This article highlights the transformation of Centralia, Washington, from farmland to a coal mine and power plant in the 1960s, as remembered by Edna Fund, a former Lewis County commissioner and Centralia city councilor. The land, once used for farming, became a massive open pit mine with a 1,340-megawatt power plant, becoming the highest-paying employer in Lewis County.
However, as concerns about climate change and pollution grew, environmental groups and lawmakers began pushing for the closure of the plant. Fund, who was on the Centralia city council at the time, witnessed the tension between labor unions, environmentalists, and the coal company.
After years of legal battles, demonstrations, and negotiations, then-Gov. Christine Gregoire convened a task force consisting of representatives from various groups to find a solution. Surprisingly, the task force reached an agreement within a few days – the plant would be shut down by 2025.
The story of Centralia serves as a reminder of the impact of industrialization on the environment and the importance of finding solutions that balance economic interests with environmental concerns. Through collaboration and dialogue, stakeholders were able to come together and make a decision that would benefit the community and the planet in the long run. To make the transition smoother, TransAlta, the company in question, decided to establish a $55 million community transition fund. This fund aimed to support the town of Centralia, which is comparable in size to Johnstown, Pennsylvania, in moving away from coal and towards a more sustainable future. While the fund did not bring about immediate change, it did signify Centralia’s willingness to embrace new opportunities and ideas.
“This isn’t an easy transition, but it’s a much better one than we could have hoped for,” remarked a spokesperson for the fund.
One individual deeply impacted by this transition is Bob Guenther, a long-time employee of the Centralia coal plant. Guenther, who joined the plant in 1971 and worked there for 34 years, played a crucial role in implementing environmental measures to reduce pollution levels at the facility. Collaborating with various stakeholders, including environmental groups and government agencies, they successfully implemented a scrubber system to significantly decrease sulfur dioxide emissions.
Following TransAlta’s acquisition of the plant in 2000, significant investments were made to upgrade the facility, totaling an estimated $200 million. However, mounting concerns over climate change and the plant’s status as the state’s largest polluter led to increased pressure to close it down. Environmental advocates pointed to the plant’s contribution to haze in Mount Rainier National Park, located approximately 50 miles away.
According to data from TransAlta, the coal plant released an average of 9,850,000 metric tons of carbon dioxide annually from 2001 to 2009. The establishment of the community transition fund marked a pivotal moment in Centralia’s journey towards a cleaner, more sustainable future, showcasing the town as a model for successful coal transitions. The emissions from the plant were equivalent to the emissions produced by 2.3 million gas-powered cars driven for one year. In 2011, the plant generated approximately 10% of the state’s power.
Environmentalists advocated for the closure of the plant by 2015, with concerns about its environmental impact. Despite his retirement, Guenther, representing the International Brotherhood of Electrical Workers, worked to ensure a smooth transition for the roughly 300 workers at the plant. He emphasized the importance of showcasing the plant’s size to stakeholders to facilitate productive discussions about the shutdown.
Guenther’s goal was to support workers and the community in preparing for the future beyond the plant’s closure. While not directly involved in negotiations, his efforts were recognized and credited by individuals like Richard DeBolt, a former political rival, for contributing to the final agreement.
DeBolt, reflecting on the process, highlighted the importance of local champions advocating for their communities and emphasized the need to prioritize the well-being of the people affected by such transitions. The closure of the coal mine in 2006 had already taught valuable lessons about supporting affected employees and communities during economic transitions.
The negotiations involved multiple stakeholders, including Nancy Hirsh, who represented various groups in the discussions. While some environmental constituents initially expressed concerns about the extended timeline for closure, having a set date provided clarity and certainty for all parties involved. Additionally, environmental groups secured commitments for improved pollution controls and investments in clean energy as part of the agreement.
The company’s decision to agree to the closure plan was influenced by the opportunity to continue operations until 2025 and maintain tax credits for pollution reduction efforts. This included initiatives like using cleaner-burning coal from Wyoming to reduce emissions. TransAlta has agreed to contribute to a $55 million transition fund as part of their closure plan. The fund aims to support the community during the shutdown of the coal plant in Centralia, Washington.
DeBolt, a spokesperson for the company, emphasized the importance of collaboration between companies and communities in the closure process. He noted that simply demanding money from companies is not as effective as working together towards a common goal.
Interestingly, there is no similar fund announced for Pennsylvania’s remaining coal generators, which employ hundreds of people. In Centralia, the transition fund has attracted interest from new companies, but there is still a need for a major employer to replace TransAlta.
Despite the closure of the coal plant, TransAlta is exploring different technologies and fuels to continue supplying power to the area. They are open to diversifying their energy sources for the future.
The city of Centralia is in transition, with plans to attract new industries and businesses to replace the lost jobs. Mayor Kelly Smith Johnston highlighted the need for a bigger vision for the city’s future, beyond just replacing what was lost.
Centralia is part of Washington’s federal hydrogen hub, with potential opportunities for hydrogen companies and a nuclear fusion startup to set up in the area. These developments are seen as positive for the community’s future.
However, concerns remain about the availability of electricity on the grid after the coal plant closes. The North American Electric Reliability Corporation has warned of potential shortfalls in electricity generation after 2026, especially during extreme weather conditions.
The Bonneville Power Administration is preparing for the impacts of the plant closure on the grid. Spokesperson Doug Johnson mentioned that congestion on the grid could be a challenge, potentially affecting the distribution of electricity to homes.
Overall, the transition fund and the shift towards new energy sources present both challenges and opportunities for Centralia and its residents as they navigate the closure of the coal plant and transition to a more sustainable future. Johnson mentioned that BPA has recently bolstered its resources to ensure a smooth flow of power. However, concerns linger among some individuals about whether new industries will be able to maintain the same quality of life as the coal plant.
Gene Potter, a machinist at the Centralia Coal Plant for over two decades, expressed his apprehensions about the potential impact of new industries on the local community. He highlighted the exceptional job opportunities and financial stability that the coal plant has provided for him and his family. Potter emphasized that the construction jobs that may come with new industries could be short-lived and not as financially rewarding.
As part of a transition fund, workers at the plant have the opportunity to receive $15,000 for retraining. While some have taken advantage of this opportunity, Potter, at 58 years old, is hesitant about returning to school. He is hopeful that the fund can be used to start or expand a business, but is awaiting clarification on this matter.
With employment at the plant gradually declining and one unit already shut down in 2020, the workforce has decreased to around 100 employees from the 300 employed a decade ago. The phased shutdown has helped mitigate the impact compared to past closures, such as TransAlta’s abrupt mine closure in 2006. Levi Althauser, the owner of the Juice Box Public House restaurant and music venue, reflected on the challenges his business faced in the aftermath of a major flood and the Great Recession. Despite these difficult times, Levi and his wife Sarah were determined to keep their dream alive.
In March 7, 2024, Levi and Sarah applied for a grant to help them replace the roof and heating system at their establishment in Centralia, Washington. Without this financial assistance, they feared they would have to abandon their vision for a new kind of community space. The couple’s perseverance and dedication to their business is truly commendable.
Looking back on the past events, Levi acknowledged that the upcoming final phase of the plant closure would not have as significant of an impact as the flood and recession did. He noted that job opportunities were slow to return, and many of the available jobs were low-paying, making it challenging for individuals to make ends meet.
Despite the hardships they faced, Levi and Sarah remained hopeful and resilient. They continued to work hard to provide a welcoming space for their community to gather, enjoy music, and dine together. Their story is a testament to the power of determination and perseverance in the face of adversity. The Census Bureau has estimated that over 20% of the population in the city is living in poverty, a stark contrast to the 10% statewide average. Despite this troubling statistic, there is a sense of hope and resilience among small businesses in the area.
Sarah Althauser, a city council member and wife of Levi, is optimistic about the momentum building within the community. She believes that increased attention to the city’s challenges can create a ripple effect of positive change.
The closure of TransAlta, a significant source of taxes for Centralia’s school district and donations to local organizations, has had a profound impact on the city. Long-time residents recall a time when the plant supported a thriving middle class, but now see that eroding. This decline in the middle class has repercussions on other businesses in the area, affecting the overall economic landscape.
Dawn Merchant, the owner of Dawn’s Delectables, a cafe known for its scratch-made food, has felt the effects of TransAlta’s closure firsthand. The decline in catering opportunities from the plant has impacted her business, highlighting the interconnectedness of businesses in the community.
Centralia’s population is on the rise, with nearly 19,000 residents calling the city home compared to 15,000 in 2000. Some individuals have left in search of better job opportunities, while new residents are moving in from larger cities, taking advantage of remote work options. As the city continues to evolve and adapt, there is a sense of resilience and determination among its residents and businesses to overcome challenges and thrive in the face of adversity.