20. Clean and Resilient Economy Contributors

Draft Oregon Economic Development Strategy Clean and Resilient Economy input February, 2026 1

OREGON ECONOMIC DEVELOPMENT STRATEGY Draft Clean and Resilient Economy input PREFACE Thank you for the opportunity to provide input on the Oregon Development Strategy. We’re providing input with a Clean & Resilient lens. This document presents an initial growth strategy architecture for organizing and accelerating Oregon’s Clean and Resilient Economy. This is not a final strategy or formal consensus document — it is a structured starting point. Gaps exist, reflecting timing and sequencing, not intentional omission. The framing reflects publicly available data and input from across stakeholder entities (see appendix for example source information). We are grateful to the many partners who contributed insight, perspective and their personal time to help shape this input. We are acutely aware that that this draft will benefit greatly through more organized activation, expanded participation, and shared authorship across the ecosystem. This document is designed to clarify opportunity, provide a shared organizing model, and accelerate coordinated action. It is intended for a wide audience of leaders and partners (from economic development, to industry leaders, workforce, academia, capital, public leadership, and communities/community organizations). AI was applied to this document content to critique and guide areas needing more clarity. Thank you again for the opportunity to help Oregon lead in the next economic cycle. Kind Regards, Clean and Resilient Economy, contributing citizens 2

OREGON ECONOMIC DEVELOPMENT STRATEGY Draft Clean and Resilient Economy input- context OREGON’S COMPETITIVENESS INFLECTION POINT Oregon has long been a state that builds what’s next. From semiconductors and advanced manufacturing to food systems & agriculture, forestry, outdoor products, technology, and energy infrastructure, Oregon competes in high-value traded sectors that shape our GDP and national position. We possess distinctive structural advantages: • Advanced manufacturing and semiconductor expertise • Abundant and reliable power resources • Strong research institutions and applied innovation capacity • Entrepreneurial culture and engineering talent • Strategic West Coast access and global trade corridors • Rural and industrial regions positioned for production growth These assets align directly with the Oregon Prosperity Roadmap’s focus on expanding traded-sector industries, strengthening innovation capacity, modernizing infrastructure, and driving regional competitiveness. Today, global markets are undergoing structural realignment. Energy systems are modernizing. Supply chains are reshoring. Industrial production is digitizing. Data infrastructure and advanced materials are expanding. Manufacturing investment is concentrating in regions that demonstrate coordinated industrial strategy. All while considering efficiency and risk. This is not a cyclical shift. It is a generational reconfiguration of production, infrastructure, capital allocation and talent. States that organize visible, investable sector platforms — aligning industry, capital, workforce, infrastructure, and research — are capturing disproportionate private investment, anchoring supply chains, and expanding durable job growth. Those that remain fragmented are exporting innovation and losing industrial scale. Oregon has the assets to lead in this next economic cycle. What we lack is coordinated economic architecture. Our strengths remain distributed across agencies, regions, and initiatives without a unifying platform that concentrates effort, aligns capital, and signals market intent. Capital formation is diffuse. Commercialization pathways are uneven. Workforce systems are not consistently synchronized with emerging industrial demand. At this moment of national industrial acceleration, fragmentation is a competitive liability. The next three to five years will determine whether Oregon converts structural advantage into sustained industrial leadership – or watches investment, talent, and production concentrate elsewhere. 3

OREGON ECONOMIC DEVELOPMENT STRATEGY Clean and Resilient Economy Draft Executive Summary Oregon should formally designate Clean & Resilient Economy as a priority high-potential traded-sector platform and deploy coordinated leadership to accelerate growth and scale. This is not a new program. It is an organizing move. Clean & Resilient Economy represents a convergence of high-value traded sectors central to Oregon’s competitive future: clean tech & advance manufacturing, clean energy, transportation & mobility, food systems & agriculture, built environment, outdoor gear & apparel, forestry & wood products, clean industrial manufacturing, and natural resource innovation,. These industries are already present in Oregon. What is missing is structured concentration and coordinated scale for leadership in the Clean & Resilient economy. Formal designation under Business Oregon – aligned with the Prosperity Plan and integrated into the Economic Development Strategy, creates a visible platform for: • Concentrating industry clusters • Aligning capital formation and commercialization pathways • Synchronizing workforce systems with production demand • Coordinating infrastructure and resilience deployment • Signaling market confidence to private investors and industry partners Regions that win the next decade will be those that move from diffuse assets to integrated economic systems. Oregon has the structural ingredients. We must now provide the architecture. The strategy outlined in this document: • Identifies priority traded-sector clusters for focused concentration • Proposes an integrated economic architecture connecting industry, capital & research, workforce, infrastructure & resilience and business development • Recommends an operating model for cross-sector coordination and stewardship • Defines near-term activation steps to validate alignment and accelerate scale The competitive window is finite. Decisions made in the next three to five years will shape Oregon’s industrial and supply chain footprint and traded-sector growth trajectory for decades. Formal Clean & Resilient designation and disciplined coordination now position Oregon not simply to participate in the next economic cycle – but to lead within it. 4

CLEAN and RESILIENT ECONOMY Draft Organizing Architecture From Fragmented Strengths to Coordinated Scale Oregon can Lead - If We Organize Concentrate on high-opportunity sectors where Oregon has structural advantage, representing engines of traded- sector growth, export potential and durable job creation. • Clean Tech/Adv Mfg • Food Systems & Ag Connected clusters: CLEAN • Clean Energy • Forestry & Wood Products • Resilient Cities INDUSTRIES • Transportation & Mobility • Clean Manufacturing • Circularity • Built Environment • Water & Wastewater • Outdoor Gear & Apparel • Life Sciences, Health & Pharma • Legal & Prof Services To retain and scale high-potential companies, Oregon must establish: • A strong Clean Industry Command Center providing technical assistance, commercialization acceleration, and market access support. • Structured, multi-stage access to growth capital- from proof through scale INNOVATION • Shared applied infrastructure and industry-aligned Labs organized around priority clusters & CAPITAL • Boundary-spanning partnerships that integrate research, prototyping, advanced manufacturing and scale-up capacity. Without coordinated innovation and capital architecture, companies, talent and production will scale elsewhere. Workforce systems must evolve alongside industry demand. Oregon must:. • Strengthen ‘applied’ talent strategies aligned to priority clusters WORKFORCE • Expand access to clean career pathways across generations & TALENT • Increase industry-integrated training models • Build ‘Awareness’ and engagement to broaden participation SYSTEMS A resilient clean economy requires workforce systems designed for adaption, not static credentialing. Leadership requires disciplined economic positioning. Oregon must: • Align clean branding and business attraction strategies CLEAN • Coordinate regional economic development efforts BUSINESS • Balance regulatory leadership with competitive investment climate DEVELOPMENT • Improve retention, recruitment and scale-up support Brand without infrastructure fails. Infrastructure without brand remains invisible. Clean leadership must embed adaptation and resilience across: • Natural systems RESILIENCE AS • Built environment & infrastructure ECONOMIC • Public Health STRATEGY • Cultural & Community Systems • Climate Adaptation Resilience is not an add on- it is a competitiveness multiplier. 5

CLEAN AND RESILIENT ECONOMY Draft Industry Activation Lens Examples of leading and merging Clean & Resilient Organizations Cluster & Sub-clusters Clean Tech/ • Semiconductors • Computers & Electronics Adv Mfg • AI & Data • Unmanned Vehicle Tech • Robotics • Networks & Cyber • Software Solutions • Web & Cloud Clean • Generation(Solar, Wind, Geothermal, Retrofits) Energy • Storage • Transmission • Distribution • Development, Permitting & Siting • Grid Dev & Management Transportation • Urban Planning & Design • Air & Space & Mobility • Ground & Rail • Marine • Planning & Logistics Built • Green Construction • Building Energy & Efficiency Environment • Clean Heating & Cooling • Strategic Growth, Land Use, Zoning and Housing Dev. Food Systems • Ag Tech & Automation • Agribusiness & Ag • Food Science & Processing, Mfg, Dist. • Soil Health Management • Water Systems • Animal Systems • Wood-engineered Products Forestry & • Forest Carbon Management (CCS, DAC, Carbon Wood Markets) Products • Climate Adaptive forest management • Fire Management • Innovation & Design Outdoor • Sustainable Materials Gear & • Development & Manufacturing Apparel • Circularity • Engineering & Advanced Engineering Clean • Industrial Machinery • Production & Automation Manufacturing • Safety & Quality Assurance (EH&S) • Water & Wastewater Mgmt Other: • Life Sciences, Healthcare & Pharma • Legal & Professional Services 6

CLEAN AND RESILIENT ECONOMY Draft Organized Activation Oregon can lead, if we organize and prioritize. Oregon must align, coordinate and concentrate efforts in priority traded-sectors — areas of strength, connected cluster strength, and untapped areas of expertise and capabilities. Aligning & Coordinating Industries Concentrate and coordinate our priority traded sector clusters for greatest activation, with: • Growth strategies • Capital formation and commercialization pathways • Workforce systems and production demand • Infrastructure and resilience deployment • Signaling market confidence Activating — bolder and wider With Oregon’s strength in the Clean & Resilient Economy, we have the opportunity to firmly lead with 1) focused execution, 2) ramping connected themes, and 3) growing underutilized strengths: Clear focus and execution Ramp connected cluster themes: Grow Underutilized Opportunities: where we’re strong: • Circularity- Opportunity to connect x- • Legal & Professional Services- We have one of the strongest Clean legal and • Clean Energy cluster AND drive waste into professional service expertise, nationally. • Clean Tech/Adv Mfg economic value. • Water Systems- with the increased • Transportation & Mobility • Resilient Cities (previously Green attention around water, Oregon is quickly • Built Environment (start, Cities)- We are a leader in sub- becoming a leader in water systems (Ag, energy efficiency & retrofits) clusters and have the opportunity to Data Centers, Resilience). • Food & Ag market newer Resilient City • Forest-based Carbon Solutions and • Outdoor Gear & Apparel orientation. sustainable forestry Geography Perspective: Ensuring geographic balance, workforce inclusion, rural participation and equitable access to opportunity. Collaborating with Cluster, capital and infrastructure strategies and activation: Intentionally organizing and supporting: • Economic, Innovation and boundaries for the longer-term • Cluster focus priorities • Innovation Labs • Resilience efforts 7

CLEAN AND RESILIENT ECONOMY Draft Clean Innovation & Capital Architecture Turning Early-Stage Strength into Long-term Economic Growth Oregon’s strength in early-stage innovation has not yet translated into durable scale infrastructure. While the state generates promising clean economy startups and technical talent, commercialization pathways remain fragmented and capital formation inconsistent across growth stages. Without coordinated systems for capital deployment, applied infrastructure, and commercialization alignment, high-potential firms will continue to mature elsewhere. To convert innovation into long-term economic capture, Oregon must institutionalize a Clean Innovation and Capital Architecture that prioritizes retention, scale, and cluster-aligned growth. Aligning technical assistance, regulatory navigation, industry partnerships and economic development- reducing friction and shortening time-to-scale • Business Development & Management COORDINATED • Economic Development COMMERCIALIZATION • Access to Resources, Network • Policy Guidance • Building Strategic partnerships • Building collaborative communities (community engagement) Prioritizing private investment, uses public funds catalytically, and aligns capital deployment with priority traded-sector clusters across growth stages of growth. Support early, mid and growth stage Oregon-based Clean Economy build-out by: STRUCTURED • Organizing Capital acquisition and deployment needs CAPITAL • Providing incentives for R&D and innovation • Establish capital strategic partners and network STRATEGY • Organize and coordinate funding committee (s) • Connect Innovators and Investors • Convene regular capital events • Manage on-going capital access processes Shared labs, prototyping environments, pilot manufacturing capacity and testbeds- organized around priority clusters and built through public-private coordination of existing assets before new construction. NETWORK OF • Support Clean innovation from start-up to scale-up APPLIED • For prototyping, new manufacturing, distribution and scale-up. INFRASTRUCTURE • Focus on infrastructure/Labs that advance Cluster/sub-clusters Clean leadership • Coordinate with the Support Center needs • Integrate with Skills and Talent strategies and capacity needs. • Consider the eco-boundaries (watersheds), in planning/siting infrastructure for longer term thinking (vs. just by Districts) 8

NOTE: Input provided into OREWC ‘26-’28 Strategy CLEAN AND RESILIENT ECONOMY focused on Clean Energy, with a template for other Workforce & Talent Systems industries (Jan ’26) Keep pace with skills and capacity needs, more ‘applied’ with partner ecosystem. Collaborate with stakeholders to map priority Clean Energy career pathway systems and EDUCATION & stackable credentials for entry and advancement in the industry (develop, validate, publish*) TRAINING [OCEWC 1.1]. Align & Support Support the development and coordination of post-secondary opportunities in the clean Pathways, energy sector: [OCEWC 1.1]. Education and Programs Develop and strengthen targeted initiatives to recruit younger workers to Oregon, positioning the state as a destination for early-career professionals [Prosperity] [OCEWC 1.3]. Build on the momentum of successful initiatives like Future Ready Oregon to scale proven strategies and drive inclusive workforce outcomes. [Prosperity]. Foster collaboration and structured partnerships among businesses, regions, education, RESPONSIVE & workforce organizations and Communities to ensure talent strategies and capacity are ACCESSIBLE responsive to industry needs [Prosperity]. [OCEWC 1.2] Expand access to training programs that help current workers adapt to evolving industry demands and advance their careers [Prosperity]. Strengthened and Applied- Skills currency, Up-level and strengthen the role of cluster-focused ‘labs’ for applied training, faster industry Access & Representation outcomes, and community-engagement, better keeping pace with rapidly changing and Community industry/skill needs.[New]. Engagement Cultivate a statewide Clean Energy community of practice (CoP), that promotes and supports collaboration, resilience and transparency.[OCEWC 3.1] Prioritize that all communities benefit equitably from Clean Energy workforce growth [.[OCEWC 3.2] . Support Clean Policies and programs that promote job quality, stability and long-term career GOVERNANCE pathways, especially in key sectors [Prosperity] Finalize and operationalize OCEWC’s long-term governance model [OCEWC 2.1] Organize & Sustain Coalition & Develop a sustainable funding and resource alignment strategy that supports partners and Communications members [OCEWC 2.2] Work together to build and align a unified advocacy platform to sustain Clean Energy workforce investments and high-quality careers [OCEWC 2.3]

Awareness- Consider how external/internal info is platformed/published. 9

NOTE: Integrated directly with Oregon’s CLEAN AND RESILIENT ECONOMY 2021 Climate Change Adaptation Framework. Resilience As Economic Strategy Draft Did not have opportunity to update with them. Resilience is not an add on — it is a competitive multiplier. Support robust functioning of Oregon's terrestrial, aquatic, coastal and marine ecosystems as climate changes. • Enhance Water security for both in-stream and consumptive uses NATURAL • Support functioning of terrestrial ecosystems • Support ocean health and blue carbon ecosystems SYSTEMS • Manage wildfire risk • Control invasive species Ensure building, utilities, and infrastructure are resilient to extreme weather and climate change. • Update engineering heuristics and design standards • Plan for future conditions • Support climate-resilient building and site management practices BUILT • Design and build resilient water projects ENVIRONMENT & • Design and build resilient energy projects INFRASTRUCTURE • Design and build resilient transportation projects • Support access to ports • Expand availability of broadband • Seek and implement co-benefit opportunities Reduce climate-related health risks and promote community resilience, especially among people and communities who are disproportionately affected. • Actively engage with priority communities in a coordinated and well-resourced way • Work with partner agencies on policies to improve and protect air quality and water security PUBLIC • Increase the diversity of the State’s workforce engaged in climate work HEALTH • Resource Oregon’s public health system • Analyze community impacts • Support community-driven and place-based climate adaptations • Consider opportunities to implement recommendation outlined in Climate Equity Blueprint. Research, plan for and adapt to the impacts of climate change on Oregon’s cultural landscapes. CULTURAL & • Recognize, collaborate and consult with Tribal governments • Broadly identify cultural resource are at risk COMMUNITY • Ensure that historic preservation programs considers climate change and equity SYSTEMS • Reduce exposure of vulnerable of historic, cultural and archeological resources while also protecting the environment. Ensure equitable, livable and engaged communities in response to the impacts of climate change. • Identify Impacted Communities CLIMATE • Build capacity of community based organizations and create more opportunities to participate ADAPTATION in decision making. • Use DEI best practices in state decision-making • Leverage the statewide land use planning program • Review Oregon Land use planning goals • Focus natural disaster mitigation activities on climate change and equity 10 Source references: Oregon’s 2021 Climate Change Adaptation Framework.

CLEAN AND RESILIENT ECONOMY Operating Model Considerations Draft Organizing for Success– Leadership will not emerge from aspiration alone, but through sustained executive alignment and a defined operating model. The Clean & Resilient Economy growth strategy needs more than alignment– it requires clear accountability to ensure durability, legitimacy and coordinated action. An illustrative operating model, below, considers a four-tier governance structure. Anchored by Business Oregon, as a steward, the model integrates executive authority, industry ownership, capital coordination and regional representation. Key Decision-Making Tier 1- Executive Steering Committee (State-level anchor) EXECUTIVE • Who: Business Oregon, Lead Steward; , Governor’s Office liaison, key SPONSORSHIP state agencies, leaders of priority industries/, and rotating regional representatives. Approves Cluster • Purpose: priorities, Capital • Establish State-wide targets and guardrails Tools, Statewide • Align economic policies – e.g. economic, energy, workforce, resilience Targets • Approve cluster priorities and capital tools • Align policy across agencies, • Align federal funding strategy • And oversee annual performance review. Tier 2- Industry-Led Cluster Councils INDUSTRY-LED • Who: Industry executive leaders aligned to priority traded sector clusters, Defines CLUSTERS growth-stage founders, industry associations, with embedded workforce implementation and capital representation. Prosperity-Council associated liaison. strategies w/I • Purpose: approved • Define and align on cluster Clean & Resilient growth strategies, guardrails • Identify capital and infrastructure gaps, • Align workforce demand signals, and • Report quarterly performance scorecards (e.g. Clean Energy) Tier 3- Innovation & Capital Advisory/SteerCo INNOVATION & • Who: Capital providers, commercialization leaders, applied infrastructure CAPITAL Coordinates operators, and economic development representatives. (*OEN++) capital and infra • Purpose: alignment to • Align capital deployment, support Cluster • Coordinate commercialization systems, • Optimize applied infrastructure, reduce duplication execution • Monitor leverage of public-to-private investment. Tier 4- Regional & Community Advisory Network REGIONS & Provides formal • Who: Regional economic development districts, tribal governments, rural COMMUNITIES advisory input development organizations, workforce boards and community-based and regional partners. consultation • Purpose: • Ensure geographic balance, workforce inclusion, rural participation and equitable access to opportunity. • Provide structured advisory input into cluster and capital strategies and • Submit an annual regional summary to Tier 1 for statewide review. 11

CLEAN AND RESILIENT ECONOMY Draft Executive Activation Pathway (90 day plan) Convert Oregon’s structural advantages into a coordinated, investable Clean & Resilient Economy platform built for scale. Outcomes ESTABLISH Structural Commitment & Focus 0-30 Days Formally designate Clean and Resilient Economy as a priority traded-sector platform under the Prosperity Clear ownership, Roadmap. disciplined focus, • Name Business Oregon as steward with Executive Sponsor. defined ambition. • Stand-up interim Executive SteeringCo. (lean, empowered). • Validate and narrow to 3–4 priority clusters. • Define 3–5 measurable 12-month outcomes. Concentrate Effort & Reduce Fragmentation ALIGN Convene targeted executive roundtables to confirm: • Capital stack gaps 30-60 Days • Infrastructure constraints • Workforce demand signals Shared priorities, capital clarity, Launch lean Industry Cluster Councils (executive-led) coordinated growth strategy . Stand-up Innovation & Capital Advisory to: • Map commercialization pathways • Coordinate capital / funding strategy • Inventory applied infrastructure assets Demonstrate Organization & Market Intent SIGNAL Governor/Prosperity Council + Business Oregon announce: 60-90 Days • Formal designation • Priority clusters Credible signal to • Named leadership investors, regions, and • 12-month targets industry that Oregon is • Publish concise 12-month Operating Plan. organized(ing) for scale. Identify 2–3 early proof points: • Coordinated public-private capital pursuit • Workforce pilot • Infrastructure alignment action 12

OREGON PROSPERITY ROADMAP Draft Clean And Resilient Economy Appendix- Example list of sources Oregon Food & Beverage Council Strategy (Feb, 2025) Oregon Clean Technology Task Force Report (Sept, 2024) House Bill 4112 Oregon Semiconductor Competitiveness Task Force (Aug 2022) Oregon Economic and fiscal impact of semiconductor industry expansion in Oregon Oregon Business for Climate Oregon Clean Energy Workforce Coalition, Strategic POV HECC Strategic Plan (2024-2029) Future Ready Oregon- Tech and Mfg Profiles Prosper Portland, Green Cities Action Plan Greater Portland Development Comprehensive Economic Development Strategy PCEF Climate Investment Fund Business Oregon Annual Report (June, 2024) Oregon Prosperity Roadmap Oregon State Agency Climate Change Adaptation Framework (‘2021) Oregon State Agency, Natural and Working Lands 2023 Report HB 2990 A: Community Resilience Hubs Technology Association of Oregon- input (TAO) Oregon Innovation Foundation- input (OIF) The Wave Foundation Portland Public Schools, input (PPS) Blueprint Oregon Lemelson Foundation – Co-creating a just, climate innovation ecosystem for Oregon (initial POV) Best Practices from several clean economy states/regions- CO, WA, DE, MA/MIT, UK) Green Workforce Career Clusters (National Career Cluster Framework) Industry Taxonomy- ISIC international industry code Framework ARUP City Resilience Framework (2024) ICOR Community Resilience Framework (CRF) IRPF Infrastructure Resilience Planning 13

Parent: Appendix E: Submissions & Feedback · PDF: pp. 228-240