18 BRAND STORY PRODUCED BY THE OREGON BUSINESS MARKETING DEPARTMENT BY NATALIA HURT Cascade Locks is hard to put in a box— historically industrial, breathtakingly beautiful and, until recently, a bit stuck. After multiple unsuccessful attempts at bringing large employers to the small Columbia Gorge town, the local economic development team realized it was time for a paradigm shift. With elections bringing new energy and ideas to the City Council and the Port Commission, the community reassessed its priorities, from industry to recreation to small business diversification. Now, the Port is working toward a renewed vision of Cascade Locks as both a launchpad for outdoor adventure and an exceptional place to call home. In many ways, the Port Commission’s new five-year strategy leans into what visitors and residents already treasure about Cascade Locks, OR: a tightknit community, lively event calendar, growing number of breweries and eateries, and prime location with abundant water and trail access. “Livability is now our goal, and a holistic approach based on community partnerships is our method,” says Brad Lorang, port commission president. “We are trying to foster synergies to encourage private investment and leverage our public assets for the benefit of all who live here.” This economic redirection lets the team adopt an entrepreneurial approach to port management, leveraging its new economic development grant program, business incubation facility, strategic property management and allocation, and public-private partnerships. Enthusiastic support from regional, state and federal agencies has ensured significant funding and technical expertise. Partnering with entrepreneurs and businesses to diversify and revitalize the historic downtown “We’re now focused on diversification and working with small businesses, instead of putting all of our eggs in one basket by going after a giant project,” explains Jeremiah Blue, executive director, Port of Cascade Locks. For example, the Port is no longer pursuing a new single tenant to occupy Flex 6, its vacant 43,000-square-foot industrial building, which would result in few jobs but increased truck traffic. Instead, it actively works with current industrial park tenants to understand and meet their operational and expansion needs. Simultaneously, it seeks to partner with service providers and innovators of all sectors, including food and beverage, retail, art, fabrication, medical services and beyond. “It’s exciting that we’re really open to all ideas, and we’re currently talking to as many people as possible, including some wellknown breweries, and gathering everybody’s vision for Cascade Locks,” Blue continues. Beyond attracting new endeavors, the Port also supports established businesses that are beloved by residents and crucial to the town’s fabric. It engages in public-private partnerships to assist companies on a caseby-case basis, all part of a larger mission to revitalize the downtown. “We recently were able to assist in securing a grant from the National Trust for Historic Preservation and American Express for the Cascade Locks Ale House, one of our oldest businesses run by a great community member,” Blue says. “ We helped secure a $50,000 grant, thanks to the efforts of our administrative team and grant specialist, for streetside façade improvements. These businesses are led by hardworking individuals, and we’re committed to supporting their swift and meaningful progress.” The Port’s five-year strategy unlocks new business opportunities that diversify its economy and strengthen its community. UNLOCKING POTENTIAL: A New Plan for Cascade Locks Jeremiah Blue, executive director, Port of Cascade Locks
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