walking
tours offered in Spanish at Duwamish River People's Park and Shoreline Habitat.
2025 Expansion of South King and Port Communities Fund - Environmental
Improvements program to include projects based in Duwamish Valley.

CBC Goal 3: Economic Prosperity in Place
Recruiting and Retention from the DV and for DV programs
2023 Hired full-time Hub Facility Coordinator.
2024 Hired new Maritime Environmental Sr. Program Manager - Former PCAT Lead.
2024 Hired for a newly created position for Community Programs Support - 50% Duwamish
program Valley support.
2025 Hired new Aviation Environmental Program Manager - Former PCAT Lead.
2025 Hired for a newly created position for Sr. Program Manager, Duwamish Valley Engagement.
Youth Workforce Development
2021- Present Provided financial support to establish and sustain Maritime High.
2018 - Present Hosted High School interns from local areas.
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2022 Sponsored DVSA's Solar Energy Education Youth Workshop resulting in solar panels being
installed at DRPP.
2022 Conducted Environmental Justice Storytelling Series, led by a PCAT member, with focus on
SEA Airport.
2022-2024 Funded and helped host the Duwamish Green Jobs youth cohorts; 44 youth served.
2024 Hosted tours of Marine Maintenance for Maritime High School and Cultivate South Park
youth.
2026 In response to community feedback, the Port has reserved a minimum of two placements
in the summer High School internship program for applicants from the 98108 zip code,
which includes the Duwamish Valley. Port staff hosted multiple information sessions and
application support workshops for the High School Internship program with Duwamish
Valley youth-serving organizations and students at Chief Sealth High School to ensure
increased, competitive applications from the Duwamish Valley.

2019-2022
2020-2024
2022-2023
2025
2025

Adult Workforce Development
Sponsored series of Construction Trades Job Fairs in partnership with FOGHI and Workforce
Development at the Hub.
Established Port of Seattle Green Jobs Program in partnership with the Maritime
Environment and Sustainability team and the Workforce Development team; 43 adults
served.
Held a series of job fairs at the Hub: "Fall in Love with Maritime" with
maritime/manufacturing industry and Cruise.
Established Duwamish Valley Career Navigator Program to provide direct, one-on-one
support to job seekers looking to enter a Port-related industry.
Expansion of South King and Port Communities Economic Development Fund and capacity
building program to include the Duwamish Valley.

Duwamish River Community Hub
2021 Established the Hub in partnership with PCAT; opened with community celebration and job
fair.
2021-Present DRCH has hosted and supported over 1,000 events since opening, many of which
supported local restaurants for catering.

The above list is not intended to be comprehensive or fully inclusive of all the various efforts the Port has
invested in over the last six years; rather, it provides a snapshot of the varied and numerous efforts undertaken
since 2020.
As the Port and the community look ahead to the next three years and beyond, our shared goal is to be
intentional and specific about our shared priorities. The 2026-2029 strategic plan is the culmination of six
months of concerted outreach, community conversations, and shared decision-making about the focus areas
within each CBC goal that the Duwamish Valley community would like the Port to invest in.

Background

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Map of Duwamish Valley - South Park & Georgetown

Map of Duwamish Valley

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METHODOLOGY AND PROCESS

Map of Duwamish Valley

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Methodology and Process
The Port of Seattle DVCEP team went through a comprehensive strategic planning process in 2025 and
early 2026. The core team-consisting of the Senior Program Manager of Duwamish Valley
Engagement; Senior Program Manager of Maritime Environmental Engagement; and Maritime
Environmental Program Manager along with the Duwamish Valley Program Coordinator and Director
of Community Engagement, all of whom collaborated to develop goals for the next few years to align
with Central Services goals and Port of Seattle Executive Director and Commission Priorities. The entire
strategic planning process also had extensive collaboration and co-creation with the PCAT, community
partners, residents and neighbors, and the Port's Interdepartmental Team (IDT).
Step 1: Gap Analysis
The External Relations Community Engagement team led a Gap Analysis to clarify the scope and key
focus areas for the 2026-2029 DVCEP. This analysis assessed the Port's work within the three CBC
goals to date and identified where there is current opportunity, momentum, resources, and
community interest to deepen or expand efforts. Through this process, the DVCEP team surfaced clear
areas of need and potential, which directly informed the prioritization and development of the goals
and work plan for the next three years.
Step 2: Port & Community Collaboration
The DVCEP is implemented through coordinated collaboration across Port of Seattle departments, as
outlined in Resolution 3767. While External Relations leads the program, each DVCEP goal is advanced
through shared responsibility and initiatives with departmental partners whose expertise aligns with
the work. This structure ensures that community engagement, environmental stewardship, and
economic opportunity efforts are integrated across Port operations. The External Relations Community
Engagement team also collaborates closely with community members to gather ongoing feedback,
while briefings with Executive Leadership and the Commission help refine priorities and guide
implementation.
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Goal 1: Community and Port Capacity Building for Ongoing Collaboration
Supported by External Relations (ER), Human Resources (HR), Information & Communications
Technology (ICT), Real Estate Services Group, and Central Procurement Office (CPO)
Goal 2: Healthy Environment and Communities
Supported by Maritime Environment & Sustainability (MES), Maritime Division (MD), Marine
Maintenance Department, and The Northwest Seaport Alliance (NWSA) Air Quality and
Sustainable Practices (AQSP)
Goal 3: Economic Prosperity in Place
Supported by Workforce Development (WFD), the Office of Equity, Diversity & Inclusion (OEDI),
Human Resources (HR), Marine Maintenance Division, Real Estate Services Group, and the
Economic Development Division (EDD)

Methodology and Process

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In addition to working closely with internal Port partners, the DVCEP team did extensive outreach to
community partners and neighbors to understand current community needs and priorities. This
included:
• Over 30 individual meetings were held with community-based organizations and other
governmental organizations that work in the Duwamish Valley to understand community
priorities, needs, and opportunities for the Port to provide resources and support. This is in
addition to pre-existing relationships and partnerships from other members of the DVCEP team
and ongoing conversations, meetings, and partnerships that informed the focus areas in the
2026-2029 strategic plan. DVCEP partner organizations include, but are not limited to, the
following organizations:
Amigos de Seattle
Chief Sealth International High School
Concord Elementary School
Consejo Counseling
Cultivate South Park
Denny Middle School
Dirt Corps
Duwamish Alive Community Coalition
Duwamish River Community Coalition
Duwamish Valley Affordable Housing Coalition
Duwamish Valley Sustainability Association
Food Lifeline
Georgetown Business Association
Georgetown Community Council
Georgetown Youth Council
Growing Contigo
Habitat for Humanity
Herons Nest
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Just Health Action
Mini Mart City Park
Northwest Maritime Center
Providence Regina House Food Bank
Puget Soundkeeper
Reconnect South Park Community Coalition
Ridge to River Coalition
River Access Paddle Program
SeaMar Community Center
Seattle Parks Foundation
Solid Ground Marra Farm
Seattle Neighborhood Group
South Park Neighborhood Association
South Park Preservation Group
South Seattle College Georgetown Campus
Villa Comunitaria
Vision7 (Only in South Park)
Watershed Community Development

Monthly attendance at the following community meetings to listen and learn:
o South Park Neighborhood Association Meetings
o South Park Community Capacity Meetings
o Georgetown Community Council Meetings
Four PCAT-organized and hosted Community Dinners focused on 1) soliciting community input
and feedback on the future of the DRCH, 2) the specific needs of youth in the Duwamish Valley
to get exposure to Port-related career opportunities and 3) contributions and suggestions to
refine the focus areas within the draft strategic plan through a spring Open House.
Regular meetings with PCAT Community Engagement, Environmental Stewardship, and
Workforce Development committees to co-create focus areas within each CBC goal based on
broader community priorities.

Methodology and Process

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Step 3: Strategic Plan
The managers collaborated with the Port's Strategic Planning team to document and refine program
Goals, Objectives, Tactics, and Key Performance Indicators (KPIs). The objectives and tactics were cocreated with PCAT, community partners, and Port colleagues within each of the teams detailed above
to ensure alignment with community priorities, feasibility, and internal resources.
Step 4: Executive Leadership and Commission Review
In May of 2026 the DVCEP team met with the Port's Executive Leadership team to review the draft
Strategic Plan and receive input and guidance. Port Commissioners were briefed on the final version of
this plan at their public Commission Meeting on June 9, 2026.

Methodology and Process

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2026-2029
GOALS OBJECTIVES

Methodology and Process

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2026-2029 Goals, Objectives & Timeline
Goals

Objectives

Goal 1: Community and
Port Capacity Building for
Ongoing Collaboration

OBJ. 1: Build a comprehensive, language accessible DVCEP Communications Strategy
OBJ. 2: Support PCAT organizational capacity building for longevity and recruitment efforts
OBJ. 3: Expand use of the Hub to build community and port capacity

Goal 2: Healthy
Environment and
Communities

OBJ. 1: Clean Air and Climate Change Engagement
OBJ. 2: Port Parks and Habitat Restoration Engagement and Outreach
OBJ. 3: Duwamish Valley Cleanup Engagement

Goal 3: Economic
Prosperity in Place

OBJ. 1: Continued Investment in Adult Workforce Development
OBJ. 2: Create a Youth Workforce Education and Exploration Plan and Program
OBJ. 3: Coordinate Existing Port Resources and Partnerships to Support Small Businesses in
the Duwamish Valley
OBJ. 4: Increase Applications from and Awards to Organizations in the Duwamish Valley for
South King Port Community Funding Opportunities

The DVCEP Strategic Plan 2026-2029 is organized into three phases, each representing a distinct period of work
with a specific strategic focus. These phases outline how the program will build capacity, activate implementation,
and evaluate progress to support long-term community impact.
Phase 1: Building Capacity and Foundations (2026 - 2027)
This phase focuses on understanding and strengthening internal and external needs and resources. Work
includes establishing and deepening interagency and community partnerships, seeking ways to improve existing
processes and systems, and identifying where data collection and metric tracking will support implementation.
This phase also includes developing community engagement initiatives that align with the DVCEP's three goals.
Together, these efforts create the readiness and shared capacity required to advance meaningful action in later
phases.
Phase 2: Activation and Implementation (2027 - 2028)
In this phase, the DVCEP shifts from foundational work to active implementation. Efforts center on expanding
outreach to community members, organizations, and other governmental agencies; increasing capacity across
partners; and continuing to develop and refine community engagement initiatives and data collection systems.
This phase is where the program's goals begin to take shape through visible, community-centered action.
Phase 3: Expansion, Evaluation, and Long-Term Sustainability (2028 - 2029)
The final phase emphasizes scaling successful efforts, evaluating progress across the three DVCEP goals, and
identifying opportunities to strengthen long-term sustainability. This includes reviewing what worked well, what
challenges emerged, and what improvements or new opportunities can support community needs moving
forward. The insights gained during this phase will inform future planning cycles and help ensure the DVCEP
remains responsive, effective, and grounded in community priorities

Phase Descriptions

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Goal 1 - Community and Port Capacity Building for
Ongoing Collaboration
In alignment with the port's equity initiatives to address institutional racism and recognizing that the most
effective methods for solving inequities come from communities themselves, the DVCEP shall build port and
community capacity to ensure meaningful, equitable engagement and partnership. To this end, the DVCEP will
foster shared decision making, support existing and upcoming community leaders, and collaborate with the
community on activities that advance mutually beneficial outcomes. The Port's action areas include, but are not
limited to:
•
•
•
•
•
•
•

Inclusion
Training and education
Community Engagement
Community Collaboration and Co-Creation Strategies
Language Access
Inter-agency collaboration
Data-driven results

This goal is about ensuring that the Port is accountable to the communities in Georgetown and South Park and
that it is proactively and consistently investing in ways to ensure the community is informed and empowered to
participate in decisions - by the Port, and other governmental and industry partners - that impact their lives.
PCAT members, Port staff and community partners have identified focus areas within this goal that touch on
many of the original action areas. Focus areas for 2026-2029 include improving the Port's communication with
the community about programs, opportunities, and ongoing work within the Duwamish Valley; the Port's
continued investment in the PCAT; and responding to community needs and suggestions for improving access to
the DRCH as well as updates and improvements to the space itself.
As noted above, Phase 3 is currently left open and will be updated after the completion of Phase 1. This was
done to allow for continued community engagement, planning, and evaluation of the efforts and success of
Phase 1, with the intention of populating Phase 3 to include actions and focus areas that will be pushed out due
to unforeseen challenges and to allow for priorities to evolve over time.

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

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PHASE 1 (2026 - 2027)
Goal 1 - Community and Port Capacity Building for Ongoing Collaboration
Objectives

1.1: Build a comprehensive,
language accessible DVCEP
Communications Strategy

1.2: Support PCAT organizational
capacity building for longevity and
recruitment efforts

Initiatives & Tactics
•

1.1.1: Update and improve user experience and
accessibility for the DVCEP, PCAT and Hub websites

•

1.1.2: Create and launch a quarterly DVCEP
newsletter

•

•

•

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1.2.1: Reestablish regular IDT meetings and
touchpoints for PCAT with Port staff

1.2.2: Establish PCAT committee priorities and
annual work plans
1.2.3: Update and strengthen PCAT governance
charter

1.2.4: Create PCAT 'job descriptions'
and modify membership and compensation
structure

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

Key Performance Indicators
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•
•
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•
•
•
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Monthly updates across platforms
Increased website engagement year over year
Create public-facing Hub availability calendar and
online booking system
Create plan for newsletter launch by the end of Q2
2026
Launch newsletter by Q4 2026
Increase number of mailing list subscriptions YoY
Quarterly IDT meetings per year
Quarterly "Port Deep Dive" trainings for PCAT
members per year
Benchmark connections and meetings between Port
staff and PCAT members per year
Document priorities and work plan for each PCAT
committee annually
Complete annual report of priorities and goals met
by committees

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PCAT charter updated, approved, and implemented

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Finalize and adopt job descriptions for PCAT Leads
and General Members
Propose and adopt new compensation structure for
Leads and members based on years as a PCAT
member
Revise PCAT Community Partner Agreement in
accordance with adopted job descriptions and
compensation structure

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1.3.1: Invest in a promotional campaign and building
new partnerships to increase Hub activation

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1.3.2: Scope potential Hub renovations to better
meet community and Port needs

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•
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1.3: Expand use of the Hub to build
community and port capacity

•
•
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1.3.3: Establish a partnership agreement with the
City of Seattle Duwamish Valley Program for use of
the Hub for CBC-aligned programming (one-year
pilot program)

•
•

•
•

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

Benchmark Hub bookings and increase year over
year
Benchmark new uses for the Hub and increase year
over year
Increase in new organizations using the Hub
Cost estimates for Hub renovation options
Secure and approve funding from Port and/or other
sources for renovations
Renovations and improvement projects completed
each year
Percent increase in Hub activation as a result of city
partnership
Benchmark bookings by city and contracted
organizations serving the DV
Benchmark joint events hosted by the city and the
Port
Benchmark number of additional workforce
development services and events offered at the Hub
Benchmark number of DV community members
accessing career services through the city and the
Port
Benchmark number of small businesses served by
City and Port resources and programming
Dollars saved on space rental and redirected to
programming by city-contracted community-based
organizations

19 | P a g e

Phase 1 (2026 - 2027)
Objective 1.1: Duwamish Valley Communications Strategy
To address inquiries about and requests for better communication from the Port with the Duwamish Valley
community, this objective specifically focuses on overall website updates, improved usability and navigation, and
proactive information sharing about programs, opportunities, and the Port's work in the Duwamish Valley.
Tactic 1.1.1: Update and improve user experience and accessibility for the DVCEP, PCAT and Hub
websites. This will include providing more recent information about the current state of the
DVCEP and PCAT, associated program offerings, a calendar of upcoming Port and PCAT events
and work in the Duwamish Valley and surrounding area, a calendar displaying Hub booking
availability, and an online booking system for the Hub. The website will be accessible and
available in multiple languages.
Tactic 1.1.2: Create and launch a quarterly DVCEP newsletter. The goal of this newsletter will be
to reduce one-off emails to community partners and instead consolidate updates, information,
events, and engagement opportunities from the Port and PCAT in one communication, which will
be sent on a quarterly basis. Subscription to the newsletter will be voluntary and widely
advertised so community members can sign up to stay informed and connected to the Port and
PCAT activities, news, and events.

Objective 1.2: PCAT Capacity Building
The PCAT is dedicated to serving as a bridge between the larger Duwamish Valley community and the Port. PCAT
members are community advocates, leaders and neighbors who help inform the Duwamish Valley community
about the Port and who elevate and amplify community priorities, needs and ideas to Port staff. This objective
reflects the priorities PCAT members have identified to strengthen and develop PCAT over the coming years.
Tactic 1.2.1: Reestablish regular IDT meetings and touchpoints for PCAT with Port staff. PCAT
members have frequently cited the importance of engaging and developing relationships with
Port staff across departments whose work impacts the Duwamish Valley. Having regular
opportunities to meet and build relationships with port staff from Real Estate, Legal, Contracting
and Procurement, Maritime Environment & Sustainability, Workforce Development, Economic
Development, Human Resources, Equity Diversity and Inclusion, and others is vital to both
helping PCAT understand the processes and teams within the Port and for Port staff to directly
connect with and understand the perspective, considerations, and needs of community
members that their programs and decisions ultimately impact.
Tactic 1.2.2: Establish PCAT committee priorities and annual work plans. As PCAT has evolved
over time, members have created committees focused on their internal structure and
governance models (Governance committee), their relationship with the Port (Leads committee)
and dedicated to furthering investments in the environmental health of the Duwamish Valley
(Environmental Stewardship committee), youth port-related career exploration and pathways
(Workforce Development committee), and building broader community capacity and
engagement with the Port (Community Engagement committee). To focus their limited time and
energy, each committee will identify key priorities for the year and co-create an annual work
plan with Port staff to achieve the objectives reflected in this strategic plan.
Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

20 | P a g e

Tactic 1.2.3: Update and strengthen PCAT governance charter. PCAT is a unique community
partnership model and has changed in both membership and scope since its creation in 2017
and formalization in 2019. To function as a collective, the current cohort has recognized the need
for a clear, inclusive, and structured decision-making process to clearly articulate their viewpoint
and recommendations to the Port as a body. PCAT is also working to clarify roles and
responsibilities among committees. These processes will be documented in an updated
governance charter.
Tactic 1.2.4: Create PCAT 'job descriptions' and modify membership and compensation
structure. Through PCAT's evolution, various roles and responsibilities have naturally emerged
and changed over time. To document, clarify, and communicate member expectations and
responsibilities - especially before recruiting new members to PCAT - the Leads committee has
created 'job descriptions' that clearly outline the role of PCAT members, the time commitment,
and the compensation structure attached to various roles and years of membership. The goal of
this is to facilitate role clarity and a dynamic and versatile membership model that meets the
needs of community members that want to participate in the PCAT.

Objective 1.3: Expanded Use of the Hub to Build Community Capacity
Established in 2021, the DRCH serves as a vital economic development resource center in the Duwamish Valley
for community organizations and partners. Its uses help fulfill the CBC and align with Port priorities that support
economic development, environment and sustainability, and the maritime and aviation industries. As the Port is
considering possible renovations to the current space, this objective encapsulates some of the work that will be
done to support expanded usage and better serve community needs.
Tactic 1.3.1: Invest in a promotional campaign and building new partnerships to increase Hub
activation. To increase Hub bookings, increase revenue generation, and further activate the
space the DVCEP team will invest in targeted outreach and advertising to inform organizations
that operate in the Duwamish Valley that the Hub is available for booking. The team will also
continue to seek out and build new relationships with organizations that work and/or offer
services in the Duwamish Valley or with the Duwamish Valley community to share information
about the Hub and how to book the space.
Tactic 1.3.2: Scope potential Hub renovations to better meet community and Port needs. The
uses of the Hub and the needs of the Port and the community have evolved over time. Through
a series of visioning sessions in 2025 with current and past Hub users, the DVCEP team identified
several physical modifications to the existing building that, if made, would better meet needs
and uses of the Hub. The next steps are to work with an architect to determine what
modifications are physically possible, get estimates for renovation costs, make a budget request
to fund all or some of these modifications, and negotiate with the current property owner to
gain agreement on the physical changes.
Tactic 1.3.3: Establish a Memorandum of Agreement with the City of Seattle Duwamish Valley
Program for in-kind use of the Hub for CBC-aligned programming (one-year pilot program). The
City of Seattle's Duwamish Valley Program and Duwamish Valley Action Plan share many of the
goals outlined in the CBC, with the city offering complimentary programming, services and
resources to the Port. By entering into a MOA with the City of Seattle so the Duwamish Valley
Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

21 | P a g e

Program and its contracted community partners can access meeting and event space in the
Duwamish Valley, the Port is achieving many of the objectives and goals detailed in the CBC:
increasing community capacity, activating the Hub as an economic opportunity center with
myriad services and offerings, and supporting programs and events aligned with building
community capacity, fostering a healthy environment, and promoting prosperity in place
through workforce development and small business support services. This will initially be a oneyear pilot program to evaluate the feasibility and impact of a longer-term partnership with the
City of Seattle for use of the Hub.

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

22 | P a g e

PHASE 2 (2027 - 2028)
Goal 1 - Community and Port Capacity Building for Ongoing Collaboration
Objectives

Initiatives & Tactics

Key Performance Indicators
•

•

1.1.1: Social Media Strategy for DVCEP
•

1.1: Build a comprehensive,
language accessible DVCEP
Communications Strategy

•
•

1.1.2: Build cross-departmental Port career
opportunity outreach plan

•
•

•

1.2: Support PCAT organizational
capacity building for longevity and
recruitment efforts

1.3: Expanded use of the Hub to
build community and port capacity

1.2.1: Recruiting and Onboarding Process

•
•
•
•

•

1.2.2: PCAT-led engagement with Duwamish Valley
community

•

1.2.3: Increase PCAT participation in Port advisory
opportunities

•

1.3.1: Renovations to existing Hub

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

•
•

•

Design and implement a social media strategy for
the DVCEP
Baseline engagement with posts; increase
engagement year over year
Comprehensive DV outreach calendar for HR, WFD,
ER career outreach coordination
Launch in-language advertisements for Port-related
career events and opportunities through local ethnic
media outlets
Create a list of local venues for poster/flyer
advertisements and regularly visit venues to update
materials
Baseline POS presence at DV events; increase events
attended year over year
Establish and implement PCAT recruiting strategy
Establish and implement PCAT onboarding resources
and process
Recruit and retain a minimum of two new PCAT
members
Baseline PCAT partnership projects with DV orgs;
increase year over year
Connect two new DV organizations to Port
sponsorship or funding opportunities each year
Baseline number of advisory opportunities for PCAT
members for Port programs, projects, or initiatives
each year; increase PCAT participation year over
year
Percent increase in Hub bookings post-renovation
completion

23 | P a g e

•

1.3.2: Long-term planning for Port-owned space in
the Duwamish Valley

•

Feasibility study for a Port-owned property in the
Duwamish Valley

•

Percent increase in total Hub bookings year over
year
Percent increase in bookings by city and contracted
organizations serving the DV
Percent increase in joint events hosted by the city
and the Port
Percent increase in workforce development
services and events offered at the Hub
Percent increase in DV community
members accessing career services through the city
and the Port
Percent increase in small businesses served by City
and Port resources and programming
Dollars saved on space rental and redirected to
programming by city-contracted communitybased organizations year over year

•
•
•
•

1.3.3: Extend MOA with City of Seattle for use of the
Hub

•

•
•

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

24 | P a g e

Phase 2 (2027 - 2028)
Objective 1.1: Duwamish Valley Communications Strategy
To address inquiries about better communication with the Duwamish Valley community, this objective
specifically focuses on a few areas including improvements on proactive updates and information sharing about
programs, opportunities, and the Port's work in the Duwamish Valley. Phase 2 will build upon the work done in
Phase 1 to create and implement a social media strategy to compliment the website and newsletter. Staff will
also work on coordinating and consolidating information on career opportunities across multiple teams to
streamline communication and target relevant communications for the Duwamish Valley community.
Tactic 1.1.1: Social Media Strategy for DVCEP. To build upon phase one efforts to update
information on Port webpages and have consistent, quarterly communication from the Port to
partners and residents of the Duwamish Valley, phase two will focus on more frequent
communication updates through social media. This communication strategy will include sharing
upcoming events, resources, and engagement opportunities from the Port and Port-partners.
Tactic 1.1.2: Build cross-departmental Port career opportunity outreach plan. There are several
teams and departments at the Port working on workforce development and job opportunities
including Human Resources, Workforce Development, and External Relations. This tactic will
focus on organizing and coordinating Port communications for opportunities open to or targeted
to the Duwamish Valley through projects like an internal outreach calendar, hyper-local
multilingual advertising campaign, and physical marketing.

Objective 1.2: PCAT Capacity Building
The PCAT is dedicated to serving as a bridge between the larger Duwamish Valley community and the Port. PCAT
members are community advocates, leaders and neighbors who help inform the Duwamish Valley community
about the Port and who elevate and amplify community priorities, needs and ideas to Port staff. This objective
reflects the priorities PCAT members have identified to strengthen and develop PCAT over the coming years.
Phase 2 of this work will include creating a recruiting and onboarding plan for bringing in new PCAT members
and sustaining the organization over time. PCAT members will also focus on coordinating their outreach and
communication with Duwamish Valley community partners, participating more in Port projects that impact the
Duwamish Valley and have advisory opportunities for community members.
Tactic 1.2.1: Recruiting and Onboarding Process. As current PCAT members end their tenure,
there is a need to create a recruiting process and timeline to bring in new members. There is
also an opportunity to create an onboarding plan and set of resources to help new members
learn about the role and responsibilities of PCAT members, the Port, and opportunities to
support the Duwamish Valley community. The goal is for these resources to be created before
recruitment for new members begins.
Tactic 1.2.2: PCAT-led engagement with Duwamish Valley community. Current PCAT members
have recognized an opportunity to more proactively and consistently build and maintain
relationships with community-based organizations and other community partners and residents
in the Duwamish Valley. PCAT members will establish mechanisms to do this, with the goal of
both informing community partners about happenings and opportunities with the Port and

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

25 | P a g e

ensuring the Port has a robust understanding and connection with community priorities and
concerns.
Tactic 1.2.3: Increase PCAT participation in Port advisory opportunities. The capacity and interest
of PCAT members to serve in an advisory role for Port projects and programs in or impacting the
Duwamish Valley has fluctuated over time. To work towards more consistent participation of
PCAT members, the Port will begin soliciting and organizing opportunities for PCAT members to
advise on Port projects and PCAT members will prioritize and organize participation among PCAT
itself and with other community partners with the goal of increasing community participation in
Port decision-making processes over time.

Objective 1.3: Expanded Use of the Hub to Build Community Capacity
Established in 2021, the DRCH serves as a vital economic development resource center in the Duwamish Valley
for community organizations and partners. Its uses help fulfill the CBC and align with Port priorities that support
economic development, environment and sustainability, and the maritime and aviation industries. As the Port is
considering possible renovations to the current space, this objective encapsulates some of the work that will be
done to support expanded usage and better serve community needs.
Tactic 1.3.1: Renovations to Existing Hub. If funding and approvals for Hub renovations are
secured, construction would ideally begin in 2027. Projects would be phased to meet budget
constraints and minimize closure and disruption to programming at the Hub. The goal of the
renovations is to modify the space to better meet community and Port needs, ultimately
resulting in increased use of the space.
Tactic 1.3.2: Long-term planning for Port-owned space in the Duwamish Valley. The Hub is
currently leased by the Port; the Port does not own the property. Typical lease duration is 5
years. To support longer term planning and budgeting, the Port will partner with PCAT and
community partners to conduct a needs assessment and feasibility study for a permanent, Portowned (or co-owned) facility in the Duwamish Valley to continue the work of the DVCEP into the
future.
Tactic 1.3.3: Extend MOA with City of Seattle for use of the Hub. If the one-year pilot program is
a success and achieves the objectives outlined in phase one, the Port and the City of Seattle will
explore a longer-term agreement for use of the Hub for programs and activities that support
each institution's mutual goals and commitments to the Duwamish Valley.

Goal 1 - Community and Port Capacity Building for Ongoing Collaboration

26 | P a g e

Goal 2 - Healthy Environment and Communities

The Port shall proactively address climate change and other environmental factors that affect the health of the
community. The DVCEP will foster collaboration with community on activities that advance mutually beneficial
outcomes. The Port's action areas include, but are not limited to:
•
•
•
•
•
•

Climate change
Air quality
Truck traffic
Noise impacts
Public parks and green space
Water quality

This goal is to advance the Port's existing commitments to air quality and climate change, reducing impacts from
drayage trucks and cargo operations, habitat restoration, cleanup efforts of the Duwamish River, and creating
public access green spaces within the Duwamish Valley.
PCAT members, Duwamish Valley community partners, and Port and NWSA staff have identified the following
focus areas within this goal: clean air and climate change engagement, and Port Park and habitat restoration
engagement and outreach. The following section will outline how Port and NWSA staff will work in collaboration
to educate and engage near-port communities in the Duwamish Valley on maritime environmental projects and
programs related to clean air and climate and Port parks and habitat restoration sites.
As noted above, Phase 3 is currently left open and will be updated after the completion of Phase 1. This was
done to allow for continued community engagement, planning, and evaluation of the efforts and success of
Phase 1, with the intention of populating Phase 3 to include actions and focus areas that will be pushed out due
to unforeseen challenges and to allow for priorities to evolve over time.

Goal 2 - Healthy Environment and Communities

27 | P a g e

PHASE 1 (2026 - 2027)
Goal 2 - Healthy Environment and Communities
Objectives

Initiatives & Tactics

•

2.1.1: Launch Clean Ports Powering Maritime
Innovation (PMI) Project Engagement and Outreach

Key Performance Indicators
•
•
•

•
•

2.1: Clean Air and Climate Change Engagement
•

2.1.2: Collaborate with partners to advance Port of
Seattle's Maritime Climate and Air Action Plan
(MCAAP) Engagement

•

•

•

2.2: Port Parks and Habitat Restoration Engagement
and Outreach

•

2.2.1: Promote Port Parks and Habitat Restoration
Sites

•

•

Goal 2 - Healthy Environment and Communities

Launch Community Liaison Program by Q3 2026
Activate four Community Liaisons by Q3 2026
Quarterly engagement with Duwamish Valley and
South King County communities about the PMI
project by Q4 2026
Implement digital engagement platform by Q2 2026
Plan annual community events and educational
activities developed for near-port communities in
the Duwamish Valley to learn about POS MCAAP by
Q4 2026
10% increase of Clean Air Quarterly subscribers by
Q4 2026 to keep Duwamish Valley communities
informed on annual MCAAP progress.
Track and report annual Port investments in
Duwamish Valley community-led clean air and
climate education programs and events by 2026
Plan community events and educational activities
hosted at Port parks and habitat restoration sites for
near-port communities in Duwamish Valley by Q4
2026
Track engagement events and educational activities
hosted at Port parks and habitat restoration sites by
Q4 2026
Track and report annual Port investments in
Duwamish Valley community-led habitat restoration
educational programs and activities by Q4 2026

28 | P a g e

•
2.3 Duwamish Valley Cleanup Engagement

Goal 2 - Healthy Environment and Communities

•

2.3.1: Support Port-led Duwamish Valley Cleanup
Engagement and Outreach

•

Plan engagement events and educational activities
developed for near port communities to learn about
Port-led cleanup projects by Q4 2026
Track and report annual Port investments in
Duwamish Valley community-led Duwamish River
educational programs and litter cleanup events by
Q4 2026

29 | P a g e

Phase 1 (2026 - 2027)
Objective 2.1: Clean Air and Climate Change Engagement
To support community engagement surrounding Clean Air and Climate Change, the DVCEP team is dedicated to
fostering education, collaboration, communication, and implementation of programs or projects that reduce air
emissions and address climate change impacts. This objective highlights the joint engagement efforts the team
aims to meet through collaboration and serving as points of contact between Duwamish Valley community
groups and leaders, as well as Port and NWSA environment and sustainability teams.
Initiative: Launch Clean Ports Powering Maritime Innovation (PMI) Project Engagement and Outreach - Provide
engagement and educational opportunities for near-port communities to learn about the transition to low- and
zero-emission maritime fuels through the 18-month PMI project funded by a grant from the U.S. Environmental
Protection Agency (EPA).
Tactic 2.1.1: Launch a Community Liaison Program for the PMI Project to support education and
engagement with communities in the Duwamish Valley and South King County.
Tactic 2.1.2: Activate four Community Liaisons from the Duwamish Valley and South King County
areas to support an inclusive engagement process and activities.
Tactic 2.1.3: Collaborate with partners and Port and NWSA staff to host quarterly engagement
activities and events to educate Duwamish Valley and South King County Communities about the
PMI Project and to gather community feedback through multiple opportunities such as webinars,
workshops, boat tours, etc., and to provide regular updates to the PCAT and other Duwamish
Valley community partners.
Tactic 2.1.4: Improve ongoing engagement and communications with Duwamish Valley and
South King County communities by utilizing a digital engagement platform.
Initiative: Collaborate with partners, Port of Seattle and Northwest Seaport Environment and
Sustainability staff, to advance Port of Seattle's Maritime Climate and Air Action Plan (MCAAP)
Engagement - Co-develop and implement engagement activities and opportunities for near-port
communities in the Duwamish Valley to learn about the actions the ports are taking to reduce air and
climate emissions.
Tactic 2.1.1: Collaborate with partners and Port and NWSA staff to plan annual engagement
events and educational activities for Duwamish Valley communities to learn about the ports
action plans to reduce and ultimately phase out seaport related emissions by 2050.
Tactic 2.1.2: Promote the Clean Air Quarterly to increase annual readership by 10% to keep
Duwamish Valley communities informed of ongoing MCAAP progress and updates.
Tactic 2.1.3: Collaborate with community partners and Port staff to track and report annual Port
investments in community-led clean air and climate educational programs and events in the
Duwamish Valley like the Duwamish River Community Coalition Duwamish Valley Clean Air
Program (DVCAP).
Goal 2 - Healthy Environment and Communities

30 | P a g e

Objective 2.2: Port Park and Habitat Restoration Engagement and Outreach
In collaboration with the PCAT, Duwamish Valley community partners, Port staff, public agency and industry
partners, this objective is aimed at increasing equitable access to Port parks and habitat restoration sites along
the Duwamish River and raising public awareness of the ecology, wildlife, habitat, and ongoing stewardship
efforts of the Duwamish River.
Initiative: Port Parks and Habitat Restoration Sites Engagement - Provide equitable opportunities for near-port
communities to visit, tour, and learn about Port owned shoreline parks in the Duwamish Valley.
Tactic 2.2.1: Promote Port parks and habitat restoration sites as welcoming, accessible and
inclusive by planning annual educational events, activities, and tours for Duwamish Valley
communities at Port owned shoreline parks along the Duwamish River.
Tactic 2.2.2: Collaborate with partners to track engagement events and educational activities
hosted at Port parks and habitat restoration sites to further our understanding of how Duwamish
Valley communities utilize Port owned shoreline parks along the Duwamish River.
Tactic 2.2.3: Collaborate with community partners and Port staff to track and report annual Port
investments in community-led habitat restoration events and training activities hosted at Port
parks such as Duwamish Alive.

Objective 2.3: Duwamish Valley Cleanup Engagement
Initiative: Support Port-led Duwamish Valley Cleanup Engagement and Outreach - Support ongoing
collaborative efforts to equitably and meaningfully engage with Duwamish Valley near-port communities about
Port led cleanup plans in the Duwamish Valley.
•
•

Tactic 2.3.1: Collaborate with partners and Port staff to plan engagement events and educational
activities developed for Duwamish Valley communities to learn about ongoing Port-led
remediation projects like T-115 and T108.
Tactic 2.3.2: Collaborate with community partners and Port staff to track and report annual Port
investments in Duwamish Valley community-led Duwamish River educational programs and litter
cleanup events.

Goal 2 - Healthy Environment and Communities

31 | P a g e

PHASE 2 (2027 - 2028)
Goal 2 - Healthy Environment and Communities
Objectives

Initiatives & Tactics

Key Performance Indicators
•

•

Fulfill Powering Maritime Innovation Project
Engagement and Outreach

•

•
2.1: Clean Air and Climate Change
Engagement

•

•

Collaborate with partners to advance Port of
Seattle's Maritime Climate and Air Action Plan
(MCAAP) Engagement

•

•

•

2.2: Port Park and Habitat Restoration
Engagement and Outreach

•

Promote Port Parks and Habitat Restoration Sites

•

•

Goal 2 - Healthy Environment and Communities

Continue to track data of Duwamish Valley
community engagement activities through the
Community Liaison Program by Q4 2027
Continue quarterly engagement with
Duwamish Valley and South King County
communities about the PMI project Q4 2027
Continue to track data from digital engagement
platform by Q4 2027
Continue to host annual community events and
educational activities developed for near-port
communities in the Duwamish Valley to learn
about POS MCAAP by Q4 2027
10% increase of Clean Air Quarterly subscribers
by Q4 2027 to keep Duwamish Valley
communities informed on annual MCAAP
progress
Continue to track and report Port investments
in Duwamish Valley community-led clean air
and climate education programs and events
Continue to host community events and
educational activities hosted at Port parks and
habitat restoration sites for near-port
communities in Duwamish Valley by Q4 2027
Continue to track and report engagement
event and educational activities hosted at Port
parks and habitat restoration sites by Q4 2027
Continue to track and report Port annual
investments in Duwamish Valley community-

32 | P a g e

led habitat restoration educational programs
and activities by Q4 2027
•

2.3 Duwamish Valley Cleanup Engagement

Goal 2 - Healthy Environment and Communities

•

Support Port-led Duwamish Valley Cleanup
Engagement and Outreach

•

Continue to host engagement events and
educational activities developed for near port
communities to learn about Port-led
remediation projects by Q4 2027
Continue to track and report annual Port
investments in Duwamish Valley communityled Duwamish River educational programs and
litter cleanup events by Q4 2027

33 | P a g e

Phase 2 (2027 - 2028)
Objective 2.1: Clean Air and Climate Change Engagement
To support community engagement surrounding Clean Air and Climate Change, the DVCEP team is dedicated to
fostering education, collaboration, communication, and implementation of programs or projects that reduce air
emissions and address climate change impacts. This objective highlights the joint engagement efforts the team
aims to meet through collaboration and serving as points of contact between Duwamish Valley community
groups and leaders, as well as Port and NWSA environment and sustainability teams.
Initiative: Launch Clean Ports Powering Maritime Innovation (PMI) Project Engagement and Outreach - Provide
engagement and educational opportunities for near-port communities to learn about the transition to low- and
zero-emission maritime fuels through the 18-month PMI project funded by a grant from the U.S. Environmental
Protection Agency (EPA).
Tactic 2.1.1 Advance the implementation of a Community Liaison Program for the PMI Project to
support education and engagement with communities in the Duwamish Valley and South King
County. Identify new engagement opportunities and incorporate process improvements utilizing
data and reports from 2026 engagement events and activities.
Tactic 2.1.2: Continue to collaborate with partners and Port and NWSA staff to host quarterly
engagement activities and events to educate Duwamish Valley and South King County
Communities about the PMI Project and to gather community feedback through multiple
opportunities such as webinars, workshops, boat tours, etc., and to provide regular updates to
the PCAT and other Duwamish Valley community partners.
Tactic 2.1.3: Identify communication gaps and implement process improvements to further the
improvement of ongoing engagement and communications with Duwamish Valley and South
King County Communities by utilizing data collected from a digital engagement platform.
Initiative: Collaborate with partners and Port and NWSA Environment and Sustainability staff to advance
Port of Seattle's Maritime Climate and Air Action Plan (MCAAP) Engagement - co-develop and
implement engagement activities and opportunities for near-port communities in the Duwamish Valley
to learn about the actions the ports are taking to reduce air and climate emissions.
Tactic 2.1.1: Identify gaps in engagement opportunities and implement process improvements in
collaboration with Port and NWSA staff to host annual engagement events and educational
activities for Duwamish Valley communities, to learn about the ports action plans to reduce and
ultimately phase out seaport related emissions by 2050.
Tactic 2.1.2: Continue to promote the Clean Air Quarterly to increase annual readership by 20%
to keep Duwamish Valley near-port communities informed of ongoing CAIP and MCAAP progress
and updates. Identify gaps in promotional activities and implement process improvements.
Tactic 2.1.3: Continue to collaborate with community partners and Port staff to track and report
annual Port investments in community-led clean air and climate educational programs and
events in the Duwamish Valley like the Duwamish River Community Coalition Duwamish Valley
Clean Air Program (DVCAP).
Goal 3 - Economic Prosperity in Place

34 | P a g e

Objective 2.2: Port Park and Habitat Restoration Engagement and Outreach
In collaboration with the PCAT, Duwamish Valley community partners, Port staff, public agency and industry
partners, this objective is aimed at increasing equitable access to Port parks and habitat restoration sites along
the Duwamish River and raising public awareness of the ecology, wildlife, habitat, and ongoing stewardship
efforts of the Duwamish River.
Initiative: Port Parks and Habitat Restoration Sites Engagement - Provide equitable opportunities for near-port
communities to visit, tour, and learn about Port-owned shoreline parks in the Duwamish Valley.
Tactic 2.2.1: Co-develop new opportunities with partners and Port staff to advance the promotion
of Port parks and habitat restoration sites as welcoming, accessible and inclusive by hosting
annual educational events, activities, and tours for Duwamish Valley communities at Port owned
shoreline parks along the Duwamish River.
•

Tactic 2.2.2: Continue to collaborate with community partners and Port staff to track
engagement events and educational activities hosted at Port parks and habitat restoration sites,
to further our understanding of how Duwamish Valley communities utilize Port owned shoreline
parks along the Duwamish River.
Tactic 2.2.3: Continue to collaborate with community partners and Port staff to track and report
Port investments in community-led habitat restoration events and training activities hosted at
Port parks such as Duwamish Alive.

Objective 2.3: Duwamish Valley Cleanup Engagement
Initiative: Support Port-led Duwamish Valley Cleanup Engagement and Outreach - Support ongoing
collaborative efforts to equitably and meaningfully engage with Duwamish Valley near-port communities about
the Port's cleanup efforts in the Duwamish Valley.
•

•

Tactic 2.2.1: Continue to collaborate with partners and Port staff to host engagement events and
educational activities like the Multilingual Duwamish River Boat Tour developed for Duwamish
Valley communities to learn about ongoing Duwamish River Superfund cleanup and Port-led
remediation projects like T-115 and T-108.
Tactic 2.2.2: Continue to collaborate with community partners and Port staff to track and report
annual Port investments in Duwamish Valley community-led Duwamish River educational
programs and litter cleanup events.

Goal 3 - Economic Prosperity in Place

35 | P a g e

Goal 3 - Economic Prosperity in Place
The Port shall support anti-displacement solutions that enable the Duwamish Valley community to thrive in place
through equitable access to training, jobs, career pathways, and port-related economic opportunities. The DVCEP
will foster collaboration with the community on economic development activities that advance mutually
beneficial outcomes. The port's action areas include, but are not limited to:
•
•
•
•
•

Recruiting and retention
Youth workforce development
Adult workforce development
Economic development
Support for an equitable, diverse, and green economy

This goal ensures that the Port is proactive in giving both youth and adults exposure and access to Port-related
industry job opportunities and investing intentionally in economic development for residents, business owners,
and workers in the Duwamish Valley.
The focus areas detailed below reflect the original action areas identified in the CBC. They include continued
investment in adult workforce development opportunities through the Duwamish Valley Career Navigator
Program; creating a youth workforce education and exploration plan and program; expanding use of the Hub and
increasing activation to support economic development; coordinating existing Port resources and partnerships to
support small businesses in the Duwamish Valley; and increasing applications from and awards to organizations
in the Duwamish Valley for South King and Port Communities Funding opportunities.
As noted above, Phase 3 is currently left open and will be updated after the completion of Phase 1. This was
done to allow for continued community engagement, planning, and evaluation of the efforts and success of
Phase 1, with the intention of populating Phase 3 to include actions and focus areas that will be pushed out due
to unforeseen challenges and to allow for priorities to evolve over time.

Goal 3 - Economic Prosperity in Place

36 | P a g e

PHASE 1 (2026 - 2027)
Goal 3 - Economic Prosperity in Place
Objectives

Initiatives & Tactics

Key Performance Indicators
•
•

•

3.1.1: Career Navigation Program outreach and
services

•
•

•
3.1: Continued investment in Adult
Workforce Development

3.1.2: Port-sponsored Workforce Development
events

•

•
•

3.1.3: Duwamish Valley Community Participation in
workforce development programs
•
•

•

3.1.4: Partnership with City of Seattle
•

Goal 3 - Economic Prosperity in Place

Benchmark the number of community events
attended by career navigators
Benchmark the number of DV community members
placed in training programs & employment
Benchmark the number of DV community member
provided wraparound services
Benchmark the number of DV community members
with ongoing retention services after employment
placement
Benchmark the number of port-sponsored or hosted
career fairs, workshops, networking events, for the
Duwamish Valley community
Benchmark the percentage of participants from the
98108 zip code (which includes the Duwamish
Valley) who participate in Port Jobs, Maritime Career
Launch, and the Construction Trades PreApprenticeship, Placement & Retention
Benchmark the number of city-sponsored career
navigation events and services offered at the Hub
Benchmark the number of appointments and walkins utilizing City and Port career services offered at
the Hub
Benchmark the number of Port-City joint events
supporting career services at the Hub

37 | P a g e

•

•

3.2.1: Partner with HR to support Duwamish Valley
youth participation in summer High School
Internship program

•
•
•

3.2: Create a Youth Workforce
Education and Exposure plan and
program

•
•

3.2.2: Pilot program for Port-related career field
trips for Duwamish Valley youth

•

3.2.3: Curate list of port-related industry education
and exploration opportunities for youth under 18

•

•

•
•

•
•
3.3: Coordinate existing
port resources and partnerships to
support
small businesses in the Duwamish
Valley

3.3.1: Meet with small business leaders in the DV
and scope needs and uses of Hub and POS
partnership opportunities

•
•
•

•
•

Goal 3 - Economic Prosperity in Place

3.3.2: Inventory Port contracting and vendor
opportunities in the Duwamish Valley

•

Benchmark number of DV-specific info sessions and
application workshops
Increased applications from DV youth (YoY increase
from 2025)
Offer minimum of two intern spots for applicants
from 98108 zip code
Increased acceptance (number and rate YoY) of DV
youth (from 2025)
Create "menu" of options for field trips and
experiential learning opportunities
Pilot a minimum of two field trip opportunities with
youth-serving organizations in the DV and/or schools
that serve students in the DV
Create a list of learning resources, internships,
summer programs, and educational opportunities
for port-related industry work for youth under 18
Publish list on DVCEP webpage and update regularly
Conduct gap analysis to understand current needs of
small businesses in the DV, current resources
offered by the Port and other partners, and gaps in
offerings that need to be filled
Scope uses of the Hub that can support small
businesses to fill identified gaps in services
Pilot Port-sponsored small business support and
resource offerings at the Hub
Benchmark the number and variety of small business
support and resource offerings at the Hub
Create self-service resource for businesses that
consolidate current offerings in and for the DV small
business community
Benchmark the number of active contracts and
vendors from Duwamish Valley businesses
Inventory current Port offerings that support
contracting and vending opportunities

38 | P a g e

•
3.4: Increase applications from and
awards to organizations in the
DV for South King Port
Community Funding opportunities

Goal 3 - Economic Prosperity in Place

•

3.4.1: Expand South King and Port Communities
Fund Economic Opportunities Program to include
the Duwamish Valley

•

•

Benchmark number of information sessions in the
Duwamish Valley
Benchmark number of applications from
organizations based in or that serve the Duwamish
Valley
Benchmark number of awardees from organizations
based in or that serve the Duwamish Valley

39 | P a g e

Phase 1 (2026 - 2027)
Objective 3.1: Continued Investment in Adult Workforce Development
This objective focuses on the next iteration of the Port's investment in workforce development initiatives in the
Duwamish Valley, specifically aimed at adult workforce development and training programs that prepare
community members for opportunities in port-related industries like aviation, maritime, construction and green
jobs.
Tactic 3.1.1: Career Navigation Program outreach and services. The Port of Seattle launched
Duwamish Valley Career Navigation services to help connect job seekers to port-related
industries opportunities and provide clear, equitable pathways to family-wage careers.
Through personalized coaching with wraparound support - including help with training and
application costs, work gear, and transportation - the program gives job seekers the tools
and resources to succeed. Launched in the winter of 2025, the focus for 2026 is setting
benchmark metrics for the number of appointments set with career navigators through
weekly office hours, attending community events to extend outreach in the community,
tracking the number of Duwamish Valley community members placed in training programs
and employment and provided with other wraparound services, and eventually to track
ongoing retention of community members placed in jobs.
Tactic 3.1.2: Port-sponsored workforce development events. To support the career navigation
program and build out the Port's workforce development efforts in the Duwamish Valley, the
DVCEP and Workforce Development teams will attend and host events like career and hiring
fairs, resume and interview workshops, networking events, and other offerings catered
specifically to the needs of community members in Georgetown and South Park.
Tactic 3.1.3: Duwamish Valley Community Participation in Workforce Development
Programs. The Port's Workforce Development team has several programs that help
jobseekers enter port-related careers. These include the Duwamish Valley Career Navigator
program (Tactic 3.1.1) as well as Port Jobs, Maritime Career Launch, and construction preapprenticeships. Port Jobs is a contracted non-profit partnership that serves a triple bottom
line of employers, SEA workers and job seekers by providing a range of high-quality
workforce development services focused on introducing pathways to meaningful
employment and career advancement opportunities at SEA Airport. The Maritime Career
Launch is a Port-led partnership between Seattle College's Maritime Shipyard Welding
Certificate Program and workforce and community partners to recruit participants interested
in shoreside maritime careers, support them through training, and connect them to job
opportunities through dedicated employer coordination and engagement. The Construction
pre-apprenticeship, placement and retention program partners provide unemployed and
under-employed King County residents with construction readiness training, certifications
job placement services and wraparound supports including after starting construction work.
Port staff will conduct targeted outreach to Duwamish Valley residents and leverage
Duwamish Valley Career Navigators to enroll more Duwamish Valley community members
into these programs, with the goal of increasing participation over time.
Tactic 3.1.4: Partnership with City of Seattle. Through the partnership agreement with the
City of Seattle's Duwamish Valley Program (see Goal 1, Initiative 1.3.3), the DVCEP and
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40 | P a g e

Duwamish Valley Program will explore hosting both city-sponsored and Port/city-organized
career navigation events and services at the Hub. By offering services sponsored and
organized through the City of Seattle, in addition to those offered by the Port, we can
increase activation of the space and realize the original intent of the space to serve as an
economic development hub for the community. We will also be able to offer a broader array
of wraparound services and career opportunities, serve more community members with
increased capacity and resources, and draw upon programs offered through multiple
organizations and government entities.

Objective 3.2: Create a Youth Workforce Education and Exploration Plan and Program
By investing in programmatic support and opportunities for youth under the age of 18 in the Duwamish Valley,
this objective brings stronger emphasis on investing in youth workforce development opportunities that prepare
young people in the community for port-related career pathways through field trips that expose youth to portrelated industry careers, educational programs, professional development support, as well as outreach and
career building training opportunities.
Tactic 3.2.1: Partner with HR to support Duwamish Valley youth participation in summer
High School internship program. Community members and leaders of youth-serving
organizations in the Duwamish Valley voiced their concerns about a lack of representation
from Duwamish Valley youth in the Port's high school internship program during the
summer of 2025. In response, the DVCEP team has worked closely with schools that serve
Duwamish Valley youth, youth-serving organizations like the Duwamish Valley Youth Corps
and Duwamish Valley Sustainability Association, and the Port's HR team to do more
proactive outreach; host information sessions and application workshops; post a word
version of the application several weeks in advance of the online application opening; and
more in an effort to increase applications from eligible youth in the Duwamish Valley. The
Port will be tracking applications and acceptance rates for applicants from the Duwamish
Valley and has also reserved a minimum of two spots in the internship program for youth
from the 98108 in recognition of the Port's unique relationship and commitment to the
Duwamish Valley.
Tactic 3.2.2: Pilot program for Port-related career field trips for Duwamish Valley youth.
DVCEP staff have partnered closely with PCAT members to host community listening sessions
with youth under 18, youth serving organizations, school faculty and staff, and parents to
better understand the needs and opportunities for youth to get exposure to port-related
industry career pathways and opportunities. One of the clear needs and core ideas identified
by this group was for Port-sponsored and organized field trip opportunities for students. To
meet these demands, DVCEP staff will partner with Chief Sealth High School and several
youth-serving organizations in the Duwamish Valley to pilot some initial field trips, with the
goal of increasing the number and variety of field trip opportunities year over year.
Tactic 3.2.3: Curate list of port-related industry education and exploration opportunities for
youth under 18. The other need identified through the community listening sessions was for
field trips to be paired with information about education and job experience opportunities
relevant and accessible to young people under the age of 18. To meet this demand, DVCEP
staff partnered with the Port's winter High School internship cohort from Maritime High
School to create a list of port-related education and exploration opportunities that include
Goal 3 - Economic Prosperity in Place

41 | P a g e

field trip ideas, internships, pre-apprenticeship and training programs, specialized education
like Maritime and Aviation high school, summer camps, and other opportunities for young
people to explore opportunities in the fields of aviation, maritime, construction and green
jobs. The goal is to pair relevant opportunities with each field trip offering and make the full
list available online for accessibility and easy reference.

Objective 3.3: Coordinate Existing Port Resources and Partnerships to Support Small Business in the
Duwamish Valley
To better support small businesses and vendors in the Duwamish Valley, this objective aims at building a network
of resources for existing businesses and entrepreneurs that could support resilience against displacement and
cultivate new business ventures.
Tactic 3.3.1: Meet with small business leaders in the Duwamish Valley and scope
needs and uses of Hub and POS partnership opportunities. To begin, DVCEP staff will conduct
a gap analysis to understand the current needs of small businesses in the Duwamish Valley,
current resources offered directly by the Port and through its partners, and what resources
and support are missing. Based on these identified opportunities, DVCEP staff will work with
internal and external partners to tailor new resources for small businesses and support
services offered at the Hub that meet community needs.
Tactic 3.3.2: Inventory Port contracting and vendor opportunities in the Duwamish Valley.
The Port has a vast array of contract and vendor opportunities and while these opportunities
are publicly available, there are opportunities to connect small businesses and vendors in
the Duwamish Valley more directly when requests for information or proposals go out. To
understand the current state and set more specific goals, DVCEP staff will begin by working
with the Port's Economic Development and Procurement teams to see how many active
contracts and vendor opportunities are currently with businesses in the Duwamish Valley.
Staff will also inventory current offerings and resources at the Port that advertise and
support access to contracting and vending opportunities and determine what we can make
more consistently available to the business community in Georgetown and South Park. The
goal will be to connect businesses more directly to these services and others in Phase 2.

Objective 3.4: Increase Applications from and Awards to Organizations in the Duwamish Valley for South
King and Port Communities Funding Opportunities
The South King and Port Communities Fund directs resources to historically underserved, diverse communities
identified by the Port's Equity Index, now including the Duwamish Valley. This objective is advanced through the
Economic Opportunities for Communities Program, supporting community-driven pathways to living-wage
careers in aviation, construction trades, green jobs, and maritime sectors.
Tactic 3.4.1: Expand South King and Port Communities Fund Economic Opportunities
Program to include the Duwamish Valley. After concerted community effort, in 2026 the
SKPCF was expanded to include several new geographic areas, including the Duwamish
Valley. To ensure that community partners that work in and support the Duwamish Valley
are aware of and have access to this funding opportunity, the DVCEP team will work closely
with SKPCF staff to advertise and host information sessions in the Duwamish Valley so
Goal 3 - Economic Prosperity in Place

42 | P a g e

organizations can learn more about the Economic Opportunities Program and how to apply.
Staff will track the number of applications and awardees from organizations that are based
in and/or support the Duwamish Valley community every year to ensure equitable
representation.

Goal 3 - Economic Prosperity in Place

43 | P a g e

PHASE 2 (2027 - 2028)
Goal 3 - Economic Prosperity in Place
Objectives

Tactics/Initiatives

KPIs
•
•

•
•

3.1.1: Duwamish Valley Career Navigator Program

•

•
•

3.1: Continued investment in Adult
Workforce Development

•

•
•

3.1.2: Expansion of City of Seattle economic
development and workforce development services
offered at Hub

•

•

Goal 3 - Economic Prosperity in Place

Increase the number of community events attended
by career navigators
Year over year increase in the number of DV
community members placed in training programs &
employment
Year over year increase in the number of DV
community members provided wraparound services
Year over year increase in the number of DV
community members with ongoing retention
services after employment placement Evaluation of
program effectiveness
Evaluation of overall program effectiveness and
impact
Commission briefing with proposal for next phase of
program and request for new contract funds
Add new city-sponsored programs and services
supporting economic development and workforce
development, beyond pilot year offerings
Year over year increase in the number of economic
development and workforce development events
and services offered at the Hub
Year over year increase in the number of
appointments and walk-ins utilizing City and Port
economic development and workforce development
services offered at the Hub
Year over year increase in the number of Port-City
joint events supporting economic development and
workforce development services at the Hub

44 | P a g e

•
•

3.1.3: Duwamish Valley Community Participation in
workforce development programs
•

•

3.1.4: King County Workforce Development
Partnership

•
•

•
•

3.2: Create a Youth Workforce
Education and Exploration plan
and program

3.2.1: Port-Related Career Field Trip Program

•
•
•

•

3.2.2: Offer Port-Related Career Resources for DV
Youth Programs

•

•
•

3.2.3: Maritime High School support

•

•
3.3: Coordinate existing port
resources and partnerships to
support small businesses in the
Duwamish Valley

•

3.3.1: Increase Port small business, contracting and
vendor support services for Duwamish Valley small
businesses

•

•

Goal 3 - Economic Prosperity in Place

Increase percentage of participants from the 98108
zip code (which includes the Duwamish Valley) who
participate in Port Jobs, Maritime Career Launch,
and the Construction Trades Pre-Apprenticeship,
Placement & Retention
Develop contacts and relationships with King County
Economic Development office
Inventory offerings by KCED and include in gap
analysis from Phase 1, Tactic 3.3.1
Partner with KCED to offer resources and services at
the Hub
Increase in the number of school partners for field
trips
Offer 3-5 field trips (increased from two in 2026)
Increase in student participation year over year
Offer port-related career presentations, information,
and resources for youth programs
Pilot resources with youth-serving partner
organizations by offering one port-supported session
per cohort based on interest and availability;
increase offerings year over year
Investigate opportunities to support access to the
Duwamish River for Maritime High School students
Work with Maritime High School staff and Duwamish
Valley partners to address accessibility and increase
enrollment of students from the DV
Tailor existing Port resources for contract and vendor
opportunities to meet needs of Duwamish Valley
businesses
Benchmark targeted outreach, information, and
support services for Port contracting and vendor
opportunities to the Duwamish Valley
Benchmark number of workshops and drop-in
support sessions offered

45 | P a g e

•

3.4: Increase applications from and
awards to organizations in the DV
for South King Port Community
Funding opportunities

Goal 3 - Economic Prosperity in Place

•

3.3.2: Expand small business resources offered at the
Hub through partnerships

3.4.1: Increase representation of Duwamish Valley
organizations in South King Port Community
Economic Opportunities Fund

•
•
•

Benchmark number of attendees
Benchmark number of small businesses served
Increase the number of active contracts and vendors
from Duwamish Valley businesses

•

Increase the number and variety of small business
support and resources offerings at the Hub

•

Increase number of information sessions in the
Duwamish Valley
Increase number of applications from organizations
based in or that serve the Duwamish Valley
Increase number of awardees from organizations
based in or that serve the Duwamish Valley

•

•

46 | P a g e

Phase 2 (2027 - 2028)
Objective 3.1: Adult Workforce Development
This objective focuses on the next iteration of the Port's investment in workforce development initiatives in the
Duwamish Valley, specifically aimed at adult workforce development and training programs that prepare
community members for opportunities in port-related industries like aviation, maritime, green industries and
skilled trades.
Tactic 3.1.1: Duwamish Valley Career Navigator Program. This program will be entering its
third year in the winter of 2027, which will launch a comprehensive evaluation of the
program's effectiveness and impact on job seekers in the Duwamish Valley. Based on the
outcome of this evaluation, the Workforce Development team and DVCEP team will create a
proposal for the next iteration of the program, present this to Commission, and request
funding for a new contract.
Tactic 3.1.2: Expansion of City of Seattle economic development and workforce development services
offered at Hub. At the conclusion of initial MOA with the City of Seattle, Port DVCEP staff and City of
Seattle Duwamish Valley Program staff will analyze the data collected during the one-year pilot,
share outcome data with Port and City leadership teams, and - hopefully - extend the MOA to grow
the partnership between the Port and the City in the Duwamish Valley and continue to expand the
economic and workforce programs and services offered at the Hub.
Tactic 3.1.3: Duwamish Valley Community Participation in workforce development programs.
With targeted outreach efforts, support for Duwamish Valley Career Navigators, and in
concert with the other adult workforce development efforts under this objective, Port staff
will endeavor to increase participation from the 98108-zip code (which includes the
Duwamish Valley) in the Port Jobs, Maritime Career Launch, and construction preapprenticeship programs over time.
Tactic 3.1.4: King County Workforce Development Partnership. In addition to partnering with
the City of Seattle, there are opportunities for the Port to work more with King County and
explore partnership opportunities around the Port and the County's shared economic
development goals. In additional to developing contacts and relationships with King County
Economic Development (KCED) staff, DVCEP staff will also build upon the gap analysis
conducted in Phase 1 (Tactic 3.3.1) and learn about the services, programs and support
offerings through KCED and determine if there are opportunities to offer these services at
the Hub to meet the needs of the business community in the Duwamish Valley.

Objective 3.2: Youth Workforce Education and Exploration
By providing more programmatic support and opportunities for youth under the age of 18 in the Duwamish
Valley, this objective brings stronger emphasis on investing in youth workforce development programs that
prepare youth in the community for port-related careers pathways through professional development support,
educational programs as well as outreach and career building training.
Tactic 3.2.1: Port-Related Career Field Trip Program. To build upon the work in Phase 1,
DVCEP staff will continue to build relationships with schools that serve the Duwamish Valley
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47 | P a g e

community and explore opportunities to offer port-related field trips, with the goal of
increasing the total number of field trips offered to students in the Duwamish Valley.
Tactic 3.2.2: Offer Port-Related Career Curriculum for Duwamish Valley Youth Programs. To
compliment field trip offerings, DVCEP staff will also work with youth-serving organizations
and schools to research existing port-related career curriculum and modify it to meet the
needs and interests of students in the Duwamish Valley. Based on interest and availability,
DVCEP staff will work with youth-serving partners to offer one session using the port-related
career curriculum each quarter.
Tactic 3.2.3: Maritime High School Support. Community members made clear through the
development of the DVCEP strategic plan that there is interest and desire to invest in making
Maritime High School more accessible for students in the Duwamish Valley. As of 2026, lack
of awareness and access to transportation to Des Moines (where the Maritime High School
campus is currently located) were cited as the main barriers for students in the Duwamish
Valley. DVCEP staff will work with Maritime High School staff, community partners, youth,
City of Seattle staff, and Port staff and leadership to explore ideas on how to address and
mitigate these barriers in service of increase accessibility and enrollment of students from
the Duwamish Valley in Maritime High School.

Objective 3.3: Small Business Support in Duwamish Valley
To better support small businesses and vendors in the Duwamish Valley, this objective aims at building a network
of resources for existing businesses and entrepreneurs that could support resilience against displacement and
cultivate new business ventures.
Tactic 3.3.1: Increase Port small business, contracting and vendor support services for
Duwamish Valley small businesses. To build on Phase 1, Tactic 3.3.2 and address the gaps
identified in Phase 1, Tactic 3.3.1, DVCEP staff will work closely with the Port's Economic
Development Department to tailor existing Port offerings to the specific needs of business
leaders in the Duwamish Valley. Staff will conduct targeted outreach to share information
and offer support services to help small businesses access Port contracting and vendor
opportunities. Staff will benchmark the number of workshops and drop-in support sessions,
attendees, and small businesses served with the goal of increasing the number of active
contracts and vendors from the Duwamish Valley doing business with the Port.
Tactic 3.3.2: Expand small business resources offered at the Hub through partnerships.
Through the partnerships developed with the City of Seattle's and King County's economic
development offices, staff will increase the total number and variety of small business
support services and resources offered at the Hub.

Objective 3.4: Increase Applications from and Awards to Organizations in the Duwamish Valley for South
King Port Community Funding Opportunities
The South King and Port Communities Fund directs resources to historically underserved, diverse communities
identified by the Port's Equity Index, now including the Duwamish Valley. This objective is advanced through the
Economic Opportunities for Communities Program, supporting community-driven pathways to living-wage
careers in aviation, construction trades, green jobs, and maritime sectors.
Goal 3 - Economic Prosperity in Place

48 | P a g e

Tactic 3.4.1: Increase representation of Duwamish Valley organizations in South King Port
Community Economic Opportunities Fund. To build upon the benchmark set in 2026, DVCEP staff
will work with SKPCF staff to increase the number of information sessions and targeted outreach
to organizations in the Duwamish Valley to build awareness of the Economic Opportunities Fund
and increase applications and awardees from the Duwamish Valley in the second expansion year.

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49 | P a g e

NEXT STEPS

Goal 3 - Economic Prosperity in Place

50 | P a g e

Next Steps
This plan is intended to be a living document that will be updated annually. Progress against the
objectives and KPIs un each phase will be reported on each year. Phases 2 and 3 will be updated based
on the progress, challenges, and changes of the previous year and will be responsive to evolving
community needs, priorities, and feedback.
Step 1: Develop Performance Tracking & Tactical Implementation Tools
To support consistent progress monitoring, the DVCEP team will develop a unified dashboard and
tracking system that brings together key performance indicators (KPIs) and tactical implementation
details. These systems will help teams assign responsibilities, set timelines and track progress across all
tactics. By integrating KPIs and tactical tables into a single tool, teams can more easily monitor
performance, adjust strategies and ensure alignment with DVCEP goals. This approach also strengthens
transparency, supports ongoing communication with community members and stakeholders, and
reinforces the DVCEP's commitment to equitable engagement throughout implementation.
Step 3: Conduct and Publish Annual Reviews
The DVCEP team will conduct an annual review to assess progress toward goals, adjust timelines, and
document key accomplishments and challenges. As part of this process, the team will provide an
annual report to the Port Commission summarizing implementation efforts from the prior year and
share an annual update with the community using equitable engagement best practices. These reviews
ensure transparency, accountability, and continued alignment with community priorities.
Step 4: Conduct Annual Strategic Plan Review
A strategic plan should be viewed as a living document. As objectives are accomplished, goals are
achieved, and the Port's objectives change, staff will review and adjust the overall strategic plan and
update subsequent phases of the plan accordingly.

This document was prepared by the Port of Seattle Strategic Planning team, Mary Van Biber and Dominic Javar,
in 2026.

Next Steps

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