Photo: Idaho Tourism

PPartnerships,artnerships, StrategiesStrategies aandnd IInvestments:nvestments: MMovingoving IIdahodaho FForwardorward iinn tthehe GGloballobal EEconomyconomy

EECONOMICCONOMIC DEVELOPMENTDEVELOPMENT DDISTRICTSISTRICTS OOFF IIDAHODAHO JJanuaryanuary 22008008 Key Contact Information Economic Development Districts of Idaho

I. Panhandle Area Council (PAC) Jim Deff enbaugh, Executive Director 11100 Airport Drive • Hayden, ID 83835 (208) 772-0584 x 3005 (208) 772-6196 fax [email protected]

II. Clearwater Economic Development Association (CEDA) Christine Frei, Executive Director 1626 6th Ave N. • Lewiston, ID 83501 (208) 746-0015 (208) 746-0576 fax [email protected]

III. Sage Community Resources Kathleen A. Simko, President 125 E. 50th Street • Garden City, ID 83714 (208) 322-7033 (208) 322-3569 fax [email protected]

IV. Region IV Development Association, Inc. (RIVDA) Joe Herring, Executive Director P.O. Box 5079 • Twin Falls, ID 83303 (208) 732-5727 ext. 3003 (208) 732-5454 fax [email protected]

V. Southeast Idaho Council of Governments (SICOG) Kathleen Lewis, Executive Director P.O. Box 6079 • Pocatello, ID 83205 (208) 233-4032 (208) 233-233-4841 fax [email protected]

VI. East Central Idaho Planning and Development Agency Ted Hendricks 299 E. 4th N. • Rexburg, ID 83440 (208) 356-4524 x 312 (208) 356-4544 fax [email protected] Map of Economic Development Districts of Idaho Courtesy of Sage Community Resources.

1 ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO Achieving Results Through Regional Partnerships, Public Investments & Comprehensive Strategies

he six Economic Development Districts to pursue holistic and long-range approaches to building of Idaho recognize that our local govern- a world-class economy and improved quality of life. ments, businesses, communities and workforce are competing in an increasingly complex Our Economic Development Districts are constantly economic environment. No longer are our local exploring new ideas, opportunities and approaches. We communities competing mainly against their neighbors, remain committed to securing the resources and knowl- statewideT or even nationally. Instead, we are all increas- edge needed for our local entrepreneurs, businesses, ingly operating in a sophisticated global marketplace. workforce and government leaders to succeed.

As members of the Economic Development Districts of Most importantly, all of our programs are focused on Idaho, Inc., our organizations serve as essential catalysts helping the people of Idaho, whether providing fresh, safe for building regional partnerships and local capacity. We and affordable drinking water, building the infrastructure assist in developing and implementing comprehensive, and facilities needed to support business and industry, strategic plans that are helping our state and individual offering start-up or expansion capital to entrepreneurs regions keep pace and prosper in today’s competitive and small business owners, or preparing our youth and economic climate. workers for the future.

Our organizations share the common tenet that our local As our communities become even more interdependent governments and communities can accomplish more by and interconnected, the Economic Development Districts working together than individually. This approach has of Idaho will continue to provide and support a wealth achieved impressive results for our organizations and of services that are making life better, safer and more communities, both statewide and regionally, during the productive for the citizens of Idaho. past four decades. This report showcases only a sample of the results, While we are proud of our past accomplishments, we programs and partnerships our organizations have forged recognize there is still a great deal of work ahead. To within our regions and across our state for the benefit of better position our regions for the future, we will continue our local governments, citizens and businesses.

The Economic Development Districts of Idaho work to strengthen local governments, economies and communities through regional cooperation, comprehensive development strategies and leveraging of public and private resources ... resulting in a stronger statewide economy and improved quality of life for the citizens of Idaho.

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 2

s Governor C.L. “Butch” Otter s e “Idaho’s six economic development districts are some of the state’s r best kept secrets. They are essential catalysts in implementing com- g munity and economic development projects across the state. The men o and women involved with the economic development districts know r the local people, needs and opportunities. They are unsung heroes in nurturing regional partnerships. Most importantly, they are key P

players in moving projects from the drawing board to reality.” r

o United States Senator Mike Crapo f

“The six Economic Development Districts of Idaho are providing s invaluable leadership and organizational capacity that is helping us p achieve results across the state. They understand that our local gov- i ernments and communities must work regionally to assemble the h fundamental building blocks, such as broadband, water and sewer s systems, business capital and a skilled workforce, for our state to r successfully compete in today’s global economy.” e n

t Leonard Smith, Regional Director, Seattle Region r U.S. Economic Development Administration a

P Partnerships for Progress “The EDA Seattle regional offi ce places a high premium on our partnerships with the six Economic Development Districts in Idaho. Our staff relies extensively on the EDDs to help us stay informed of pressing local needs, emerging trends in specifi c regions and across the state, and potential investment opportunities for the agency. Most importantly, the EDDs share our focus on performance-driven results, crafting locally-driven strategies and projects, and fostering re- gional collaborations that improve the economic conditions of the state.” Facts about Our EDD Organizations:

• Our six EDDs serve all of Idaho’s 44 counties, • With only 92 full-time employees, our six 200 municipal governments and 1.4 million EDDs successfully managed and accounted residents. for more than $298 million worth of projects, programs and loans during the past two years. • Our EDD policy boards include elected and appointed officials from each county, as well • Our six EDDs are part of a broader national as municipal government, special purpose network of 520 regional development organi- districts, universities and colleges, business zations, including 369 designated and funded and industry, and community and non-profit by EDA as multi-county regional economic organizations. development planning organizations.

3 ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO: Statewide Coverage, Regional Approaches and Local Results

s members of the Economic Development Districts of Idaho, Inc., our statewide network STATEWIDE RETURN ON INVESTMENT Aof six multi-county Economic Development Districts (EDDs) provides invaluable “behind-the-scenes” • Our six Economic Development Districts (EDDs) professional and technical assistance to local government, business and community leaders across the state. collectively generate an impressive Return on Investment of $44 leveraged for every Our primary aim is to improve the economic conditions $1 in local government dues for our annual and quality of life for Idaho’s residents. Collectively, programs and operations our organizations share the mission of crafting and implementing comprehensive • In the past 10 years, our EDDs have managed strategies, as part of the U.S. Economic Development Administration’s (EDA’s) and implemented more than 680 projects planning program, that support regional valued at more than $416 million in direct and local job creation and retention spending. Our EDDs have also helped countless initiatives. communities and partners apply for and receive Our millions of dollars in additional public, private We place a strong emphasis on the de- and philanthropic assistance velopment and maintenance of public primary infrastructure and community facilities • Since the inception of the Economic necessary to foster business, entrepre- aim is neurial and residential development. Development Administration (EDA), In addition, we facilitate and partici- to improve our EDDs have secured pate in countless intergovernmental over $107 million in and multi-sector partnerships, result- the economic EDA infrastructure and ing in improved coordination and le- economic adjustment veraging of limited public resources. conditions and quality assistance tied directly

As public non-profit entities, each of life for Idaho’s to local job creation and of our organizations is governed residents. retention efforts by a policy board of elected and appointed local officials, with ad- • Our EDDs have made ditional representation of business, available more than $212 million in gap education and community leaders. This model allows us fi nancing, start-up assistance and expan- to share and deliver common programs and initiatives, sion capital to businesses and entrepreneurs while also giving us the flexibility to pursue innovative and targeted solutions to meet our individual regions’ needs and priorities. • These 711 business loans have leveraged an additional $400 million in private Most importantly, local governments and citizens across investments, helping create 4,696 new the state benefit daily from the broad range of services of- jobs while retaining 4,228 jobs that were in fered or facilitated by each of our EDDs. These are often jeopardy of being lost without our programs public services that many people take for granted, yet

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 4 Communities they require years of effort, forging of intergovernmental partnerships and millions of dollars: clean, safe and reliable drinking water, along with much needed waste- water and sewer treatment facilities; industrial parks for business development, and citizens innovation and growth; access to affordable small business and entrepreneurial lending resources, training and technical assistance; and training facilities and initia- across Idaho tives to prepare our state’s workforce and youth for the new economy.

benefi t daily WORKING REGIONALLY WITH LOCAL ACCOUNTABILITY

from the Traditionally, our services have concentrated on regional planning, grant packaging and administration, and technical assistance related to community and economic broad range of development, infrastructure development, workforce development and census data management. Our organizations also have strong traditions in operating a diverse services and array of business development finance lending, training and technical assistance programs aimed at entrepreneurs and companies across the state, especially those programs individuals and firms struggling to secure traditional bank financing. offered by each We gather and disseminate pertinent information for our local governments, com- munities and partners. We keep local officials informed of federal and state funding opportunities, legislative and regulatory changes, and partnership opportunities. of our EDDs. We conduct and assist with training workshops, town hall meetings and public hear- ings. We respond to information inquiries, facilitate statewide and regional infor- mation exchanges, and maintain libraries of data, planning documents and funding applications.

FOSTERING REGIONAL PARTNERSHIPS AND SOLUTIONS

Most importantly, we are in the business of fostering partnerships among federal, state and local officials, as well as between public sector leaders and representatives of business, education, health care, philanthropic, non-profit and community sectors.

Today, individual EDDs are also taking a leadership role on a variety of important issues, such as providing services for the elderly, forging partnerships to deploy af- fordable and reliable broadband services, preparing our youth and workforce for a rapidly evolving global marketplace, and supporting and investing in our wealth of local entrepreneurs and innovators.

EDDs in specific regions are developing advanced Geographic Information System (GIS) tools and data that are empowering local officials to make more informed deci- sions, manage and plan public investments, and coordinate the improved delivery of public services. Others are working to help local governments, schools and industry develop, obtain and research renewable and alternative energy sources.

Whether working through our statewide association, the Economic Development Districts of Idaho, Inc., partnering with neighboring regions or working within our individual service areas, our EDDs are implementing a diverse portfolio of programs and initiatives aimed at advancing the economic and community interests of the state. We are proud that our work is improving and expanding each and every day. Photo: Idaho Tourism

5 ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO COMPREHENSIVE STRATEGIES DRIVE INVESTMENTS

All six of Idaho’s EDDs receive modest, yet invaluable, annual planning grants from the U.S. Economic Development Administration (EDA). This vital seed money is used by our EDDs to work with our statewide, regional and local partners to prepare comprehensive strategies and initiatives to advance our regional economies.

The EDA Comprehensive Economic Development Strategy (CEDS) process is about much more than simply crafting a plan. It provides the impetus and an independent forum for bringing leaders together from all sectors of the region. It helps identify pressing needs and long-range goals for each multi-county region. More important- ly, the EDA planning process serves as the foundation for obtaining implementation funding for vital projects. Our EDDs have helped our partners receive more than $107 million in EDA public works, economic adjustment and technical assistance money. Since any potential applicant must have a federally-approved CEDS in place before it can obtain EDA assistance, our local communities and partners can typi- cally meet this important eligibility criterion through our regional EDD CEDS.

Most viable economic and community development projects require extensive cooperation among various public and private sector partners, as well as the leverag- ing of funds. We have helped numerous local governments and our other partners across the state secure EDA funds for highly successful initiatives, such as:

• South Lincoln Industrial Park in the Jerome region, where several EDA grants leveraged over $220 million in private investments and helped create 2,200 jobs • East Idaho Business and Health Center in Rexburg, which provides new space for the local technical college to offer nursing and health services courses and the EDD provides incubator space for dozens of new and expanding businesses • An industrial site in the City of Orofino, now fully occupied with Architectural Signs and Engraving, Inc. as the anchor tenant, which has been vital to helping Photo: Chad Case / Idaho Stock Images the region rebound after the closure of a major plywood plant • Development of several state-of-the-art business and entrepreneurial develop- ment centers, including facilities in Arco, Mackay, St. Anthony and Salmon Our EDDs have INFRASTRUCTURE IS FUNDAMENTAL TO DEVELOPMENT helped secure

Clean, safe and accessible water is a constant concern for communities statewide, more than $107 and our EDDs are working diligently across the state on various water, sewer and water treatment projects. Our role is often behind the scenes, such as educating local million in EDA officials about new and often complex federal and state regulations, writing and ad- ministering grant and loan packages, and spending hundreds of hours coordinating investments to and bundling project implementation resources from various funding partners.

Our assistance is invaluable given the length of time—often five to 30 years—and support local job expertise required to tackle and complete infrastructure projects, whether due to the local topography, cost, technology, politics or a combination of any of these issues. creation and Our EDDs have spent decades building the institutional knowledge and long-term relationships needed to oversee these vital public infrastructure projects, ultimately retention efforts. improving the economic potential and quality of life within our state. PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 6 REUSE IDAHO BROWNFIELDS COALITION: Before STATEWIDE BUSINESS LENDING PROGRAM

The reuse of abandoned or lightly contaminated industrial properties, such as gas stations, dry cleaners, mill sites and manufacturing factories, is a major goal of our EDDs statewide. The benefits are far ranging and include restoring community pride, removing blighted sites, adding local jobs and tax revenue, addressing safety and health issues, and saving precious green space.

In May 2005, our state association received funding from the U.S. Environmen- tal Protection Agency (EPA) to establish a $3 million statewide brownfields After revolving loan fund to help local businesses and organizations clean up and reuse contaminated properties for economic benefit. Working in partnership with the Idaho Department of Environmental Quality (IDEQ), we are now bet- ter positioned to improve our state’s environmental stewardship while pursu- ing renewed economic opportunities. (Visit Idahobrownfields.org for more details.)

FINANCING BUSINESSES AND ENTREPRENEURS TO SPUR JOB CREATION AND INNOVATION

Even established companies may stall out in their growth without access to affordable investment and operating capital, as well as professional business planning, marketing and technical assistance. Fortunately, each of our EDDs offers a diverse set of business development finance programs that provide loans and technical assistance to support the growth of small businesses, firms and entrepreneurs struggling or unable to obtain conventional bank financing by themselves.

EDD PARTNERSHIP MODEL:: Benefi ts of a Regional Approach Photo: Idaho Tourism

• Foster cooperation among local government, business and community leaders, as well as forge improved coordination among federal, state and local governments

• Build institutional capacity and economies of scale needed to secure, package and leverage public, private and non-profit investments to build the infrastructure, facilities, strategies and workforce necessary to spur local job and wealth creation, result- ing in an enhanced quality of life across our regions and state

• Serve as advocates and resources for our local governments and communities at the state and federal levels

7 ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO Photo: Troy Maben / Idaho Stock Images Above and Right Photos: Steve Bly / Idaho Stock Images

Our EDDs operate traditional federal loan fund pro- (AAA) under the U.S. Health and Human Service’s grams such as EDA Revolving Loan Funds (RLFs), program and forming community housing devel- USDA Intermediary Relending Programs (IRPs) opment organizations (CHDOs). In several other and Small Business Administration’s 504 Certified cases, it involves supporting coalitions focused Development Companies. Several of our EDDs also on helping the homeless and hungry, as well as have microlending programs, including initiatives establishing partnerships that provide health care aimed at Native American and Hispanic popula- services to rural senior citizens. By working tions, as well as loan funds for municipal programs, regionally and in a cooperative spirit, we are community infrastructure and entrepreneurs. addressing these complex and long-term social and human service needs in a more efficient, cost- During the past 10 years, our EDDs have made more effective and results-oriented manner. than 711 business loans worth more than $212 mil- lion. These investments have leveraged more than ACCOUNTABILITY, TECHNICAL $400 million in new private and public sector financ- SKILLS AND FOCUS EARN RESULTS ing for emerging and existing businesses, helping retain 4,228 jobs while creating 4,696 new jobs across Many local governments across the state lack the the state. Today, our EDDs have a combined loan capacity—staff, technical and financial—to suc- fund portfolio of $96 million. cessfully navigate the reams of regulations and guidelines of federal and state programs. Our Several of our EDDs also operate or support regional EDDs make efficient use of our staffing and techni- business development centers that provide entrepre- cal resources to provide invaluable assistance, such neurs and emerging business leaders with profes- as drafting grant proposals, acting as liaisons with sional training, affordable office space and access to funding and oversight agencies, and frequently, mentors, technical assistance and business capital. administering the project dollars and complying These types of initiatives, which are often in part- with agency rules after funds are awarded. nership with universities and colleges, serve as the foundation for our state’s economic future. In the past 10 years, our EDDs have administered more than 680 grants and projects, including pass- CARE GIVING AND SERVICES FOR through funds, worth more than $416 million in ELDERLY AND DISADVANTAGED direct spending. In just the past two years, we have managed 164 grants and projects with more than Several of our EDDs have implemented programs $83 million in federal investments and more than and services for the elderly, low-income and other $298 million in total funds. All of these projects disadvantaged populations of the state. These initia- are aimed at addressing the fundamental building tives include administering Area Agencies on Aging blocks for competitive and livable communities.

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 8 Panhandle Area Council

HIGHLIGHTS he North Idaho Com- facilities, like the North Idaho Com- munity College plays an munity College educational building • Operates portfolio of business instrumental role in providing in Bonners Ferry. loan funds, as well as provides train- Tstudents of all ages with the skills ing and technical assistance, through and training needed to keep pace in The initiative originated nearly a small business micro-loan program, today’s global economy, ultimately decade ago when one of the local SBA 504 Certified Development fire districts lacked the capital for a Company (CDC), EDA Revolving strengthening the regional competi- Loan Fund (RLF) and USDA Inter- tiveness of this growing area. new firehouse. The Panhandle Area mediary Relending Program (IRP) Council decided to obtain a bank The efforts of the community col- loan, buy the building and lease it to • Administers an innovative munic- lege, along with many of the region’s the fire district. “This was a means ipal leasing program that provides other governmental and educational for the fire district to work within affordable and accessible financing their current budget and provided for public entities and partners to entities, are made easier thanks to an build vital facilities, such as fire and innovative municipal leasing pro- the opportunity for them to afford police stations, libraries, schools, gram of the Panhandle Area Council property,” says Jim Deffenbaugh, parks, county courthouses and rural (PAC), a five-county EDD based in PAC Executive Director. college distance learning centers Hayden. Deffenbaugh commented that this • Works with private utilities and program has been helpful in creat- local governments to maintain an As part of the program, PAC pro- advanced Geographic Information vides the leadership in securing ing valuable long-term relationships System (GIS) that enhances planning lower cost financing to build much with local municipalities and oth- and decision-making processes needed facilities, such as fire sta- ers, ultimately helping the Council tions, courthouses, schools, city achieve its broader goal of promot- • Established partnership with a halls, police stations and county ad- ing economic development. city, human rights organization, urban redevelopment agency and a ministration buildings. The Council library district to help secure over currently owns 15 buildings. “You cannot have economic devel- $60 million in grants within a three- opment without local government year period, including resources for PAC leases the buildings on a yearly being able to meet their obligations a much needed community center renewal schedule until the debt ser- to a growing economy, and we have vice on the property is retired, then been able to provide the financing • Helped develop a strategic plan and leadership for our local govern- and secured money for a regional it offers the property to the munici- airport facility needed to retain pality for one dollar. This entrepre- ments to meet their obligations. In Idaho’s only regional airline, saving neurial system saves these public addition, it has allowed them to save more than 130 jobs and potentially and nonprofit entities money while money while also building equity,” generating 100 new positions providing them with state-of-the-art says Deffenbaugh.

Left and Center Photos: Idaho Tourism Clearwater Economic Development Association

egional collaboration is vital to advancing the economic development HIGHLIGHTS needs of the Clearwater Economic Development Association’s (CEDA) five-county region. Like most rural regions, nearly every • Operates more than $2 million Rsuccessful community and economic development project within the CEDA in business development loan region has entailed significant cooperation among public, private and non- programs, including gap financ- ing and micro loans for busi- profit entities, including the leveraging of precious strategy development, nesses and entrepreneurs capacity building and project implementation funding. • Manages $4.87 million in CEDA’s partnership with the North Idaho Manufacturers’ Association federal funds used to plan and (NIMA) epitomizes the benefits of our regional partnership philosophy. It implement over 180 projects also demonstrates the potential power of public and private sector entities related to the commemoration of the Lewis & Clark Bicentennial working together across jurisdictional and industry lines to ensure rural sec- tors, such as manufacturers, can compete in today’s global economy.

The strategic efforts of NIMA and CEDA are helping many local rural manufacturers strengthen their business relationships, identify areas for collaboration and work together on pressing initiatives, such as positioning and retraining the region’s workers for the future as well as expanding high-speed broadband services to the region’s business, government, education, utility and health sectors.

In addition to helping NIMA and other entities secure federal and state assistance, CEDA uses its long tradition of finance lending for business development. In most instances, CEDA partners with com- mercial lending institutions to provide financing for business start-up and expansion activities. • Coordinates the activities of the North Central Idaho Tele- After Anderson Aeromotive, a company specializing in rebuilding and communications Consortium, a repairing rotary airplane engines, relocated from California to Grangeville, broad-based group of local gov- ernments, colleges and universi- Idaho, the company was in the precarious position of either purchasing the ties, utilities, local development building it was leasing in Grangeville or moving to another site. Unable to councils, businesses and others find a suitable site to relocate the business and facing significant hurdles in working to increase access and obtaining bank financing to purchase its current building, the owner turned deployment of advanced broad- to CEDA and the local economic development corporation for assistance. band and telecommunications services within the region Ida-Lew Economic Development worked from the local end with the land • Hosts quarterly meetings of owner and city to facilitate the sale of the original building, while CEDA the Eastern Washington / North provided the financing that allowed Anderson Aeromotive to purchase the Central Idaho Collaborative of property. Since the purchase in 2003, Anderson Aeromotive has obtained Economic and Community two additional properties and grown from six to 26 employees. Development Professionals

• Secured and manage EDA This is just one of many examples of how CEDA pursues its mission of help- financial assistance for the North ing retain and create quality jobs throughout its region. It also showcases the Idaho Manufacturers’ Associa- power and potential of public and private sector leaders working together to tion (NIMA), as well as provide strengthen the economic competitiveness of a rural region. organizational support for NIMA

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 10 Sage Community Resources

HIGHLIGHTS magine converting wood timber industry is gradually disap- pellets into woody biomass so pearing, while also saving on fuel • Implementing initiative aimed at schools can save 75 percent on costs and improving local environ- transforming resource-dependent Iheating and cooling costs, local busi- mental conditions. to resource-related economies, in- nesses and communities can become cluding woody biomass utilization better stewards of the environment “We recognize the strong timber industry, agriculture-led tourism heritage and culture that has existed and arts as entrepreneurs and new economic opportunities can be generated within an area whose in the area,” says Pat Engel, Direc- • Maintains new Geographic survival has been heavily dependent tor of Business and Community Information System (GIS) mapping upon a declining timber industry. Development for Sage Community laboratory to provide visual tools This vision has been a major driv- Resources. “We want to create an that enhance local decision making ing force behind Sage Community industry that can build on timber and strengthen data analysis and products that go beyond logging.” management Resource’s Woody Biomass Utiliza- tion Partnership. • Provides support for the West- The program, funded in July 2007 ern Alliance for Economic Devel- Sage Community Resources, in after more than a year of planning, opment, a partnership of Sage, two collaboration with West Central is a collective partnership between counties, numerous small cities, Highlands Resource Conservation Sage Community Resources, the Canyon-Owyhee School Service four counties, Idaho Department of Agency and the Caldwell/Canyon and Development (RC&D) and Ad- Economic Development Council ams County, proposed the program Commerce, West Central Highlands to utilize existing and future timber RC&D, Boise and Payette National • Provides management for slash and small timber as part of Forests, USDA Rural Development the new statewide Reuse Idaho the economic diversification efforts and private industry. Brownfields Coalition (RIBC), in Adams, Boise, Gem, and Valley an innovative and collaborative While the program’s target area is partnership of all six EDDs and counties. Idaho Department of Environmen- currently limited to a four-county tal Quality to clean up and reuse Rather than abandon one of the re- region, there are plans for the blighted properties gion’s primary economic assets, the consortium’s biomass program initiative aims to add value locally coordinator to help broaden the • Administers the Southwest by producing a safe and reliable development and use of woody Idaho Area Agency on Aging biomass across the state. The Idaho (AAA), which assists elders in renewable energy resource from the leading independent, meaningful region’s plentiful timber supply. legislature has already established and dignified lives a statewide task force to look at This helps the region diversify its potential incentives to stimulate the economy and create new job op- formation and development of the portunities at a time when the local biomass industry throughout Idaho.

Photo: Joshua Roper / Idaho Stock Images Region IV Development Association HIGHLIGHTS • Helped secure EDA funding uilding partnerships to generate Development Organization (SIEDO) for facilities at College of South- regional economic develop- to promote the region as a first-class ern Idaho, including a small busi- ment results is what Region IV business destination. ness training center and nursing program classrooms, as well as Development Association (RIVDA) is B assistance for the Cassia Regional Since its creation in 2000, SIEDO has all about. Dating back to its founding in Tech Center in Burley 1973, nearly every successful initiative garnered broad private and public spearheaded by RIVDA has been cen- sector participation, including the • Played leadership role in ob- tered on “putting the walk into the talk” Jerome and Twin Falls chambers of taining EDA funding for indus- – overcoming traditional turf battles and commerce, several cities and counties, trial park development in Jerome geo-political boundaries by using collab- Idaho Power Company, RIVDA and and Gooding Counties, resulting oration to spur economic development. CSI. This innovative regional partner- in more than $220 million in private sector investment and ship has also earned many successes, creating nearly 2,200 new jobs One of RIVDA’s oldest partnerships has starting with its early triumph of been with the College of Southern Idaho locating a new Dell Computer service • Provides assistance to the (CSI). Dr. James Taylor, CSI’s first center with 650 employees in Twin Idaho Nevada CDFI for rural President, was instrumental in bringing Falls. Idaho and Nevada, an important two existing Councils of Governments source of capital for businesses together to form RIVDA as a designated Recognizing that significant business and entrepreneurs EDA Economic Development District development lending gaps persisted • Partners with the College of (EDD). Creating RIVDA as the one- within the state, RIVDA’s executive Southern Idaho on various work- director approached his counterpart at stop-shop for economic, community force initiatives, including a new and workforce development has proven the Southeast Idaho Council of Gov- $5 million, three-year project invaluable in helping the region access ernments about potential solutions. funded under the U.S. Depart- EDA’s economic development planning After determining that the formation ment of Labor’s WIRED program and infrastructure funding. CSI capital- of a Community Development Fi- ized on the EDD’s access to EDA public nancial Institution (CDFI) would be a • Assists the Southern Idaho works funds for the construction of valuable asset, the two groups secured Economic Development Organization (SIEDO) to expand numerous vocational training facilities. an EDA technical assistance grant to economic diversification and form and incubate what would be- These facilities have helped CSI mature recruitment efforts, while also into a major leader, asset and innovator come the Idaho-Nevada CDFI. supporting Southern Idaho for workforce training in the state. Tourism in building the region’s While RIVDA and representatives of tourism and recreation industry RIVDA’s long history of working in several other EDDs maintain strong partnership with local leaders and leadership roles, the CDFI is operated • Operates business loan pro- resources to create and sustain focused as a separate entity. Most important- grams, including SBA, EDA RLF and USDA IRP loan funds economic development efforts has ly, the CDFI has built an impressive spawned several additional innovative loan portfolio of nearly $25 million, far approaches to regional economic devel- exceeding its initial goal of $7 million. opment. One such collaboration was the creation of a single regional market- Over the years, RIVDA has skillfully ing organization that would champion adapted and combined the talents and business recruitment and diversifica- assets of its eight-county region to ad- tion efforts for the entire eight-county dress local needs. The achievements area – attempting to bridge decades of of RIVDA are also a direct result of the “me first attitude.” In cooperation its ability to work cooperatively with with CSI, the Twin Falls Chamber of leaders of business, education and Commerce and others, RIVDA helped civic groups, as well as federal, state create the Southern Idaho Economic and local government officials.

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 12 Southeast Idaho Council of Governments

ess Pumice Products, Inc, a local pumice processing plant located in Oneida County and one of the largest employers in the region served by the Southeast Idaho Council of Governments (SICOG), was facing major challenges in meeting several U.S. HEnvironmental Protection Agency (EPA) environmental and air quality emissions standards. The company, which ships its products worldwide, was left with only two viable options: make costly facility upgrades or relocate to another location.

Recognizing that the loss of this major employer would deal a devastating blow to the region’s HIGHLIGHTS economy, SICOG worked with the company and several other local partners to retain the firm within • Provides professional technical the region. SICOG secured grant resources from the assistance to local governments with creation of business districts, U.S. Economic Development Administration (EDA) infrastructure projects, homeland to help make improvements at the Malad City In- security planning and equipment dustrial Park, allowing it to accommodate the needs purchases, and response to manu- of Hess Pumice Products. facturing plant closings SICOG also used its various business development • Operates diverse portfolio of business loan funds, including loan funds to assist Hess with its expansion efforts SBA, USDA and EDA programs and the upgrading of its equipment and infrastruc- ture. Combined, the efforts of SICOG were instru- • Works with the newly formed mental in retaining 85 quality jobs within the region, Snake River Basin Business Asso- while also creating 50 new positions at the new site. Above and Right: Steve Bly / Idaho Stock Images ciation, including assistance with the creation of a micro lending program for Native Americans The Hess Pumice project is an example of how SICOG has helped local governments and economic • Helps Partners for Prosperity, developers across the region build the industrial including formation of a micro parks and public infrastructure required to sup- lending program targeted to port and sustain private industry, especially in an Hispanic entrepreneurs agricultural region such as southeast Idaho. It also • Operates Area Agency on highlights the important role that public loan funds, Aging, including national award- such as those operated by SICOG, play in providing winning senior health mobile start-up and expansion capital to businesses and en- program trepreneurs who are struggling to secure traditional bank financing by themselves. • Plays leadership role in secur- ing federal economic develop- ment and workforce funds, Over the years, SICOG has been a vital partner in including resources for a major building the region’s six industrial parks, including cheese manufacturing plant in securing millions in federal and state investments, Bingham County providing professional staff assistance and offering business financing. These industrial parks, home to Photo: Idaho Tourism • Works with local officials to a variety of businesses such as a publishing com- develop and improve industrial park in Preston, resulting in the pany, food processing plants and technology firms, retention and creation of quality reflect SICOG’s commitment to fostering job creation jobs for this highly rural area and retention initiatives throughout its region.

13 ECONOMIC DEVELOPMENT DISTRICTS OF IDAHO East Central Idaho Planning and Development Agency

hen Yellowstone Hotel Systems needed help Pothier, who currently serves as Managing Director of to promote its innovative, property man- the E Center in a volunteer capacity, also brings much agement software OpenBook, it turned to the needed national expertise and contacts to help increase WEntrepreneurial Center (E Center), a partnership involv- venture capital deals in Idaho and to establish a deal flow ing the East Central Idaho Planning and Development structure where promising companies will be assisted in Agency’s (ECIPDA) Development Company, to help finding angel and venture capital funding. write a business plan, conduct a market analysis, devise a promotional strategy and secure financing. HIGHLIGHTS This decision has paid major dividends for the firm, as it gained enough revenue and clients to add 12 • Maintains a business development finance and micro loan new positions in 2007, with plans to bring in another portfolio of more than $40 million, including SBA 504 Develop- 35 employees in 2008. As explained by Dorothy ment Company, EDA Revolving Loan Fund (RLF), USDA Inter- Bowen, ECIPDA Project Administrator, “The mission mediary Relending Program (IRP) and locally-based loan funds of the E Center, teamed with the Development Com- pany, is to strengthen the economy of Idaho by help- • Provides administrative and professional staff support on ing businesses, such as Yellowstone Hotel Systems, a variety of water and sewer, industrial and commercial park, achieve the next level of business growth.” downtown revitalization and entrepreneurship initiatives

The E Center, formed in 2006, is a textbook example • Established a new Business Development and Health Educa- of how to build effective regional and multi-sector tion Center, which includes nursing and health services classes partnerships that support business development. run by East Idaho Technical College, as well as business coun- Recognizing the substantial need regionally for help seling, business lending and office space provided by ECIPDA with business plan writing, technology transfers from the Idaho National Lab (INL), venture capital due • Owns five entrepreneurship development centers and helped diligence and small business consulting services, the create two others to provide facilities, professional assistance East Central Idaho PDA and its affiliate Development and resources for existing businesses and start-up firms Company helped form a partnership to build, fund and operate the E Center. Meanwhile, BYU-Idaho provides faculty and students who are providing invaluable know-how and technical The partnership brought together experts, such as Robert skills. The E Center works with 50 - 100 students per se- Pothier, a former CEO of a publicly traded company and mester through its intern program, while faculty members partner with Wasatch Venture Fund, along with highly serve as active members of the E Center’s board. credible institutions like INL/Battelle, BYU-Idaho, East- ern Idaho Angels and the other economic development Idaho National Lab (INL) has supported the E Center districts across the state. from the beginning, including providing financial sup- port, and today the center works closely with INL to The Development Company has been an important finan- complete market analysis and business plan writing for cial contributor to the E Center, including a $10,000 start- research technologies that may be prospects for spinning up grant. Today, ECIPDA and the Development Compa- out into new companies from the Lab. ny continue to provide assistance with office space, grant writing, community outreach, partnership building and Projects such as the E Center show how entities like East staffing. These professional services have been pivotal to Central Idaho PDA and the other five Idaho EDDs serve the development of the E Center and its ability to deliver as important catalysts for moving economic development quality services to its clients and customers. projects from a concept and dream to reality and results.

PARTNERSHIPS, STRATEGIES AND INVESTMENTS: MOVING IDAHO FORWARD 14 EECONOMICCONOMIC DDEVELOPMENTEVELOPMENT DDISTRICTSISTRICTS OOFF IIDAHO,DAHO, IINC.NC.

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CC/O/O SSAGEAGE CCOMMUNITYOMMUNITY RRESOURCESESOURCES • 112525 EE.. 550TH0TH SSTREETTREET • GGARDENARDEN CCITY,ITY, IIDAHODAHO 8837143714 • 2208.322.703308.322.7033 WWWW.GROWINGIDAHO.COMWW.GROWINGIDAHO.COM • WWWW.IDAHOBROWNFIELDS.COMWW.IDAHOBROWNFIELDS.COM

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