9/24/2016 - sicog · 2019. 10. 23. · swot analysis (complete sets in appendix a) ... beauty and...

9/24/2016

Prepared by the Southeast Idaho Council of Governments | SICOG

REGION V COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

Table of Contents Executive Summary ............................................................................................................................................................................................. 1

Chapter 1: Building the Pathways ..................................................................................................................................................................... 2

Region V Vision ................................................................................................................................................................................................. 2

Chapter 2: Idaho’s Pathways ............................................................................................................................................................................. 4

Dynamic Economies ......................................................................................................................................................................................... 4

Objectives ..................................................................................................................................................................................................... 4

Strategies ................................................................................................................................................................................................. 4

Empowered People .......................................................................................................................................................................................... 5

Objectives ..................................................................................................................................................................................................... 5

Strategies ................................................................................................................................................................................................. 5

Vital Communities ............................................................................................................................................................................................ 7

Objectives ..................................................................................................................................................................................................... 7

Strategies ................................................................................................................................................................................................. 7

Chapter 3: Technical Report-Where Are We Today? ........................................................................................................................................ 8

Background....................................................................................................................................................................................................... 8

Economy ....................................................................................................................................................................................................... 8

Population .................................................................................................................................................................................................... 9

Geography .................................................................................................................................................................................................... 9

Workforce Development ............................................................................................................................................................................ 11

Education .................................................................................................................................................................................................... 12

Transportation Access ................................................................................................................................................................................ 12

Resources ................................................................................................................................................................................................... 14

Environment ............................................................................................................................................................................................... 15

Shoshone-Bannock Tribes .......................................................................................................................................................................... 15

Industry Clusters ........................................................................................................................................................................................ 16

SWOT Analysis (complete sets in appendix A) ........................................................................................................................................... 23

Data ............................................................................................................................................................................................................ 25

Chapter 4: Idaho’s Disaster Resiliency ............................................................................................................................................................. 29

Chapter 5: Performance Measures .................................................................................................................................................................. 31

Chapter 6: Plan of Action ................................................................................................................................................................................. 32

Chapter 7: CEDS Development Process ........................................................................................................................................................... 34

Appendices ........................................................................................................................................................................................................ 39

A. Region V SWOT B. Competitive Advantage for Region V C. Educational Attainment D. Summits E. Department of Labor-Where Regions Stand F. IDAVOAD Overview

Comprehensive Economic Development Strategy, 2016

Region V

1

Southeast Idaho is home to the RISE complex,

a one of a kind research facility whose goal is

to transition laboratory novelties into useful

products and services

Executive Summary

The Comprehensive Economic Development Strategy (CEDS) is a locally-based, regionally-driven plan for

economic development. The CEDS addresses economic activity in the following seven counties:

The Southeast Idaho Council of Governments (SICOG) is the

Economic Development District (EDD) designated by the Economic

Development Administration (EDA) to prepare the CEDS. The

Pathways are the tools local individuals and organizations use to

reach economic prosperity in Southeast Idaho.

Southeast Idaho is strategically located near INL

in the Western Energy Corridor.

• Oneida

• Bear Lake

• Franklin

• Caribou

• Power

• Bannock

• Bingham


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Chapter 1: Building the Pathways

Vision for Region V

The heart of Southeast Idaho’s success is enhancing opportunities for the people of Idaho through our diversity, wealth of natural

beauty and resources, expanding high tech sector, education and career development, agricultural abundance and promoting the

entrepreneurial spirit.

In this Comprehensive Economic Development Strategy (CEDS) resides the Idaho Pathways. The following three pathways are the

result of a great deal of time and the unrelenting commitment of leaders from business and industry, state and local government,

and a diversity of other economic development stakeholders. The Pathways originally took their shape through the intense work of

all the Idaho Economic Development Districts and a subsequent three day Idaho Economic Summit in 2014 which focused exclusively

on the Pathways project. The Pathways are the tools for local communities, agencies and individuals to contribute their expertise

and knowledge to reach economic prosperity in Southeast Idaho.

The three Idaho Pathways are:

DYNAMIC ECONOMIES EMPOWERED PEOPLE VITAL COMMUNITIES

Creating the environment for thriving industries that are diverse, sustainable, geographically dispersed and globally

competitive

Fostering a culture that enables people to lead productive,

prosperous and meaningful lives

Enhancing our communities’ unique characteristics, strengths and assets to

improve economic competitiveness


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High tech research and high tech

manufacturing are among the region’s

largest growing sectors

Throughout the process four strategic areas emerged in each of the Pathways: Education, Healthy Communities, Transportation

and Entrepreneurship/Economic Empowerment. These areas appear in each of the Pathway goals, objectives and strategies.

The University of Idaho prepared a Competitive Advantages document for Region V using local information gathered from current

statistics and local leaders. Information from this document and the Region V

Department of Labor Report were both utilized in the creation of the Region V

CEDS. These reports demonstrate the region’s strengths in many areas

including medical services and manufacturing.

High tech research and high tech manufacturing are among the region’s largest

growing sectors as well as nuclear research and development. Southeast Idaho has an excellent technical training college at Idaho

State University with a job placement rate of 96%. The RISE Complex and the Accelerator Center are located on the ISU campus and

the Idaho National Laboratory just a few miles away, the region is in an excellent position for bringing new inventions into the

market.

It is important to know that Pocatello has one of the best transportation

distribution and logistics locations in Idaho with easy access to air, rail and two

major interstates accessing most of the United States.

The Manufacturing Clusters Section demonstrates a wealth of six clusters which

will be expanded upon in the technical report. The six clusters are Live and Hearth

Sciences, Materials and Advanced Manufacturing, Energy, Environmental and

Biological Outdoor, Agricultural and Mining, Information and Information Security

Technology.


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Chapter 2: Idaho’s Pathways

Dynamic Economies

Dynamic Economies is the first of the three Idaho Pathways. The goal of this Pathway is creating the environment for thriving

industries that are diverse, sustainable, geographically dispersed and globally competitive.

Objectives:

1. Education Objective: Support Workforce Development Council moving to a demand driven approach

Strategy: Attend training, offer to educate businesses and speak at meetings to help improve access

2. Healthy Community Objective: Increase Idaho government commitment to “Buy Idaho”

Strategy: Initiate reminders through emails and other venues to recharge conversations and help stay on course

3. Transportation Objective: Affordable transportation for everyone

Strategy: Support a safe, active, and healthy community by providing multi-modal options

for all transportation system users

Strategy: Facilitate regional economic development and support local industry

4. Entrepreneur/Economic Empowerment Objectives:

Increase the number of public and private partnerships to bring technology to market

Strategy: Support the Rise Complex

Increase exports

Strategy: Invite specific businesses to compete in the Department of Commerce export

funding opportunity

Incentivize public-private partnerships to help incorporate individuals into the workforce

Strategy: Assist municipalities with funding tools for Urban Renewal Projects

Increase, expand, and diversify manufacturing base

“The ‘Buy Idaho’ message is

simple but profound: When you

buy Idaho, you build Idaho.”

– Governor Otter


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Conceptual design for the new Idaho State University’s

Center for Entrepreneurship and Economic Development

Strategy: Create location ready areas for industries shopping the area, introduce new tools to economic development

professionals i.e. clustermaping.us demo, creation of wealth vs. job creation, unprecedented partnerships

Position Southeast Idaho as a significant energy producer

Strategy: Support the Idaho Strategic Energy Alliance

Create opportunities for Entrepreneurs to Succeed

Strategy: Support the Center for Entrepreneurship and Economic Development

Empowered People

Empowered People is the second of the three Pathways. The goal of this

Pathway is to foster a culture that enables people to lead productive,

prosperous and meaningful lives.

Objectives:

1. Education Objective: Give more people access to education

Strategy: Teach classes that people want to take rather

than teaching to subjects and degrees

2. Healthy Communities Objectives:

A healthy community has access to knowledge, enhanced through virtual learning and access to broadband

Strategy: Support Link Idaho and other actions that help get broadband to all communities and individuals

Empowered means “ownership”, personal responsibility, and early engagement

Strategy: Increase the Energy IQ See Appendix D

3. Transportation Objective: Residents have the ability to get around at whatever their age, ability, or income level

Strategy: Support the Area Agency on Aging, to help people age in place and use mobility management for the large

number of Boomers that will be entering the aging population.


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Strategy: Work with Department of Transportation to address the needs of the large number of upcoming Boomers

that will be entering the aging population and need alternative transportation.

4. Entrepreneur/Economic Empowerment Objective: Provide training to teach municipalities how to work together and

cross jurisdictional boundaries

Strategy: Study successful multijurisdictional projects and interview the leaders for training material

Strategy: Assist rural communities with maintaining and improving infrastructure such as water, wastewater and

downtown revitalization.


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Vital Communities

Vital Communities is the third of the three Pathways. The goal of this Pathway is enhancing our communities’ unique characteristics,

strengths, and assets to improve economic competitiveness.

Objectives:

1. Education Objective: Support the development of an educated well trained work force that meets the need of business

industry and the community

Strategy: Summer field work programs for instructors

2. Healthy Communities Objective: Improve communities and neighborhoods unique characteristics, increase community

volunteerism

Strategy: Increase community volunteerism, teach inclusiveness to community leaders

3. Transportation Objective: Increase transportation options

Strategy: Provide mobility support services in Southeast Idaho

4. Entrepreneur/Economic Empowerment Objective: Increase economic competitiveness

Strategy: Provide opportunity for creating a manufacturing association; utilize resources including export workshops

and seminars provided by Department of Commerce

Strategy: Return vacant or underutilized properties where redevelopment or reuse is complicated by actual or

perceived environmental contamination (“brownfields”) into economically productive real estate within the

community.


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Chapter 3: Technical Report – Where Are We Today?

Background

Economy

The economy of southeast Idaho has historically been a combination of farming and mining. The counties in the Bear River

watershed, Bear Lake, Franklin, and Oneida, are predominantly agricultural. None has less than 25% of its total employment

in agriculture and all have strong trade ties with northern Utah. Caribou County has significant agricultural employment and

an industrial base in phosphate mining and processing. The northwestern counties of Region V, Bannock, Bingham, and

Power, have more cropland and food processing area used than area used by the major industrial employers. The Chubbuck-

Pocatello urban area is the trade center of Bannock, Caribou, and Power counties and much of Bingham County. The

northern parts of Bingham County are included in the Idaho Falls trade area.

The economy is gradually becoming more stabilized and diverse. For this reason,

southeast Idaho was not hit as hard by unemployment rates as other parts of the state.

Through hard work and diligence, the district is working to be less vulnerable to

changes in farming and to develop other opportunities by diversifying. Today

educational and health services make up 27% of nonfarm jobs, trade, utilities and

transportation make up 20% of nonfarm jobs and manufacturing makes up 11% of

nonfarm jobs.

Major Employers

Conagra Foods Packaged Food Co.

Convergys Customer Management

HJ Heinz Frozen Foods

Idaho State University

JR Simplot Co.

ON Semiconductor, Inc.

Portneuf Medical Center

Shoshone Bannock Tribes

Union Pacific Railroad

Varsity Contractors

The Major employers in Southeast Idaho are

Manufacturing, High Tech and Medical.


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Each summer Lava Hot Springs becomes a destination for

recreation on the Portneuf River.

Population

Counties

The seven-county, southeastern Idaho region posted 7% population growth from 2003 to 2013 to 166,138. Between 2000

and 2010, the region’s largest county, Bannock, grew 9.1% to 83,249 while the second largest county, Bingham, was up 6.4%

to 45,290. Two counties in the region had declining populations. Bear Lake fell 4.4% to 5,943, and Caribou was down 4.2% to

6,808. Recent population estimates from U.S. Census Bureau for the counties in the region indicate that regional population

may be declining.

Tribes

The Shoshone-Bannock Tribes Reservation is located to the north of the District and covers 546,500 acres of land.

Approximately 5,800 tribal members live on the reservation.

Geography

The seven counties of southeast Idaho encompass 9,241 square

miles and a diverse landscape of mountain ranges, foothills, lava

fields, ranches, irrigated farms, and small cities. The region is part of

two major watersheds. The southern portion, in Bear Lake, Franklin,

Oneida, and Caribou counties, is drained by the Bear River, which

enters Idaho heading north, but loops around the Bear River Range

and leaves the state flowing south toward the Great Salt Lake. The

Malad River, which drains much of Oneida County, is a tributary of

the Bear River. The northern part of the region, which includes

Bannock, Bingham, Power, and part of Caribou counties, is in the

Snake River watershed. The Snake River flows west into the

Columbia River and the Pacific Ocean.


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Snake River Watershed

Bear River Watershed

The landscape of the Bear River watershed is composed of

alternating, northwest-southeast trending mountains and valleys.

Most of its mountainous grazing lands are in the Caribou National

Forest. Foothill areas are used for grazing and dry land grain

farming. The valley floors are irrigated where water is available.

The Snake River watershed has a more varied landscape. The

Portneuf and Blackfoot Rivers and smaller tributaries flow north

and west toward the Snake River from mountainous divides with

the Bear River watershed. The landscapes drained by these

tributaries are similar to those on the

south side of the divide, but the

northwestern part of the region, in

Bannock, Bingham, and Power

counties, is on the relatively

level Snake River Plain, where

extensive irrigated croplands

are interspersed with lava fields

and the horizon is punctuated by

occasional volcanic buttes.


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Workforce Development and Use


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“With the new day comes new strength

and new thought”

-Eleanor Roosevelt

Education

Research indicated 23.6% of the residents in eastern Idaho’s 16 counties age 25 and older had at least a four-year college

degree in 2010. Eastern Idaho’s rate of attainment for bachelor’s degrees was lower than the state average of 24.3 %,

nationally, 27.9% of the population over age 25 holds a bachelor’s degree or higher. Because of the lower percentage of the

labor pool with bachelor’s degrees, Idahoans as a whole may have difficulty competing for many of the in-demand

occupations in the State simply due to a lack of academic qualifications.

Southeastern and eastern Idaho residents may find the disadvantage

caused by lower educational attainment to be even more profound.

Because of the region’s growth in energy and high-tech businesses,

careers requiring bachelor’s degrees or higher will play an increasingly

important role in the economy.

The apparent shortage of workers with a bachelor’s degree has drawn job seekers from other nearby states to the region to

take those kinds of jobs. Wyoming and Nevada are the only bordering states with lower rates of educational attainment.

Caribou County was one with a relatively high share of 18 to 24 year olds with at least some college education at 41.1%. That

county also enjoys one of the highest per capita incomes in the state. However, in other rural counties in southeast Idaho,

young people with at least some college or an associate degree in southeastern and eastern Idaho dropped to just 34.7% and

only 4% had bachelor’s degrees. See Appendix C.

Transportation Access

Two interstates, I-15 and I-86 link southeast Idaho to Utah and to other parts of the State of Idaho. The interchange is located

in Chubbuck and is near the Pocatello Regional Airport. US 30 received major improvements including widening the road

from I-15 to Lava Hot Springs and from Preston to the Utah Border. The upgrade has improved the safety and accommodates

the high volume of large trucking on the hi-way.


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The following list is a sampling of projects scheduled for Region V during the years 2014-2018:

• Pavement preservation projects in many counties and

cities including the Old Oregon Trail Road

• Metro planning in Bannock County

• I-15 Rose Road bridge replacement

• Multiple bridge preservation projects

• Safe Routes to School project in American Falls

• Dingle Pond mitigation – a restoration project

• Guardrail project – Pocatello to Inkom

• U.S. 89 East Ovid bridge replacement

The Idaho Transportation Department (ITD) built a new interchange in the

Chubbuck/Pocatello area. The interchange connects U.S. 91/Yellowstone

Highway over the Interstate 86 system. The interchange is a diverging diamond

interchange (DDI). Pocatello Regional Transit, an intermodal surface

transportation center was completed.

Single driver vehicles have dominated Region V and remain the dominant form of moving people to work and play. The

Pocatello Regional Transit System provides commuter services with routes for Blackfoot commuters and a Preston/Logan

route is also provided. There are van pool and car pool alternatives and one or more private van commuter services

operating in southeast Idaho. The Bike to Work program has been successful in some areas.

Many communities have walking paths but few are using them to connect citizens to services. In Region V, walking is

considered a major form of exercise but is not safe on highways in the rural parts of the region. In rural Idaho, great distances

must often be traveled for work and shopping, therefore walking is seldom practical as a mode of transportation.


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Pocatello Regional Airport provides the cities of Pocatello, Chubbuck and the Southeast Idaho region with air service through

Salt Lake City International to over 300 destinations worldwide. The service includes daily round-trip flights between

Pocatello and Salt Lake City (including weekend days).

Resources

Southeast Idaho is rich in phosphate and pumice. Cattle, dairies,

potatoes, sugar beets and corn are common agricultural pursuits. A

portion of the Snake River aquifer and multiple bodies of water

including the Snake River, American Falls Reservoir, Blackfoot

Reservoir, Greys Lake, Bear Lake, Bear River and The Portneuf River

pepper the high mountain desert with water providing recreational

beauty, irrigation, and other uses. Other resources include the two

historic byways and the majestic Bannock Shoshone Hotel and Event

Center located adjacent to the popular Fort Hall Casino.

An economic development resource located in Idaho is the Intermountain Energy Corridor.

The U.S. Secretary of Energy, Moniz, spoke at the Intermountain Energy Summit held in Idaho Falls, August 2014. The Summit

addressed the energy corridor comprised of three provinces and seven states including Idaho and Utah. It will be necessary

to look at region wide energy policy to achieve a seven state, three province policy and coordinate activities. The Idaho

Strategic Energy Alliance can be a leader in developing unprecedented partnerships and cross border collaboration. To

address energy concerns, it will be necessary to look at hybrid energy systems. Southeast Idaho has nuclear, carbon, gas, the

university laboratory and science support required for both the research and development to make existing technology more

efficient.


Region V

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National Oregon/California Trail in Montpelier, Idaho.

The Region V Area Agency on Aging is another important resource in southeast Idaho. This organization is housed in the

Economic Development District V and plays an important role in meeting education, healthy community, and transportation

and economic empowerment objectives. The Agency works to help older, distressed communities and individuals through a

multitude of programs.

Environment

There are entertainment and tourism opportunities in the region. The

counties of Bannock and Bingham include Indian lands with a casino

available just off I-15. Region V also has many Scenic Byways that attract

tourists, especially folks interested in the Oregon Trail. The Bear River loop

encompasses the Franklin and Soda Springs area. It is a 140-mile drive that

passes through some of the earliest settlements in Idaho. The National

Oregon/California Trail Center is a delightful interactive museum with over

48,000 visitors every summer. Lava Hot Springs, Idaho is a picturesque year-

round resort with natural hot pools, an indoor swimming pool and an

Olympic size outdoor pool. The Region is very attractive to rock climbers,

cyclists, mountain bikers, hikers and people who enjoy off road vehicles.

Shoshone-Bannock Tribes

The Shoshone-Bannock Tribes are located on the Fort Hall Reservation. The tribes consist of various mixed bands of

Shoshone and Bannock Indians whose aboriginal homelands extended throughout the Great Basin and Northwest territories.

The reservation land base is 546,500 acres. There are approximately 5,800 plus tribal members with 4,100 members living on

the reservation. In the last ten years the tribes have experienced a rapid growth in economic development from gaming

operations, expansion of farming operations and tribal enterprise. The tribes directly employ 1,277 people in their

government and business operations. 2015 Tribal Economic Impacts, The Economic Impacts of the Five Idaho Tribes on the

Economy of Idaho, Moscow, Idaho, University of Idaho pp.’s 14, 15


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Industry Clusters

Industry clusters are groups of similar and related firms that share common markets, technologies, worker skill needs, and which are

often linked by buyer-seller relationships. Clusters can be identified by geography or by depth of relationship. Clusters have the

possibility of expanding by adding more of the same or complimentary elements. One company’s byproduct may be another

company’s raw material. Two similar companies may locate near one another for efficiency of shipping or receiving raw materials.

The Eastern Idaho Collaboration Team has identified six industry clusters in eastern Idaho:

Life and Health Sciences: The life and health sciences cluster include hospital services and technology, isotopes, rural and

telecommunications health care, aging, prosthetics, pharmaceuticals, food safety, biotechnology, and bioterrorism.

Materials and Advanced Manufacturing: This industry cluster includes metals, plastics, composites, ceramics, semiconductors,

robotics/unmanned aircraft systems, electro-mechanicals, sensors, software, logistics, and finally mining and refining technology.

Energy: The energy cluster includes fuel cells, solar, wind, ethanol/biomass, nuclear, geothermal, clean coal, batteries, recycling,

transportation, efficient products. Idaho in included in the Western energy corridor. Energy corridors may accommodate multiple

pipelines (such as for oil, gas, or hydrogen), electricity transmission lines, and related infrastructure, such as access and maintenance

roads, compressors, pumping stations, and other structures. The Western Cooridoor includes he Idaho Nnational Laboratory.

Southeast Idaho is in a position to benefit as the corridor is developed.

Environmental and Biological Outdoor: This cluster includes, analysis, water resources, waste disposal, cleanup technology, ‘green”

products, sports and recreation, tourism & ecotourism, wildlife & plants, urban gardening & xeriscaping.

Agriculture and Mining, Food and Forest Products: The agriculture cluster includes tech-aided agriculture, food production and

distribution, fisheries, aquaponics, timber products, exports, fertilizers, genetic adaptations.

Information & Information Security Technology: This cluster includes infrastructure, business services, software and apps, E-

learning & health.


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Life and Health Sciences Cluster

The Life and Health Sciences Cluster in southeast Idaho includes hospital services and technology, isotopes, rural and

telecommunications health care, aging, prosthetics, pharmaceuticals, food safety, biotechnology, and bioterrorism.

The Pocatello Medical Center is a state of the art facility with 14 different clinics and departments and more than 1,000 employees.

Significant research projects at ISU conducted in the RISE complex also fall into the life sciences cluster and include breakthrough

medical technologies in the fields of detection and treatment.

Southeast Idaho has many rural areas that can benefit from technology that brings medical services to remote areas through

telecommunications.

Southeast Idaho has an accredited College of

Pharmacy located at ISU in Pocatello. ISU’s College of

Pharmacy is the oldest of the colleges on the Pocatello

campus and offers the Doctor of

Pharmacy degree. The Doctor of

Pharmacy degree is a four-year

professional doctorate, preceded by

at least three years of pre-pharmacy

academic studies.


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This hot box made by local company Premier

Technology could be for delivery to the INL

site a few miles north of their home in

Blackfoot Idaho. Premier products are known

for their use of robotics in their products and

their manufacturing processes.

Materials and Advanced Manufacturing Cluster

This industry cluster includes metals, plastics, composites, ceramics,

semiconductors, robotics/unmanned aircraft systems, electro-mechanicals,

sensors, software, logistics, and

finally mining and refining

technology.

The Rise Complex works to bring new inventions into the market and make a positive

difference in people’s lives.

“At the moment, we are currently actively partnering or beginning to partner with

commercial collaborators on three large projects. Knowing what I know of the work being

done at RISE, I would say there are at least another 3-5 that are approaching the stage

where a commercial partner will be appropriate. There is a lot of very exciting work going

on at the RISE facility.”

On Semiconductor is a Fortune 1000 semiconductors supplier company.

Products include power and signal management, logic, communications,

computing, consumer, industrial, LED lighting, medical, military/aerospace

and power applications.


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Energy Cluster

The energy cluster includes fuel cells, solar, wind, ethanol/biomass, nuclear,

geothermal, clean coal, batteries, recycling, transportation, efficient products.

Please see the resources section on page 14 for additional information on the

Intermountain Energy Corridor to better understand this cluster and the

opportunities it presents.

The Energy Corridor (right) moves right through Southeast Idaho. Our close

proximity to INL, our centered location in the corridor, and our university assets

are an exciting recipe for our future in energy and expanding this cluster.

Power County has 7,000 acres of private and state land supporting a clean energy

windfarm project. Bingham County has a windfarm with 150 turbines. There are

other places in southeast Idaho that show promise for wind.


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Environmental and Biological Outdoor Cluster

This cluster includes, analysis, water resources, waste disposal, cleanup

technology, ‘green” products, sports and recreation, tourism & ecotourism,

wildlife & plants, urban gardening & xeriscaping.

Lava Hot Springs is considered one of the Top Ten Things to Do in Idaho and

was given the Certificate of Excellence by Trip Advisor. Tourism in Southeast

Idaho covers a wide range from the Oregon Trail to the Museum of Clean. There

are ice caves to explore and mountain bike trails to ride. Southeast Idaho has

something for everyone.

Idaho Fish and Game has a large presence in Southeast Idaho. There are three hatcheries and five different wildlife management

areas. These areas have been established to protect wildlife habitat and are available for hunting and fishing and other pubic

enjoyment of wildlife. Southeast Idaho is well known as a mecca for hunting, fishing, hiking, biking, rock climbing and more.


Region V

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Agriculture and Mining, Food and Forest Products Cluster

The agriculture cluster includes tech-aided agriculture, food production and distribution, fisheries, aquaponics, timber products,

exports, fertilizers, genetic adaptations.

Mining is a significant cluster employing about 750 people and is conducted

in all seven counties of southeast Idaho. The largest mining operation is

Monsanto. Monsanto Mines phosphorous which is used in many products:

fertilizer, seed products and other technologies.

Pictured is a white pumice mine in Oneida County. It is the world’s purest

commercial deposit of white pumice. It is used to make beautiful stone for

the housing industry.

Farming has been a

significant part of the

economy in southeast

Idaho for generations.

Southeastern Idaho is the

ideal place to grow the famous Idaho potato. Crops of hay, wheat and alfalfa, as

well as livestock and dairy farming make the area one of the most productive in

the state. Agriculture is a mainstay for southeast Idaho and diversification has

been at work in the last ten years.


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Information & Information Security Technology Cluster

This cluster includes infrastructure, business

services, software and apps, E-learning &

health.

The Federal Bureau of Investigation has a

processing center in the City of Pocatello.

Information technology is a key component of

FBI work and combined with the On-

semiconductor factory, the crystals growing at

the RISE Complex for medical research and the

Portneuf Medical center and e-learning

opportunities at ISU, this cluster is open for

development in several directions.

Information security technology

made possible by

microfabrication companies like

On-Semiconductor make new

collaborative communication

tools to help FBI employees share

information.


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SWOT Analysis

This section of the Comprehensive Economic Development Strategy for southeast Idaho includes an analysis of the economic

development strengths, weaknesses, opportunities and threats (SWOT).

The strengths from the quantitative SWOT for Region V are: hospitals, crop farming, chemical manufacturing, computer and other

electronics, nursing and residential care, mining, utilities, electrical equipment and appliances, waste management and remediation

services.

The biggest weaknesses identified in the qualitative SWOT in Region V are: professional-scientific and technical services,

administration support services, management of companies, transportation equipment, wood products, ambulatory health care,

telecommunications, credit mediation and related.

Top opportunities are identified in Region V are: securities and other financial and educational services.

The top threats identified in Region V are: government and non NAICs, food products, rail transportation, construction, agriculture

and forestry services, motor vehicle and parts dealers.

With the guidance and assistance of the University of Idaho, a team of community members and professionals from Region V,

provided the information used in the SWOT Analysis. The chart provides a graphical depiction of regional competitive advantages.

See appendix A for a complete listing of the industries represented by the bubbles in each of these quartiles. The SWOT analysis

shows us our major strengths of hospitals and crop farming, our major opportunities of securities /financial and educational services.


Region V

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Region V

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Data

The Idaho Department of Labor reports that in southeast Idaho: “The average wage grew from $23,370 in 2004 to $33,636 in 2014

an increase of 28%. In spite of this increase, wages in southeastern Idaho are among the lowest in the state and have factored into

the region’s low operating expenses that attract new employers. Manufacturing, information, financial services and mining jobs are

among the highest-paying. Leisure and hospitality jobs as well as retail jobs are among the lowest-paying. The large university

student population in Pocatello also contributes to lower average wages because students are more likely to work part time. As

more medical and research workers move to the area, it is likely per capita wages will rise at a faster rate.”

The Economic Development Administration, The Idaho Department of Commerce, the University of Idaho, regional economic

development districts, the Department of Labor and other stakeholders contributed their knowledge, resources, skills and abilities

and created a variety of useful documents and collections that influenced the Region V CEDS. One of the most engaging is the

Economic Competitive Advantages for each of the six regions in Idaho. Some of the highlights for Region V are offered here but the

full detailed study of the region’s economic trends, components of earnings and the regional competitive advantage is attached as

Appendix B. Economic Competitive Advantages for Region V. The entire study is available at http://blogs.uidaho.edu/idaho-

pathways/

http://blogs.uidaho.edu/idaho-pathways/

http://blogs.uidaho.edu/idaho-pathways/


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HIGHLIGHTS OF THE ECONOMIC COMPETITIVE ADVANTAGES FOR REGION V

From 1970 to 2011, population grew from 109,100 to 167,326 people, a 54% increase.

Labor earnings from wage and salary increased 74%. Labor earnings from proprietors’ employment (business owners) increased 8%.

This is an indication that the region is not getting the number of new businesses and entrepreneurs that would be expected for a

healthy mix of labor and business.

In Region V, the largest components of the economic base are the government, crop farming and construction. The largest export

base is made up of food products, chemical manufacturing and crop farming. The SWOT analysis shows us that our biggest strengths

are hospitals, crop farming and chemical manufacturing. The biggest weaknesses in the SWOT are professional-scientific and tech


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services, admin support services and management of companies. Our top opportunities are securities and other financial,

educational services and our top threats are government and non NAICSs, food products, rail transportation.

The Department of Labor published the 2014 Idaho Economic Strategies for each Region. A few Region V highlights have been

included.


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Although this chart represents nonfarm payroll jobs in 2013, agriculture has been a staple of the area’s economic profile since the

first settlers arrived in the 1800’s. The 2013 employment figure represents a 2.1% increase over the 2003 level. Employment in

health care is expected to grow.

The age of the population of Region V is growing.

In May 2013 the unemployment rate was 6.4%. In June

2015, the unemployment rate was 4.2%. Southeast

Idaho usually has unemployment rates lower than both

the Sate and the nation.

While unemployment within the region is low, the area

still struggles to provide residents with job opportunities

that will create higher per capita income. Traditionally

strong agricultural manufacturing may not be able to

provide the levels of employment it did just a decade ago due to greater automation and consolidation.

It is likely more individuals with postsecondary education and degrees related to science technology, engineering and mathematics

would enhance the regions ability to attract employers willing to offer high wages in exchange for a highly educated workforce.

The complete section for Region V “Where the Regions Stand” distributed by the Idaho Department of Labor is available for review

as Appendix E.


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Charlotte Fire

Chapter 4: Idaho’s Disaster Resiliency

Disaster planning for economic recovery is a new concept for southeast Idaho. Although each county has a disaster plan, the plans

focus on life saving activities. Activities of commerce, interstate, and intrastate movement of goods and services are left to find their

own way to recover. It is well known that when the private sector is operational,

communities can recover more quickly and normalize more effectively. We need to help

communities engage in discussions about helping the private sector get back on line. We

need to talk about how to restart moving goods and services, how to get back to conducting

normal business, stocking shelves, and making change. These conversations will be a vital

step toward changing from passive solutions to an active plan.

Region V currently has multiple disaster plans in place that are sometimes linked to one

another and occasionally not linked to one another. Heavily regulated industries such as the

nursing home industry require each facility to have an arrangement with a local hospital for

the transportation, and the security of residents in the event of a fire or other disaster requiring their removal from the building. The

school districts each have a safely plan in place and even teach children how to set up a plan with parents in the home.

The Idaho Bureau of Homeland Security is a division of the Idaho military. This organization

facilitates emergency management in Idaho. These services cover all seven counties of

southeast Idaho. Please see the website http://www.bhs.idaho.gov/Pages/ECC/Ecc.aspx for

additional information and services. The site is filled with great training opportunities and

preparedness plans that can be utilized by individuals, groups, organizations, and

communities.

As government oversight lessens, the ability to discover and insure a disaster plan is in place

also diminishes. We do know southeast Idaho comes to the aid of one another in the event

http://www.bhs.idaho.gov/Pages/ECC/Ecc.aspx


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VOAD Member organizations represent a diverse group

of highly-competent organizations that provide a wide

range of skills in service.

of fire or flood as has been demonstrated with the Charlotte fire when the community came out in droves to assist in any way

possible during the fire, cleanup, and with shelter.

In an attempt to overcome this dilemma, the Eastern Idaho Volunteers Organizations Active in Disaster

(EIDVOAD) was formed in 2013 following the Charlotte Fire. EIDVOAD meets regularly joining

together volunteer organizations, faith-based organizations, community members and

government agencies. This organization operates under the larger umbrella of the Idaho VOAD.

The purpose of the EIDVOAD is to bring together voluntary organizations active in disaster

services to foster more effective response to people affected by a disaster in Eastern Idaho

through: cooperation, coordination, communication, collaboration, education, convening

meetings and training. EIDVOAD seeks to ensure the availability of needed services and to

encourage uniform impartial provisions of these services. Please see Appendix F to view the

Idaho VOAD Mission, Emergency Actions and Short and Long Term Recovery Actions for local

disasters in Idaho.

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiMntG44fvOAhUW-mMKHQ-KAh8QjRwIBw&url=http://www.nvoad.org/&psig=AFQjCNHufPn5ETv7LOIEEOuZ82wlWkVkyg&ust=1473286336557143


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Chapter 5: Performance Measures

This section lists the performance measures used to evaluate the successful development of the CEDS.

Performance measure One:

Number of jobs created

Performance measure Two:

Number of projects that create or add to location ready sites

Performance measure Three:

Number of economic development tools created, discovered, shared

Performance measure Four:

Number of projects funded

Performance measure Five:

Number of collaborative meetings attended or organized

Performance measure Six:

Number of times SICOG resources were used to help cities, counties, ED organizations, or related agencies

succeed with goals, objectives, and strategies listed in the CEDS

Team established? Number of meetings facilitated?

Performance measure Seven:

Number of speaking engagements, training sessions, seminars, workshops SICOG assisted or presented to

further the goals of the CEDS


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Region V is seeing changes in the economic environment of the region. The region’s largest city, Pocatello, has been named in the

top ten cities for quality of life. Pocatello was also named in the top 10 cities for affordability, and has even been named the Smile

Capital of America. AARP ranked Pocatello as one of the top 10 cities in which to retire. As more people seek quality of life, we see

an increase in interest in Southeast Idaho. Many family-age young people are searching for ways to move back to the area and bring

their great jobs with them. The inclination for younger people to start work making higher wages and to expect community

amenities is just starting to change Region V from a blue collar extraction and farming area into being viewed as a sport activity,

healthy living and safe place to live.

Chapter 6: Plan of Action

The following plan of action implements the goals, objectives, and strategies of the pathways identified in the Comprehensive

Economic Development Strategy. It is the intention of the Region V Economic Development District to assist with the

implementation of the pathways in every possible manner. The action steps below are intended to be a guide to help the Economic

Development Administration and other agencies conceptualize the intricate effect of our work in the support of the goals and

strategies of multiple other agencies and organizations. Working together, we accomplish for one another what we could never

achieve on our own.

It is important that the plan be implemented in a manner that promotes economic development opportunity, fosters effective

transportation access, enhances and protects the environment, maximizes effective development and use of the workforce

consistent with any applicable state or local workforce investment strategy, and promotes the use of technology in economic

development, including access to high speed telecommunications. The plan of action must also balance resources through sound

management of physical development and must obtain and utilize adequate funds and other resources. The following action plan

makes every attempt to implement the goals and objectives of the pathways in a manner that meets each of these important

aspects of health and vitality in Region V. Following the action plan, this document highlights the realization of each of these

important aspects.

The following steps are action steps for implementing the goals and objectives.


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1. SICOG will hold or assist with summit meetings to cover Region V. This will be a partnership with Idaho State University and

local economic development professionals.

2. SICOG will continue to work to increase broadband access to Region V.

3. The ED professionals will continue to work together efficiently and effectively. SICOG will continue to create a tool box of

planning services and offer these services to communities as projects and needs arise.

4. Disaster Resiliency is an area that needs to be strengthened in Southeast Idaho. This became apparent after the Charlotte

Fire in Bannock County. The Idaho Department of Environmental Quality (DEQ), has initiated steps to strengthen the region’s

disaster resilience plan and will move forward utilizing state and volunteer resources.

5. The work force development program called the Demand Driven Approach has been funded by a large grant and will be

moved forward in Southeast Idaho by Kandi Rudd at the Idaho Department of Labor, Pocatello Office, covering southeast

Idaho.

6. Helping to bridge the gap between sciences and getting new inventions to market, will be carried forward by the Director of

Technology Transfer at Idaho State University.

7. SICOG will move forward with mobility support services.

8. The Area Agency on Aging is exploring transportation issues for the aging Boomer generation. This agency will move forward

with this strategy in Region V.

9. For planning and development purposes, it is often helpful for communities to complete a brownfields inventory. The goal of

such a project might include creating a list of properties within the community that are vacant, abandoned, and/or

underutilized due to a stigma of contamination or actual contamination and could be redeveloped to produce jobs and

revenue, or turned into parks for the community’s enjoyment. After the properties are identified, communities may choose

properties to take further into the “brownfields” process by requesting and possibly securing environmental assessment

and/or cleanup funds (if necessary) from DEQ and/or EPA, often at no cost to the applicant. Once environmental or potential

environmental issues have been resolved, the property will be ready for successful redevelopment. In addition to the

obvious environmental benefits of cleaning up a contaminated property, developing brownfields can improve property

values by making neighborhoods more desirable, and it can bring development back into a community, rather than allowing


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it to go elsewhere. Developing brownfields can create jobs in depressed areas, revitalize many areas of town, and free up

land resources for projects like parks for children or community gardens.

Chapter 7: CEDS Development Process

The Comprehensive Economic Development Strategy (CEDS) was developed through a series of meetings with a planning group of

individuals from around the region. Every effort was made to represent the seven county areas geographically with a mix of business

owners, economic development professionals, scientists and agency representatives. This year the participant list was expanded to

include the Director of Marketing and Communication from Idaho State University, the Executive Director for the Lava Hot Springs

Foundation, the President of the Pocatello/Chubbuck Chamber of Commerce, the Regional Director for the Office of Senator Crapo,

a representative from the Idaho National Laboratory, and a board member of the new cross regional economic development

organization known as REDI. This expanded group met July 23, 2015 where in response to email and other feedback from the group

we focused on the three main issues for this year: technology, energy and the work force.

In order to ensure representation from the most southern counties in southeast Idaho, two special meetings were held. The first of

the southernmost county meetings was held in the city of Malad. Four people attended and even though the numbers were small,

the contributions feedback and representation was good. The second meeting was held in Montpelier and was attended by twelve

people. Of those in attendance there were local business owners, one elected official, a local hospital employee and a writer. At

each of the lower county meetings the CEDS document was reviewed and the attendees were asked to provide feedback and

suggestions on the Pathways with particular emphasis on what would work in their area. The feedback is carefully considered and

worked into any strategy changes in the CEDS.

A special meeting was held with three members of the Shoshone-Bannock Tribes.

It was discussed that the tribes are submitting a CEDS of their own this year. There was also discussion of adding a section in

southeast Idaho CEDS about the Shoshone-Bannock Tribes.


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There are a number of existing Economic Development Professionals in southeast Idaho. Bannock Development, Bear Lake Regional

Commission, Bingham Economic Development Corporation, Power County Development Authority, Great Rift Business Development

Organization in American Falls, the new REDI that covers Bingham County in southeast Idaho District V and then extends into District

VI, 4CASI who’s employee covers the four lower counties, Pocatello has a full staff of planners and also the Southeast Idaho Council

of Governments designated economic development district which includes project development, funding and administration. In

some regions, the number of economic development professionals has created an environment of competition and redundancy.

This is not true for Region V. Although that situation could develop, the existing climate is one of capacity building. These ED

professionals participate in the development of the CEDS and their efforts help reach the goals of Region V.

The REDI Organization takes businesses to those areas best suited to their needs with a smooth transition from the Bonneville/Idaho

Falls area down through Blackfoot/Bingham, The 4CASI ED professional helps the cities in the four lower counties identify and secure

properties for potential corporations shopping the area and helps with small infrastructure projects. For larger projects, the services

of SICOG are utilized. The Great Rift Business Development Organization in American Falls shows shopping business what is available

and helps local businesses expand. When an urban renewal plan is needed or a larger project requires funding, SICOG comes with a

different set of expertise. Bannock Development serves Bannock County as well as Pocatello and the Pocatello Regional Airport and

neighboring communities and partners with other professionals when projects benefit. These are only a few examples, but each of

the ED professionals has a different area of expertise and focus. These professionals have developed relationships with one another

to strengthen and increase the capacity for economic development in Region V and work as a team to meet the needs of the region.


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The following is a list of the planning group and who they represent:

Region V CEDS Planning Group

District V - Southeast Idaho Council of Governments (SICOG)

Name Representing

Emma Gebo Business Owner

Arlen Witrock Private Consultant

Christopher Fasel ISU Rise Building

Mike Hess Creative Mines

Ann Swanson Director Marketing and Communications, ISU

Claudia Allen ISU Business Department

Lon Crowell City of Pocatello

Kathy Ray 4-CASI

Kandi Rudd Idaho Department of Labor

Kristen Jensen Great Rift

John Regetz Bannock Development

Dan Cravens Idaho Department of Labor

Chris Peirsol Idaho Department of Transportation

Susan Lorenz SICOG

mailto:[email protected].


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Kathleen Lewis SICOG

Bruce Olenick DEQ

Rick Phillips Business Owner

Stephanie Cook Technology Based Economic Development

Dale Lish USDA

Jeff Kelly Shelley City Council and RISE

Alonso Coby Shoshone-Bannock Tribes

Farhana Hibbert Regional Director, Office of Senator Mike Crapo

Tamara Trahant Tribes Energy Resource Manager

Mark Lowe Lava Hot Springs Foundation

Matt Hunter Chamber of Commerce

Malad Public Meeting Participants

Kathy Ray Economic Development Professional

Julie Williams SEICCA Representative

Avis Semrad Citizen

Eric Crowther Realtor


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Montpelier Public Meeting Participants

Sara Lusk Bear Lake Buzz

Julie Nelson Bear Lake Memorial

Gary Brogan Bear Lake School District

Heather Mortinsen City of Montpelier

John Lusk Bear Lake Buzz

Cynthia Thomas Ireland Bank

Erica Erickson Montpelier Memorial Hospital

Clair Cheirrett Bear Lake Outfitters/Radio Shack

Michelle Higley News Examiner

ReAnn Jensen ReMax/Realty

Chad Hansen Zions Bank

This year the format of the Comprehensive Economic Development Plan has been retained to match the format of the Statewide

CEDS. This CEDS retains the integrity of the recommendations for creating an impactful CEDS; the content guideline published by

EDA, but allows Idaho to continue to achieve the statewide CEDS initiative. This CEDS and format is the result of the initiative and

is congruent the other CEDS in the State of Idaho with accommodations to account for the differences in the regions. When the

draft is complete, it is sent to each of the board members of the Southeast Idaho Council of Governments, to all the Economic

Development Professionals in southeast Idaho, to all individuals who have ever expressed an interest, and finally placed on the

Region V website of the Southeast Idaho Council of Governments for 30 days for public review and comment.

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