Pathways to Accelerate North Central Idaho

Pathways to Accelerate North Central Idaho

Clearwater Economic Development District Comprehensive Economic Development Strategy

2014 - 2019

Serving Clearwater, Idaho, Latah, Lewis and Nez Perce Counties

2014 – 2019 Comprehensive Economic Development Strategy

Clearwater Economic Development Association

1626 6th Avenue N, Lewiston, ID 83501

208-746-0015

www.clearwater-eda.org

Serving the Clearwater Economic Development District

Clearwater, Idaho, Latah, Lewis and Nez Perce Counties

Prepared for the Economic Development Administration

This document was prepared through EDA Partnership Planning Assistance Award #07-83-06829-02

Cover photos provided by Stephenie O’Callaghan and Shelly Hammons


Table of Contents

Chapter 1 Building the Pathways to Accelerate North Central Idaho………………………………………………………………………………………………............1-1

The Region’s Vision………………………………………………………………………………………………………………………………………………………..1-1

CEDA Programs………………………………………………………………………………………………………………………………………………………………1-3

Chapter 2 The Strategies to Accelerate North Central Idaho……………………………………………………………………………………………………………………….2-1

Pathway Goals……………………………………………………………………………………………………………………………………………………………….2-1

Strategies and Tasks………………………………………………………………………………………………………………………………………………………2-2

Chapter 3 Technical Report – Where are we today………..................................................................................................................................3-1

The Region’s Background…………………………………………………………………………………………………………………………………………….…3-1

People…………………………………………………………………………………………………………………………………………………………………………...3-1

Education……………………………………………………………………………………………………………………………………………………………………...3-4

Workforce…………………………………………………………………………………………………………………………………………………………………..…3-5

The Industries that Drive the District’s Economy……………………………………………………………………………………………………………3-7

A Traditional Mainstay – Wood Products…………………………………………………………………………………………………………………….3-12

The Economy of the Counties of North Central Idaho………………………………………………………………………………………………….3-14

Geography of the Region……………………………………………………………………………………………………………………………………………..3-26

The Region’s Environment……………………………………………………………………………………………………………………………………………3-27

Environmental Issues…………………………………………………………………………………………………………………………………………………..3-29

Water Rights………………………………………………………………………………………………………………………………………………………………..3-31

Cultural and Historic Preservation……………………………………………………………………………………………………………………………….3-32

Transportation…………………………………………………………………………………………………………………………………………………………….3-33

Power………………………………………………………………………………………………………………………………………………………………………….3-37

Telecommunications…………………………………………………………………………………………………………………………………………………..3-37

Medical and Emergency Services………………………………………………………………………………………………………………………………..3-38


Chapter 4 The Regional Action Plan……………………………………………………………………………………………………………………………………………………………4-1

Prioritizing the Plan for Implementation………………………………………………………………………………………………………………………..4-1

Community and Economic Development Projects………………………………………………………………………………………………………….4-3

State Agency Initiatives………………………………………………………………………………………………………………………………………………..4-13

Economic Development Planning Resources……………………………………………………………………………………………………………….4-16

Chapter 5 The Region’s Disaster Resiliency…………………………………………………………………………………………………………………………………………………5-1

Chapter 6 Performance Measures………………………………………………………………………………………………………………………………………………………………6-1

Chapter 7 Development of the Strategies to Accelerate North Central Idaho……………………………………………………………………………………………..7-1

Appendices

A: CEDA 2014 – 2019 CEDS Planning Team

B: CEDA 2014 – 2015 Governance

C: Economic Indicators

D: CEDS Prioritization Committee

E: North Central Idaho SWOT

F: Regional Asset Map

G: CEDS Public Notice

H: Resolution to Adopt

List of Tables

1. Population Growth Since 1973……..…………………………………………………………………………………………………………………………………………………………3-2

2. District Population by County………………………………………………………………………………………………………………………………………………………………….3-2

3. The District's Ethnicity…………………………………………………………………………………………………………………………………………………………………………….3-3

4. County's Percentage of Population in Age Group……………………………………………………………………………………………………………………………………3-3

5. Population by Age Group Comparison 1970-2013…………………………………………………………………………………………………………………………………..3-4

6. Civilian Labor Force…………………………………………………………………………………………………………………………………………………………………………………3-5


7. District Unemployment Rates………………………………………………………………………………………………………………………………………………………………..3-6

8. Educational Attainment of the Population 25 Years and Over…………………………………………………………………………………………………………………3-7

9. Ammunition and Gun Making Jobs………………………………………………………………………………………………………………………………………………………….3-9

10. Higher Education Jobs in Latah and Nez Perce Counties………………………………………………………………………………………………………………………..3-10

11. Leisure & Hospitality Jobs……………………………………………………………………………………………………………………………………………………………………..3-11

12. Health Care Jobs……………………………………………………………………………………………………………………………………………………………………………………3-12

13. Manufacturing Jobs………………………………………………………………………………………………………………………………………………………………………………3-12

14. Lumber & Wood Products Jobs as Percentage of Manufacturing Jobs………………………………………………………………………………………………….3-13

15. Clearwater County Federal & State Jobs……………………………………………………………………………………………………………………………………………….3-15

16. Clearwater County Manufacturing Jobs………………………………………………………………………………………………………………………………………………..3-15

17. Idaho County Manufacturing Jobs…………………………………………………………………………………………………………………………………………………………3-17

18. Idaho County Federal & State Jobs………………………………………………………………………………………………………………………………………………………..3-18

19. Latah County Manufacturing Jobs…………………………………………………………………………………………………………………………………………………………3-19

20. Latah County Federal & State Jobs………………………………………………………………………………………………………………………………………………………..3-21

21. Lewis County Manufacturing Jobs…………………………………………………………………………………………………………………………………………………………3-22

22. Lewis County Federal & State Jobs………………………………………………………………………………………………………………………………………………………..3-22

23. Nez Perce County Manufacturing Jobs………………………………………………………………………………………………………………………………....................3-24

24. Nez Perce County Federal & State Jobs…………………………………………………………………………………………………………………………………………………3-25

25. Land Ownership in Region 2………………………………………………………………………………………………………………………………………………………………….3-25

List of Figures

1. Map of North Central Idaho…………………………………………………………………………………………………………………………………………………………….………1-2

2. View of Waha, Nez Perce County…………………………………………………………………………………………………………………………………………………………….1-3

3. Gospel Hump Wilderness, Idaho County…………………………………………………………………………………………………………………………………………………3-1

4. Tour at Idaho Forest Group, Idaho County………………………………………………………………………………………………………………………………………………3-8

5. Dog Bark Park, Idaho County…………………………………………………………………………………………………………………………………………………………………3-17

6. Rainbow, Latah County…………………………………………………………………………………………………………………………………………………………………………3-20

7. Lochsa River, Idaho County……………………………………………………………………………………………………………………………………………………………………3-27

8. North Central Idaho Transportation Network……………………………………………………………………………………………………………………………………….3-33


9. Port of Lewiston, Nez Perce County………………………………………………………………………………………………………………………………………………………3-36

10. Gritman Medical Center, Lewis County…………………………………………………………………………………………………………………………………………………3-39

11. CEDS Prioritization Committee………………………………………………………………………………………………………………………………………………………………..4-1

12. 2013 Grain Bin Fires, Lewis County………………………………………………………………………………………………………………………………………………………….5-1

13. 2011 Flooding, Nez Perce County……………………………………………………………………………………………………………………………………………………………5-1

14. 2014 Johnson Bar Fire, Idaho County………………………………………………………………………………………………………………………………………………………5-2

15. 2012 Leitch Creek Road Landslide, Idaho County…………………………………………………………………………………………………………………………………….5-3

North Central Idaho Comprehensive Economic Development Strategy 2014 - 2019

Chapter 1 Page 1

Chapter I Building the Pathways to Accelerate North Central Idaho The Pathways to Accelerate North Central Idaho comprehensive economic development strategy is the culmination of extensive

research, analysis and planning toward the goal of creating a five-year roadmap for regional economic development.

Pathways to Accelerate North Central Idaho was a year-long campaign led by Clearwater Economic Development Association to create a

shared vision for growth for the five counties of North Central Idaho. Over 55 individuals from across the region were involved in creating

common goals for how our region can grow between now and 2019. The planning team included elected officials and representatives

from private industry, higher education, state agencies, economic development organizations and human service associations. See

Appendix A for a complete list of CEDS Planning Team Members.

Three distinct pathways to economic vitality were identified - Elevate Industry, Advance Individuals and Strengthen Communities. Four

areas of focus were developed for each pathway: education and workforce development; entrepreneurship, business development and

economic empowerment; transportation; and healthy communities.

Vision: Over the next ten years we want

to promote the continued prosperity,

progress and productivity of North

Central Idaho by creating thriving,

connected, sustainable and evolving

people, communities and economies.

We seek to Elevate Industry by energizing industries, empowering

business opportunities, and invigorating innovation and research

for thriving industries that are diverse, sustainable, geographically

dispersed and globally competitive.

We seek to Advance Individuals by engineering talent pipelines,

cultivating K-through-Career, and expanding high quality jobs to

provide productive, prosperous and meaningful lives.

We seek to Strengthen Communities by enhancing our

communities’ unique characteristics, strengths and assets to

improve economic competitiveness.


Chapter 1 Page 2

The development and implementation of a comprehensive plan is a prerequisite and valuable step for obtaining funding for community

and regional economic development projects. The Economic Development

Administration, of the U.S. Department of Commerce specifically requires a

Comprehensive Economic Development Strategy (CEDS) for project funding. In

addition, a CEDS is required for the region’s designation as an Economic

Development District.

Established in 1968, Clearwater Economic Development Association (CEDA) serves

as the US Department of Commerce Economic Development Administration’s

designated planning organization for the Clearwater Economic Development

District, encompassing the five counties of North Central Idaho – Clearwater, Idaho,

Latah, Lewis, and Nez Perce.

As a member-driven, private, not-for-profit 501(c)(4) organization, CEDA’s mission

is “to help North Central Idaho business and communities by serving as a conduit to

needed resources.” As the collective voice of North Central Idaho, CEDA provides

leadership and guidance in developing communities, diversifying the regional

economy, and creating prosperity.

As one of the six Economic Development Districts of Idaho (EDDI), CEDA serves with

the others as an essential catalyst for building regional partnerships and local

capacity. Local governments, businesses, communities, and the workforce are

competing in an increasingly complex economic environment; CEDA brings local

government and industry together to accomplish what cannot be done individually.

Governance: CEDA is governed by a 21-member Board of Directors. At least one-

third of the Board of Directors represents private industry or organizations that

represent labor or education. Five working councils provide recommendations to the Board of Directors in the areas of planning,

project/program development and implementation, business development services and workforce development. A list of CEDA

governance can be found in Appendix B.

Figure 1: North Central Idaho


Chapter 1 Page 3

Programs: CEDA’s development activities include:

regional and community planning;

project and program development;

project financing and administration;

business development; and,

small business financing.

CEDA’s contract and fiscal management personnel specialize in all types of grant management including construction, public works,

housing, public facilities, economic development, and disaster recovery projects.

In 2014, CEDA had less grant writing activities than some years; it was a year for implementation of projects. During 2014 CEDA worked

with partners to secure $817,500 in grants for community based projects and regional initiatives. In 2013, CEDA managed over $2.4

million in grants and contracts and administered a revolving loan fund with a capital base of $3.5 million.

The CEDA Office is located at: 1626 6th Ave. N., Lewiston, ID 83501.

Figure 2: View from Waha, Nez Perce County - Photo by Stephenie O'Callaghan


Chapter 2 Page 1

Chapter II The Strategies to Accelerate NC Idaho

The vision of the regional and statewide economic goals are to “promote the prosperity, progress and productivity of Idaho by creating thriving, connected, sustainable and evolving people, communities and industries.”

The Clearwater Economic Development District CEDS centers on regional priorities. The plan focuses on three broad goals – Elevating

Industry, Advancing Individuals and Strengthening Communities. Each goal has four distinct objectives - Education and Workforce

Development; Entrepreneurship, Business Development and Economic Empowerment; Transportation; and Healthy Communities - that

align with statewide areas of economic development focus. These goals and objectives will serve as a roadmap to coordinate regional

resources to achieve the greatest impact.

Pathways Goals

Elevate Industry

•Energize existing industries, empower business opportunities, and invigorate innovation and research for thriving industries that are diverse, sustainable, geographically dispersed and globally competitive.

Advance Individuals

•Engineer talent pipelines, cultivatie K-through-career, and expand high quality jobs to provide productive, prosperous and meaningful live.

Strengthen Communities

•Inspire community vitality, develop infrastructure solutions, and galvanize egional collaboration thereby enhancing our communities' unique characteristics, strengths, and assets to improve economic competitiveness.


Chapter 2 Page 2

Elevate Industry Goal: Energize existing industries, empower business opportunities, and invigorate innovation and research

for thriving industries that are diverse, sustainable, geographically dispersed and globally competitive

Education and Workforce Development Objective

A knowledge based economy requires the cultivation and preparation of the workforce

Strategy Tasks

By 2019, the District will have implemented a strategy to advance

technical education delivery systems to meet industry and workforce

needs.

Formalize a consortium of industry, education, higher education,

partners and students to create and implement a work plan that

includes industry analysis, education analysis and a regional vision for

technical education delivery systems

Entrepreneurship, Business Development and Economic Empowerment Objective

An ever-changing economic climate demands the discovery of new ways of combining resources

Strategy Tasks

By 2017, the District will assess, develop, and coordinate a technical

assistance program to increase the number of business successions in

the region.

Create and implement a Business Succession Mentorship Program to

connect aging businesses with potential owners and provide technical

assistance for the new ownership

By 2019, the District will have a network of centers and/or incubators

designed to support business to business development in industries

such as high technology, advance manufacturing, value-added

agriculture, tourism and the wine industry.

Inventory current business centers and/or incubators in the region,

specific uses of each facility and current occupancy

Work with area food/growers coalitions and alliances to develop a

regional vision and plan to increase value added agriculture

diversification

By 2019, the District will increase broadband usage by twenty percent

through last mile connectivity and broadband adoption training.

Engage service providers and others to increase the availability of

broadband usage training programs for seniors and businesses in rural

areas of the region

Transportation Objective

Idaho is a hub for commerce, vital to the global economy

Strategy Tasks

By 2016, the District will increase awareness and support of prioritized Create an ad hoc delegation, to include private industry


Chapter 2 Page 3

District 2 transportation projects listed in the Idaho Transportation

Department’s State Transportation Improvement Program (STIP) slated

for completion by 2019.

representatives, to actively engage the Idaho Transportation Board

and District leadership and increase public awareness of regional

transportation projects and their economic impacts

By 2019, the District will increase the number of flights into the

Lewiston-Nez Perce County Airport and the Pullman-Moscow Regional

Airport by one flight daily.

Survey businesses, government and citizens to determine current and

projected air transportation needs; work with air service providers and

stakeholders to understand and address the results of the survey

By 2016, the District will facilitate the exploration of standardized and

equitable options to increase state transportation revenue for road and

bridge improvements.

Facilitate discussions between private industry, trade associations,

shippers and elected officials to explore options to increase available

road and bridge repair funding

By 2017, the District will support the development of a statewide online

tool for private industry to evaluate multi-modal options and create

distribution channels to reduce transportation costs and efficiently

move goods to market.

Support and assist in the implementation of the Idaho Freight and Rail

Plan that includes the development of a transportation clearinghouse

Healthy Communities Objective

Investment in local products and resources strengthens the economic base of a community

Strategy Tasks

By 2019, the District will increase awareness of leadership of the

importance of broadband, utility, and transportation infrastructure to

industry growth by hosting one regional conference in the District

and/or enhancing existing programs.

Plan and implement one regional event to bring together elected

officials, industry, and education to create an understanding of

infrastructure and economic development synergy


Chapter 2 Page 4

Advance Individuals Goal: Engineer talent pipelines, cultivate K-through-Career, and expand high quality jobs to provide

productive, prosperous and meaningful lives


Lifelong learning is recognized as critical to empowered people

Strategy Tasks

By 2019, the District will construct an effective stakeholder network

that methodically engages students, families and communities in

knowing and understanding regional career and employment

opportunities on an ongoing basis.

Develop plans to compliment and/or expand current career and

employment outreach programs that will support the most critical and

future occupational needs of the District


A comprehensive entrepreneurial and business development environment must be established to create, develop, and implement ideas

Strategy Tasks

By 2017, the District will create an entrepreneur development

collaborative to support and promote business development.

Convene an entrepreneur collaborative to create a conduit to help

businesses to assist one another in skills development and increased

networking opportunities; support existing entrepreneur programs

such as SCORE, PKC, Small Business Development Centers, Avista

Center for Entrepreneurship at Walla Walla Community College, and

trade associations

By 2019, the District will increase the current level (2014) of cellular

service coverage along U.S. Highway 12 and U.S. Highway 95 by

twenty-five percent.

Work with regional cellular service providers, Emergency Services

Management and the Nez Perce Tribe to inventory service and address

gaps/weaknesses in service


Mobility options must be available to allow people to get around – at whatever age, ability, or income level

Strategy Tasks

By 2019, the District will add five Park and Ride spaces to increase the

number of people carpooling and ridesharing.

Determine traffic patterns of employees in the region to identify

optimal locations for Park and Ride spaces then work with cities,

communities, Idaho Transportation District and employers to create

formal lots.


Chapter 2 Page 5

By 2019, the District will increase the availability of public

transportation through increased days and/or hours of operation in

two communities and develop one new route in North Central Idaho.

Work with current providers and ITD to explore options to increase

funding that would support increase in service levels

By 2019, the District’s leadership will have an understanding of state

transportation allocation methodology and support policy changes to

allocation formulas that better support rural communities by changing

allocation methodology from population only to population, service

and operation miles.

Plan and implement one event per year to bring together area

leadership, legislators, industry leaders, education and medical

providers to initiate dialogue about the unmet transportation needs in

the region


Access to quality amenities such as healthcare is integral to community vitality

Strategy Tasks

By 2019, the District will support statewide leadership programs for

elected officials, community and tribal leaders and promote current

programs, such as the Northwest Community Development Institute to

increase the number of participants in by ten percent.

Inventory current leadership programs and available training

Map graduates and participants of the Northwest Community

Development Institute to identify potential participants from the

District; intensify marketing support of the Northwest Community

Development Institute program

Work with the Department of Commerce, Higher Education and

Economic Development Organizations to enrich training opportunities

that will focus on community leadership


Chapter 2 Page 6

Strengthen Communities Goal: Inspire community vitality, develop infrastructure solutions, and galvanize regional

collaboration thereby enhancing our communities’ unique characteristics, strengths, and assets to improve economic

competitiveness


Education is crucial in meeting the needs of residents, industries and governments

Strategy Tasks

By 2019, the District will create one new civic education opportunity or

enhance an existing program to bolster volunteerism and civic

leadership in the District.

Create or expand a program to work with one population segment

(youth, elderly, etc.) with the end goal of increasing volunteer service

hours in the District


Education is crucial in meeting the needs of residents, industries and governments

Strategy Tasks

By 2019, the District will complete a minimum of seven water/sewer

infrastructure projects within the region.

Complete a District-wide needs assessment to determine needs,

compliance issues and potential projects then work with communities

to develop and implement water/sewer projects

By 2019, the District will complete a minimum of two downtown

revitalization projects in two communities in the region, promoting

health community design.

Work with two communities to develop a steering committee, develop

a revitalization plan and seek funding for implementation

By 2019, the District will increase the participation of communities in

the implementation of the regional five-year economic development

strategies by yearly outreach.

Utilize CEDA working council members to assist with community

outreach and initiate one ‘listening session’ in each of the 29

communities and 5 counties within the District yearly


Economic opportunities arise when transportation infrastructures are able to answer mobility needs to facilitate access to resources and markets

Strategy Tasks

By 2019, the District will Increase the number of communities in the

region participating in the Safe Routes to School program by a

minimum of two.

Promote the Safe Routes to School and the Community Choices

funding when released and assist communities with project

development and implementation


Chapter 2 Page 7

By 2019, the District will increase the number of safe bike and

pedestrian paths in District communities in the region and complete

connectivity between established paths.

Work with established groups such as the Latah Trail Foundation and

tourism organizations to inventory current paths/usage and garner

support for increasing pathways and connecting established paths in

the District while encouraging the inclusion of bike and pedestrian

pathways in regional comprehensive and land-use plans

By 2019, the District will create and/or expand transportation services

for the senior and disabled population of the region as evidenced by a

10 percent increase in mobility options and usage.

Work with established/new providers, human services and ITD to

address gaps


A healthy community reflects a sense of mental and physical well-being which contributes to economic vitality

Strategy Tasks

By 2019, the District will renovate or construct a minimum of two

community youth or senior centers in the region.

Complete a District-wide needs assessment to determined needs and

capacity of communities and then work to develop community

youth/senior projects in identified communities

By 2019, the District will complete the update of five community or

county comprehensive plans.

Review the status of current county and city comprehensive plans and

update as timelines indicate

By 2019, the District will create a formal community development

training that incorporates hands-on education for project planning,

development and implementation.

Implement the “Community Projects: Putting all the Pieces Together”

initiative that will provide training to 14 communities throughout the

District


Chapter 3 Page 1

Chapter 3

Technical Report – Where are we today?

The Region’s Background

Found in the heart of the nation’s Inland Northwest, the Clearwater Economic Development District of North Central Idaho encompasses

the counties of Clearwater, Idaho, Lewis, Latah, and Nez Perce. Approximately

106,588 people live in the 29 incorporated communities and in the

unincorporated areas of the District’s 13,500 square miles. Located at the

confluence of the Snake and Clearwater rivers, the City of Lewiston is the

region’s largest community and retail hub (population 32,119). Home to the

University of Idaho, the City of Moscow is the second largest population center

with 23,800 inhabitants. All other communities range between 100 and 3,200

population.

The region is rich in history and natural resources. The Nimi’ipuu people, now

known as the Nez Perce, hunted and gathered in the region for 10,000 years. In

1805, the Lewis and Clark Corps of Discovery traveled by horse and foot

through the Bitterroot Mountains and then continued their westward

movement by canoe on the Clearwater River. In 1806, they traveled back

through the area. Fur trappers soon followed. In the 1830s, missionaries arrived

in the region. In the 1860s, after gold was discovered by Captain E.D. Pierce near the present-day town of Pierce, communities began to

emerge along stagecoach routes. By the late 1800s, timber and agriculture emerged as the primary economy. These industries remain

critical to today’s economy.

People

The District’s population growth reflects its slow economic growth since 1980. In the late 1960s and early 1970s, the region’s mainstay

industrial cluster - forest products - added hundreds of jobs, and the region's population grew at the same rate as the U.S. population. But

Figure 3: Gospel Hump Wilderness Area, Idaho County - Photo by Stephenie O'Callaghan

https://plus.google.com/_/notifications/emlink?emr=02563226666537980798&emid=CJisr5SX3r8CFQsD3AodRnIA5Q&path=/116817859160289500642/posts/cuDDEfcTqNP?gpinv=AMIXal_iAVuv8O3Nz1TfcYaNPC_vZWAHSQxKXLZXBFlLkQSxW548wq_TdE2ivVslvhFHRWeICgmlvtkQp3CFNuBO6rHfTaX6us9bxSyWvnbwR3RNVWiO9KM&dt=1406212869187&uob=8


Chapter 3 Page 2

after the recessions of the early and mid- 1980s eliminated

hundreds of forest product jobs, many people moved out of

the District to find jobs elsewhere.

In the late 1980s, the recovery in the forest products sector

and growth in some other sectors allowed some families to

return, and since 1993 the region's population has grown,

albeit slowly. The District’s population growth slowed slightly

after the recent recession began in December 2007.

Clearwater County’s long-term economic decline, caused by the loss of logging and wood products jobs, caused many young people to move out to find employment, making its population have an especially high proportion of senior citizens. Lewis County also lost a lot of population in the 1980s and early 1990s as forest products lost jobs, but has been growing slowly since. Latah County’s more rapid growth mostly reflects the long-term increase in enrollment at the University of Idaho. With many young people choosing to move out of the area to look for work, the existing population also is aging, and therefore the birth

rate is falling. Many of the people moving into the District are retired, and therefore are not contributing to the District's birth rate. Also contributing to the decline in the birth rate is the change from the large families once typical of rural areas to smaller family sizes more typical of the nation today. The birth rate fell further after 2007, when the recession caused many young adults to postpone marriage and childbirth. The District’s population continued to grow after the recession began at nearly the same rate as it did in the previous decade. The population estimates are from the U.S. Census Bureau and are for the midpoint of each year (July 1).

District Population by County

2005 2007 2009 2011 2013

Clearwater 8,659 8,788 8,761 8,630 8,577

Idaho 15,522 15,770 16,138 16,467 16,116

Latah 35,958 36,179 36,939 37,830 38,078

Lewis 3,665 3,707 3,832 3,809 3,902

Nez Perce 38,071 38,720 39,049 39,429 39,915

District 101,875 103,164 104,719 106,165 106,588

Table 2: District Population by County

-20%

0%

20%

40%

60%

80%

100%

120%

1973 1978 1983 1988 1993 1998 2003 2008 2013

Population Growth since 1973

District

State of Idaho

United States

Table 1: Population Growth since 1973


Chapter 3 Page 3

The District’s relatively slow population growth hampers growth in retail, construction, service, and government sectors. The population of the District is not as racially or ethnically diverse as the U.S. population, as the table below shows. Native Americans are the largest racial minority in the District. People who told the Census they were only one race and that was American Indian make up 3 percent of the population. The Nez Perce Tribe’s reservation is home to most of the District’s 3,200 residents who are Native Americans. Hispanics make up almost 3.5 percent of the population. Because Hispanic origin and race are two separate Census questions, people identify themselves as Hispanic or not Hispanic and as a member of one or more races. Some of the Hispanics are white, while others are Native Americans or black, and many are of more than one race. Typically when people refer to ethnic or racial minorities they mean people who are not white or of Hispanic origin.

The District’s population is older than the U.S. population. The higher proportion of older residents limits the District’s labor force growth, prompting the rapid growth of the region’s health care industry, and posing special problems for social service providers. Even though between 1970 and 2010 the CEDA District's population grew only 27 percent - a little more than half as fast as the U.S. population - the District’s population between the ages of 60 and 74 grew 92 percent, even faster than U.S. growth of 82 percent. The District's population 75 years of age and over grew 163 percent, considerably faster than U.S. growth of 144 percent. While the U.S. population under 15 years of age grew only 6 percent between 1970 and 2010; the CEDA District saw its population under age 15 decline by 25 percent.

Population by Hispanic Origin and Race, 2013

District State of Idaho

United States

Hispanic 3.5% 11.8% 17.1%

White, Not Hispanic 89.6% 83.1% 62.6%

Black, Not Hispanic 0.5% 0.7% 12.4%

Native American, Not Hispanic 3.0% 1.1% 0.7%

Asian & Pacific Islander, Not Hispanic 1.2% 1.4% 5.3%

Two or More Races, Not Hispanic 2.2% 1.8% 2.0%

Table 3: The District's Ethnicity

County’s Percentage of Population in Age Group, 2013

Clearwater Idaho Latah Lewis Nez Perce

Under 15 years 12.8% 16.1% 15.5% 19.1% 17.8%

15 to 29 years 14.2% 14.6% 36.4% 14.6% 19.6%

30 to 44 years 15.6% 14.3% 15.8% 13.9% 17.1%

45 to 59 years 23.5% 22.4% 15.7% 21.9% 20.3%

60 to 74 years 23.8% 23.2% 11.8% 20.1% 16.3%

75 years & over 10.0% 9.5% 4.8% 10.4% 9.0%

Table 4: County's Percentage of Population in Age Group, 2013


Chapter 3 Page 4

The counties with the oldest population generally have the most stagnant economies. Clearwater and Idaho counties have more people

65 years and over than they have people under 18, while

Lewis County only has a few more youth than elderly. The

U.S. population 65 and over is about half the size of the

population18 and under.

Nez Perce County’s relatively warm climate, public

transportation options, and large community of health care

providers attracts many retirees, but Lewis-Clark State College

in Nez Perce County helps boost the number of residents15 to

29 years of age in the county. Latah County has an unusually

high number of people 15 to 29 years of age, because of the

students at the University of Idaho.

The aging of the population in the District is even more dramatic than the aging of the U.S. population, a demographic change

unprecedented in U.S. history. Because of its high birth rate before the 1970s and because so many young adults moved elsewhere for

jobs, the District’s population traditionally was relatively young, but now it is relatively old.

Education

Ninety percent of the region’s population 25 years of age and older had a high school diploma or equivalent in 2012, according to the

Census Bureau. That was 5 percentage points higher than the nation. Clearwater County has the lowest proportion of high school

graduates in the District, 86 percent but that was still slightly higher than the national rate. The county’s lower rate is explained by its high

proportion of people over 65 years of age; people from earlier generations were less likely to graduate from high school than people in

more recent generations.

Clearwater and Idaho counties have the lowest percentage of college graduates. Only 15 percent of their adult population has earned

bachelor's degrees or higher, while 28 percent of American adults are college graduates. Latah County, whose largest employer is the

University of Idaho, has the highest percentage of college graduates - 43 percent. The other two counties are below the national average:

Lewis County, 16 percent; and Nez Perce County, 21 percent.

Percent of Population in Age Group

CEDA District State of Idaho United States

1970 2013 1970 2013 1970 2013

Under 15 years 28.3% 16.3% 30.4% 22.2% 28.5% 19.3%

15 to 29 years 26.6% 24.2% 24.1% 20.5% 24.1% 20.7%

30 to 44 years 16.1% 16.0% 15.9% 18.9% 17.0% 19.5%

45 to 59 years 15.3% 19.3% 15.9% 18.8% 16.3% 20.5%

60 to 74 years 10.1% 16.5% 9.9% 13.9% 10.4% 13.7%

75 years & over 3.6% 7.7% 3.9% 5.7% 3.8% 6.2%

Table 5: Population by Age Group Comparison 1970 - 2013


Chapter 3 Page 5

The Clearwater District has significantly increased the educational level of its adult population in the last three decades. In 1980, only 74

percent of the District's population 25 years and over were high school graduates. Today, 90 percent are. In 1980, 17 percent of the

District's 25-plus population had earned a bachelor's degree or higher. Today, 26 percent have. There also has been a significant increase

in individuals who are earning technical certificates and associate degrees from colleges.

Workforce

The District’s workforce has a reputation for its strong work ethic and high

productivity, but it is growing slowly. Between 1983 and 2013, the District's civilian

labor force grew 14 percent from 42,700 to 48,600. In the same 30-year period, the

U.S. civilian labor force grew 39 percent and Idaho's grew 72 percent.

Economic problems and the aging of the population caused Clearwater County to lose

labor force throughout the last three decades. Idaho County saw its labor force grow

significantly in the last 15 years, but many of its residents rely on jobs in neighboring

counties. Latah County experienced the fastest growth - 30 percent - between 1983

and 2013. People living in Latah County often work in neighboring Whitman County,

Washington, where Washington State University and Schweitzer Engineering

Laboratories are located. Lewis County’s labor force declined after the double-dip

recession that begin in 1981, grew slowly in the 1990s, and then has remained stable

in the last 15 years. The recession, again of the population, and stagnant employment caused Nez Perce County’s labor force to shrink a

bit in the last 10 years. Despite the recent decline, it grew 19 percent over the last 30 years. Nez Perce County employers draw workers

from throughout the District and from Asotin County, Washington, while many Nez Perce County residents work in Latah County and

Whitman County, Washington.

The District experienced especially high levels of unemployment in the early 1980s - when a double-dip recession devastated forest

products employment. Since then, the District’s unemployment rate has moved similarly to the U.S. unemployment rate and has often

fallen below the U.S. unemployment rate.

Between 2003 and 2007, the District experienced some labor shortages. Skilled manufacturing, construction, and health care workers

Civilian Labor Force

1983 1993 2003 2013

Clearwater 4,815 4,094 3,273 3,155

Idaho 6,395 6,506 6,826 7,249

Latah 13,488 15,356 16,068 17,488

Lewis 2,085 1,580 1,670 1,761

Nez Perce 15,919 21,527 19,147 18,988

District 42,701 49,062 46,984 48,641

Table 6: Civilian Labor Force 1983 - 2013


Chapter 3 Page 6

were especially difficult to find, but even wages for unskilled workers rose sharply as employers competed for the limited number of

workers. Its unemployment rate fell to the lowest rate ever recorded, 2.9 percent, in June 2007.

After the U.S. recession began in December 2007, the

District’s unemployment rate more than doubled, but it

remained below the U.S. unemployment rate. Clearwater

and Idaho counties, the District’s most timber-dependent

counties, suffered from double-digit unemployment rates

after the U.S. housing market collapsed, slashing the

demand for lumber and other wood products. By the end

of 2012, Idaho County’s unemployment rate fell below 10

percent and Clearwater County’s rate edged down to 10

percent by May 2014. The unemployment rates of the

District’s other counties also fell considerably since the

recession.

In 2010, 19.5 percent of the U.S. labor force - including

workers on employers’ payrolls, the self-employed and unemployed workers - was over 54 years of age, compared to 21.4 percent of the

District’s labor force. The District therefore will be facing a high number of retirements in coming years. With its youth population

growing more slowly than the nation's, the District will face challenges in replacing those retirees. The District's labor force 30 to 54 years

of age fell 7.2 percent between 2000 and 2010.

Over the decades, the District has experienced a high level of “brain drain”. Young people who grow up in the District or come to the

District for an education tend to move away after graduation, because job opportunities are limited. If the region can keep more of these

youth it will solve its biggest potential labor force problem.

Women today make up a much larger part of the labor force than they did in the 1970s. Because women are less likely to be unemployed

than men and are less likely to be self- employed than men, they make up even a larger portion of payroll employment. In 2013, females

made up 49.8 percent of payroll workers, while they made up 45.8 percent in 1995.

Table 7: District Unemployment Rates

0

5

10

15

20

25

1978 1983 1988 1993 1998 2003 2008 2013

District Unemployment Rates

Clearwater

Idaho

Latah

Lewis

Nez Perce


Chapter 3 Page 7

The District’s workforce is better educated than the state’s and the nation’s workforces. The District has a better high school graduation rate than the state, which performs much better than the U.S. The District outperforms the state and nation in terms of post-secondary education, as well. Its young men especially stand out for their educational attainment relative to young men in Idaho and U.S.

The Industrial Clusters that Drive the District’s Economy

Industrial clusters are groups of industries

located in the same area and tied to each other

by common products, services, supply chains,

and/or workforce needs; the industries in the

clusters may have developed to support

another industry in the cluster. Firms in the

cluster may compete against each other,

because they make the same products or

services, or they may cooperate as part of a

common supply chain. They often have similar workforce needs, and workers who receive training in one firm in the cluster may be able

to find work easily in another firm in the same cluster. Clusters generally form based on an area’s comparative advantages.

North central Idaho has several industry clusters - some are well-developed but continuing to evolve and others are in the process of

forming.

Forest products: The forest product industries make up the District’s largest and oldest industrial cluster. This includes logging;

transportation firms that carry logs, lumber, paper, and wood chips; wood products manufacturing; paper products manufacturing;

Educational Attainment of the Population 25 Years & Over

U.S. Census Bureau American Community Survey 2008-2012

District State of Idaho United States

Female Male Female Male Female Male

25 to 34 years

High school graduates 95.3% 91.3% 91.0% 88.3% 89.4% 85.6%

Some college but no bachelor’s 39.8% 39.2% 41.5% 37.0% 33.2% 30.3%

Bachelor's degree or higher 36.1% 22.4% 25.5% 21.5% 35.5% 27.7%

35 to 44 years




45 to 64 years




Table 8: Educational Attainment of the Population 25 Years & Over


Chapter 3 Page 8

machine shops that specialize in repairing and fabricating logging and sawmill equipment; and forest management. Altogether about

4,400 people work in the forest products cluster.

A new element may be added to the cluster - woody biomass. Elk City, Clearwater County,

and the Nez Perce tribe are exploring the feasibility of building woody biomass plants, and

other entities are considering smaller biomass facilities. Woody biomass comes from debris

from logging (known as “slash”) and forest thinning - including tree tops, limbs, shrubs,

needles, and tree bark - as well as processing residuals - shavings, sawdust, mill ends, and

other materials left over from milling timber and making paper.

Forest management, including reforestation, management for recreational uses, stream

restoration, and fish and wildlife management is the source of many jobs with the Forest

Service, state land and park departments, the Nez Perce Tribe, the University of Idaho,

environmental engineering and analysis firms, and private forest land owners. Well-

managed forests in turn boost tourism and make the District attractive to people looking for

places to live.

Recreational technology: North central Idaho is an outdoor paradise offering great opportunities for hunting, fishing, hiking, camping, jet

boating, snowmobiling, whitewater rafting, horseback riding, recreational vehicles, and cross country skiing. Not surprisingly, many

manufacturers here make equipment for recreational activities.

The Lewis-Clark Valley is known as the jet boat capital of the world, because 13 firms in Lewiston, Clarkston, and Orofino make aluminum

jet boats. Clearwater Economic Development Association assisted these manufacturers form the Snake River Boat Builders and engaged a

consultant to help them introduce their jet boats into the European market. They have exhibited their boats at Europe’s largest boat

show in Dusseldorf, Germany, and boat shows and trade missions in Norway, Sweden, and Spain. The boat builders are working on

earning the CE mark, the European Union’s equivalent of the American UL that demonstrates a product meets consumer safety and

environmental standards. They also have hosted several contingents of Europeans interested in jet boats. The boat builder coalition

includes a manufacturer of boat trailers, Gateway Trailers in Lewiston. Boat builders employ nearly 300 people, and are expected to

expand considerably as their exports rise and as U.S. consumer demand is restored to pre-recession levels.

Figure 4: Tour at Idaho Forest Group - photo by Deb Smith


Chapter 3 Page 9

-

200

400

600

800

1,000

1,200

1,400

1,600

1993 1998 2003 2008 2013

Ammunition & Gun Making JobsAmmunition is the largest rec-tech industry, employing more than 1,600

people in the District. The largest ammunition maker, ATK in Lewiston,

added jobs even during the recession. Its expansion accelerated in the

couple of years, bringing its employment close to 1,300. In addition to

the ammunition makers, there are two firms that make equipment for

manufacturing ammunition. One of them, Howell Machine, started

making ammunition in Lewiston in 2012, and now employs more about

300. In 2011, an ammunition maker moved to Potlatch in rural Latah

County from the Seattle area. PNW Arms expects to expand over the

next couple of years. The city of Potlatch plans to build an industrial park

to attract gun, ammunition, and other rec-tech firms.

In addition to the boat builders and the ammunition makers, there are 18

other companies that make outdoor recreational equipment - including

guns, riflescopes, kayaks, arrows and bows, bird and animals calls for

hunting, and fishing gear. Together, they employ about 330 people.

Nightforce Optics, a maker of riflescopes employing 100 people in Orofino, is the largest and one of the fastest growing companies in this

rec-tech group.

Today, rec-tech companies including ammunition makers and boat builders provide nearly 2,000 jobs - accounting for more than two-

fifths of the District’s manufacturing jobs.

Metal fabrication supercluster: The jet boat builders, ammunition makers, and firearms manufacturers are part of a larger “supercluster”

of firms that are primarily engaged in metal fabrication. The supercluster, which employs about 2,800 people, includes machine shops,

makers of farm and mining equipment, metal part fabricators, and Ende Machine & Foundry in Craigmont. The supercluster shares

common workforce needs and have interaction between each other as buyers and sellers of intermediate products or services. They also

work together on projects such as the American Manufacturing Network, developed by Clearwater Economic Development Association

and Northwest Intermountain Manufacturing Association, to help local manufacturers procure military contracts.

Another CEDA-NIMA collaboration - working with Valley Vision and the University of Idaho and Lewis-Clark State College, and six high

Table 9: Ammunition & Gun Making Jobs


Chapter 3 Page 10

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

1993 1998 2003 2008 2013

Higher Education Jobs

Nez Perce Latah

schools throughout the District - is helping develop the workforce for the cluster and for other manufacturers. The SolidWorks in the

Classroom initiative is teaching high school students how to use three-dimensional, solid modeling software programs used for

manufacturing design. As part of the SolidWorks initiative, CEDA and NIMA are exploring the workforce needs of local manufacturers. In

addition, Lewis-Clark State College will develop mentoring and job shadowing programs with local manufacturers, exposing more students

to job opportunities in the manufacturing sector.

Higher education: Higher education is a major export industry in the District. The

University of Idaho in Moscow offers a wide range of bachelor’s and postgraduate

degrees, while Lewis-Clark State College in Lewiston offers bachelor’s programs

and professional-technical training, including training customized to the needs of

particular employers. Together they also provide about 5,500 jobs including 1,500

work-study jobs. The 15,700 students enrolled on the Moscow and Lewiston

campuses contribute to local economies through retail and other spending. The

District also benefits from the growing enrollment at Washington State University

in Pullman, eight miles from Moscow. Pullman residents’ often shop in Moscow,

and many Moscow residents work in Pullman. The New St. Andrews College, a

four-year Christian school in Moscow, also draws about 200 students to the area.

The technology transfer cluster: The University of Idaho is the source of another

cluster - professional service firms that spin off from university research. Their

growth is fostered by the Palouse Knowledge Corridor, an organization formed by

the university and Washington State University, to promote businesses that

develop from research. The university is strengthening its efforts to direct its

research to the needs of Idaho businesses, generate patents and increase technology transfer programs that create businesses in the

community based on those patents.

Management, scientific, and technology consulting and research companies in Moscow employed 30 people in 1995. By 2003, they

employed 94. Today, they employ more than 400 people. In addition, there are two manufacturing operations that employ about 50

people that are technology transfer companies.

Table 10: Higher Education Jobs in Latah & Nez Perce Counties


Chapter 3 Page 11

Vineyard and wine maker cluster: In the last 10 years, several businesses have developed the vision to revive what was once a big

industry in the Clearwater Valley - growing grapes and making wine. Before Prohibition, the valley was well-known for its wines. The

Palouse Lewis Clark Valley Wine Alliance, representing six wineries and eleven vineyards in north central Idaho and southeast Washington,

received an $18,000 grant from the Economic Development Administration to help establish a recognized American Viticulture Area (AVA)

- a crucial step to restoring one of the Lewiston area’s first major industries. The alliance also is working with the Idaho Grape Growers

and Wine Producers Commission, based in Caldwell, to prepare a comprehensive research and marketing strategy for Idaho wines. The

Riggins area also is exploring the possibility of growing grapes for wine.

Turning farm products into value-added products: Agriculture is a long-term mainstay of the District’s economy. On the agricultural

lands throughout the District, farmers grow wheat, barley, lentils, peas, garbanzos, canola, hay, and other crops and ranchers raise cattle

and horses. To support farmers and ranchers, there are grain elevators, barge and truck transportation, and wholesalers, retailers, and

professional services serving farmers and ranchers.

Very few of the District’s agricultural products are processed here. Economic development organizations, university researchers, and

agricultural producers are trying to develop food processing that uses local products and turns them into value-added products. Others

are hoping to add another element that will bolster farm incomes and attract

dollars from outside north central Idaho by exploring the possibility offered by

agri-tourism development. This would also bolster another emerging cluster – the

vineyard and wine-making cluster, since tourists could visit vineyards and vintners

to sample wines.

Tourism: The tourism cluster is small compared to its enormous potential. The

District offers wonderful scenery and an abundance of outdoor recreational

opportunities in every season. Hunting, fishing, whitewater, and camping are the

biggest draws. The Nez Perce Tribe’s casino near Lewiston is the largest tourism

employer. About 4,600 people work at inns, RV parks, restaurants, bars, ski areas,

golf courses, outfitters and guides, museums, the tribe’s two casinos, and related

operations, while a few hundred others have jobs hosting visitors at state parks,

the Nez Perce National Historic Park, and the national forests.

-

1,000

2,000

3,000

4,000

5,000

1993 1998 2003 2008 2013

Leisure & Hospitality Jobs

Table 11: Leisure & Hospitality Jobs


Chapter 3 Page 12

Leisure and Hospitality jobs—employment at restaurants, bars, motels,

inns, private campgrounds, casinos, ski areas, golf courses, tours, and

other recreational facilities – lost a few jobs during the recession, mostly

because of a decrease in business travelers.

Health care: The growth and aging of the population have pushed up

health care employment in the last 20 years. Health care jobs increased

73 percent from 3,208 in 1992 to 5,554 in 2012. St. Joseph Regional

Medical Center in Lewiston and the large community of medical practices

around it attract patients from southeast Washington as well as north

central Idaho.

Another export cluster: Regence BlueShield of Idaho employs nearly 700

people at its health insurance center in Lewiston. Its employment has doubled since 2003.

A Traditional Mainstay: Wood Products

Central to understanding the economy of north central Idaho is

knowledge of the long-term changes in its mainstay sector - wood

products and logging. To compare the present to the past requires

reconciling two different ways of classifying industries that have been

used in the last 40 years. In 2001, federal and state statistical agencies

quit classifying industries based on the Standard Industrial

Classification and started using the North American Industrial

Classification System. Comparing data from the time before the

classification change is difficult, since the systems are so different. To

show the long-term trend in manufacturing, the old SIC coding, rather

than the new NAICS coding, is used when looking at the wood products

sector. Under the SIC, logging was part of “lumber and wood products

0

1,000

2,000

3,000

4,000

5,000

6,000

1993 1998 2003 2008 2013

Health Care Jobs

Table 12: Health Care Jobs

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

1978 1983 1988 1993 1998 2003 2008 2013

Manufacturing Jobs

Paper Products Lumber & Wood Products All Other

Table 13: Manufacturing Jobs


Chapter 3 Page 13

manufacturing”. Under the NAICS, it is not part of manufacturing. Publishing also went from being part of manufacturing, to becoming

part of a new sector - Information. Since this chapter uses the older classification, logging is part of lumber and wood products

manufacturing and publishing is part of manufacturing as well.

Lumber and wood products, that includes logging as well as lumber and wood products manufacturing, always has made up a large part of

the District’s manufacturing employment. Over time, the District has lost lumber and wood products jobs, while adding other

manufacturing jobs. Yet, lumber and wood products jobs still make up 28 percent of manufacturing jobs in the District, compared to only

3 percent of U.S. manufacturing jobs. The paper products industry is closely related to lumber and wood products, but is treated as a

separate sector. Clearwater Paper in Lewiston is the

District’s largest manufacturer, employing about 1,350

people.

Clearwater, Idaho, and Lewis Counties have been especially

dependent on the lumber and wood products jobs as the

table illustrates. Nez Perce County’s paper products jobs are

not included below. Paper products rose from 22.6 percent

of Nez Perce County's manufacturing jobs in 1977 to 48.3

percent in 1992 and then dropped to 40.6 percent in 2012.

Fortunately, all of the counties have diversified their

manufacturing bases in recent years.

Lumber and wood products employment, which includes logging, tends to follow U.S. housing starts. When many new houses are being

built, lumber, plywood, and other wood products tend to be in high demand. When a recession or higher interest rates depress housing

starts, then lumber and wood products jobs fall. Over time, two other factors have reduced lumber and wood products employment. A

change in U.S. Forest Service policy in the early 1990s greatly reduced timber-cutting on federal land, which led to fewer logging jobs and

less raw products for mills. Technology has reduced the amount of labor required to produce the same number of board feet of lumber,

veneer, or plywood and to harvest the same number of logs.

Lumber wood products employment tends to be highly cyclical. When the U.S. is in a recession, housing starts fall to low levels and

Lumber & Wood Products Jobs as Percentage of

Manufacturing Jobs

1978 1983 1988 1993 1998 2003 2008 2013

Clearwater 99% 96% 96% 95% 93% 85% 73% 55%

Idaho 93% 88% 88% 89% 77% 74% 69% 34%

Latah 84% 76% 76% 74% 69% 62% 57% 62%

Lewis 85% 96% 96% 97% 98% 84% 83% 74%

Nez Perce 42% 29% 29% 26% 18% 16% 14% 12%

Table 14: Lumber & Wood Products Jobs as Percentage of Manufacturing Jobs


Chapter 3 Page 14

wood products employment plunges. The recession that began in late 2007 was exceptionally harsh, depressing housing starts and

therefore wood products employment to their lowest levels since World War II. In April 2009, housing starts fell to their lowest level - an

annualized rate of 479,000. The two previous low points occurred during major recessions, when they fell to 798,000 in January 1991 and

837,000 in November 1981. Those low points pale in comparison to 2009. It is likely to be a few more years before housing starts return

to normal levels, much less the high levels seen before the recession.

Between its low point in 2009 and the fall of 2011, lumber and wood products had restored about 240 of the 580 jobs it lost after the U.S.

housing market collapsed. Then, Clearwater Paper announced that it had sold its Lewiston mill - the state’s largest lumber mill - to Idaho

Forest Groups. About 250 people worked at the mill when it closed. After it reopened a month later, in December 2011, it employed

about 120. In 2012 and 2013, mills added jobs. The net result was that 2013’s employment averaged 1,490 - about 300 jobs below its

2007 level.

Lumber and wood products jobs are relatively high-paying jobs that can support families. The average worker in the District's forest

products sector made $44,800 in 2013, while the average worker in all other sectors made $33,600. Losing those jobs is especially hard on

communities. Because of the sector’s high wages and its large number of related industries - including forest road construction, forestry,

paper products, and transportation - the sector has an especially high impact on local economies. Its economic multiplier of 3.56 is more

than double the economic multiplier for the average sector. This means that for every job created in the lumber and wood products

sector, another 2.56 jobs are indirectly created in the District’s economy. Its high multiplier means that timber-dependent communities

throughout the District suffer whenever the lumber market is depressed and thrive when it is strong.

The Counties

CLEARWATER COUNTY: Today’s visitors thrill to the scenery and the fishing, hunting, camping and other outdoor opportunities forests and rivers provide. Dworshak Dam’s reservoir is a boater’s paradise. Despite all that it offers, Clearwater County has a fairly small tourism sector. About 7 percent of the county's payroll jobs are in the leisure and hospitality sector, while 10 percent of U.S. payroll jobs are in that sector. Leisure and hospitality - which includes amusement, recreation, lodging, restaurants, and bars - employs about 200 people. Forests cover about 91 percent of Clearwater County. Its economy traditionally relied on the forest products industry and the Forest

Service which continue to play important, albeit smaller, role.

Deep river valleys and the rolling Weippe Prairie, where farmers grow wheat and other crops, also shape the county’s economy.


Chapter 3 Page 15

Clearwater County’s agricultural sector is relatively small; its 256 farms and ranches cover about 72,600 acres and primarily produce

wheat, forage crops, and cattle. Other crops include peas, barley, and lentils. In 2012, according to the U.S. Department of Agriculture

economic survey conducted every five years, the county’s agricultural products were valued at $9.7 million.

Today, federal and state government agencies employ nearly one in five payroll workers.

The federal and state government sectors provide 18 percent of Clearwater County's

jobs, while they provide 6 percent of U.S. nonfarm payroll jobs. The U.S. Forest Service

employs 80 people, while the Army Corps of Engineers at Dworshak Dam employs 40 and

U.S. Fish and Wildlife, which operates a fish hatchery in Orofino, employs 40. The Idaho

Department of Health and Welfare runs a mental health and drug rehabilitation facility in

Orofino that employs nearly 100 people, and the Idaho Department of Corrections

operates a prison that employs about 130 people. Over the last 20 years, federal

employment has fallen as the U.S Forest Service reduced its employment.

A long-term decline in logging and lumber mill employment was intensified by

the collapse of the housing market in 2006. An especially large drop occurred

in 2000 when Potlatch Corporation closed its Jaype mill in Pierce that

employed 215 people. The decline in U.S. housing starts that began in 2007

resulted in further job losses. Employment in logging and wood products fell

from 735 in 1992 to 365 in 2001, where it remained until the housing market

collapse depressed it to just 190 in 2009. Now, about 250 people work in

logging and mills. Two projects are expected to create more jobs in the next

few years. The county is studying the feasibility of building a biomass plant in

Orofino, and the Clearwater Basin Collaborative will provide dozens of jobs

over the next 10 years thinning the national forest and restoring habitat for

fish logging and lumber mills would play a leading role in its economy.

Only in recent years have manufacturers outside the lumber and wood

products sector began to play significant roles. Some manufacturers have

Employers Jobs

1993 2013 1993 2013

Federal 15 11 309 173

State 12 12 345 335

Table 15: Clearwater County Federal & State Jobs

Table 16: Clearwater County Manufacturing Jobs

0

100

200

300

400

500

600

1993 1998 2003 2008 2013

Clearwater County Manufacturing Jobs

Wood Products All Other


Chapter 3 Page 16

moved into the county, attracted by its low-cost, business-friendly environment. In 1992, the county had only 33 non-wood

manufacturing jobs. Today, it has about 180. ASE Sign Co., which makes signs, was the first tenant in the Orofino business park when it

opened in 2004. Nightforce Optics, a manufacturer of high-quality riflescopes opened near Orofino about the same time, has grown to

100 jobs and is expected to continue growing over the next couple of years. SJX Boats, a jet boat manufacturer, moved to the Orofino

business park in 2008.

During the last 30 years, Clearwater County's unemployment rate has been in double-digits in all but five years. Shrinking job

opportunities in forest products forced many Clearwater County residents to move in the last decade. The county’s population in 2013 at

8,577 was marginally lower than in1993. In the same period, Idaho’s population grew 45 percent and the U.S. population grew 22

percent. The county’s population fell steeply in the 1970s and 1980s. Between 1972 and 1992, its population dropped 23 percent from

11,104 to 8,594. The county’s long population decline put downward pressure on retail spending, local government budgets, and

construction activity.

With the loss of many young families over the years, the county’s population is older than average. Its aging population has made the

health care sector the fastest-growing sector. Health care grew 36 percent from 345 jobs in 1993 to 470 in 2013. Orofino is home to a

psychiatric hospital operated by the State of Idaho that employs more than 80 people. Clearwater Valley Hospital & Clinics in Orofino

employs nearly 200 people and the state mental hospital in Orofino employs about 100, while 13 other health care providers employ

about 180 people. Gentle Family Dentistry, A Compassionate Care Co. (a home health care agency), Clearwater Healthcare LLC (a nursing

home), and Brookside Landing (providing independent and assisted living apartments) are among the largest health care providers.

IDAHO COUNTY: Geographically, Idaho County is the state’s largest county and one of the largest counties in the continental United

States. More than four-fifths of the county is in national forests, so the U.S. Forest Service is a major employer.

Increasingly known for its spectacular scenery, whitewater rafting, fishing, hunting, hiking and camping, the county attracts growing

numbers of visitors. The Salmon River attracts rafters, kayakers, and anglers in the summer. Steelhead runs in the fall increasingly are

attracting anglers from far and wide. Campers and hikers are attracted by three wilderness areas - the Selway-Bitterroot, Gospel Hump,

and Franck Church River of No Return. Hunters find plenty of game in the county’s forests. Snowmobilers and off-road vehiclers love the

thousands of miles of trail in the county’s forests. Red River Hot Springs and Lodge in the Nez Perce National Forest has entertained

visitors since 1909. The Riggins area has a growing reputation for its fishing and rafting opportunities. In 2000, the Salmon Rapid Lodge

opened, providing Riggins with a centerpiece for its tourist sector. Whitewater fun abounds on the Lochsa and Selway Rivers.


Chapter 3 Page 17

St. Gertrude’s Monastery, a home to Benedictine nuns near Cottonwood, draws hundreds of

visitors to its retreat center and new bed and breakfast. Cottonwood’s most famous tourist

site is Dog Bark Park, a shop of entertaining wood carvings that also features an enormous

wooden dog that is a bed-and-breakfast. Both Cottonwood and Grangeville have small ski

areas nearby. The county’s largest tourist facility is the Super 8 motel in Grangeville. The

leisure and hospitality - a sector that includes amusement, recreation, lodging, restaurants,

and bars - employs up to 440 people at the peak of the summer season. Its employment

drops to 290 in the winter. About 9 percent of the county's payroll jobs are in the leisure and

hospitality sector, while 10 percent of U.S. payroll jobs are.

Farming and ranching play an important role in Idaho County, especially on the Camas

Prairie. The county’s 731 farms and ranches cover about 639,000 acres and primarily

produce wheat, forage crops, barley, canola, and grass seed. Other crops

include beans, barley, and lentils. In 2012, according to the U.S.

Department of Agriculture economic survey conducted every five years, the

county’s farms were homes to about 32,000 cattle and calves. Some farms

also raise bees, horses, pigs, and sheep. In 2012, the county’s agricultural

products were valued at $80.8 million.

Abundant forests traditionally have provided hundreds of logging and wood

produces jobs. Technology and changes in U.S. Forest Service forest

management have reduced those jobs over the years while the national

housing crisis that began in 2007 caused further erosion. Jobs in logging

and wood products fell from 476 in 2000 to 389 in 2007 and then to just 188

in 2009. Today, about 250 people work in the industry. Idaho Forest Group

with 160 employees at its mill in Grangeville is the county’s largest

manufacturer.

Non-wood manufacturing employment increased from 100 in 1992 to about

0

100

200

300

400

500

600

1993 1998 2003 2008 2013

Idaho County Manufacturing Jobs


Table 17: Idaho County Manufacturing Jobs

Figure 5: Dog Bark Park, Idaho County - photo provided by Frances Conklin


Chapter 3 Page 18

220 today. Manufacturers include Pacific Cabinets, which employs 50 people making cabinets in Ferdinand; Anderson Aeromotive, whose 35 employees refurbish airplane engines at the county airport in Grangeville; Idaho Sewing for Sports near Grangeville, which employs more than 20 people making custom padding for ski resorts, baseball stadiums, Olympic sports centers, and other sports venues; and six machine shops and metal fabricators on the Camas Prairie. Advanced Welding & Steel, a Grangeville company that makes iron skeletons for buildings from beams and columns to stairs and handrails, is classified in the construction industry, so its 50-plus employees aren’t counted in manufacturing.

The federal and state government sectors provide 11 percent of the jobs in the county,

while they provide 6 percent of U.S. nonfarm payroll jobs. The U.S. Forest Service is the

county’s largest employer, employing more than 500 people in August and an average of

300 people throughout the year. The Bureau of Land Management employs nearly 40

people, and the state’s minimum-security prison on the Cottonwood Butte employs more

than 60. Other relatively large employers include the Postal Service, Idaho Transportation

Department, Idaho Department of Health and Welfare, and Idaho Department of Fish and

Game. The decline in U.S. Forest Service employment explains the decrease in federal jobs over the last 20 years.

Idaho County’s population grew 11 percent from 14,488 in 1993 to 16,116 in 2013 while the state’s population grew 45 percent and the

nation’s population grew 22 percent. The relatively slow population growth dampened employment in construction, service, local

government, and retail.

The county’s aging population made the health care sector a fast-growing sector. Health care more than doubled from 282 jobs in 1993 to

605 in 2013. Syringa Hospital and Clinics in Grangeville and St. Mary’s Hospital and Clinic in Cottonwood employ about 340 people, while

221 other health care providers employ about 265 people. Among the largest health care providers are Grangeville Health &

Rehabilitation Center, and Idaho County Nursing Home.

LATAH COUNTY: More than one in four Latah County jobs are at the University of Idaho, which employs 4,700 people in Moscow. Eight

miles away in Pullman, Wash.; Washington State University and Schweitzer Engineering Laboratories employ more than 1,600 Latah

County residents.

Latah County is the major retail center for the Moscow-Pullman area so growth at Washington State and Schweitzer directly and indirectly

creates jobs for Idaho residents. Enrollments at the universities soared after the recession began. Continued expansion at Schweitzer also

Employers Jobs

1993 2013 1993 2013

Federal 26 20 580 327

State 10 8 133 138

Table 18: Idaho County Federal & State Jobs


Chapter 3 Page 19

boosted consumer spending.

Agriculture and timber products in the forests around Potlatch, Elk River and Kendrick have been the county’s other economic mainstays. Technological and other changes have reduced agriculture and forest products jobs over the last three decades. The Palouse is renowned for its rich farmland that makes agriculture a major driver of Latah County’s economy. Its 1,053 farms cover

416,500 acres and primarily produce wheat, forage crops, lentils, barley, peas, garbanzos, and canola. In 2012, according to the U.S.

Department of Agriculture economic survey conducted every five years, the

county’s farms were homes to about 6,300 cattle and calves, 2,100 sheep and

lambs, 1,800 horses, and bees. In 2012, the county’s agricultural products were

valued at $87.9 million.

Nearly three-fifths of Latah County is forest land, so logging and mills have played a

role in the economy for more than a century. Over time, other manufacturing

operations also sprang up. The largest wood products company is the Bennett

Lumber mill at Princeton, which employs150 people. Six other forest product

companies employ about 40 people.

Fabtec Inc. in Moscow employs about 20 people, making conveyors and other

machinery. Comtech AHA Corp. in Moscow employs about 30, designing and

making electronic devices. PNW Arms, an ammunition maker, moved to Potlatch in

the fall of 2011 and has the potential to add dozens of jobs over the next few years.

Biketronics makes electronic devices—including sound systems—for Harley

Davidson motorcycles, and employs more than 20 in Moscow. Latah County also is

home to three printers and publishers, four machine shops, three food processors, two wineries, and 18 other manufacturers.

Manufacturing is expected to grow in the next five years as computer software and hardware companies expand. Growing emphasis by the University of Idaho on technology transfer also should bolster manufacturing and professional service employment. Technology transfer is taking new ideas and products developed by researchers and turning them into practical applications that create jobs. The Latah Economic Development Council created the Alturas Technology Park with the university and the city of Moscow to foster

0

500

1,000

1,500

2,000

2,500

3,000

3,500

1993 1998 2003 2008 2013

Latah County Manufacturing Jobs

Paper Products All Other

Table 19: Latah County Manufacturing Jobs


Chapter 3 Page 20

technology-based businesses interested in locating near the university. Both the cities of Moscow and Potlatch plan to build mixed-use commercial parks that would offer space for light manufacturing. Technology transfer from the university – creating companies based on research – has created about 360 manufacturing and professional

service jobs in Latah County in the last 10 years and is expected to create many more in the

future. Pullman has more than 2,400 technology transfer jobs.

Latah County offers great opportunities for hiking, biking, snowmobiling, hunting, and fishing.

The University of Idaho holds conferences, football games, other sports events, parents’

weekend, theater performances, concerts, and the annual Lionel Hampton Jazz Festival in

February, bringing thousands of visitors to the area. Visitors to Moscow enjoy the Appaloosa

Museum and Heritage Center - which features the Appaloosa horse and the Nez Perce Tribe -

and McConnell Mansion Museum in a house built by a wealthy merchant who served two

terms as Idaho’s governor in the 1890s. A growing trail system is bringing more visitors to

Troy, Kendrick, and Juliaetta.

The county’s largest motel, the Best Western University Inn in Moscow, employs more than 200

people. The recession reduced conferences and business travel, slowing the county’s tourism sector. In the last couple of years,

conditions have improved but haven’t entirely returned to normal. Leisure and hospitality - a sector that includes amusement, recreation,

lodging, food service companies, restaurants, and bars - employs about 1,700 people. The highest employment of the year is in the fall,

when many people come to visit students at the university, attend conferences, and see football games. About 12 percent of the county's

total payroll jobs are in the leisure and hospitality sector, while 10 percent of U.S. payroll jobs are. The university, Moscow Chamber of

Commerce, and local innkeepers are working together to bring more conferences to the area.

Although Latah County is somewhat insulated from economic downturns because of the University of Idaho and agriculture, it definitely

felt the economic chill after 2007. Construction, logging, and wood products lost 260 jobs – about one in four of those jobs between 2007

and 2013. The county’s unemployment rate rose from 2.7 percent in 2007 to 7.2 percent in 2010. Improved economic condition allowed

it to fall to 5.7 percent by 2013.

Latah County has experienced faster population growth than the rest of north central Idaho. Its population grew 20 percent from 27,536

Figure 6: Rainbow over the Fields, Latah County - photo by Shelly Hammons


Chapter 3 Page 21

in 1973 to 32,977 in 1993. It then grew 15 percent to 38,078 in 2013, while the state’s population grew 45 percent and the nation’s

population grew 22 percent.

Population growth boosted Latah County’s retail sector in the last two decades. Many residents of Whitman County, home to Washington

State University and Schweitzer Engineering Laboratories, also shop in Latah County, which has the two largest malls in both counties.

Retail employment, which had 1,661 job in 1992, peaked at 2,128 in 2003. Today, it’s about 1,900. The development of more retail

opportunities in Pullman and the national reduction in retail spending at stores are the major factors for the decline despite population

growth.

The county’s growing population has made the health care sector a relatively fast-growing sector. Health care jobs grew 32 percent from

903 in 1993 to 1,187 in 2013. Gritman Medical Center in Moscow employs more than 500 people, while 70 other health care providers

employ nearly 600 people. Among the largest health care providers are the Good Samaritan Society’s nursing home, Seuberts Quality

Home Care, the Moscow Care Center nursing home, and Moscow Family Medicine, a doctors’ clinic.

The federal and state government sectors provide 33 percent of Latah County's payroll

jobs, while they provide 6 percent of U.S. nonfarm payroll jobs. The county’s largest

employer, by far, is the University of Idaho. The U.S. Forest Service’s employment fell

from 151 in 1993 to 90 in 2013.

LEWIS COUNTY: Lewis County is largely farmland on prairies above river valleys.

Agriculture - especially wheat, peas, barley, lentils, forage crops and cattle - is the major industry. The county’s 2,156 farms cover 221,000

acres and primarily produce wheat, barley, grass seed, forage crops, and oats. Other crops include lentils, peas, and canola. In 2012,

according to the U.S. Department of Agriculture economic survey conducted every five years, the county’s farms were homes to about

4,500 cattle and calves. In 2012, the county’s agricultural products were valued at $62.5 million.

The county has enjoyed strong job growth in the last 10 years. Nonfarm payroll jobs grew 33 percent from 1,155 in 2003 to 1,536 in 2013.

Manufacturing tripled from 91 jobs in 2003 to 292 in 2013. More than 40 of the new manufacturing jobs came from Hillco Technologies in

Nezperce, which makes leveling systems for combines. Nearly one-fifth of Lewis County is forest land, and logging and mills have played a

Employers Jobs

1993 2013 1993 2013

Federal 30 19 294 169

State 19 16 4,989 4,821

Table 20: Latah County Federal & State Jobs


Chapter 3 Page 22

major role in its economy since the1890s. The wood products industry also

added jobs despite the recession and long-term pressures that have reduced

wood product employment in most places.

Kamiah was hurt by the 2008 closure of the Three River Mills with 108 workers

just across the county line in Idaho County. The August 2010 opening of the Blue

North Forest Products mill at the same site restored more than half those jobs.

The Three Rivers Mill jobs were reported in Idaho County, but the Blue North jobs

are reported in Lewis County. Kamiah Mills, a sawmill employing more than 100

people, is the largest manufacturer in Lewis County. Ende Machine & Foundry

opened three years ago at a new industrial park created by Clearwater Economic

Development Association in Craigmont. It’s expected to employ about 20 people

by 2015.

Beautiful scenery and great outdoor recreational opportunities draw visitors to Lewis County. Winchester Lake State Park offers 211 acres

of campsites, yurt and canoe rentals, and nature trails around a beautiful lake. The Nez Perce Tribe operates a small casino in Kamiah that

employs more than 50 people. The Flying B Ranch, a hunting lodge on a 5,000-acrea ranch near Kamiah, attracts jetsetters who hunt the

80,000 birds it raises each year. The Flying B also holds exclusive outfitter rights to a vast tract of special permit areas in the Nez Perce

and Clearwater national forests. The ranch employs more than 50 people at its fall peak. Its employment is classified under hunting-

related jobs, so is not included in the leisure and hospitality sector, where most other tourism jobs are. Leisure and hospitality includes

amusement, recreation, lodging, restaurants, and bars. It employs about 130 people. Tourism plays a slightly smaller role in Lewis County

than in the U.S. About 8 percent of the county's total payroll jobs are in the leisure and hospitality sector, while 10 percent of U.S. payroll

jobs are.

The federal and state government sectors provide 5 percent of Lewis County's nonfarm payroll

jobs, compared to 6 percent of U.S. jobs. Federal employment in Lewis County fell in the last 20

years, while Winchester State Park, Idaho Department of Land, and Idaho Fish and Game added

jobs. In the spring of 2014, the U.S. Forest Service opened the headquarters for the consolidated

Nez Perce and Clearwater national forests in Kamiah. As the former headquarters for the two

Employers Jobs

1993 2013 1993 2013

Federal 14 7 48 45

State 8 6 40 50

Table 22: Lewis County Federal & State Jobs

050

100150200250300

1993 1998 2003 2008 2013

Lewis County Manufacturing Jobs


Table 21: Lewis County Manufacturing Jobs


Chapter 3 Page 23

forests in Grangeville and Orofino are closed, employment will grow in Kamiah.

Strong job growth helped keep the county’s unemployment rate relatively low even during the worst of the economic downturn. It was

6.0 percent in 2010, when the state’s was 8.7 percent and the nation’s was 9.6 percent.

After falling 11 percent from 4,137 in 1973 to 3,678 in 1993, Lewis County’s population increased slowly in the next 20 years. It grew 6

percent to 3,902 in 2013, while the state’s grew 45 percent and the nation’s grew 22 percent.

As Lewis County’s population has aged, health care has become one of the fastest growing sectors. Health care jobs grew six-fold from 18

in 1993 to 124 in 2013. The county’s largest health care providers are Alternative Nursing Services based in Kamiah, Lakeside Residential

Care in Winchester, St. Mary’s Hospital’s clinics in Kamiah and Craigmont, and the Nez Perce Tribe’s clinic in Kamiah. Seven other health

care providers serve the county.

NEZ PERCE COUNTY: Although it is 465 miles from the Pacific, Lewiston is Idaho’s only seaport. The Snake River carries barges loaded

with grain, legumes, paper, lumber and other products from the Port of Lewiston to the Columbia River and then the Pacific Ocean.

Trucks bring products to the port from Idaho, Montana, and Washington. A single grain barge can move 3,000 tons of grain - the

equivalent of 134 grain trucks - and uses a quarter to half the amount of fuel as trucks or rail traffic.

Nez Perce County’s agricultural sector plays a significant role in the economy. Its 430 farms cover 322,200 acres and primarily produce

wheat and barley. Other crops include peas, lentils, garbanzos, rapeseed, canola, mustard, safflower, oats, and buckwheat. In recent

years, a few farmers have started growing grapes for wine. Cattle and horses are the major livestock. In 2012, according to the U.S.

Department of Agriculture economic survey conducted every five years, the county’s agricultural products were valued at $81.2 million.

Nez Perce County is tied to all the counties in north central Idaho but even more closely to Asotin County in Washington. Together, the

two counties - whose largest cities Lewiston and Clarkston are connected by bridges across the Snake River - make up the Lewiston

metropolitan area. Asotin County is largely a bedroom community for Nez Perce County although some Nez Perce County residents work

across the border.

Manufacturing plays an important role in the county. Its largest employer, Clearwater Paper in Lewiston, is known for the variety and high

pay of its 1,350 jobs. In the fall of 2011, it sold its sawmill, which was then Idaho’s largest mill, to Idaho Forest Group. About 250 people

worked at the mill before the sale. In 1993, 540 people worked in the county’s wood products sector. Today, about 180 do.


Chapter 3 Page 24

Lewiston ammunition maker ATK expanded to more than 1,200 jobs in 2014. It

has added nearly 400 jobs since the recession began in

2007. Howell Machine, which makes equipment for ammunition makers, began

making ammunition in Lewiston in 2012 and employs more than 300. Jet boat

builders in Lewiston and Clarkston also are expected to add more than 100 jobs

in the next few years as they

2007. Howell Machine, which makes equipment for ammunition makers,

began making ammunition in Lewiston in 2012 and employs more than 300. Jet

boat builders in Lewiston and Clarkston also are expected to add more than 100

jobs in the next few years as they increase exports to Europe. In January 2012,

Schweitzer Engineering Laboratories opened a plant in Lewiston. The electrical

equipment maker now employs more than 240 people, and is building an

extension to its facility that could allow its employment to rise to 600.

Lewiston is a gateway to Hells Canyon, the deepest gorge in North America. The Snake and Clearwater River provide extensive

opportunities for boating, fishing, hiking, and other recreation. Hunters can find elk, deer, pheasants, turkeys, and chukars. The Nez

Perce Tribe operates a casino and hotel that employ about 220 people near Lewiston. Lewiston’s warm climate allows visitors to enjoy

golfing for much of the year. At the ports in Clarkston, cruise boats carrying 150 to 200 people dock so their passengers can enjoy the

area’s recreational opportunities including jet boats through Hells Canyon, visits to area museums and downtown shopping. Leisure and

hospitality - a sector that includes amusement, recreation, lodging, restaurants, and bars - employs about 2,000 people. About 10 percent

of the county's total payroll jobs are in leisure and hospitality, the same percentage of U.S. payroll jobs.

The Nez Perce Tribe employs more than 900 people at its headquarters, clinic, and other operations in Lapwai and its casino resort near

Lewiston. The tribe offers the greatest diversity of occupations of any employer in the county. It also is one of the District’s fastest

growing employers, and expects to continue to add jobs in a variety of operations.

Lewiston is a regional hub for transportation, retail, health care, entertainment, federal and state government, wholesale and professional

services.

Table 23: Nez Perce County Manufacturing Jobs

0

600

1,200

1,800

2,400

3,000

3,600

1993 1998 2003 2008 2013

Nez Perce CountyManufacturing Jobs

Paper Products Wood Products All Other


Chapter 3 Page 25

The federal and state government sectors provide 7 percent of Nez Perce County's nonfarm payroll jobs, while they provide 6 percent of

U.S. jobs. As a regional center, Lewiston is home to many federal and state agencies. The largest state government employer is Lewis-

Clark State College that employs about 700 people. As a four-year colleges that also offers one- and two-year professional-technical

training programs and customized training for individual employers’ workers, the college plays a major role in developing the long-term

skills of the District’s labor force. Its enrollment in fall 2013 was 4,403 students. The Idaho

Department of Health and Welfare, the Idaho Transportation Department, Idaho Department

of Fish and Game, the North Central Idaho Health District, the Idaho State Police, and the U.S.

Postal Service are the largest employers. Federal employment in Nez Perce County fell after

several federal offices closed, while state employment rose mostly because of the growth of

Lewis Clark State College.

Despite the area's population growth, retail employment now is lower than 20 years ago. In 1993, Nez Perce County retailers employed

2,781 people. By 1994, they employed 2,910. Their employment stayed in that range until the recession caused it to drop. By 2013, they

employed 2,402. In the last two decades many “big-box” stores moved into Lewiston, squeezing out some smaller retailers. Growth of

Clarkston’s retail sector, including the move of Wal-Mart from Lewiston to Clarkston in 2009, reduced some of Lewiston’s retail

employment in the last few years.

For the last 40 years, Nez Perce County's population has grown steadily, but slowly. Its population rose 14 percent from 31,500 in 1973 to

35,890 in 1993, and then grew 11 percent in the next 20 years, reaching 39,915 in 2013. Asotin County’s population grew 26 percent from

14,954 in 1973 to 18,860 in 1993 and then grew 17 percent to 22,110 in 2013. Between 1993 and 2013, Idaho’s population grew 45

percent and the U.S. population grew 22 percent. Steady population growth allowed gradual expansion of retail spending, construction

activity, and local government.

As Nez Perce County’s population has grown and aged, health care has grown rapidly. Health care jobs grew 63 percent from 1,932 in

1993 to 3,151 in 2013. Residents in neighboring counties in Idaho and Washington often come to Lewiston for medical care. St. Joseph’s

Regional Medical Center in Lewiston employs nearly 1,000 people, and is expected to continue to expand its services in the coming years.

About 820 people work in the county’s nursing homes and residential care facilities. Doctors’ offices and medical clinics employ more than

600 people. The Nez Perce Tribe operates Nimiipuu Health, a full-service medical clinic in Lapwai that employs about 160 people. Regence

BlueShield of Idaho employs more than 600 people at its insurance center in Lewiston.

Employers Jobs

1993 2013 1993 2013

Federal 29 20 251 201

State 30 26 1,096 1,214

Table 24: Nez Perce County Federal & State Jobs


Chapter 3 Page 26

Geography

The Snake River provides the District’s border on the west and the Bitterroot Mountains provide the eastern border; the Clearwater River

Basin cuts east to west through the middle of the region. Mountains, high prairies, and river valleys provide significant elevation changes

with the lowest point of the region at 700 feet above sea level and the highest point above 8,500 feet. The District has four seasons with

some areas of North Central Idaho experiencing more severe temperatures and precipitation than others. Temperatures range from highs

of 90F to 105F during the summer with lows between 0F to 20F in the winter.

North-Central Idaho, like the rest of the state, is well known for scenic wonders and world-class outdoor adventures. The District is home

to:

North America’s two deepest river gorges - Hells Canyon and the Salmon River of No Return;

The largest wilderness area in the lower 48 states - Selway-Bitterroot Wilderness, Frank Church-River of No Return Wilderness,

Gospel Hump Wilderness and the Hells Canyon Wilderness;

The Nez-Perce-Clearwater National Forest encompassing 4.0 million acres; and,

Scenic Byways – Northwest Passage Scenic Byway All American Road, Gold Rush Byway, Elk River Back Country Byway, and the

White Pine Byway

The forestlands of the District have been a major economic factor since

people began settling in the area in the late 1800s.

The Clearwater Economic Development District land use is primarily forest

(73.2 percent), the Nez Perce – Clearwater National Forest encompass 3.1

acres of forest land. These region’s forests are the source of the District’s

largest industry and include sectors such as logging, processing logs into

lumber and other wood products, processing wood into outputs such as

paper or electricity, and timber management services.

Land Ownership in Region 2

Federal

State

County, Municipal & Tribal

Private

Table 25: Land Ownership in Region 2


Chapter 3 Page 27

Environment

With over 5.5 million acres managed by the Clearwater National Forest, the Nez Perce National Forest, the Bureau of Land Management,

the U.S. Army Corp of Engineers, the National Park Services, and the US Fish and Wildlife Service, 64.6 percent of District land is federally-

owned. An additional 29.6 percent is privately-owned with the remainder owned by the State of Idaho, Nez Perce Tribe, and local

government.

Land Use: The Clearwater Economic Development District land use is primarily forest (73.2%) followed by range land and agriculture (14.9

percent and 11.4 percent). Water and urban areas comprise less than one percent.

Federal Lands

Nez Perce – Clearwater National Forest - In May, 2011 the Forest Service

announced the consolidation of the Nez Perce and Clearwater National Forests,

culminating more than eight years of study and planning. Agency officials say the

merger could save up to $2 million annually by combining administrative positions

and ending duplication of services between the two forests.

The new rule seeks to deliver stronger protections for forests, water, and wildlife

while supporting the economic vitality of rural communities.

o The Clearwater National Forest is divided into 17 management areas

totaling 1.9 million acres, located within Clearwater and Latah

Counties. Twenty-eight percent of the forest is managed for timber

production; 47 percent is managed for recreation, big game habitat and

high valued fishery habitat; the remaining 25% of the lands are part of the Selway-Bitterroot Wilderness complex. The

Nez Perce Lolo Trail motorway and the Lewis and Clark Trail cross Clearwater National Forest land north of U.S.

Highway 12.

o The Nez Perce National Forest is located within Idaho County. The forest is divided into 26 management areas totaling

2.2 million acres. Thirty-three percent of the forest is managed for timber production; 25 percent is managed for

Figure 7: Lochsa River, Idaho County - photo by Stephenie O'Callaghan


Chapter 3 Page 28

recreation, big game and fisheries habitat; the remaining 42 percent of the lands are designated wilderness (Selway-

Bitterroot, Frank Church River of No Return, Gospel Hump and portions of Hells Canyon).

The Clearwater Basin Stewardship Collaborative brings together representatives from all backgrounds to cooperatively

provide a stewardship approach for improving conditions on federal lands. Holding its first meeting on May 28, 2008, the

“Collaborative Group” was established to provide direction for managing the ecological, social, and economic needs on

portions of the Clearwater and Nez Perce National Forests. The Collaborative will be involved in the management of elk

recovery efforts by restoring a portion of the Clearwater River Basin to its natural historical conditions. The goal is to restore a

higher percentage of early and late succession stages than currently exists. The Collaborative Group includes a wide range of

commodity, environmental, recreational, fish and wildlife, Native American, and local government interests. The group will

develop one and five year plans for the management of the project areas. It is the responsibility of the Collaborative Group to

determine management objectives and to involve the public in defining the goals of the two national forests during the pilot

project period. http://www.idl.idaho.gov/LandBoard/flt/AppG_CLEARWATER.pdf

The Bureau of Land Management (BLM) manages 133,207 acres of land within the region. In Idaho and Lewis counties, BLM lands are comprised of several large blocks of land in timber and rangeland habitats. Throughout Clearwater, Latah and Nez Perce counties, BLM lands are primarily small blocks of riparian habitat (stream/river side properties). Management objectives for BLM lands within the region are focused on recreation, livestock and wildlife grazing areas, with small blocks utilized for timber production.

The National Park Service (NPS) owns and manages 1,478 acres of land in the region. The primary objective for management of these lands is the interpretation of Nez Perce Tribal culture and history.

Tribal Lands

The Nez Perce Tribe of Idaho’s reservation boundary encompasses 750,000 acres of which approximately 85,000 acres are owned

by the Tribe and/or Tribal families. The Nez Perce Tribe is federally recognized by virtue of the Treaties of 1855, 1863 and 1868

with the United States government. The remaining 665,000 acres were made available to non-Indian settlement and are currently

owned by private individuals.

http://www.idl.idaho.gov/LandBoard/flt/AppG_CLEARWATER.pdf


Chapter 3 Page 29

State Lands

The Idaho Department of Lands manages 355,693 acres of State of Idaho Endowment Fund land within the North Central Idaho

region. Lands are distributed throughout all counties with the majority of timber production lands in Clearwater County. These

lands are managed for grazing and timber production. Proceeds from activities on these lands are utilized to support the State

Endowment Fund that provides some public school funding.

Idaho Department of Lands is working with partner agencies and groups to develop a Statewide Assessment of Forest Resources.

Its purpose is to ensure that federal and state resources are focused on landscape areas with the greatest opportunity to address

shared priorities and achieve measurable outcomes. The Statewide Assessment will provide an analysis of conditions and trends

for all forested lands in Idaho. http://www.idl.idaho.gov/bureau/ForestAssist/safr_index.html

The Idaho Department of Fish and Game owns and manages Wildlife Management Areas (WMA’s) in the region. These lands

were acquired as wildlife mitigation from the Bonneville Power Administration in compensation for losses of wildlife habitat in

Clearwater County when the Dworshak Dam was built. In addition to these WMA’s, the Department manages several fishing

reservoirs, conservation easements, and a wildlife preserve within the region. http://fishandgame.idaho.gov/

The Idaho Department of Parks and Recreation manages three state parks located in Nez Perce, Lewis, and Clearwater Counties:

Hells Gate State Park, Winchester Lake State Park and Dworshak Reservoir State Park. http://parksandrecreation.idaho.gov/

Environmental Issues

In a region so rich in natural resources and non-developed lands there are many environmental issues that impact the Clearwater

Economic Development District including:

Endangered Species: The Idaho Governor’s Office of Species Conservation plans, coordinates, and implements the state’s actions

to preserve, protect, and restore species listed as threatened and endangered under the federal Endangered Species Act (ESA).

This work is done through coordination with Idaho’s natural resource agencies and with the input of Idaho citizens, while

considering the state’s economic vitality. http://species.idaho.gov

The most controversial endangered and threatened species in North Central Idaho include the gray wolf and the sockeye salmon.

http://www.idl.idaho.gov/bureau/ForestAssist/safr_index.html

http://fishandgame.idaho.gov/

http://parksandrecreation.idaho.gov/

http://species.idaho.gov/thr_endgr.html


Chapter 3 Page 30

Gray Wolf: Wolves were listed as an endangered species in 1974. In 1995, a reintroduction program was established in which 35

wolves were reintroduced into the State of Idaho. Since that time, the number of wolves has increased dramatically and by late

summer 2008, approximately 835 wolves, (49 verified breeding pairs and 94 confirmed packs) called Idaho home.

Salmon and Steelhead: Since 1992, several species of salmon and steelhead that migrate from Idaho to the ocean have been

listed as either endangered or threatened under the ESA. Sockeye salmon were listed as endangered in 1992, Chinook salmon

listed in 1993 (two runs of Chinook, spring/summer, and fall), and steelhead listed as threatened in 1998. All of these species are

anadromous, meaning they are sea-going. Salmon and steelhead migrate from Idaho and other Northwest states through the

Columbia River to the Pacific Ocean, and return to their native rivers and creeks to spawn and continue the cycle.

Beginning in 2000, and revised in 2003, the Governors of Idaho, Montana, Oregon and Washington released a landmark series of

consensus policy recommendations for protection and restoration of fish in the Columbia River Basin.

http://species.idaho.gov/list/salmon_steelhead.html

Brownfields: Brownfields are abandoned or underused industrial and commercial facilities available for re-use. Expansion or

redevelopment of such a facility may be complicated by real or perceived environmental contaminations. The Idaho Department

of Environmental Quality (DEQ) is a source for helping to assess potential Brownfields sites. The Silos Square property in the City

of Moscow is North Central Idaho’s first property that has undertaken a DEQ assessment. Many more properties in the region are

eligible. http://www.deq.state.id.us/Applications/Brownfields/index.cfm?site=brownfields.htm

Superfund Sites: There are no Superfund sites within the region.

Leaking Underground Storage Tanks: The Idaho Department of Environmental Quality (DEQ) provides information regarding

Underground Storage Tanks and related environmental information. www.deq.idaho.gov

Air Quality – Field Burning: For the past 10 years, Idaho farmers and clean air advocates have disagreed over agricultural field

burning. Kentucky bluegrass farmers need the residue burned each year in dry-land farm areas like the Camas Prairie and the

Palouse to keep producing seed. Clean air advocates believe that residue smoke threatens people’s health, especially people with

respiratory illnesses. In January 2007, the State of Idaho upheld the federal court ruling that Idaho’s crop residue burn plan was

illegal. Immediately, the State of Idaho banned all agricultural burning in the region with the exception of the Nez Perce Tribe

http://species.idaho.gov/list/salmon_steelhead.html

http://en.wikipedia.org/wiki/Redevelopment

http://en.wikipedia.org/wiki/Contamination

http://www.deq.state.id.us/Applications/Brownfields/index.cfm?site=brownfields.htm

http://www.deq.idaho.gov/


Chapter 3 Page 31

Reservation. Intense negotiations ensued. The negotiations resulted in the shift of control and monitoring from the Idaho State

Department of Agriculture to the Department of Environmental Quality and a new process that allows agricultural field burning

under specific guidelines.

In North Central Idaho, approximately 70% of bluegrass is produced on the Nez Perce Indian Reservation. Approximately 14,000 to

17,000 acres are burned per year. In 2005, the Nez Perce Tribe developed a mandatory program in conjunction with the

Environmental Protection Agency and monitors the State of Idaho’s burn plan. Smoke concentration monitors are in several North

Central Idaho locations and are monitored to determine key factors. Farmers needing to burn their fields must submit an

application prior to the burn and can be denied permission if conditions are threatening to public health.

http://www.deq.state.id.us/AIR/prog_issues/burning/crop_residue_burning.cfm

Floodplains and Wetlands: Wetlands provide an ecological, economic, and social benefit. They provide habitat for fish, wildlife,

and a variety of plants. In North Central Idaho, wetlands are nurseries for freshwater fishes of recreational importance. Wetlands

are also important landscape features because they hold and slowly release flood water and snow melt, recharge groundwater, act

as filters to cleanse water of impurities, recycle nutrients, and provide recreation and wildlife viewing opportunities.

A floodplain is a flat land that is adjacent to a river or stream that experiences periodic flooding. Floodplains and Wetlands are

managed by the Idaho Department of Water Resources.

http://www.idwr.idaho.gov/WaterManagement/FloodPlainMgmt/default.htm The Idaho Bureau of Homeland Security helps

regulate and manage floodplains in Idaho. http://www.bhs.idaho.gov/ The U.S. Fish and Wildlife Service also play a role in

managing wetlands. www.fws.gov/wetlands/

Invasive Species: Invasive species are harmful, non-native plants, animals, and pathogens that damage our economy and

environment. Invasive species threaten the interests of the North Central Idaho region in many ways, from recreational pursuits

to impacts on food production. They include species like white pine blister rust, zebra mussels, Asian gypsy moth, yellow

starthistle, New Zealand mudsnails, cereal leaf beetle, and Medusahead rye. In 2001, an executive order created the Idaho

Invasive Species Council which created the Idaho Invasive Species Action Plan. www.fws.gov/idaho

Water Rights

The Idaho Department of Water Resources is responsible for the welfare of the people of Idaho by making sure that water is conserved

http://www.deq.state.id.us/AIR/prog_issues/burning/crop_residue_burning.cfm

http://www.idwr.idaho.gov/WaterManagement/FloodPlainMgmt/default.htm

http://www.bhs.idaho.gov/

http://www.fws.gov/wetlands/

http://www.fws.gov/idaho


Chapter 3 Page 32

and available to sustain Idaho's economy, ecosystem, and quality of life. http://www.idwr.idaho.gov

Two major water rights challenges in North Central Idaho include the Snake River Basin Adjudication and the Palouse Basin Aquifer.

Snake River Basin Adjudication: After nearly 30 years, the Snake River Basin Adjudication Unified Decree to determine water

rights was signed August 25, 2014. The final decree set forth the elements of each water right including ownership, source,

quantity, priority date, point of diversion or beginning and ending points for instream flows, purpose of use, period of use, place of

use, description of reservations, and applicable general provisions for over 85 percent of the state of Idaho. www.srba.state.id.us

Palouse Basin Aquifer: The Palouse groundwater basin is the sole source of water for over 50,000 residents of Pullman,

Washington, and Moscow, Idaho, and outlying areas in both Whitman County (Washington) and Latah County (Idaho). Also

included among major, groundwater users are Washington State University and the University of Idaho. A committee, known as

the Palouse Basin Aquifer Committee, was formed in 1967 due to declining groundwater levels in municipal wells. The committee

is a multi-jurisdictional, cooperative group with the mission of ensuring a safe and sustainable supply of water for the future.

http://www.webs.uidaho.edu/pbac

Cultural and Historical Preservation

The Clearwater Economic Development District has several local museums that provide an important function to preserve the history of

the region.

Appaloosa Museum & Heritage Center: The Appaloosa Museum exhibits artifacts, photos, and paintings that trace this

distinguished horse breed known for its spotted coat. www.appaloosamuseum.org

Nez Perce County Historical Society & Museum: Founded in 1960 and located at 303 3rd Street in Lewiston, the Nez Perce County

Historical Museum is the repository for historical items of the county. www.npchistoc.org

The Historical Museum at St. Gertrude: Since 1931, the Historical Museum at St. Gertrude has worked to preserve the history of

North Central Idaho. Along with the history of the Monastery of St. Gertrude, the exhibits include the Nez Perce, the Chinese in

Idaho, and the white settlement of the area. The Rhoades Emmanuel Memorial gallery provides an Asian and European collection

with artifacts dating to the 14th century. www.historicalmuseumatstgertrude.com

http://www.idwr.idaho.gov/

http://www.srba.state.id.us/

http://www.webs.uidaho.edu/pbac

http://www.appaloosamuseum.org/

http://www.npchistoc.org/

http://www.historicalmuseumatstgertrude.com/


Chapter 3 Page 33

Museum of Winchester preserves the history of the community of Winchester, Idaho. www.museumofwinchesterhistory.org/

Clearwater County Historical Museum: Their museum features artifacts relating to the Nez Perce people, the Lewis and Clark

Expedition, gold mining, early homesteading, farming, logging, and much more. www.clearwatermuseum.org/

J. Howard Bradbury Logging Museum contains a wide assortment of historical mining and logging artifacts from the area.

www.idahoheritage.org

Latah County Historical Society: The Latah County Historical Society operates a museum at the McConnell Mansion in Moscow,

Idaho. www.latah.id.us/historicalsociety/

Nez Perce National Historical Park: Authorized by Congress in 1965, Nez Perce National Historical Park commemorates the

culture and heritage of Nez Perce (Nimi’ipuu) Country. The national park encompasses 24 sites located on the Northwest Passage

Scenic Byway and Gold Rush Historic Byway along and adjacent to the U.S. Highway 12 corridor. www.nps.gov/nepe

Others include the Elk River Historical Society, Weippe Discovery Center, and the Weippe Historical Society.

Transportation

The major transportation corridor north to south is U.S. Highway 95 and east to west is

U.S. Highway 12. State Highways 3, 6, 8, 11, 13, and 14 connect to the major arterials.

Because of the diverse terrain, the region’s road system has a significant number of

winding roads and steep grades. The closest interstate is 50 miles to the north of Latah

County and 100 miles to the south of Idaho County. The Idaho Transportation

Department Region II maintains the 4,163 miles of state highway; county road

departments maintain several hundred miles of the road system, and local highway

Districts maintain 695 miles of the road system.

The Idaho Transportation Department oversees the State Transportation Improvement

Program (STIP). The purpose of the STIP is to provide for a one-to-five year capital

improvement plan for the state’s surface transportation program. The STIP is updated

Figure 8: North Central Idaho Transportation Network

http://www.museumofwinchesterhistory.org/

http://www.clearwatermuseum.org/

http://www.idahoheritage.org/

http://www.latah.id.us/historicalsociety/

http://www.nps.gov/nepe


Chapter 3 Page 34

annually and follows this planning cycle closely to ensure that projects are identified, selected, and prioritized. The STIP has been

developed through a coordinated and cooperative process by the Idaho Transportation Department (ITD) involving citizens, elected

officials, tribal governments, other state and federal agencies, each of Idaho’s six metropolitan planning organizations (MPO), the Local

Highway Technical Assistance Council (LHTAC) and other interested organizations. The STIP establishes schedules for a variety of projects,

including highways and bridges, bicycle and pedestrian facilities, highway safety, congestion mitigation, air quality, railroad crossing

safety, airports, public transportation, and transportation planning. http://www.itd.idaho.gov/planning/stip/

Scenic Byways: The region hosts four Scenic Byways with America’s Scenic Byway or State Scenic Byway designation. Byways include:

Northwest Passage Scenic Byway All American Road – 202 miles, beginning in Lewiston and following U.S. 12 northeast to the

Idaho - Montana border; also following Idaho 13 from Kooskia to Grangeville and the junction of U.S. 95.

Gold Rush Byway – 42.5 miles, beginning at the junction of U.S. 12 and Idaho 11 on the Clearwater River at Greer.

Elk River Back Country Byway – 57 miles, beginning in Orofino, going north across the Dent Bridge following the route to Elk River

and ending at Bovill on State Highway 8.

White Pine Byway – 82.8 miles, beginning at Potlatch following the Palouse River through Princeton and Harvard, turning north,

and ending in Cataldo outside the Clearwater Economic Development District.

http://www.idahobyways.gov/byways; http://nwpassagescenicbyway.org

Airports: The Lewiston-Nez Perce County Airport and the Pullman-Moscow Regional Airport provide the primary air transportation

services to the region. The region has four general aviation airports located in or near the cities of Orofino, Kamiah, Grangeville (Idaho

County Airport), and Craigmont. There are three community airports to include Cottonwood, Nezperce, and Kooskia. There are also eight

wilderness or backcountry airports.

The Lewiston-Nez Perce County Airport: Since 1944, the Lewiston-Nez Perce County Regional Airport has provided passenger

service to the region. With commercial service provided by Alaska and Delta airlines, the airport provides direct service to Seattle,

Boise, and Salt Lake City. Federal Express, the United Parcel Service, DHL and other air cargo services provide the whole region

with freight transport.

The regional agriculture and forest industries rely on the airport for servicing aerial applicators that apply fertilizers and other

chemicals to farm land and for providing airframe, applicator, and power plant maintenance to the aerial applicator planes.

http://www.itd.idaho.gov/planning/stip/

http://www.idahobyways.gov/byways

http://nwpassagescenicbyway.org/


Chapter 3 Page 35

Federal agencies use the airport to address forest and wildland fires that occur on neighboring federal, state, and private lands.

The United States military uses the airport for training and national security purposes.

The Lewiston-Nez Perce County Airport is owned and operated jointly by the City of Lewiston and Nez Perce County. The Airport

Advisory Committee helps to provide oversight. Currently, the Airport is developing the 80-acre Southside Airpark.

www.lcairport.net

The Pullman-Moscow Regional Airport: The Pullman-Moscow Regional Airport is located in the State of Washington near the

Idaho border. Alaska Airlines provides direct service to the Seattle-Tacoma International Airport and the Lewiston Nez Perce

County Regional Airport, providing connections to American, Delta, Northwest, and Continental. http://www.pullman-

wa.gov/airport/

The Port of Lewiston: The Port of Lewiston, located in Lewiston along the Clearwater

River, is the furthest inland seaport on the west coast of the United States and is

important to the agriculture and paper product industries of the region. The Port of

Lewiston was established in 1958 as an Economic Development District

(encompassing the boundaries of Nez Perce County, Idaho), intermodal

transportation center, and facilitator of international trade. The mission of the Port is

to create and retain jobs that enhance the economic stability of Nez Perce County

and the other counties of North Central Idaho. Located on the Lower Granite Dam

Reservoir, the Port began shipping cargo in 1975 when the last of eight dams were

constructed as part of the federal Columbia Snake River System.

The Port of Lewiston operates the 150,000 square foot Inland 465 Warehouse, a

container yard, and a business incubator program in North Lewiston. In addition, the

Port offers land for lease and purchase at the Harry Wall Industrial Park and the Business and Technology Park.

Because the Port of Lewiston is the end of the navigable Columbia Snake River System, the Port acts as a natural funnel for inbound and

outbound products from North Central Idaho, Canada, Montana, the Dakotas, and Wyoming. Agricultural and wood products have

primarily benefited from the efficient transportation alternative as it allows these industries to compete in global markets. Recently

Figure 9: Port of Lewiston, Nez Perce County - photo provided by Port of Lewiston

http://www.lcairport.net/

http://www.pullman-wa.gov/airport/

http://www.pullman-wa.gov/airport/


Chapter 3 Page 36

logistics companies have discovered the advantages of moving heavy lift and massive oversize cargo through the Port of Lewiston as a

West coast alternative to the Gulf of Mexico or East Coast routes to reach inland destinations.

In addition to port-owned facilities, the North Port property hosts privately-owned grain terminals and trucking companies. A feeder line

of the Great Northwest Railroad with a direct link to the main lines of the Union Pacific and Burlington Northern Railroads serves the Port.

Nearly all the region’s soft white wheat, pea, and lentils are shipped through the Port of Lewiston. Clearwater Paper (formerly Potlatch

Corporation) depends significantly on access to international markets for revenue growth in its paperboard business.

www.portoflewiston.com

Rail System: A feeder line of the Great Northwest Railroad (GRNW) with a direct link to the main lines of the Union Pacific (UP) and

Burlington Northern Railroads (BNR) to the west of North Central Idaho serves the region. The Great Northwest Railroad (GRNW) is

located in the Idaho Panhandle with an office in Lewiston and consists of approximately 77 mainline miles. From Lewiston, Idaho, the

railroad leads west to Riparia, Washington.

The GRNW interchanges with both the BNSF and Union Pacific railways at Ayer, Washington, approximately 85 miles west of Lewiston.

The GRNW interchanges east of Lewiston with the Bountiful Grain & Craig Mountain Railroad (BG&CM). Formerly known as Camas Prairie

Railroad and Camas Prairie Railnet, Watco Companies purchased the line in 2004 and renamed it the GRNW.

http://www.watcocompanies.com/Railroads/gnr/grnw.htm

Mobility Systems: Public transportation services are available but limited in North Central Idaho. Primary public transit providers include

SMART, providing fixed route and dial-a-ride services in Moscow, and the City of Lewiston providing similar service for the residents of

Lewiston. Appaloosa Express Transit offers service to Lenore, Greer, Orofino, Kamiah, Kooskia, Peck, Culdesac, Lapwai, and Lewiston.

Appaloosa Express Transit connects with Lewiston Transit and Asotin Co. PTBA at the Lewiston Community Center. Northwestern

Trailways provides inter-city transportation, connecting the region south to Boise, and west to Spokane.

Mobility management is coordinated through I-Way, a statewide network that connects Idahoans to public and shared modes of

transportation. I-way’s efforts begin at the local and district level where strategies identified through a local coordination process help to

improve access to employment, medical appointments, recreational activities, and education. http://www.i-way.org

http://www.portoflewiston.com/

http://www.watcocompanies.com/Railroads/gnr/grnw.htm

http://www.i-way.org/


Chapter 3 Page 37

Lewis-Clark Valley Metropolitan Planning Organization (LCVMPO): The Lewiston, Idaho/Clarkston, Washington area is designated as a

bi-state, metropolitan planning area to consider the transportation needs of the Lewiston and Clarkston Valley area and to plan for the

orderly improvement, development, and growth of the communities. The MPO follows the federal requirement for planning in a

metropolitan area. These requirements include development of a financially constrained plan as defined by the MAP-21, the Moving

Ahead for Progress in the 21st Century Act (P.L. 112-141),. http://lewisclarkmpo.org

Power

Hydroelectric Power Production: Dworshak Dam is a hydroelectric, concrete dam on the North Fork of the Clearwater River in

Clearwater County. The Dam has a generating capacity of 400 megawatts with an overload capacity of 460 megawatts. It is the

highest straight-axis concrete dam in the western hemisphere.

Power Utilities: Avista Corporation, an investor-owned utility, provides about 80% of the electricity and 100% of the natural gas to

the region. Public cooperatives, including Clearwater Power Company, Idaho County Light and Power, and Idaho Power cover the

rest of North Central Idaho needs. Natural gas is available for residential and small commercial business use in most areas of the

region. Providing reliable basic service to remote communities like Elk City, White Bird and Riggins is a fundamental challenge in

the District. Efforts to expand and implement the visibility of alternative sources, such as wind, hydro-electric, bio-fuels, and bio-

mass sources are under way. Clearwater Paper Corporation of Lewiston owns and operates the only working co-generation plant

within the region that sells electricity back to Avista Corporation.

Avista Corporation: www.avistacorp.com

Clearwater Power Company: www.clearwaterpower.com

Idaho County Light and Power: http://www.iclp.coop/

Idaho Power: www.idahopower.com

Telecommunications

North Central Idaho’s telecommunication services are primarily provided by two local exchange carriers to include Frontier

Communications and Century Link. In 2010, Frontier Communications purchased Verizon and now serves Latah and Clearwater counties

as well as the southern region of Idaho County (Elk City, White Bird, and Riggins). Century Link purchase Qwest in 2011 and serves Lewis,

http://lewisclarkmpo.org/

http://www.avistacorp.com/

http://www.clearwaterpower.com/

http://www.iclp.coop/

http://www.idahopower.com/


Chapter 3 Page 38

and Nez Perce counties, and the majority of Idaho County. The City of Moscow and the City of Lewiston have significantly better

broadband capacity than the other outlying communities.

In a 2006 telecommunications study, an assessment was completed for sixteen rural communities in Idaho, Lewis, Nez Perce, and

Clearwater County. The study identified substantial gaps in intra- and inter-community networks. Less than 50% of the communities are

served by fiber optic cable. Communities are served with digital radio systems or with buried copper cabling extended from digital radio

communities with limited or no bandwidth available for broadband applications. Although satellite Internet service is available, it is

subject to a clear view of the southern sky. A significant deficiency was noted; there is no instate connection between north and south

Idaho. Connectivity of telecommunications infrastructure ends in Grangeville on the northern end and Riggins on the southern end of the

line along State Highway 95.

As the result of deliberate community and collaborative efforts, the region saw telecommunications service improvements between 2006

and 2009. Elk River and Ferdinand received broadband microwave connectivity as the result of USDA Rural Utilities Service’s “Community

Connect” Grant Program. The community of Weippe received improved wireless connectivity through a State Library Association grant

from the Gates Foundation and one-time telecommunications funds provided by the Idaho Department of Commerce. The community of

Orofino lobbied and secured fiber connectivity to its Verizon Central Office and through grant support from USDA Rural Development and

Idaho Dept. of Commerce awarded to a partnership between the Nez Perce Tribe and First Step Internet, the wireless backbone was

upgraded to 200 Mbps. In 2010, both First Step Internet and the Nez Perce Tribe received American Recovery & Reinvestment Act grants

to develop open, multi-user Wide Area Network to serve rural, unserved and underserved communities across the economic development

District. In addition to broadband, the Nez Perce Tribes award included expansion of mobile wireless access that enhances public safety

capabilities throughout the Clearwater Valley Corridor and in the Lapwai and Culdesac area. In 2011, Clearwater Economic Development

Association acted as the regional, in-state partner for the development of LinkIDAHO, the State of Idaho Broadband Plan. A regional plan

for North Central Idaho was completed and can be found at: www.linkidaho.org.

Medical and Emergency Services

Health Care Systems: The Clearwater Economic Development District has one regional medical center and four (4) critical access

hospitals. Numerous independent clinics and hospital-owned medical clinics are scattered throughout the region. In nearby Clarkston

and Pullman, Washington, two additional hospitals serve the region.

St. Joseph Regional Medical Center, Lewiston, ID, www.sjrmc.org

http://www.linkidaho.org/

http://www.sjrmc.org/


Chapter 3 Page 39

Clearwater Valley Hospital, Orofino, ID, www.smh-cvhc.org

Gritman Medical Center, Moscow, ID, www.gritman.org

St. Mary’s Hospital, Cottonwood, ID, www.smh-cvhc.org

Syringa General Hospital, Grangeville, ID, www.syringahospital.org

Tri-State Memorial Hospital, Clarkston, WA, www.tristatehospital.org

Pullman Region Hospital, Pullman, WA, http://www.pullmanhospital.org/

Primary challenges for hospitals include the shortage of medical personnel (doctors, nurses,

and technicians), scarce financial resources, and the expense of providing services to the uninsured or under-insured. The hospitals are

active and aggressive in establishing collaborative partners to share resources, seeking out grant funding, and using technology such as

telehealth and telemedicine to provide service.

Emergency Medical Services: The Region operates with a web of regional, county, and city organizations that provide different levels of

emergency medical services. For example, the City of Lewiston provides regional emergency response services with full-time professionals

to the City and some of the communities and non-incorporated areas of Nez Perce County and Asotin County, Washington. Clearwater

County Ambulance Service works with approximately 20 volunteer Emergency Medical Technicians (EMTs) trained in basic or “first

response” that are located in Elk River, Orofino, Weippe, and Pierce. In rural areas, emergency services are provided by primarily trained,

first response, or basic EMT volunteers. Most emergency medical service organizations are closely linked to the local fire department or

districts, often co-locating in the same facility and sharing personnel. Most EMS organizations have no tax revenue and are dependent on

community contributions for operations. Major challenges facing EMS organizations include funding for needed equipment and facilities,

communication equipment inoperability, and trained volunteers.

Law Enforcement: The Idaho State Police; the Idaho, Clearwater, Latah, Lewis, and Nez Perce County Sheriff’s Departments; the Nez Perce

Tribe; and city police departments provide security within the District. With the exception of Lewiston, Moscow, Grangeville, and Orofino,

all other North Central Idaho communities rely on the sheriff’s department for law enforcement services. Each county has an established,

volunteer Search and Rescue and/or Sheriff’s Posse who work with the Sheriff’s Department on search and rescue efforts. Major issues

Figure 10: Gritman Medical Center, Moscow, ID - photo provided by Gritman Medical Center

http://www.smh-cvhc.org/

http://www.gritman.org/

http://www.smh-cvhc.org/

http://www.syringahospital.org/

http://www.tristatehospital.org/

http://www.pullmanhospital.org/


Chapter 3 Page 40

facing law enforcement are radio inoperability and maintaining trained staff. Once trained, staff often seeks employment in larger

communities or outside the region where pay is better.

Fire Suppression: North Central Idaho has approximately 40 city fire departments, fire districts, and fire organizations that serve the

wildland and structural fire suppression needs for the region. Very few of the organizations are staffed with paid, full-time or part-time

employees. There continue to be pockets of the region that do not have structural fire protection. To increase capacity, every

organization has Mutual Aid Agreements with other fire suppression organizations. Major issues facing the fire suppression services

include limited capital for constructing or renovating fire stations and for equipment/vehicles, lack of trained volunteers, and radio

inoperability.

Appendices related to this chapter:

Appendix C – North Central Idaho 20-Year Comparison of Change in Economic Indicators; Economic Indicators for the District and for the Counties of North Central Idaho


Chapter 4 Page 1

Chapter 4 The Regional Action Plan

The regional action plan consists of the prioritization of the regional economic development strategies, a projection of community and

county projects to be developed and implemented in the next five years and an overview of statewide agency initiatives that support the

economic development efforts of the District.

Prioritizing the Plan for Implementation

Prioritizing the regional strategies was undertaken by a task force September 12,

2014. The task force was comprised of members of:

CEDA Board of Directors

Economic and Community Development Council

Operations and Finance Council

Business Development Council

Workforce Development Council

Asset Management Committee

A complete list of participants can be found in Appendix D.

The task force reviewed and prioritized 15 strategies identified as being CEDA led based upon greatest economic impact for the region,

available resources, partnerships and organizational capacity. Five strategies were identified as high priority and two more strategies

were ranked as secondary. Work plans will be developed for implementation of each prioritized strategy; yearly updates to the

Comprehensive Economic Development will contain progress reports for each strategy. CEDA’s Economic and Community Development

Council will regularly review the plan and reprioritize strategies as initiatives and projects are implemented.

Strategies were prioritized as:

1. Strategy: By 2019, the District will have implemented a strategy to advance technical education delivery systems to meet industry and workforce needs.

Figure 11: CEDS Prioritization Committee - photo by Deb Smith


Chapter 4 Page 2

o Resources: Private Industry, Higher Education, Economic Development Organizations, Economic Development Administration

Desired Outcome: Industry will be able to meet workforce needs through increasing numbers of qualified workers and the region will reduce outmigration of youth and talented workforce through gainful employment.

2. Strategy: By 2019, the District will have a network of centers and/or incubators designed to support business to business

development in industries such as high technology, advance manufacturing, value-added agriculture, tourism and the spirits (alcohol, beer and wine) industry.

o Resources: USDA, Economic Development Administration, Palouse Food Coalition, Northwest Food Hub, Greater Palouse Meat Producers, Lewis Clark Wine Alliance

Desired Outcome: Industry clusters will expand through the development of virtual and/or built facilities that support business-to-business learning and shared resources, the development of supply chains and address industry workforce needs.

3. Strategy: By 2019, the District will construct an effective stakeholder network that methodically engages students, families and

communities in knowing and understanding regional career and employment opportunities on an ongoing basis.

o Resources: Private Industry, Higher Education, Department of Labor, Economic Development Organizations, Economic Development Administration

Desired Outcome: Industry will be able to meet workforce needs as students, parents, career guidance counselors and educators will have knowledge of the potential careers, jobs and training available in the area and the region will reduce outmigration of youth and talented workforce through gainful employment.

4. Strategy: By 2019, the District will complete a minimum of seven water/sewer infrastructure projects within the region.

o Resources: Idaho Department of Commerce, USDA, Economic Development Administration

Desired Outcome: Communities will be able to accommodate growth, and attract and retain expanding business and industry through adequate and up-to-date infrastructure.

5. Strategy: By 2017, the District will create an entrepreneur development collaborative to support and promote business

development.


Chapter 4 Page 3

o Resources: Rural Economic Development Organizations, Small Business Development Centers, Walla Walla Community College Entrepreneur Program, Private Industry

Desired Outcome: The District will see an increase in entrepreneurs and small businesses that are connected through shared knowledge, skills development and resources.

6. Strategy: By 2019, the District will increase awareness of leadership of the importance of broadband, utility, and transportation

infrastructure to industry growth by hosting one regional conference in the District and/or enhancing existing programs.

o Resources: Regional Partners, Service Providers, Idaho Transportation Department, LinkIdaho

Desired Outcome: Awareness of the positive economic impact of infrastructure improvements will lead to an increase in planning and dedication of resources for the completion of projects that support business and community development.

7. Strategy: By 2019, the District will create a formal community development training that incorporates hands-on education for

project planning, development and implementation.

o Resources: USDA, District Communities, Private Industry

Desired Outcome: Community development projects are easily planned, developed and implemented through formal training and first-hand experience.

Community and Economic Development Projects

The following are community, county and regional projects currently in the planning or implementation phase. These projects are

consistent with the goals and strategies identified in Chapter 2. This list is not inclusive of all projects that are, or will be, considered

during this planning timeframe.

Project Name Description Estimated

Costs

Jobs

Created/Retained

Regional Projects

Greater Palouse Meat Producers

Slaughter Facility Design Study

This project will develop a concept design plan for a USDA inspecting

slaughter facility in the region

$20,000 0


Chapter 4 Page 4

Regional Metal Supercluster Project

Phase I

This project includes evaluation of the top, in-demand occupations of

the business cluster; identification of skills and abilities required for

occupations, and development of an implementation strategy for

curriculum development and the alignment of business development

resources

$80,000 none

Regional Metal Supercluster Project

Phase II

CEDA will seek funding for phase II of this project which will develop

curriculum training for machinists to support workforce needs of the

metal supercluster

unknown

Fabricating Future Innovators: A Hands

On Experience For Educators

CEDA is implementing a two-day professional development workshop

expose the school districts to the regional manufacturing industry and

to provide an opportunity for learning about occupational

opportunities and industry workforce skill needs

$15,000 None

Region II School District Strategic Plan

Implementation

CEDA will seek funding for the development of an industry liaison to

education and for the development of curriculum to support the

workforce needs or regional industries.

unknown

Lewis-Clark Valley Wine Alliance Vintners and wine grape growers of the Lewis Clark AVA (anticipated

designation Summer of 2015) seek to develop an alliance to support

and expand the development of a wine making and viticulture

industry.

$100,000 10

Idaho County

Grangeville Riggins Fiber Connectivity Build fiber connections between Grangeville and Riggins $6,700,000 unknown

Three Mile Creek Bridge Bridge replacement and realignment of road $3,000,000 0

Runway Widening Widen runway to 100 ft. to facilitate U.S. Forest Service Fire Base and

increased commercial traffic

$5,000,000 unknown

Anderson Aeromotive Expansion Expansion to add FSBO services, flight lesions and buildings $1,500,000 unknown

Noxious Weed Control Expansion Construction of noxious weed control building at airport footprint unknown 0

Cottonwood Creek Bridge Replacement of Cottonwood Creek Bridge $1,500,000 0


Chapter 4 Page 5

Latah County

Distribution System Upgrade Rehabilitation and replacement of water and sewer distribution lines $300,000 0

Nez Perce County

Cherry Lane Bridge Bridge crosses the Clearwater River on Highway 12 at Cherry Lane;

north side of the river is a county road and provides access to the

Leland and Kendrick area

$17,000,000 0

Webb Ridge Road Project for Webb Road continues to Tammany Road south of

Lewiston, and continues to Highway 95 to Sweetwater

$212,000 0

McGary Bridge Bridge crosses Potlatch Creek at McGary Grade; north side of bridge is

Highway 2, approximately 0.1 miles east of Juliaetta

$2,000,000 0

Webb Ridge Road Phase 1 Unavailable $5,000,000 0

Coyote and Southwick Roads Safety improvements $100,000 0

Lapwai Bike/Pedestrian Path Unavailable $750,000 0

Nez Perce Tribe

Business Technology Park, Kamiah Business technology park to provide incubator space for technology

businesses, and classrooms for technology education

$2,500,000 unknown

Manufacturing Business Park, Spalding 10,000 sq. ft. building and infrastructure for business incubator lease

space, training and light manufacturing

$4,500,000 unknown

Limestone Products Manufacturing Equipment set-up; product storage, and truck/rail transport $1,000,000 unknown

Water Bottling Plant Purchase or construct a building to house water bottling plant $500,000 unknown

Bio-Diesel Green Fuel Manufacturing Develop a Bio-Diesel plant to serve the market area $250,000 unknown

T.U. 45 Tourist Center/Boat Ramp.

Orofino

Develop a tourist site to honor Chief Twisted Hair at T.U. 45, with

convenience store, cabins, camping and boat ramp

$4,000,000 unknown

Expand Casino retail Outlets Expand the retail experience with a retail shopping mail for outlet

stores; expand gas station

$6,000,000 unknown


Chapter 4 Page 6

Light Manufacturing Joint Venture Attract a manufacturer to a joint venture for light manufacturing at

Spalding site or other tribal sites

$2,000,000 unknown

Agricultural Grainery and Flour Mill at

Spalding Site

Erect grain silos and loading operation to the railroad cars at the

GNWR Spalding site; construct flour mill on-site

$17,500,000 unknown

Retail Fuel Station, Kamiah or Orofino Fuel sales reapplied to increase tax base $300,000 unknown

Craigmont

Sewer Lagoon System EPA required updates to current lagoon system $600,000 0

Craigmont Housing Address housing shortage needs unknown unknown

Sidewalk and Street Rehabilitation Reconstruct and/or overlay of streets, sidewalk rehabilitation $600,000 0

Elk City/Framing Our Community

Elk City Commerce Park Expansion of the existing facility by 12,000 square feet of

manufacturing space and 18,000 square feet of storage area.

$748,180 8

Elk City Bio-Fuels Construction of a biomass alternative fuels gasification system for

cogeneration of heat and commercialized biomass materials

$4,300,300 10

Ecosystem Natural Disaster Skills

School

Development of ecosystems school to train displaced and

underserved populations for forest and watershed restoration,

wildlife habitat and post disaster recovery

$250,000 15

Elk River

Emergency Services Facility Construction of a new emergency services facility with four bays,

storage, respite accommodations and training facilities

$500,000 unknown

Grangeville

Wastewater Treatment Plant Phase II Screw press for dewatering sludge, non-potable water system, new

backup generator and motor control center

$2,100,000 10

Chip-seal 2015 Chip-seal approximately 210,000 square yards of city streets $400,000 0

Well Rehabilitation Miscellaneous well improvements $50,000 5


Chapter 4 Page 7

Wastewater Treatment Plant Fire Line

Completion

400 ft. of 6” water main to add fire hydrants at the wastewater

treatment plan

$20,000 0

Kamiah

Kamiah Water System Improvements Treatment plant and system distribution upgrades $5,000,000 0

Kamiah Street and Road Repair Project Project would repair all city and area of impact streets and roads $2,000,000 unknown

Clearwater Valley Railhead Distribution

Center

Development of a distribution center at the end of the rail service

located within the Kamiah area of impact

$3,000,000 8

Kamiah Clinic Expansion Site development and construction for physical therapy and expanded

clinic operations

$13,500,000 unknown

KCPC Kamiah Community Wellness

Center

Repair existing community pool, renovate locker rooms, add exercise

pool and hot tub, enclose facility for year-round use

$2,000,000 unknown

Kamiah Levi Walk Project Expand existing nature trail along U.S. Highway 12; creating a loop

to/from the Kamiah Riverfront Park

$500,000 0

Kamiah Bike and Walkway Project Install new and repair existing walkways, bikeways and curbs; develop

and expand existing nature trail along the Clearwater River to connect

Lawyers Creek and U.S. Highway 12; conduct feasibility study and

install pedestrian/traffic friendly crossing facilities at key locations

along U.S. Highway 12

$4,000,000 0

Law Enforcement Personnel and

Equipment Project

Obtain funding for law enforcement personnel and equipment

shortfalls

$150,000 unknown

Swimming Pool Improvement Project Plan, design and complete pool renovation to include repairs and

enclosing pool

$500,000 0

Speed Feedback Sign Project Purchase and install speed feedback signs on U.S. Highway 12, State

Highway 162 and within Kamiah school zones; includes data gathering

equipment and training

$40,000 0

Emergency Services Building Retro Fit Purchase and install vehicle exhaust removal system, purchase and $200,000 0


Chapter 4 Page 8

install emergency generators, design and construct facilities for on-

call EMS personnel

Kamiah Parks Improvement Project Purchase and install playground equipment at Kamiah parks; design

and/or construct restroom facilities, gazebo, picnic tables, irrigation

system, drinking fountains, landscaping and signage at DuPont Park

$1,000,000 0

KCPK Kamiah Community Wellness

Center

Repair existing community pool, renovate locker rooms, add exercise

pool and hot tub and enclose facility

$2,000,000 0

Kamiah Downtown and Business

District Revitalization

Plan, design and construct streets, curbs, gutter, sidewalks, parking,

lighting, signage, landscaping and frontage improvements for

extended downtown business district, U.S. Highway 12 corridor and

No Kidd Lane

unknown unknown

Lapwai

City of Lapwai Streets and U.S. Highway

98 Street Corridor Analysis

Design, repair and/or reconstruct Lapwai City streets to include

streets, curbs, gutters; technical assistance to determine traffic

patterns, safety and infrastructure needs, and economic impact of

U.S. Highway 95 within Lapwai City Limits

unknown 0

Lapwai Bike, Walkway and Trails

Project

Repair, renovate and/or constrict bike and walkways for all streets in

City of Lapwai; includes ADA compliance, bike or multi-use paint on

streets; Feasibility study, plan, design and construction of non-

motorized trail system in and around Lapwai

unknown 0

Storm Drainage Project Design, repair and/or construct Lapwai City storm drainage system unknown 0

City of Lapwai Comprehensive Plan Update Lapwai comprehensive plan $25,000 0

Speed Feedback Sign Project Purchase and install speed feedback signs at city limits of Lapwai,

includes training and data retrieval

$16,040 0

Lapwai Gateway and Community

Signage/Wayfinding Project

Plan, design and construct signage to meet city needs $45,000 0

Lapwai Parks Project Draft City Park Plan, construct restrooms, amphitheater, install

drinking fountains, enlarge horseshoe area, build volleyball court,

unknown 0


Chapter 4 Page 9

landscaping and signage; identify property, design and develop a disc

golf course; design and construct NiMiiPuu Skateboard Park

City of Lapwai Slum and Blight Removal

Project

Study to identify slum and blight buildings in Lapwai, structure

removal and land re-use plan

unknown 0

Lapwai Community Brand Project Research, study, design and implement community brand for the city $10,000 0

Lewiston

12th Street Expansion Extend 12th Street with all utilities north of Warner into center of site $1,900,000 0

16th Street Bridge Deck This concrete bridge deck project is bi-state project with Asotin

County, WA

$6,000,000 0

5th Street Marina Construction of a dock for passenger cruise ships $1,000,000 unknown

Bryden Avenue Widening This project addresses capacity improvements, business

developments and regional traffic volumes

$1,200,000 unknown

Community Park Grading Site work for mass grading and balancing for future development $500,000,000 0

Community Park Sewer Line Phase II of Community Park Project to extend sewer line north to

main line to generate user and overnight visitor fees

$800,000 0

Community Park Traffic Mitigations Phase IV of Community Park Project for frontage improvements,

sidewalks, intersections, stormwater and sewer

$1,500,000 0

U.S. Highway 12 Relocation Relocation of highway to create waterfront development, brownfield

remediation, and right-of-way acquisition

$20,000,000 unknown

State Highway 128 Realignment This project would reconfigure the existing intersection to improve

truck access to the Port of Lewiston and eliminate high accident

location

$2,000,000 0

Lewiston Normal Hill to Snake River

Pedestrian Path

Pedestrian access from Normal Hill residential neighborhood to Snake

River Avenue and Levee Path System

$129,750 0

Lewiston Partnership Project Development of infrastructure to Community Park, future high school

and related sports complex

$3,000,000 0


Chapter 4 Page 10

Park Avenue Extension Extension of Park Avenue with utility conduits, site of Community

Park

$1,800,000 0

Twin City Foods Project Site acquisition, brownfield remediation $5,000,000 unknown

EOC Upgrade and Training Center Remodel of EOC for reliability and communications with other city

facilities and partners

$1,000,000 unknown

Freight Access Around Airport Freight access around the Lewiston-Nez Perce County Airport,

O’Conner Road or Airport Ring Road

unknown unknown

Nezperce

Stormwater Diversion 609 Oak Street Remove stormwater from the area by installing pipe and catch-basins

to collect stormwater, transporting to the city stormwater system

$18,000 0

RV Park Upgrade 412 4th Avenue Complete upgrade of spaces, utilities, RV dump and new restrooms $269,000 0

Fire EMS Station Construct a new fire station to house fire and EMS equipment unknown unknown

Birch Street Workforce Houses Construct four new workforce houses $4,000,000 unknown

Orofino

Biomass Project Construct power plant to serve public facilities, generate power for

grid

$31,000,000 unknown

Orofino Water System Improvement

Project

Replacement of inadequate water lines, Phase I of new treatment

plant; Phase II to be addressed in 2015

$10,000,000 0

Orofino Clinic Build new primary care clinic needed to house additional physicians $5,000,000 10

Road to Health New access road for new clinic $107,000 0

Clinic EMR Purchase of electronic medical records software for outpatient clinics $500,000

Peck

Revision of Comprehensive Growth

Plan

Finalize existing Comprehensive plan for community $15,000 unknown

Culvert Project Change existing culverts from a variety of sizes to 12” and install new $134,000 0


Chapter 4 Page 11

where necessary

City Signage Revise and install new gateway signs $6,500 0

Upgrade City Park Upgrade park facilities including electrical, playing field

enhancements, scoreboard replacement, additional bleachers, tables,

playground equipment, tree removal and replacement

$25,000 0

Community Building Renovation Engineering studies to determine structural needs and repair or

replacement as determined by studies

$246,000 0

City Hall and Post Office Project Repair outside structure including brick work, doors and windows,

painting of facility

$15,000 0

Septic System Replacement Septic system replacement at the community building, post office, city

hall, and library

$12,000 0

Fire Station Replace current fire station $444,000 unknown

Peck Disaster Preparedness Plan Create a Peck Disaster Preparedness Team and develop a Peck

Disaster Preparedness Plan

$10,000 0

Peck Library Renovation Address foundation shortfall issues, replace wood building skirting

and planters, termite eradication, replace subflooring, landscaping

and paint

$20,000 0

Water System Distribution System Engineering study to determine structural needs and repair or

replacement as determined by study

unknown unknown

Pierce

Pierce Sewer Project Update out of compliance treatment facility and lines $2,500,000 0

Road Surface Project Project will resurface city roadways $5,000,000 0

Downtown Revitalization Complete DGR process to improve Main Street and visitor amenities $500,000 unknown

Potlatch

Connective Walking Path Project Create a walking path to connect between Potlatch and Onaway along

the Potlatch-Onaway Road

unknown 0


Chapter 4 Page 12

Sidewalk Replacement Replace approximately one mile of sidewalk along State Highway 6 unknown 0

Recreation Center Project Design and build a community recreation center unknown 0

Scenic 6 RV Park Add 23 concrete RV pads, four of which will be ADA accessible, with

living spaces with fire pits

$143,657 0

Community Choices Sidewalk Project 2,750’ of sidewalk from Four Stars Supply along State Highway 6,

along Onaway Road to Library; sidewalks from Scenic 6 Park to Lion’s

Club Park; rehabilitate sidewalk from Pine Street to Cedar Street

$406,818 0

Eastmill Water Line Project Extend the drinking water line 700’ from Pine Street to below the

railroad deport for economic development

$62,000 0

River Ridge Redevelopment Project Bring needed infrastructure to the River Ridge Redevelopment

Business Park to capitalize on 10 acres of gifted land

$1,940,000 40

Community Choices Sidewalk Project

Phase II

2,390’ of sidewalk from State Highway 9 along Onaway Road to

Bennett’s Addition; extend sidewalk from Elm Street to Ponderosa

Drive

$376,775 0

Community Choices Sidewalk Project

Phase III

2,500’ of sidewalk from Lion’s Club Park to City Hall; extend sidewalk

from Ponderosa Drive to Aspen Lane

$409,070 0

Riggins

Emergency Services Building Project is in the planning stages for construction of emergency service

building

unknown 0

City Boat Ramp Renovations Renovate the City Park Boat Ramp, upper parking area, restroom

facilities, stairs to boat ramp

unknown 0

Weippe

Sewer Project Project will repair sewer leak of primary lagoon unknown 0

White Bird

Wastewater System Repairs Testing, sludge removal, valve replacement, liner replacement and

construction oversight

$900,000 0


Chapter 4 Page 13

State Agency Initiatives

The vision of the regional and statewide economic goals are to “promote the prosperity, progress and productivity of Idaho by creating

thriving, connected, sustainable and evolving people, communities and industries.”

Recognizing that regional economic development supports state economic development efforts, the six economic development districts of

Idaho, the Idaho Department of Commerce and the University of Idaho have consolidated the various goals and objectives of major state

agencies in efforts to align regional plans and support statewide initiatives and programs. The following are goals and/or objectives that

support three broad goals adopted by the economic development districts and Idaho Department of Commerce – Elevating Industry,

Advancing Individuals and Strengthening Communities.

Elevate Industry Advance Individuals Strengthen Communities

Idaho Department of Commerce Idaho companies and industries are

the drivers of the state’s economy.

Idaho makes it a priority to help

the, succeed by supporting their

growth, reducing their costs, and

advancing their technological

capabilities.

To succeed, companies must be

able to focus on their core business.

Idaho offers a hassle-free business

environment; streamlined and

responsive government services,

and fair and consistent regulatory

requirements.

Technology and innovation advance

existing industries and continually

create new ones. Idaho is able to

harness new technologies and

Creating talent pipelines – pools of

highly qualified people able to step

into Idaho’s key industries – is

critical to accelerating the state’s

economy.

Education is a top priority for Idaho,

specifically supporting education

and training that span “K-through-

Career.”

For Idaho to remain competitive,

we must increase the number of

high-paying jobs that provide a

livable wage.

Help communities leverage their

strengths to attract businesses and

increase tourism while retaining

their character.

Infrastructure is critical to an

expanding economy. Our roads,

bridges, airports and our water,

sewer, and power sources must

have the capacity to serve future

growth. Idaho must accelerate our

technical infrastructure – like

broadband and high-speed wireless

– to be competitive to industry.

The spirit of collaboration can

elevate communities, industries,

and the entire state. Drawing

Idaho’s communities and industries

together with competitive regional


Chapter 4 Page 14

embrace new innovations. strategies momentum that will

continue for generations.

Idaho Department of Labor Connect business, education and

workforce.

Implement a demand driven

approach, which meets the needs

of business and invests dollars in

employer/industry focused

programs that train candidates for

specific positions that employers

need today and in the future.

Utilize Workforce Development

Training Fund to provide training

resources to employers for new

full-time employees with needed

skills or to upgrade the skills of

current employees at risk of

permanent layoff.

Provide a mobility focused

transportation system that drives

economic opportunity.

Connect business, education and

workforce.

Implement a demand driven

approach, which meets the needs

of business and invests dollars in

employer/industry focused

programs that train candidates for

specific positions that employers

need today and in the future.

Utilize Workforce Development

Training Fund to provide training

resources to employers for new

full-time employees with needed

skills or to upgrade the skills of

current employees at risk of

permanent layoff.

Link job seekers with employers

through the federal Wagner-Peyser

Act funds, Workforce Investment

Act funds, and labor market and

career information.

Idaho Transportation Department Provide a mobility focused

transportation system that drives

economic opportunity.

Become the best organization by

continually developing employees

and implementing innovative

business practices.

Commit to having the safest

transportation system possible.


Chapter 4 Page 15

Idaho Department of

Environmental Quality

Maintain efficient and protective

environmental permitting

programs.

Idaho Parks and Recreation Expand revenue generating

opportunities within Idaho State

Parks in the form of new retail

items like firewood, ice cream and

the rental of equipment.

Expand educational offerings within

state parks and Idaho classrooms.

Protect and expand access to

Idaho’s motorized and non-

motorized recreation trails.

Idaho State Board of Education Improve the ability of the

educational system to meet the

educational needs and allow

students to efficiently and

effectively transition into the

workforce.

Set policy and advocate for

increasing access for individuals of

all ages, abilities, and economic

mean to Idaho’s P-20 educational

system.

Increase the educational

attainment of all Idahoans through

participation and retention in

Idaho’s educational system.

Improve the processes and increase

the options for re-integration of

adult learners into the education

system.

Increase research and development

of new ideas into solutions that

benefit society.

Ensure educational resources are

used efficiently.

Idaho Department of Agriculture Continue to support the growth

and sustainability of Idaho’s

agriculture industry.

Foster confidence in Idaho’s

agriculture industry and market

Protect the public, plants, animals,

and environment using regulation

and education.

Be a pro-active resource to quickly

adapt to new challenges and


Chapter 4 Page 16

transactions. opportunities facing Idaho.

Economic Development Planning Resources

North Central Idaho has access to a wide array of resources to address economic development opportunities and challenges.

FEDERAL PARTNERS

US Department of Commerce leads the federal economic development agenda by promoting innovation and competitiveness, and

preparing American regions for growth and success in the worldwide economy. Region X, Seattle Regional Office serves the

Clearwater Economic Development District. The Economic Development Administration (EDA) provides important grant funding

resources to economic development. Clearwater Economic Development Association is the conduit to this funding source.

www.eda.gov

http://www.eda.gov/PDF/2009%20SRO%20Contacts.pdf

www.clearwater-eda.org

USDA Rural Development provides funding sources for business and cooperatives, housing and community facilities, and utilities.

The Clearwater Economic District is served by the State of Idaho and Coeur d’Alene Office.

http://www.rurdev.usda.gov/

http://www.rurdev.usda.gov/id/

http://www.rurdev.usda.gov/id/area.htm

U.S. Department of Housing and Urban Development (HUD): www.hud.gov

U.S. Department of Transportation: Federal Aviation Administration (FAA): www.faa.gov

U.S. Department of Transportation: Federal Transit Administration (FTA): http://www.fta.dot.gov/

U.S. Department of Transportation: Federal Highway Administration (FHWA): http://www.fhwa.dot.gov/

http://www.eda.gov/

http://www.eda.gov/PDF/2009%20SRO%20Contacts.pdf

http://www.clearwater-eda.org/

http://www.rurdev.usda.gov/

http://www.rurdev.usda.gov/id/

http://www.rurdev.usda.gov/id/area.htm

http://www.hud.gov/

http://www.faa.gov/

http://www.fta.dot.gov/

http://www.fhwa.dot.gov/


Chapter 4 Page 17

STATE PARTNERS

The Economic Development Districts of Idaho (EDDI) link the planning organizations for the six, Idaho-based US Department of

Commerce Economic Development Districts and include Region I - Panhandle Area Council; Region II - Clearwater Economic

Development Association; Region III - Sage Community Resources; Region IV - Region IV Development Association; Region V -

Southeast Idaho Council of Governments; and Region VI - East Central Planning and Development Company.

www.growingidaho.org

Idaho Department of Commerce provides connection to resources for business, innovation, communities, travel, media, and

career opportunities. IDC administers three major funding programs: the Idaho Community Development Block Grant, the Rural

Community Block Grant, and the GEM Grant. The Idaho Business Network provides services to assist businesses in government

contracting. www.commerce.idaho.gov

Idaho Department of Labor is an integral partner in linking workers and businesses to each other. IDL provides workforce training

programs, job seeker information, labor market information and analysis, as well as access to grant resources.

www.labor.idaho.gov

Idaho TechHelp provides services in improving manufacturing production (i.e.: lean manufacturing). www.techhelp.org

Idaho TechConnect assists businesses in researching products, transferring technology to business, and commercializing products.

www.idahotechconnect.com

Association of Idaho Cities provides assistance in governance and management to Idaho cities. www.idahocities.org

Idaho Association of Counties provides assistance in governance and management to the counties of Idaho. www.idcounties.org

Idaho Nonprofit Center assists non-profit organizations in development, governance, and management.

www.idahononprofits.org

Boise State University Environmental Finance Center (EFC) is a site for US EPA Region 10. EFC’s mission is to provide help to those

facing the "how to pay" challenges of environmental protection. www.efc.boisestate.edu/efc

http://www.growingidaho.org/

http://www.commerce.idaho.gov/

http://www.labor.idaho.gov/

http://www.techhelp.org/

http://www.idahotechconnect.com/

http://www.idahocities.org/

http://www.idcounties.org/

http://www.idahononprofits.org/

http://www.efc.boisestate.edu/efc


Chapter 4 Page 18

Idaho Economic Development Association links local economic development associations to address common interests.

www.ieda.biz

Idaho Rural Partnership links public and private resources for collaboration to address rural community and business challenges.

www.irp.idaho.gov

Idaho Rural Water Association provides technical assistance and training to the water and wastewater systems in Idaho.

www.idahoruralwater.com

REGIONAL PARTNERS

The American Manufacturer Network Mission is to promote and enhance profitability of USA based manufacturers by addressing

the needs of the manufacturing community in areas of new markets, supply chain, advanced technologies, workforce, and

exporting. www.amn-usa.org

Clearwater Economic Development Association (CEDA) assists business and communities by acting as a conduit to needed

resources for economic and community development. CEDA’s small business financing program provides funding for start-up and

emerging businesses unable to get conventional financing. CEDA assists communities in developing, financing and managing

development projects and programs. The CEDA office is located in Lewiston, Idaho. www.clearwater-eda.org

Clearwater Resource Conservation & Development (Clearwater RC&D) provides leadership in building local collaborations for

sustainable community and resource development to improve the quality of life for residents of North Central Idaho. The

Clearwater RC&D is a non-profit organization established and run by volunteer elected and civic leaders who plan and carry out

projects for resource conservation and community development in Clearwater, Idaho, Latah, Lewis, and Nez Perce counties. The

RC&D office is located in Moscow, Idaho. www.clearwaterrcd.org

North Central Idaho Travel Association (NCITA) promotes travel opportunities and develops and implements programs related to

tourism in the five counties of North Central Idaho. www.northcentralidaho.info

Northwest Intermountain Manufacturers Association (NIMA) serves the manufacturers in Clearwater, Idaho, Latah, Lewis, and

Nez Perce counties of Idaho and Asotin, Garfield, Whitman, and Columbia counties of Washington. NIMA provides technical

assistance and links manufacturers to existing resources. www.northima.org

http://www.ieda.biz/

http://www.irp.idaho.gov/

http://www.idahoruralwater.com/

http://www.amn-usa.org/


http://www.clearwaterrcd.org/

http://www.northcentralidaho.info/

http://www.northima.org/


Chapter 4 Page 19

Nez Perce Tribe Economic Development assists the Nez Perce Tribe in economic, community, and transportation planning.

www.nezperce.org/Official/economiccommunitytransportationplanning.htm

Washington State University and the University of Idaho, in partnership with the Latah and Palouse Economic Development

Councils make up the Palouse Knowledge Corridor (PKC). The PKC combines the resources of the two research land-grant

institutions located eight miles apart to offer courses and conduct research. The PKC is made up of more than 20 companies

divided into five industry clusters including electronics, biotech, environmental services, advanced materials and information

services. The vision of the PKC is to create a diverse, vibrant and sustainable economy that respects the social fabric of our

communities and our natural environment. www.palouseknowledgecorridor.com

The University of Idaho has established the University of Idaho Economic Development Council that is responsible for overseeing

how the University of Idaho promotes and provides support to economic development opportunities. One of the programs

providing North Central Idaho resources for economic development is the Office of Technology Transfer (OTT). The mission of the

OTT is to promote the transfer of commercially valuable knowledge and information developed at the University to the businesses

most capable of reducing them to practice. www.uro.uidaho.edu/ott

The Two Degrees Northwest Where Art Meets the Land Initiative is being guided by the University of Idaho Department of

Agricultural Economics and Rural Sociology. The strategy is to help communities identify, enhance and market their unique sites,

heritage, culture and products by developing trails, guides and services for very rural communities. www.2dnw.org

The Building Sustainable Communities Initiative features faculty members with expertise ranging from architecture and design to

conservation and political science. Students and professors help Idaho communities fulfill visions for sustainable growth. In

addition, the Center for Effective Governance delivers non-credit training to local elected leaders and professionals to plan and

manage community resources for a sustainable future. www.bioregionalplanning.uidaho.edu

Lewis-Clark State College Programs that assist the region in development include:

The Idaho Small Business Development Center at Lewis Clark State College helps small businesses determine direction, find

solutions, and make an impact. The Idaho SBDC is committed to providing quality business and technical consulting, as well as

research and training services to small businesses and manufacturers throughout North Central Idaho. Idaho SBDC assistance

is available to anyone interested in starting or expanding a for-profit small business in Idaho. This includes: small business

http://www.nezperce.org/Official/economiccommunitytransportationplanning.htm

http://www.palouseknowledgecorridor.com/

http://www.uro.uidaho.edu/ott

http://www.2dnw.org/

http://www.bioregionalplanning.uidaho.edu/


Chapter 4 Page 20

owners and managers, home-based businesses, inventors with a product to develop and market, manufacturers, retailers,

wholesalers, service companies, and agriculture or natural resource ventures. www.lcsc.edu/ISBDC

Lewis-Clark State College Workforce Training provides for the educational needs of individuals in the workforce. Classes offer

information and knowledge employees need to remain current in their fields or to move up the career ladder. Teachers are

industry subject matter experts who are eligible for occupational specialist teaching certificates in the state of Idaho. They

provide training at times and locations to meet the needs of students and employers and have online offerings.

www.lcsc.edu/wft

COUNTY PARTNERS

Latah Economic Development Council (LEDC) is a private, nonprofit 501(c)(6) corporation located in Moscow and founded in June

1987. LEDC’s goal is to attract and retain jobs and investments in Latah County communities that generate wealth, enhance the

quality of life and embrace future generations. www.latahedc.org

Clearwater County Economic Development Council’s (CCEDC) mission is to foster a thriving business climate by facilitating

proactive partnerships and leveraging available resources for the benefit of existing, start-ups and new businesses countywide.

www.clearwatercounty.org/?EconomicDevelopment

Ida-Lew Economic Development Council (Ida-Lew) works to retain and expand existing businesses, recruit new businesses that

can benefit from Idaho's favorable business climate, and aids entrepreneurs that are establishing new businesses. www.ida-

lew.org

COMMUNITY PARTNERS

Valley Vision serves the border communities of Lewiston, Idaho, and Clarkston, Washington. Its focus includes business

recruitment, retention and expansion. www.lewis-clarkvalley.com

Framing Our Community (FOC), a 501(c)(3) nonprofit organization, was founded in 1999 by community members in the non-

incorporated community of Elk City to develop economic opportunities. www.framingourcommunity.org

http://www.lcsc.edu/ISBDC

http://www.lcsc.edu/wft

http://www.latahedc.org/

http://www.clearwatercounty.org/?EconomicDevelopment

http://www.ida-lew.org/

http://www.ida-lew.org/

http://www.lewis-clarkvalley.com/

http://www.framingourcommunity.org/


Chapter 4 Page 21

City of Moscow – Community Development’s mission is to be responsive and sensitive to the needs of the public and to preserve

and promote Moscow’s distinctive character and foster a well-balanced, high-quality living and working environment through

long-range planning and code administration. www.moscow.id.us

The Moscow Urban Renewal Agency promotes and supports projects that achieve sustainable economic growth, vitality, and

which enhance the community. The URA oversees two Districts, Legacy Crossing and the Alturas Technology Park.

www.moscowura.com

City of Lewiston – Community Development: provides services in planning and zoning, building inspections and plan review,

permits, business licensing, code enforcement, and economic development. www.cityoflewiston.org

The City of Lewiston Urban Renewal Agency administers the Tax Increment Financing revenues to stimulate economic

development and eliminate blight. www.cityoflewiston.org

http://www.moscow.id.us/

http://www.moscowura.com/

http://www.cityoflewiston.org/

http://www.cityoflewiston.org/


Chapter 5 Page 1

Chapter 5 The Region’s Disaster Resiliency

Disasters strike with little or no warning, causing cataclysmic social, human and economic

consequences in local communities and regions.

North Central Idaho experiences significant impacts from natural hazards including floods,

storms, wildland fires, severe weather, and landslides/mudslides. Beyond natural hazards, there

are technological hazards including dam failures, extended power outages, pandemic outbreaks

and hazardous materials spills.

Most disastrous incidents in North Central Idaho are flood or fire related. Floods damage roads,

farmlands, and structures. Most flooding in the region is caused by spring melt or extreme

rainfall associated with a warm regional frontal system. Weather, topography and fuels (any

material that can ignite and burn) contribute to wildland fires in the region.

Severe weather, including wind, hail and drought, also impacts the area. These storms can

cause substantial damage to crops, recreation and tourism which can have a disastrous

impact on the local economy. Environmental losses include damages to plant and animal

species, wildlife habitat and air and water quality.

In March and April 2011 heavy rains led to a FEMA major disaster declaration in Clearwater

and Nez Perce counties and on Nez Perce tribal lands. Recent declarations by the U.S

Department of Agriculture include a September 2011 natural disaster area designation for

all five counties of North-Central Idaho due to excessive rain, flash folding, freeze and high

wind and a drought declaration for Clearwater and Lewis counties that began in January

2013.

Figure 12: 2013 Grain Bin Fires, Lewis County - photo by Dave Kanz

Figure 13: 2011 Flooding, Nez Perce County - photo by Mel Johnson


Chapter 5 Page 2

Sustainability and resiliency in disaster recovery are a collaborative effort of interagency and intergovernmental coordination. Emergency

management is addressed in four phases:

Mitigation: Mitigation reduces vulnerability to disaster impacts

such as injuries and loss of life and property and may include

actions such as changes in building codes, zoning and land use.

Preparedness: Preparedness focuses on understanding how a

disaster might impact a community or region and how education,

outreach and training can build capacity to respond and recover

from a disaster. Preparedness efforts may include pre-disaster

strategic planning, business continuity training and public

awareness campaigns.

Response: Response addresses immediate threats by the disaster,

including saving lives, meeting humanitarian needs, cleanup,

damage assessment and aid distribution.

Recovery: Recovery is the restoration of all aspects of the disaster’s

impact on a community or region. Recovery is multi-phased and

can last as long as a decade for the community’s sense of normalcy

to return.

The County Offices of Emergency Management, with assistance from the Idaho Bureau of Homeland Security, focus on coordination of the

immediate needs during and after a disaster. Planning is always the first step in disaster resiliency. Each County Offices of Emergency

Management has a local planning committee to foster public awareness of any hazards,

and encourage public involvement in emergency planning, training and exercises. The

County Offices of Emergency Management and planning committees partner with local,

state and tribal governments, first responders and business and industry for planning,

mitigation, preparedness, response and recovery.

The North Central Idaho counties have approved Hazard Mitigation Plans and Wildland-

Urban Interface Wildfire Mitigation Plans. Copies can be accessed through the counties’

Emergency Management Coordinator or on the county’s website.

Nez Perce County:

http://www.co.nezperce.id.us/Departments/EmergencyManagement Figure 14: 2014 Johnson Bar Fire, Idaho County -

photo by Jerry Zumalt

http://www.co.nezperce.id.us/Departments/EmergencyManagement.aspx


Chapter 5 Page 3

Clearwater County: http://www.clearwatercounty.org/?EmergencyManagement

Lewis County: http://www.lewiscountyid.us/Emergency_Management

Latah County: http://www.latah.id.us/disasterservices/

Idaho County: http://www.idahocounty.org/disaster-mangement-menu.html

Idaho Bureau of Homeland Security: http://www.bhs.idaho.gov/

In disaster-impacted communities, economic development organizations such as CEDA

lead economic recovery efforts by helping local businesses respond to and recover from

disaster. CEDA’s role as a conduit to resources for the region would assist communities

and businesses seek resources and implement plans for recovery as well as navigate

federal disaster assistance programs.

As the region II Economic Development District of Idaho, CEDA can assist municipalities in both pre-disaster and post disaster roles. The

chart below identifies the roles CEDA might assume above normal economic development functions.

Normal Economic Development Roles Roles in a Disaster, Above Normal Roles

Analyst/Educator Understand strengths, weaknesses, and comparative

advantage of the local economy and business environment;

provide quantitative and qualitative information to decision-

makers

Pre-Disaster: Seek to understand vulnerabilities and risks to

critical industries and businesses within the community

Keep public officials and the general public informed of

costs and benefits of economic development initiatives

Post Disaster: Assist with the assessment of physical damage

and business interruption impacts to industries and businesses;

assist in the communication of recovery information between

local businesses and local government

Visionary/Catalyst Develops partnerships, both public and private to stimulate

future working relationships

Pre-Disaster: Establish an Economic Recovery Group to identify

immediate and long-term economic recovery strategies and

resources

Figure 15: 2012 Leitch Creek Road Landslide, Idaho County - photo by Jerry Zumalt

http://www.clearwatercounty.org/?EmergencyManagement

http://www.lewiscountyid.us/PZW_Emmange/emergency_management.htm

http://www.latah.id.us/disasterservices/

http://www.idahocounty.org/disaster-mangement-menu.html

http://www.bhs.idaho.gov/


Chapter 5 Page 4

Engages key stakeholders in visioning to identify goals,

strategies and resources for economic development

Post Disaster: Envisions how communities can rebuild and

recovery to be stronger and more resilient

Leverages the investment/involvement of partners and

stakeholders

Post Disaster: Creates a strategic plan for economic recovery in

collaboration with stakeholders and communities

Invokes enthusiasm and excitement for catalyst projects

that can change a community’s future

Post Disaster: Connects public/private resources for recovery

Gap Filler Provides assistance where the private sector cannot meet

community or business needs

Post Disaster: Conducts concerted business retention efforts

outreach to reconnect business and at-risk companies

Leverage financing to facilitate enterprise development Post Disaster: Assists with short and long-term financing and

business counseling

Connector/Advocate Serves a key liaison between public, private sectors and

communities on economic development initiatives

Pre-Disaster: Seeks input, support and funding opportunities to

support economic initiatives

Post Disaster: Addresses emergency management plans from a

business perspective

Advocates for the well being of the community and business Pre-Disaster: Advocates mitigation and preparedness efforts

Coordinates activities, communication and resources

between stakeholders to facilitate business partnerships

Post Disaster: Communicates local economic priorities and any

needed policy changes to local, state and federal governments


Chapter 6 Page 1

Chapter 6

Performance Measures

Why Set Performance Measures?

This chapter lists the performance measures that will be used to evaluate the successful development and implementation of the 2014 –

2019 CEDS goals and strategies.

The Clearwater Economic Development Association’s Economic and Community Development Council and staff will be responsible for

periodically evaluating the CEDS to ensure that regional economic development goals and strategies are being accomplished. The CEDS

evaluation will be completed on an annual basis and provides an opportunity to determine the efficacy of the plan, identify mid-course

adjustments, and otherwise refine and focus on ongoing implementation efforts.

What are we Measuring and Why?

The performance measures selected for this CEDS are based on what is important to the District; what conditions in the region need to be

reversed or created, and what regional assets can be leveraged. The performance measures mirror the Economic Development

Administration’s preferred core performance measurements.

At the end of each program year, CEDA staff will prepare an assessment of the goals and strategies contained in this CEDS. Evaluations

will include the status of projects and initiatives initiated during this planning period, trends in key economic indicators and any significant

changes in the economy.

The development and analysis of the core metrics provides two benefits to regional economies; an informed leadership with an

understanding about our regional economy and what drives income and prosperity; and, a basis to understand what drives specific job

goals for the region.

Number of jobs created after implementation of the CEDS

Number of jobs retained in the region


Chapter 6 Page 2

Increases in average wage and per capita income

Changes in the economic environment in the region

Performance Metrics for the 2014 – 2019 North Central Idaho Comprehensive Economic Development Strategy

North Central Idaho Region Baseline 2014 2019 Goal Change

Population 106,588 109,253 2.5%

Labor Force 48,641 49,614 2.0%

Total Employed 45,641 49,614 2.0%

Average Pay (wages and salaries) $34,572 $35,782 3.5%

Total Regional Wages $1,456,124,581 $1,507,088,941 3.5%

Per Capita Income Adjusted for Inflation $35,446 $37,755 3.5%

Total Personal Income Adjusted for Inflation $3,775,025 $57,649,129 $5.0%

Bachelor Degrees 25 years and over 25.6% 26.1% 5%

Associate Degrees 25 years and over 7.9% 8.9% 1%

North Central Idaho Comprehensive Economic Development Strategy 2013

Chapter 7 Page 1

Chapter 7 Development of the Strategies to Accelerate North Central Idaho

This plan was developed with broad involvement and guidance from CEDA partners and stakeholders. Planning meetings were held three

times over a 12-month period - June 3, 2013, September 27, 2013 and May 21, 2014; over 55 people contributed to the development of

the goals and strategies of the Pathways to Accelerate North Central Idaho. A full list of planning team members can be found in Appendix

A.

To engage in such an effort requires time and the commitment of leaders from business and industry, state and local government, and a

diversity of other economic development stakeholders as well as a willingness to align resources focused on a shared and sustainable

economic development vision.

Planning teams utilized secondary research, data and asset maps provided by the University of Idaho, Office of Research and Economic

Development, the Idaho Department of Labor; a comprehensive SWOT analysis completed by stakeholders; summits on economic

development and related topics; and expertise of team members (e.g., leaders from business and industry, government leaders, non-

profit economic development organization leaders and other economic development stakeholders) to create an economic development

vision.

A SWOT (Strength, Weaknesses, Opportunities and Threats) analysis was completed by the planning teams; this information was used as a

foundation for the development of the economic development strategies and action plan for the District.

Participants identified the strength, weaknesses, opportunities and threats for five areas – Talent/Workforce, Infrastructure, Civic Leadership,

Business and Industry, and Quality of Life. Education systems, industry clusters, natural resources and quality of life were notable strengths; low

wages and an aging workforce were reported as critical weaknesses. Opportunities to impact positive economic growth were varied, from value

added agriculture to education and cluster development. The most critical threats to address would be low wages that are also creating an

outmigration of workers and an aging workforce. The full SWOT can be found in Appendix E.

Asset mapping is an inventory of key resources (assets) that can be utilized or leveraged for economic and community development.

Asset mapping illuminates gaps and inefficiency that can help regions reallocate resources to key challenge areas. Asset mapping also

provides a baseline against which to measure progress over time. The regional asset maps can be found in Appendix F.


Chapter 7 Page 2

The Economic and Community Development Council, which serves as the CEDS Oversight Committee, reviewed primary and secondary

data and provided development input at three meetings - August 8, 2013, November 11, 2013 and May 21, 2014. The council reviewed

and accepted the final document as presented August 14, 2014. The Economic and Community Development Council represents the main

economic interests of the area; the majority of the council is comprised of private sector representatives. Members of the Economic and

Community Development Council during this planning period were:

Name Representing Area of Interest

Debbie Baker Valley Vision Business Development

Michelle Bly Thomas, Dean & Hoskins Private Industry

Lilly Kaufman Nez Perce Tribe Economic Development

Carroll Keith Lewis County Commissioner Government

Doug Mattoon Valley Vision Economic Development

Art McIntosh Harvest Ridge Organics Private Industry

Ruth Mohr Citizen Community Development

Dennis Ohrtman Citizen Community Development

Tate Smith Lewis-Clark State College Workforce Development & Education

Denis Sullivan Dog Bark Park Private Industry

Kathryn Tacke Idaho Department of Labor Economic Development

Mike Tatko Avista Corporation Private Industry

The 2014 – 2019 revised comprehensive economic development strategies was made available at www.clearwater-eda.org for review and

comment by the public for period of 60 days, starting August 21, 2014 and closing October 6, 2014. The opportunity for review and

comment was announced through the following publications:

Clearwater Tribune, August 21, 2014



Chapter 7 Page 3

Lewiston Morning Tribune, September 4, 2014

Moscow Daily News, September 4, 2014

CEDA partners and stakeholders were invited to review and provide comment via electronic messages sent August 6, 2014 and September

3, 2014. Opportunity for review and comment announcements can be found in Appendix G.

There were no comments received.

The CEDA Board of Directors approved the 2014 – 2019 Pathways to Accelerate North Central Idaho Strategic Plan September 25, 2014. See Appendix H for Resolution #14-03 to Adopt the 2014- 2019 CEDS.


Appendices

Appendices

A: CEDA 2014 – 2019 CEDS Planning Team

B: CEDA 2014 – 2015 Governance

C: Economic Indicators

D: CEDS Prioritization Committee

E: North Central Idaho SWOT

F: Regional Asset Map

G: CEDS Public Notice

H: Resolution to Adopt

Appendix A CEDA 2014 -2019 CEDS Planning Team

CEDA 2014 – 2019 CEDS Planning Team

Name Representing David Alexander University of Idaho

Debbie Baker Valley Vision

Drew Blankenbaker Clearwater Rural Conservation District

Michelle Bly TD&H Engineering

Melisa Bryant Ida-Lew Economic Development Council

Erin Cassetto Community Action Partnership

Greg Cook Panhandle Area Council

Kelly Dahlquist Clearwater Economic Development Association

Brent Donnelly USDA Rural Development

Denis Duman City of Cottonwood

Martin Erkela Frontier Communications

Eric Flanery First Step Internet

Christine Frei Clearwater Economic Development Association

Jacqui Gilbert City of Lewiston

Melinda Hamilton University of Idaho

Ken Helm Idaho Transportation Department

Ted Hendricks East Central Idaho Planning and Development Agency

Carleen Herring Region IV Development Association

Joe Herring Region IV Development Association

Ted Kadau Great Northwest Railroad

Lilly Kaufman Nez Perce Tribe

Wanda Keefer Port of Clarkston

Carroll Keith Lewis County Commission

Brian Kelsey National Association of Development Associations

Kendra Kenyon Idaho Council of Governments Serving SW Idaho

Kay Kidder Nez Perce Tribe

John Lane Clearwater Economic Development Association

Tamera Laninga University of Idaho

Ricia Lasso Idaho Department of Labor

Barbara Leachman Idaho Small Business Development Center

Helen LeBoeuf American West Bank

Kathleen Lewis Southeast Idaho Council of Governments

Appendix A CEDA 2014 -2019 CEDS Planning Team

Belinda Lierman Port of Clarkston

Rob Lohrmeyer Lewis-Clark State College

Susan Lorenz Southeast Idaho Council of Governments

Nancy Mabile Panhandle Area Council

Ann McCormack Nez Perce Tribe

Dave McGraw Latah County Commission

Art McIntosh Lindsay Creek Vineyards

Janice McMillan Latah County Economic Development Council

Gene Merrell University of Idaho

John Murray Community Transportation Association of Idaho

Robin Ohlgren Southeast Washington Economic Development Association

Dennis Ohrtman CEDA Economic and Community Development Council

Andy O’Neill Rural Community Assistance Corporation

Michelle Peters Visit the Lewis-Clark Valley/Hells Canyon Visitor Bureau

Ged Randall City of Lewiston

Joe Savoy First Step Internet

Suzanne Seigneur Community Transportation Association of Idaho

Randy Shroll Idaho Department of Commerce

Siris Silva Clearwater Economic Development Association

Deb Smith Clearwater Economic Development Association

John Smith Clearwater County Commission

Tate Smith Lewis-Clark State College

Chris St. Germaine Nez Perce Tribe

Lisa Stoddard Nez Perce Tribe

Kathryn Tacke Idaho Department of Labor

Mike Tatko Avista Utilities

Bob Tippet Nez Perce County Commission

Coco Umiker Clearwater Canyon Cellars

Michele Vachon University of Idaho

Phil Watson University of Idaho

Loren Whitten-Kaboth Clearwater County Economic Development Council

Bob West City of Kamiah

Attachment B CEDA 2014 – 2015 Governance

CEDA 2014 – 2015 Governance Government Representatives – 12

Name Government Position

Denis Duman – Chair City of Cottonwood Mayor

Elwin Hutchins City of Weippe City Council

Lilly Kaufman Nez Perce Tribe Economic Development Planner

Carroll Keith Lewis County Commissioner

Rick Laam City of Orofino City Administrator

John Smith Clearwater County Commissioner

David McGraw – Vice Chair Latah County Commissioner

James Rockwell Idaho County Commissioner

Bob Tippett Nez Perce County Commissioner

Dave Brown City of Potlatch Mayor

Robert West City of Kamiah City Appointee

Ged Randall City of Lewiston City Council

Private Sector Representatives - 3

Name Company/Enterprise Position

Lee Gibbs Zions Bank Branch Manager

Steve Greenfield US Bank Branch Manager

Helen LeBoeuf American West Bank Branch Manager

Stakeholder Organization Representatives - 6

Name Company/Enterprise Position

Melinda Hamilton University of Idaho Director of Stem Education Initiatives

Bruce Larson NIMA Executive Committee

Rob Lohrmeyer, Past Chair Lewis-Clark State College Dean, Professional-Technical Programs

Gene Merrell University of Idaho Associate Vice President for Economic Development

Terry O’Halloran North Central Idaho Travel Association Representative

Tate Smith Lewis-Clark State College Region II Tech-Prep Coordinator

20-Year Change in Economic Indicators

All dollars amounts adjusted for inflation and expressed in 2013 dollars.

United

States

State of

Idaho District

Clearwater

County

Idaho

County

Latah

County

Lewis

County

Nez Perce

County

1993-2013Population 21.6% 45.4% 11.4% -0.7% 11.2% 15.5% 6.1% 11.2%

People per square mile 21.6% 45.4% 11.4% -0.7% 11.2% 15.5% 6.1% 11.2%

Unemployment rate percentage 7.2% 1.6% -15.5% -21.4% -31.1% 68.9% -35.9% 42.0%

Civilian labor force 20.3% 41.0% -0.9% -22.9% 11.4% 13.9% 11.5% -11.8%

Employed residents 19.7% 40.9% -1.4% -19.9% 16.5% 11.2% 15.1% -13.3%

Unemployed residents 28.2% 44.0% 7.0% -39.4% -23.1% 91.8% -28.6% 25.2%

Total nonfarm payroll jobs 22.9% 44.1% 9.7% -11.3% 4.8% 11.7% 32.0% 11.6%

Average pay 9.6% 18.0% 13.1% 15.5% 25.4% 16.7% 8.7% 9.0%

Private-sector employers 33.2% 53.4% 6.6% -7.0% 24.0% 14.4% 33.8% -5.0%

Private-sector payroll jobs 24.5% 43.6% 8.5% -16.6% 3.3% 10.9% 31.6% 10.4%

Private-sector average pay 30.7% 17.4% 11.4% 11.7% 20.0% 16.6% 4.9% 7.6%

1992-2012Per capita personal income 40.1% 33.5% 34.9% 39.7% 36.4% 44.5% 81.5% 33.7%

Percent of population living below poverty 5.4% 28.0% 46.8% 45.9% 50.0% 75.4% 19.9% 14.4%

Number of nonfarm proprietors 88.7% 98.0% 43.2% 60.0% 78.5% 40.1% 57.2% 22.6%

Average nonfarm proprietors' income 11.8% -1.1% -11.0% -16.7% -41.1% -7.0% -55.7% 14.8%

Number of farm proprietors -14.9% 1.2% 22.8% 6.9% 1.5% 61.2% 1.6% 18.1%

Average farm proprietors' income 61.1% 87.2% 143.7% -1635.1% 301.0% 43.4% 205.6% 193.3%

Current transfer receipts of individuals from gvt 114.6% 185.9% 127.9% 127.8% 109.1% 143.0% 201.2% 117.3%

Income maintenance benefits 113.0% 288.5% 156.3% 114.2% 100.8% 272.6% 162.1% 138.5%

Retirement & disability insurance benefits 76.6% 123.2% 84.9% 106.6% 73.4% 90.9% 135.1% 74.1%

Supplemental Nutrition Assistance (food stamps) 137.1% 349.4% 170.8% 121.3% 80.6% 314.1% 170.7% 149.4%

Supplemental Security Income benefits 58.5% 135.3% 90.8% 72.9% 65.8% 187.6% 112.2% 71.3%

Unemployment insurance compensation 44.7% 65.9% 3.8% -39.3% 3.3% 78.4% -63.2% 18.5%

Veterans Benefits 154.1% 217.3% 233.5% 250.1% 188.4% 302.0% 364.5% 203.0%

Education and Training Assistance 212.6% 325.1% 237.1% 92.1% 128.7% 257.5% 124.1% 224.7%

Medical Benefits 163.6% 280.5% 198.2% 239.8% 200.3% 174.7% 372.0% 181.7%

Source: Idaho Department of Labor, U.S. Census Bureau, U.S. Bureau of Labor Statistics, U.S. Bureau of Economic Analysis

Appendix C North Central Idaho 20-Year Comparison of Change in Economic Indicators


1993 1998 2003 2008 2013

20-Year

Growth Population 95,673 100,484 100,846 103,733 106,588 11.4%

People per square mile 7.2 7.5 7.6 7.8 8.0 11.4%

Unemployment rate percentage 7.7 6.6 6.3 5.4 6.5 -15.5%

Civilian labor force 49,062 51,014 46,984 47,942 48,641 -0.9%

Employed residents 46,124 48,234 44,276 45,568 45,498 -1.4%

Unemployed residents 2,938 2,780 2,708 2,374 3,144 7.0%

Total nonfarm payroll jobs 38,403 41,910 42,706 44,175 42,132 9.7%

Average pay $30,494 $32,120 $32,712 $33,446 $34,496 13.1%

Private-sector employers 3,045 3,281 3,203 3,382 3,246 6.6%

Private-sector payroll jobs 35,462 37,983 38,904 40,507 38,465 8.5%

Private-sector average pay $30,309 $31,674 $32,041 $32,796 $33,774 11.4%

1992 1997 2002 2007 2012Per capita personal income $22,827 $24,671 $28,012 $29,506 $30,783 34.9%

Percent of population living below poverty ** 12.1% 13.5% 13.1% 14.8% 17.8% 46.8%

Number of nonfarm proprietors 9,064 11,593 10,835 13,927 12,976 43.2%

Average nonfarm proprietors' income $20,196 $18,315 $23,908 $18,439 $17,966 -11.0%

Number of farm proprietors 1,960 2,309 2,404 2,505 2,406 22.8%

Average farm proprietors' income $22,835 -$9,347 $7,952 $11,279 $55,643 143.7%

Current transfer receipts of individuals from gvt (000) $347,582 $431,059 $547,676 $665,916 $792,101 127.9%

Income maintenance benefits (000) $24,039 $29,163 $33,071 $44,903 $61,618 156.3%

Retirement & disability insurance benefits (000) $182,715 $212,307 $249,040 $291,836 $337,925 84.9%

Supplemental Nutrition Assistance (food stamps) (000) $6,738 $6,059 $5,944 $7,103 $18,249 170.8%

Supplemental Security Income benefits (000) $7,221 $9,918 $10,576 $12,270 $13,778 90.8%

Unemployment insurance compensation (000) $16,998 $12,167 $20,454 $10,194 $17,651 3.8%

Veterans Benefits (000) $9,957 $13,245 $17,684 $22,382 $33,208 233.5%

Education and Training Assistance (000) $10,205 $13,601 $22,903 $19,405 $34,402 237.1%

Medical Benefits (000) $102,596 $149,949 $203,616 $276,293 $305,952 198.2%

Economic Indicators for North Central Idaho


Appendix C The District's Economic Indicators


1993 1998 2003 2008 2013

20-Year

Growth Population 8,640 9,049 8,596 8,764 8,577 -0.7%

People per square mile 3.5 3.7 3.5 3.6 3.5 -0.7%




Unemployed residents 633 559 370 330 383 -39.4%

Total nonfarm payroll jobs 3,108 3,363 3,007 2,979 2,756 -11.3%

Average pay $29,287 $30,769 $30,628 $31,685 $33,819 15.5%

Private-sector employers 323 309 320 306 301 -7.0%

Private-sector payroll jobs 2,654 2,702 2,349 2,367 2,214 -16.6%



Percent of population living below poverty ** 12.2 14.9 13.4 15 17.8 45.9%

Number of nonfarm proprietors 831 860 1,215 1,502 1,330 60.0%


Number of farm proprietors 204 225 192 228 218 6.9%

Average farm proprietors' income -$566 -$1,045 $16,939 -$1,220 $8,689 -1635.1%




Supplemental Nutrition Assistance (food stamps) (000) $735 $776 $612 $638 $1,626 121.3%

Supplemental Security Income benefits (000) $816 $1,135 $1,170 $1,318 $1,411 72.9%

Unemployment insurance compensation (000) $4,803 $3,159 $4,360 $2,007 $2,918 -39.3%


Education and Training Assistance (000) $228 $307 $340 $455 $438 92.1%


* Data from 4th Quarter 2012 to 3rd Quarter 2013

Economic Indicators for Clearwater County


Appendix C Clearwater County Economic Indicators


1993 1998 2003 2008 2013

20-Year




Civilian labor force 6,506 6,400 6,826 7,147 7,249 11.4%

Employed residents 5,676 5,716 6,245 6,638 6,610 16.5%



Average pay $27,362 $29,406 $30,485 $30,982 $34,318 25.4%

Private-sector employers 463 530 547 610 574 24.0%




Percent of population living below poverty ** 14 17.6 15.9 15.7 21.0 50.0%




Average farm proprietors' income $6,987 -$9,607 -$4,261 $89 $28,020 301.0%




Supplemental Nutrition Assistance (food stamps) (000) $1,264 $1,295 $874 $738 $2,284 80.6%







Economic Indicators for Idaho County


Appendix C Idaho County Economic Indicators


1993 1998 2003 2008 2013

20-Year



Unemployment rate percentage 3.4 3.4 4.4 3.9 5.7 68.9%



Unemployed residents 518 514 707 676 994 91.8%


Average pay $27,387 $29,727 $30,109 $31,344 $31,966 16.7%

Private-sector employers 869 981 944 1,033 995 14.4%




Percent of population living below poverty ** 12.6 13.5 14 17 22.1 75.4%















Economic Indicators for Latah County


Appendix C Latah County Economic Indicators


1993 1998 2003 2008 2013

20-Year








Average pay $25,916 $25,093 $25,056 $26,034 $28,180 8.7%

Private-sector employers 148 154 157 179 198 33.8%

Private-sector payroll jobs 1,069 940 1,032 1,267 1,407 31.6%



Percent of population living below poverty ** 14.1 15.2 12.7 13 16.9 19.9%

Number of nonfarm proprietors 512 671 374 420 805 57.2%



Average farm proprietors' income $50,051 -$20,434 -$617 $9,777 $152,972 205.6%




Supplemental Nutrition Assistance (food stamps) (000) $427 $281 $252 $571 $1,157 170.7%

Supplemental Security Income benefits (000) $643 $888 $894 $1,042 $1,365 112.2%

Unemployment insurance compensation (000) $670 $665 $682 $170 $247 -63.2%

Veterans Benefits (000) $508 $614 $1,006 $1,231 $2,361 364.5%




Economic Indicators for Lewis County


Appendix C Lewis County Economic Indicators


1993 1998 2003 2008 2013

20-Year



Unemployment rate percentage 3.8 3.8 5.1 4.3 5.4 42.0%



Unemployed residents 825 901 981 798 1,033 25.2%


Average pay $33,730 $34,769 $35,659 $36,156 $36,773 9.0%

Private-sector employers 1,243 1,308 1,235 1,253 1,180 -5.0%




Percent of population living below poverty ** 11.1 12.8 11.1 12.7 12.7 14.4%


Average nonfarm proprietors' income $23,321 $23,756 $30,446 $24,557 $26,783 14.8%













Economic Indicators for Nez Perce County


Appendix C Nez Perce County Economic Indicators

Attachment D CEDS Prioritization Committee

CEDA 2014 – 2019 CEDS Prioritization Committee

Name CEDA Role Representing

Melisa Bryant CEDA Staff Ida-Lew Economic Development Council

Kelly Dahlquist CEDA Staff Regional Community Development Specialist

Denis Duman CEDA Board of Directors City of Cottonwood

Christine Frei CEDA Staff CEDA Executive Director

Melinda Hamilton CEDA Workforce Development Council University of Idaho

Carroll Keith CEDA Economic and Community Development Council Lewis County Commission

John Lane CEDA Staff Business Programs and Finance Director

Rob Lohrmeyer CEDA Board of Directors Lewis-Clark State College

Gene Merrell CEDA Board of Directors University of Idaho

Dennis Ohrtman CEDA Board of Directors Retired Citizen

Ged Randall CEDA Board of Directors City of Lewiston

Siris Silva CEDA Staff Business Programs Specialist

Deb Smith CEDA Staff Regional Economic Development Specialist

John Smith CEDA Board of Directors Clearwater County Commission

Bob Tippett CEDA Board of Directors Nez Perce County Commission

Bob West CEDA Board of Directors City of Kamiah

North Central Idaho SWOT

Strengths Weaknesses Opportunities Threats

Talent/Workforce Talent/Workforce Talent/Workforce Talent/Workforce

Potential source of future workers due to

higher ed assets Declining enrollment numbers in public schools

Marketability of workforce assets to companies

here and outside area Aging population and workforce

Pockets of educated populations

Lack of High School technical education (such

as COSSA in D3)

Opportunity to use older workforce to transfer

skills, knowledge and abilities

Mismatch between education/training choices

and realities of labor market

Strategic location and ability to attract

professional/technical workers to the area

Poor communication on career options to

students and their parents

Market a "Come Back Home" or "Bring Your

Business Home" campaign to 30-40 year olds

Poor communication on career options to

students and their parents

Work ethic Siloed secondary education facilities Regional/community education centers Low wages

Rural roots encourages creative, problem

solving skills

Physical condition of existing educational

facilities Distance learning opportunities Disconnect between public and private sectors

Customized workforce training Under-employed workforce Under-employed workforce Public vs. private service competitiveness

High rate of startups per capital in the area Mismatched talent Promote transition to work programs

Lack of collaboration between public and

private sector

Willingness of workforce to retrain if needed Low or minimum living wages Higher education opportunities Lack of or declining population

Availability to 2-year technical/associates

degrees Declining youth population in rural areas Build/initiate NSF project Wage disparity with other regions

4 higher ed in the area - u of I, WSU, LCSC and

WWCC Lack of advancement opportunities Mobile training labs working with businesses Substance abuse

Mobility issues for workforce Declining school enrollments

Aging workforce

Infrastructure Infrastructure Infrastructure Infrastructure

Rail available in some areas of the District

Limited funds for infrastructure maintenance

and improvements Lack of rail Catastrophic forest fires

Low utility costs

Lack of new housing starts, in part to aging

population High-speed internet to all areas of the District Aging infrastructure

Available land for sale Lack of interstate Long-term health care facilities Downtown deterioration

Improving cell and broadband service Lack of rental Libraries Broadband inaccessibility

Natural resources Aging housing GIS systems Lack of rental housing stock

Adequate water supply and wastewater plants

through most of the District Gaps in broadband

Small business assistance through boot camps,

training, etc

Increase on public demands with less resources

available

Accessible healthcare systems throughout the

region

Lack of redundancy in some areas of the

District (Grangeville-Riggins) Improve middle mile broadband Lack of planning urban interface

Number of airports, including rural and back-

country Underfunded school districts Create redundancy (Grangeville-Riggins) Loss of PILT

Appendix E North Central Idaho SWOT


Public transportation systems in some areas

Not all areas of the District served by natural

gas availability Port of Lewiston Transportation Challenges

Idaho's only seaport

Areas of District has water availability and/or

quality issues Area business parks

Timber industry Solid and waste water collections systems Centralized GIS systems

Library access Inconsistent GIS data systems Regionalized water systems facilities

Lack of air travel options Bio mass

Low rate of broadband adoption

Lack of specialized health care options

Civic Leadership Civic Leadership Civic Leadership Civic Leadership

Active organizations, chambers and service

groups Great state of ADA vs rest of state

Fiscal and community support for youth

organizations Less people volunteering

Strong civic interest Political polarization

Use high profile citizens mentor and contribute

to arts, ED, ect. Poor leadership doe to less people volunteering

Strong sense of community

Decrease of support and funding for young civic

groups Bridge gap between N-S parts of state Lack of youth inclusion in leadership

Tribal engagement

Finding volunteers for councils, commissions,

fire protection, EMS Bridge gaps between cultures Youth outmigration

Young leadership groups such as Boys & Girls

Clubs, FFA, etc.

Current civic leadership is aging without

replacement prospects Cross promote extension specialties Cultural division

Civic organizations competing for declining

number of volunteers Urbanization

Lack of capacity on elected officials

Business and Industry Business and Industry Business and Industry Business and Industry

Low cost of doing business Turnover rates Collaborative recruitment efforts Low consumer/population base

Health care is growing Low wages Leverage technology use among young people Lack of living wage jobs

Tourism and outdoor recreation

Number of retirees impacting types of

business/industries locating to area More local incentives Service based economy

Timber industry is strong and stable

Number of retirees creating a "knowledge

management" gap (the transferring of SKA, Regional collaboration with Spokane

Less people to cover infrastructure

costs/burdens

Value added natural resources Shortage of front-line staff Light Manufacturing Resource dependent counties

Favorable climate for grape growing and the

wine industry

Gem State Prospector to market available

properties in region

Low barrier to entry for start-ups Wine Industry growth



Aluminum Jet Boat Builders Alliance Build upon manufacturing cluster

Ammunition/Gun manufacturing cluster SCORE mentorships

Cost of transpiration costs to get goods to

market

Sweitzer Engineering Laboratory growth Eldercare facilities

Natural resource management Virtual Workplaces

HubZone designations in District Build on the American Manufacturing Network

Agribusiness

Value added ag industry

Business & Industry support for increased

education for workforce

Technical assistance for business start-ups

Diverse manufacturing base in the District

Tribal enterprises

Strong timber mills

Tech transfer from Universities

Time from start-up to completion is good

Quality of Life and Place Quality of Life and Place Quality of Life and Place Quality of Life and Place

Lots of water - rivers, aquifers

Lack of a diverse housing stock that address the

needs of all residents

More services and retail opportunities for aging

populations Lack of discretionary income

Natural assets

Lack of assisted living facilities in rural

communities More public/private recreation facilities Promotion of the 'low-wage' mentality

Good climate Low wages Cultural/heritage celebrations Death of downtowns

Lower cost of living Lack of cultural opportunities Increased rural public transportation options Lack of affordable housing in rural areas

Cities of Lewiston and Moscow downtown

areas Lack of public transportation Virtual workplaces

Divers outdoor recreation

Pockets of rural communities without

amenities Expand public/private partnerships

Low crime, safe place to live Cultural attitudes Buy local and trade local

Lack of pollution



Strong Boys and Girls clubs in some areas of the

District

Large amounts of public lands

Strong sense of history


North Central Idaho Asset Map – Cultural Capital

Appendix F Regional Asset Map NOTE: Data provided by University of Idaho – Office of Research and Economic Development

Creative Vitality Index

Measures of Creative Vitality (2008)

County Photography Store Sales

Music Store Sales

Book & Record

Store Sales

Art Gallery & Individual

Artist Sales

Performing Arts

Participation

Arts Organization

Revenue

Arts-Active Organization

Revenue

Total Jobs

Clearwater $447,000 4,000 81

Idaho $70,000 $183,000 $581,000 76,000 $30,258 139

Latah $234,000 $269,000 $1,353,000 $1,251,000 188,000 $595,271 $451,583 545

Lewis $110,000 17

Nez Perce $173,000 $1,114,000 $583,000 87,000 $200,037 $680,731 447

County Creative Vitality Index

(2008)*

Clearwater 0.316

Idaho 0.359

Latah 0.792

Lewis 0.154

Nez Perce 0.494

*United States CVI=1

Indian Nations

Tribe 2000 Registered

Population 2010 Registered

Population Acres

Nez Perce (Nimiipuu) 2,310 2,101 770,453

North Central Idaho Asset Map – Cultural Capital


Museums

County # of

Museums

Museums per 1,000

Population

Clearwater 4 .5

Idaho 3 .2

Latah 9 .2

Lewis 1 .3

Nez Perce 7 .2

Libraries

County # of

Libraries

Libraries per 1,000

Population

Clearwater 8 .9

Idaho 36 2.2

Latah 49 1.3

Lewis 3 .8

Nez Perce 30 .8

Historical Places

County # of

Historical Places

Historical Places per 1,000

Population

Clearwater 8 .9

Idaho 36 2.2

Latah 49 1.3

Lewis 3 .8

Nez Perce 30 .8

North Central Idaho Asset Map - Economic and Financial Capital


Employment

Employment by Industry (2011)

County Total

Employment Farm Mining Construction Manufacturing Government

Management of Companies/Enterprises

Administrative and Waste Services

Clearwater 4,591 265 NA 305 244 1,037 NA NA

Idaho 7,991 749 177 665 470 1,274 NA NA

Latah 20,510 1,063 NA 730 501 6,798 18 432

Lewis 2,484 261 NA 88 265 471 0 32

Nez Perce 25,866 503 140 1,088 2,814 4,178 367 699

NA = Undisclosed Data/Not Reported

County Educational

Services Health Care and Social Assistance

Arts, Entertainment and Recreation

Accommodations and Food Service

Other Services, except Public Administration

Clearwater NA NA 54 253 244

Idaho 82 684 154 430 470

Latah 424 1,840 393 1,717 501

Lewis 0 172 NA NA 265

Nez Perce 192 3,839 339 1,826 2,814


County

Forestry. Fishing and

Related Activities

Utilities Wholesale

Trade Retail Trade

Transportation and

Warehousing Information

Finance And

Insurance

Real Estate, Rental and

Leasing

Professional and Technical Services

Clearwater NA 24 54 253 136 58 108 158 163

Idaho 302 36 154 430 281 76 306 424 240

Latah NA 15 393 1,717 161 231 470 600 1,242

Lewis NA NA NA NA NA NA 144 66 37

Nez Perce 288 NA 339 1,826 963 434 1,721 699 800




Number of Jobs

County 2000 2005 2010 2011 % Change from 2000

Clearwater 4,963 4,805 4,610 4,591 -2.17%

Idaho 8,029 7,967 7,977 7,991 -0.47%

Latah 20,272 21,479 20,678 20,510 1.17%

Lewis 2,065 2,207 2,348 2,484 20.29%

Nez Perce 26,784 26,197 25,597 25,688 -4.09%

Total Region 61,843 62,655 61,210 61,264 -0.94%

Real Wage per Job


Clearwater $33,495.12 32,314.80 $33,600.56 $33,767.64 0.81%

Idaho $31,171.19 $32,060.87 $33,188.87 $33,889.10 8.72%

Latah $30,075.21 $29,968.31 $31,503.16 $30,919.90 2.81%

Lewis $25,435.34 $26,912.93 $27,405.22 $27,617.95 8.58%

Nez Perce $36,971.03 $36,302.42 $37,235.96 $37,235.96 0.72%

Total Region $31,429.58 $31,511.86 $32,686.11 $32.686.11 4.00%

Self-employment Rate (%)


Clearwater 29.51 32.22 34.21 34.57 17%

Idaho 42.01 40.98 42.92 42.95 2%

Latah 23.43 23.95 25.99 25.49 9%

Lewis 36.85 27.23 31.98 33.62 -9%

Nez Perce 15.96 16.62 16.79 16.67 4%

Average Region 29.55 28.20 30.38 30.66 4%



Unemployment Rate (2012 – 2013)*

County 12-Jan 12-Feb 12-Mar 12-Apr 12-May 12-June 12-July 12-Aug 12-Sep 12-Oct 12-Nov 12-Dec

Clearwater 14.3 15.6 18.5 17.4 15.9 12.4 11.3 10.9 10.5 11 11.8 12.2

Idaho 13 13 13.1 10.9 9.6 8.5 8 8 7.7 8.1 8.8 9.1

Latah 7.6 7.7 8 7.1 6.9 7.4 6.6 6.7 5.8 6 5.9 5.7

Lewis 5.3 5.5 6.4 6.2 6.2 7.2 6.6 5.6 5 5.2 5.1 5.2

Nez Perce 7.3 7.3 7.1 6.1 5.7 5.8 5.9 5.7 5.2 5.2 5.3 5.2

Average Region 9.5 9.82 10.62 9.54 8.86 8.26 7.68 7.38 6.84 7.1 7.38 7.48

*Unadjusted

Income

Total Personal Income*

County 2005 2010 2011 % Change from 2005

Clearwater $223,360,000 $256,866,000.00 $265,348,000 18.80%

Idaho $370,631,000 $444,130,000.00 $457,646,000 23.48%

Latah $975,321,000 $1,149,859,000 $1,199,314,000 22.97%

Lewis $104,955,000 $160,496,000 $166,526,000 58.66%

Nez Perce $1,129,681,000 $1,374,758,000 $1,427,865,000 26.40%

Total Region $2,803,948,000 $3,386,082,000 $3,516,699,000 25.42%

*Not Adjusted for Inflation

Real per Capita Income


Clearwater $26,877 $30,325 $31,217 $31,124 15.80%

Idaho $26,069 $28,071 $28,994 $28,403 8.95%

Latah $29,334 $31,887 $32,254 $32,467 10.68%

Lewis $31,065 $33,666 $43,742 $44,472 43.16%

Nez Perce $34,235 $34,883 $37,690 $36,856 7.66%

Average Region $29,516 $31,766 $34,779 $34,664 17.44%



Real Median Household Income


Clearwater $44,884 $42,119 $40,141 $38,874 -13.39%

Idaho $41,083 $38,066 $37,605 $39,995 -2.65%

Latah $46,509 $43,240 $43,108 $42,226 -7.06%

Lewis $44,499 $40,818 $39,739 $40,980 -7.92%

Nez Perce $50,119 $45,554 $45,886 $44,566 -11.08%

Average Region $45,419 $41,959 $41,296 $41,528 8.57%

Earned Income Tax Credit (2010)

County Total

Returns Filed Total Returns Receiving EITC

% of Returns Receiving EITC

Sum of EITC Received

Total Returns Receiving Child

Tax Credit

% of Returns Receiving Child

Tax Credit

Clearwater 3,225 631 19.57% $1,276,877 426 0.13

Idaho 5,951 1,206 20.27% $2,493,045 816 0.14

Latah 14,441 2,267 15.70% $4,034,966 2,178 0.15

Lewis 1,488 314 21.10% $632,298 196 0.13

Nez Perce 16,782 3,052 18.19% $5,998,411 2,968 0.17

Poverty

Poverty Rate


Clearwater 14.3 15.5 15.3 17 18.88%

Idaho 14.9 16.5 18.3 16.9 13.42%

Latah 13.6 16.9 17.6 18.7 37.50%

Lewis 13.7 13.7 17.8 20.2 47.45%

Nez Perce 11.4 15.8 12.5 12.9 13.16%

Average Region 13.6 15.7 16.3 17.14 26.03%



Poverty Rate by Age (2011)

County Children Under 18 (%) Persons 65 or Over (%) Children Under 5 (%)

Clearwater 28.2 5.7 7.34

Idaho 26.3 8.7 49.73

Latah 17 4.8 48.67

Lewis 28.4 8.5 75.89

Nez Perce 19 6.3 32.50

Average Region 23.8 6.8 42.8

Federal Funds (2010)

County

Agriculture and Natural

Resource Functions

Community Resource Functions

Defense and Space

Functions

Human Resource Functions

Income Security

Functions

National Functions

Total Federal Functions

Total Funds

per Capita

Clearwater $2,886,815 $8,027,802 $11,229,634 $1,931,990 $80,967,222 $31,396,241 $136,439,704 $15,884

Idaho $17,315,657 $8,556,153 $1,579,407 $2,902,632 $116,964,807 $44,995,291 $192,313,811 $11,793

Latah $38,598,789 $40,386,927 $14,126,974 $5,515,864 $142,610,849 $182,995,291 $424,234,694 $11,110

Lewis $20,605,545 $6,190,404 $140,000 $1,753,852 $58,564,013 $2,735,401 $89,989,215 $23,139

Nez Perce $29,978,290 $71,557,169 $7,200,510 $19,787,519 $316,398,164 $50,638,919 $495,560,571 $12,536

Total Region $109,385,096 $134,718,455 $34,276,525 $31,891,857 $715,505,055 $312,761,007 $1,338,537,995 $14,892

North Central Idaho Asset Map – Human Capital


Population

Total Population

County 2000 2010 2012 % Change from

2000

Clearwater 8,930 8,761 8,590 -3.81%

Idaho 15,511 16,267 16,308 5.14%

Latah 34,935 37,244 38,184 9.30%

Lewis 3,747 3,821 3,889 3.79%

Nez Perce 37,410 39,265 39,531 5.67%

Regional Population 100,533 105,358 106,502 5.94%

Rates of Change (2010 – 2012)

County Birth Death Net International

Migration Net Domestic

Migration Net Migration

Rate % Natural Change

Natural Change Rate (%)

Clearwater 132 243 5 -66 -69.63% -111 -126.70%

Idaho 354 372 -4 55 31.35% -18 -11.07%

Latah 1,039 467 153 223 100.96% 572 153.58%

Lewis 86 91 4 68 188.43% -5 -13.09%

Nez Perce 996 1,054 51 286 85.83% -58 -14.77%

Total 2,607 2,227 209 566 380

Population by Race (2011)

County White Latino Black American Indians & Alaska Natives

Asian/Pacific Islanders

Clearwater 8,215 284 33 196 79

Idaho 15,537 452 47 482 84

Latah 35,306 1,439 326 314 829

Lewis 3,492 132 19 195 26

Nez Perce 35,895 1,233 172 2,190 350

Regional Population 98,445 3,540 597 3,377 1,368



Percent by Race (%)

County White Latino Black American Indians & Alaska Natives Asian/Pacific Islanders

Clearwater 95.63% 3.31% 0.38% 2.28% 0.92%

Idaho 95.27% 2.77% 0.29% 2.96% 0.52%

Latah 92.46% 3.77% 0.85% 0.82% 2.17%

Lewis 89.79% 3.39% 0.49% 5.01% 0.67%

Nez Perce 90.80% 3.12% 0.44% 5.54% 0.89%

Mean Region 92.79% 3.27% 0.49% 3.32% 1.09%

Population by Age (2011)

County Under 18 18-64 65 & Older

Clearwater 1,491 5,192 2,019

Idaho 3,379 9,494 3,573

Latah 6,967 26,803 3,934

Lewis 829 2,115 878

Nez Perce 8,593 23,795 7,155

Regional pop. by age 21,259 67,399 17,559

Median Age

County 2000 2010 2011 % Change fr/2000

Clearwater 41.7 49 49.7 19%

Idaho 42.3 48 48.6 15%

Latah 27.9 28.3 28.1 1%

Lewis 42.5 48 48.4 14%

Nez Perce 38.1 40.8 41 8%

Average 38.5 42.82 43.16 12%

Household Characteristics

Household Type (2011)

County Family Head of

Household Nonfamily Head

of Household Female Head of Household w/o

husband, with children Nonfamily Head of Household 65+

years & living alone Total # of

Households

Clearwater 2,459 1,153 129 535 3,612

Idaho 4,662 2,048 479 814 6,710

Latah 8,516 6,285 669 870 14,801

Lewis 999 640 65 318 1,639

Nez Perce 10,132 6,034 1,163 2,097 16,166

Total Region 26,768 16,160 2,505 4,634 42,928



Teen Birth Rate (2011)

County 15 -17 Female

Population 15 – 17 Female

Births Birth Rate p/1000

Females ages 15- 17

Clearwater 142 4 28.2%

Idaho 313 1 3.19%

Latah 533 3 5.63%

Lewis 63 1 15.87%

Nez Perce 696 10 14.37%

Total Region 1,747 19 13.45%

Teens Unemployed & not in School (2011)

County All 16-19 Years Old

Idle Teens % of Idle

Teens


Idaho 793 27 3.40%

Latah 3,552 20 .56%

Lewis 232 13 5.60%

Nez Perce 2,234 74 3.31%

Total Region 7,153 150 3.51%

Education

Colleges and Universities

County Institution Location Type of School Maximum Degree

Technical Training ROTC Entrance Test Required

Total Enrollment

Latah University of Idaho

Moscow 4-year university, graduate and law

school

4-year Baccalaureate,

Master's, Doctorate, Juris Doctorate

Degree

No Yes ACT or SAT 12,302

Latah New St. Andrews College

Moscow

Nez Perce Lewis-Clark State

College

Lewiston 4-year baccalaureate college and

professional technical

4-year Baccalaureate

Degree

Yes Yes COMPASS, ACT or SAT

4,500



Degree Attainment (2007 – 2011)

County Population 25 &

Over No H. S. Diploma

% w/o Diploma

H.S. Graduate or Equivalent

% of H.S. Graduate or Equivalent

Some College, No Degree

Clearwater 6,692 977 14.6% 2,650 39.6% 1,553

Idaho 11,737 1,432 12.2% 5,082 43.3% 2,958

Latah 20,388 1,284 6.3% 4,506 22.1% 4,465

Lewis 2,699 302 11.2% 907 336.% 823

Nez Perce 26,757 2,649 9.9% 9,445 35.3% 6,716

Total Region 68,273 6,644 10.84% 22,890 34.8% 16,514

County Associate

Degree % of Associates

Degree Bachelor’s

Degree % of Bachelor’s

Degree Graduate of

Professional Degree % of Graduate of

Professional Degree

Clearwater 555 8.3% 689 10.3% 261 3.9%

Idaho 634 5.4% 1,221 10.4% 411 3.5%

Latah 1,245 6.1% 4,893 24.0% 4,016 19.7%

Lewis 253 9.4% 348 12.9% 62 2.3%

Nez Perce 2,676 10.0% 3,773 14.1% 1,498 6.5%

Total Region 5,362 7.85% 10,924 16.0% 6,249 9.15%

Health

County Health Rankings (out of 44)

2012 Ranking

Health Outcomes

Mortality Morbidity Health Factors

Health Behaviors

Clinical Care

Social & Economic Factors

Physical Environment

Clearwater 35 38 29 40 40 9 40 15

Idaho 15 21 14 32 32 19 34 9

Latah 3 3 3 5 11 7 3 16

Lewis 16 13 20 33 36 39 24 31

Nez Perce 31 36 22 13 35 4 10 20



Infant Mortality (2011)

County Live Births Infant Deaths

Rate per 1,000 Live Births

Clearwater 62 1 16.1

Idaho 150 0 0

Latah 446 5 11.2

Lewis 42 0 0

Nez Perce 444 4 9.0

Births with No/Late Prenatal Care (2011)

County Live

Births 3rd /No Trimester

Care Percent


Idaho 150 0 0

Latah 446 5 11.2%

Lewis 42 0 0

Nez Perce 444 4 9.0%

Low Birth Weight (2011)

County Live

Births Low Birth

Weight Babies Percent


Idaho 150 5 3.3%

Latah 446 18 4.0%

Lewis 42 3 7.1%

Nez Perce 444 23 5.1%

Number of Physicians (2011)

County Physicians Rate p/1,000 Population

Clearwater 16 1.85

Idaho 11 .67

Latah 43 1.14

Lewis 0 0

Nez Perce 83 2.11

Uninsured Children

County # Insured under

age 19 # Uninsured under

age 19 % Uninsured under

age 19

Clearwater 1,429 184 11.41

Idaho 3,006 483 13.84

Latah 6,744 623 8.46

Lewis 751 123 14.07

Nez Perce 8,197 756 8.44

Total Region 20,127 2,169 11.24

North Central Idaho Asset Map – Natural Capital


Natural Capital

Natural Amenities Index

County Mean Temp Jan 1941 - 70

Mean Hours of Sunlight Jan 1941 -

70

Mean Temp July 1941 - 70

Mean Relative Humidity July

1941- 70

Percent Water Area

Land Surface from Topography Code*

Natural Amenity Rank: 1=Low 7=High

Clearwater 30.90 75.0 73.1 23.0 1.07 21.0 4.0

Idaho 27.60 89.0 66.2 23.0 0.21 21.0 5.0

Latah 27.90 89.0 66.8 23.0 0.02 16.0 4.0

Lewis 26.30 89.0 65.1 23.0 0.16 7.0 4.0

Nez Perce 31.20 75.0 73.4 23.0 0.85 16.0 4.0

*For more information, see www.ers.usda.gov/data-products/natural-amenities-scale/documentation.aspx

Agriculture

Treated Agricultural Land (2007)*

County Treated Agriculture Land Pastureland Cropland

Clearwater 33,761 1,432 18,708

Idaho 292,922 8,737 145,091

Latah 379,655 5,322 143,522

Lewis 333,766 2,069 153,425

Nez Perce 351,627 4,315 138,095

Total Region 1,391,731 21,875 598,841

*New data will be available when the 2012 Agriculture Census figures are received

North Central Idaho Asset Map – Natural Capital


Total Acres in Production

County Barley Beans, Dry Edible Hay/Alfalfa Wheat, Spring (ecxl Duram) Wheat, Winter

Clearwater 1,200 10,300

Idaho 6,800 19,600 15,000 59,100

Latah 7,100 21,800 26,400 71,700

Lewis 6,100 5,6000 10,600 72,700

Nez Perce 7,700 5,8000

Total Region 27,700 21,800 31,8000 53,200 213,800

Total Land and Water Area

County Acres Square Miles

Clearwater 1,592,096 2,488

Idaho 5,437,849 8,497

Latah 689,079 1,077

Lewis 307,464 480

Nez Perce 547,446 855

North Central Idaho Asset Map – Physical Capital


Transportation

Major Roadways (2010)

US Highway 95

Us Highway 12

State Highway 3

State Highway 6

State Highway 8

State Highway 11

State Highway 13

Roadway Miles* (2010)

County Primary Roads

Secondary Roads

Local Roads

Private Roads

Clearwater 12.1 58.3 3,905.2 59.5 Idaho 200.3 91.2 5,582.6 169.1 Latah 41.9 123.4 1,555.3 27.6 Lewis 36.7 39.0 632.2 20.0 Nez Perce 78.7 8.5 983.4 415.3 *Centerline Mileage

Scenic Byways

Scenic Byways Miles

Elk River Scenic Byway 57 Gold Rush Scenic Byway 42.5 Northwest Passage Scenic Byway 202 White Pine Byway 82.8

Railways

Railway Miles* (2010)

County Miles

Clearwater 57.3 Idaho 48.3 Latah 72.8 Lewis 27.5 Nez Perce 67.9 *Includes Abandoned Lines



Airports

County City Name Type Ownership Use Owner

Clearwater Cavendish Freeman Creek Airport Private Private Ken & Robin Kyle Cayuse Creek Cayuse Creek USFS Airport Public Public US Forest Service Elk River Elk River Airport Private Private C-PTPA Headquarters CPTPA Headquarters Airport Private Private C-PTPA Orofino Big Island Airport Private Private Clearwater-Potlatch Timber PR Orofino Orofino Muni Airport Public Public City of Orofino Weippe The Last Resort Airport Private Private Neil & Kay Stone Ahsahka Dworshak Heliport Public Private USAED, Walla Walla Orofino Clearwater Valley Hospital Heliport Public Private Clearwater Valley Hospital Idaho Chamberlain Guard

Station Chamberlain USFS Airport Public Public US Forest Service

Cold Meadows Guard Station

Cold Meadows USFS Airport Public Public US Forest Service

Cottonwood Cottonwood Muni Airport Public Public City of Cottonwood Dixie Dixie USFS Airport Public Public US Forest Service Dixie Mackay Bar Airport Private Private Mackay Bar Ranch, LLC Dixie Wilson Bar USFS Airport Public Public Nez Perce National Forest Elk City Elk City Airport Public Public Elk City Area Alliance Elk City Mallard Creek Ranch Airport Private Private Neal Johnson Fish Lake Fish Lakes USFA Airport Public Public US Forest Service Grangeville Hungry Ridge Ranch Airport Private Private Hungry Ridge Ranch Grangeville Idaho County Airport Public Public Idaho County Grangeville Pinnacle Airport Private Private James J Babb Grangeville Running Creek Ranch Airport Private Private Younghyun Grace Oh, TTEE Grangeville Wind Ridge Airport Private Private Philip A. Ruhnke Kamiah Kamiah Muni Airport Public Public City of Kamiah Kooskia Clear Creek Int Airport Private Private James Black Kooskia Kooskia Muni Airport Public Public City of Kooskia Moose Creek Ranger

Station Moose Creek USFS Airport Public Public US Forest Service

Orogrande Orogrande Airport Public Public US Forest Service



Shearer Shearer USFS Airport Public Public US Forest Service Slate Creek Slate Creek Airport Public Public State of Idaho, Div of Aeronautics Warren Warren USFS Airport Public Public US Forest Service Riggins Salmon River Helicopter Heliport Private Private Salmon River Helicopters Latah Moscow Fountains Airport Private Private Ron Fountain Troy Friendly Persuasion Farm Airport Private Private Duricka Family Trust Moscow Gritman Medical Center Heliport Private Private Gritman Medical Center Lewis Craigmont Craigmont Muni Airport Public Public City of Craigmont Nezperce Muni Nezperce Muni Airport Public Public City of Nezperce Nez Perce Lewiston Lewiston-Nez Perce

Regional Airport Public Public City of Lewiston/Nez Perce County

Lewiston St. Joseph Medical Center Heliport Private Private St. Joseph Medical Center Lewiston Snake River Seaplane

Base Public Public US Army Corps of Engineers

Power Utilities

Avista Corporation

Clearwater Power Co.

Idaho County Power and Light

Idaho Power

Transmission Line* Miles (2010)

County MIles

Clearwater 20.6 Idaho 14.5 Latah 91.4 Lewis 1.0 Nez Perce 68.5 *Above Ground Power Transmission Lines



Water Systems – Municipal

Clearwater County

Community Water Source Treatment Plant Daily Production

Average Daily Use Storage Capacity

Elk River Surface 144,000 gal 67,500 gal 220,000 gal

Orofino Surface 1,200,000 gal 450,000 gal 1,254,000 gal

Pierce Surface 400,000 gal 240,000 gal 800,000 gal

Weippe Well 300,000 gal 80,000 gal 250,000 gal

Idaho County



Cottonwood Well 1,584,000 gal 462,000 gal 500,000 gal

Elk City Surface 144,000 gal 30,000 gal 140,000 gal

Grangeville Well 3,500,000 gal 1,470,000 gal 1,150,000 gal

Kooskia Well 300,000 gal 180,000 gal 360,000 gal

Riggins Well 800,000 gal 200,000 gal 200,000 gal

Stites Well 680,000 gal 110,000 gal 88,000 gal

White Bird Well 10,000 gal 15,000 gal 100,000 gal

Latah County



Bovill Well 115,000 gal 27,000 gal 90,000 gal

Deary Well 300,000 gal 75,000 gal 400,000 gal

Genesee Well 250,000 gal 50,000 gal 550,000 gal

Juliaetta Well 500,000 gal 98,000 gal 220,000 gal

Kendrick Well 100,000 gal 92,000 gal 230,000 gal

Moscow Well 10,800,000 gal 2,000,000 gal 4,800,000 gal

Potlatch Well 330,000 gal 90,000 gal 1,200,000 gal

Troy Well 250,000 gal 150,000 gal 190,000 gal



Lewis County



Craigmont Well 792,000 gal 73,000 gal 300,000 gal

Nezperce Well 1,000,000 gal 60,000 gal 300,000 gal

Kamiah Surface 1,500,000 gal 300,000 gal 1,320,000 gal

Winchester Well 25,000 gal 25,000 gal 250,000 gal

Nez Perce County

Community Water Source Treatment Plant Daily

Production Average Daily Use Storage Capacity

Culdesac Well 238,000 gal 250,000 gal 160,000 gal

Lapwai Well 860,000 gal 130,000 gal 385,000 gal

Lewiston Well & Surface 12,000,000 gal 4,500,000 gal 16,000,000 gal

Peck Well 30,000 gal 30,000 gal 240,000 gal

Waste Water Treatment Systems - Municipal

Clearwater County

Community Treatment System Treatment Plant Design Capacity

% Average Daily Use Largest Main Line

Capacity

Elk River Lagoon 80,000 gal 25% 10 inches

Orofino Lagoon 800,000 gal 55% 18 inches

Pierce Lagoon 500,000 gal 30% 10 inches

Weippe Lagoon 104,000 gal 90% 12 inches

Idaho County



Capacity

Cottonwood Lagoon & Land 150,000 gal 59% 12 inches

Elk City Lagoon 120,000 gal 20% 8 inches



Grangeville Mechanical 880,000 gal 50% 18 inches

Kooskia Lagoon 300,000 gal 30% 8 inches

Riggins Lagoon 105,000 gal 33% 10 inches

Stites Lagoon 584,000 gal 45% 12 inches

White Bird Lagoon 100,000 gal 10% 8 inches

Latah County



Capacity

Bovill Lagoon 51,500 gal 74% 10 inches

Deary Lagoon 800,000 gal 60% 12 inches

Genesee Lagoon

Juliaetta Mechanical 80,000 gal 65% 10 inches

Kendrick Lagoon 80,000 gal 12 inches

Moscow Mechanical 3,500,000 gal 63% 24 inches

Potlatch Lagoon 500,000 gal 50% 12 inches

Troy Lagoon 65% 12 inches

Lewis County



Capacity

Craigmont Mechanical 1,200,000 gal 67% 12 inches

Nezperce Lagoon 91,000 gal 15% 12 inches

Kamiah Mechanical 40,000 gal 35% 10 inches

Winchester Mechanical 35,000 gal 90% 8 inches

Nez Perce County



Capacity

Culdesac Lagoon 50,000 gal 80% 8 inches

Lapwai Lagoon 150,000 gal 60% 10 inches

Lewiston Mechanical 5,710,000 gal 70% 24 inches



Peck Private Septic

Housing

Total Units (2010)

County Total Occupied Owner Occupied Renter Occupied

Clearwater 4,453 3,660 2,808 852 Idaho 8,744 6,834 5,229 1,605 Latah 15,988 14,708 8,265 6,443 Lewis 1,880 1,657 1,170 487 Nez Perce 17,438 16,241 11,084 5,157

Units by Housing Type (2010)

County Total Housing

Units Single Family Units

2 or more units in structure

Mobile home and all other types of units

Clearwater 3,656 2,592 247 817 Idaho 6,596 5,012 303 1,281 Latah 14,635 7,634 5,067 1,934 Lewis 1,644 1,245 94 305 Nez Perce 16,163 11,604 2,927 1,632

Real Median Value of Owner Occupied Units

County 1980 1990 2000 2010 2011 % Change from 2000

Clearwater $103,930 $75,360 $107,330 $131,403 $130,240 21% Idaho $109,781 $78,873 $118,130 $148,355 $145,244 23% Latah $139,316 $111,722 $168,528 $193,525 $191,176 13% Lewis $92,227 $67,279 $105,197 $118,031 $119,829 14% Nez Perce $126,499 $100,128 $141,062 $168,044 $168,108 19%



Hospitals/Care Service

Number of Establishments

County Ambulatory

Services Per 1000

Population Hospitals

Per 1000 Population

Nursing & Residential

Care Services

Per 1000 Population

Social Assistance

Per 1000 Population

Clearwater 12 1.4 2 0.2 2 0.2 9 1.1 Idaho 12 0.7 2 0.1 6 0.4 12 0.7 Latah 49 1.3 1 0.02 8 0.2 21 0.6 Lewis 7 1.8 0 0 3 0.8 6 1.5 Nez Perce 93 2.4 1 0.03 14 0.4 29 0.7

Recreation Facilities

Community Parks

County Name City Type

Clearwater Elk River Park Elk River Park Elk River Reservoir Elk River Park Riverside Park Orofino Park Orofino Tennis Courts Orofino Park Pierce Ball Field Pierce Park Weippe City Park Weippe Park Idaho Cottonwood City Park Cottonwood Park Cottonwood Park Cottonwood Park Elk City Tennis Courts Elk City Tennis Ferdinand City Park Ferdinand Park Ferdinand Tennis Courts Ferdinand Tennis Grangeville City Park Grangeville Park North 7th Park Grangeville Park Grangeville City Park Grangeville Park Eimers-Soltman Park Grangeville Park



Grangeville Veterans Memorial Garden Grangeville Park Grangeville Heritage Square Grangeville Park Snowhaven Ski Area Grangeville Ski Area Riggins City Park Riggins Park Riggins Tennis Courts Riggins Tennis White Bird Tennis Courts White Bird Tennis Latah Bovill City Park Bovill Park Deary City Park Deary Park Deary Tennis Courts Deary Tennis Genesee Park Genesee Park Juliaetta City Park Juliaetta Park Kendrick City Park Kendrick Park Robison Park Latah County Park Almon Asbury Lieuallen Park Moscow Park Anderson Frontier Moscow Park Bearman Creekside Park Moscow Park Virgil Phillips Park Moscow Park East City Park Moscow Park East Gate Park Moscow Park Friendship Square Moscow Park Ghormley Park Moscow Park Rotary Park Moscow Park Hordmann Pond Park Moscow Park Lena Whitmore Park Moscow Park Mountain View Park Moscow Park Onaway Park Onaway Park Potlatch City Park Potlatch Park Troy Community Park Troy Park Duthie Park Troy Park Lewis Craigmont City Park Craigmont Park Kamiah Park Kamiah Park Kamiah Riverfront Park Kamiah Park Nezperce City Park Nezperce Park City of Winchester Park Winchester Park



Nez Perce Airway Park Lewiston Park Mark Means Park Lewiston Park Demolay Park Lewiston Park Hathaway Field Lewiston Park Baughmann Park Lewiston Park Fenton Park Lewiston Park Brackenbury Square Lewiston Park Clearwater Park Lewiston Park Hereth Park Lewiston Park Jewett Park Lewiston Park Kiwanis Park Lewiston Park Locomotive Park Lewiston Park Pepsi Park Lewiston Park Pioneer Park Lewiston Park Prospect Park Lewiston Park Rettig Square Lewiston Park Sunset Park Lewiston Park Trevitt Park Lewiston Park Peck City Park Lewiston Park

County Number of Parks Parks per 1000 Population

Clearwater 6 0.7 Idaho 15 0.9 Latah 23 0.6 Lewis 5 1.3 Nez Perce 19 0.5

Boat Ramps

County Name Body of Water Parking Campsites

Clearwater Ahsahka Clearwater River 4 0 Pink House Hole Clearwater River 50 0 County Yard Clearwater River 5 0



Milepost 52.49 Clearwater River 5 0 Halfway Resort Clearwater River 10 0 Little North Fork Dworshak Reservoir 5 2 Granddad Creek Dworshak Reservoir 20 10 Dent Acres Dworshak Reservoir 60 50 Dent Bridge Dworshak Reservoir 10 0 Canyon Creek Dworshak Reservoir 10 12 Freeman Creek Dworshak Reservoir 60 101 Big Eddy Dworshak Reservoir 120 0 Elk Creek Reservoir Elk Creek Reservoir 30 20 Bruce’s Eddy North Fork Clearwater 25 0 Idaho Fivemile Creek Clearwater River 5 0 Button Beach Clearwater River 5 0 Kooskia Clearwater River 10 0 Hammer Creek Salmon River 40 8 Slate Creek Salmon River 10 2 Pine Bar Salmon River 20 6 Lucile Recreation Site Salmon River 10 0 Riggins Salmon River 10 0 Spring Bar Salmon River 10 15 Carey Creek Salmon River 20 0 Vinegar Creek Salmon River 15 0 Racetrack Selway River 10 0 Paradise Selway River 7 7 Pittsburgh Landing Snake River 15 2 Latah Moose Creek Reservoir Moose Creek Reservoir 10 15 Spring Valley Reservoir Spring Valley Reservoir 30 6 Lewis Riverfront Park Clearwater River 6 0 Milepost 61 Clearwater River 5 0 Winchester State Park Winchester Lake 10 63 Nez Perce Kiwanis Park Clearwater River North Lewiston Park Clearwater River Hog Island Clearwater River Lenore Rest Stop Clearwater River



Lenore Clearwater River Cherry Lane Clearwater River Little Myrtle Clearwater River Peck Clearwater River McGill Hole Clearwater River Hells Gate State Park Snake River Southway Ramp Snake River Confluence Visitors Center Snake River Soldiers Meadows Reservoir Soldiers Meadows Reservoir Waha Lake Waha Lake

County # of Boat

Ramps Ramps per 1000

population


Campgrounds

County Name Sites Type

Clearwater Pinkhouse 18 BLM Spicer Creek Boat 5 COE Crampton Creek Boat 5 COE Rooney Creek Boat 5 COE Boat Camp 5 COE Boat Camp 5 COE Boat Camp 5 COE East Anderson 5 COE West Anderson 5 COE Canyon Creek 12 COE Dent Acres 50 COE



Freeman Creek 105 IDPR Three Meadows Campground 8 IDPR Elk River Recreation Campgrounds 64 Pvt EC Rettig 5 Pvt Souise Creek 5 Pvt Huckleberry Heaven RV Park 64 Pvt Canoe Camp RV Park 28 Pvt Hidden Village Trailer Park 20 Pvt North Fork Clearwater RV Park 5 Pvt Irby’s Blue Spruce Lodge 12 Pvt Timberline Cafe and RV Park 0 Pvt Watts RV Park 6 Pvt Clearwater Crossing RV Park 55 Pvt Aquarius 7 USFS Hidden Creek 13 USFS Cedars 7 USFS Kelly Forks 14 USFS Noe Creek 6 USFS Weitas Creek 5 USFS Washington Creek 23 USFS Idaho Pine Bar 6 BLM Hammer Creek 8 BLM Slate Creek 5 BLM Shorts Bar 40 BLM Island Bar 20 BLM Dixie Motel 2 PVT Miss Lily’s Saloon & Buggy Stop 12 PVT Mud Springs 5 PVT Sleepy Hollow RV Park 14 PVT Bear Den RV Resort 25 PVT Country Court RV Park 5 PVT Mountain View RV Park 27 PVT Sundown RV Park 32 PVT Lewis Clark Resort 180 PVT



Long Camp RV Park 61 PVT Harpster Riverside RV Camp 30 PVT River Junction RV Park 50 PVT Three Rivers Resort 60 PVT Riverfront Gardens RV Park 32 PVT Canyon Pines RV Resort 108 PVT Pinehurst Cottages & RV Park 8 PVT River Village RV Park 28 PVT Angel’s Nook RV Park 12 PVT Hells Canyon Jet Boat Trips & Lodging 24 PVT Hoots Motel & Café 6 PVT Swiftwater RV Park & Store 34 PVT Red River Hot Springs 24 PVT Apgar Creek 7 USFS Boyd Creek 6 USFS Orogrande Summit 5 USFS Bridge Creek 5 USFS Burgdorf 5 USFS Castle Creek 8 USFS Chinook 9 USFS Crooked River #5 5 USFS Crooked River #3 5 USFS Deep Creek 36 USFS Fish Creek Meadow 11 USFS Glover 7 USFS Halfway House 4 USFS Hazard Lake 12 USFS Hoodoo Lake 6 USFS Indian Creek 31 USFS Jerry Johnson 15 USFS Knife Edge 6 USFS Lolo Creek 6 USFS Magruder 34 USFS Meadow Creek 5 USFS



Red River 40 USFS Rocky Bluff 4 USFS Ricky Ridge Lake 3 USFS Sams Creek 5 USFS Selway Falls 8 USFS Seven Devils 10 USFS Slims 2 USFS Sourdough Saddle 5 USFS South Fork 8 USFS Spring Bar 18 USFS Upper Pittsburg Landing 5 USFS Table Meadows 5 USFS Twentymile Bar 2 USFS Van Creek 2 USFS Wendover 25 USFS White Sand 7 USFS Whitehouse 13 USFS Wild Goose 6 USFS Wildhorse Lake 4 USFS Windy Saddle 5 USFS Johnson Bar 8 USFS CCC Camp 3 USFS O’Hara Bar 32 USFS Sing Lee 3 USFS Nelson Creek 20 USFS Ditch Creek 4 USFS Granite Springs 5 USFS Elk Summit 8 USFS Wilderness Gateway 91 USFS Race Creek 15 USFS North Fork 5 USFS Orogrande 5 USFS Papoose 5 USFS Paradise 36 USFS



Poet Creek 5 USFS Powell 35 USFS Race Creek 3 USFS Rackliff 2 USFS Raven Creek 27 USFS Pittsburg Landing 28 USFS Mackay Bar (Boat) 10 USFS Latah Pines RV Campground 17 PVT Scenic 6 RV Park 23 PVT Emerald Creek 18 USFS Little Boulder 17 USFS Giant White Pine 14 USFS Laird Park 31 USFS Lewis Nezperce RV Park 10 Cnty Winchester Lake State Park 72 IDPR The Station RV & Park 7 PVT Nez Perce Myrtle Recreation Site 25 BLM Hells Gate State Park 91 IDPR Clearwater River Casino RV Park 33 PVT

Total Campgrounds: 132 Total Sites: 2,543

County # of Campgrounds Campgrounds per 1000 Population


North Central Idaho Asset Map – Policy Capital


Policy Capital

Voter Participation

County 2008

Clearwater 58%

Idaho 66%

Latah 61%

Lewis 64%

Nez Perce 59%

Total 62%

Rural/Urban Codes

County Rural/Urban Continuum Code 2013 Description

Clearwater 6.00 Non-metro

Idaho 6.00 Non-metro

Latah 4.00 Non-metro

Lewis 8.00 Non-metro

Nez Perce 3.00 Metro

Land Ownership

Federal Ownership (Acres)

County BLM USFS Corp of Engineers

US Nat. Wildlife Service

Nat. Park

Service

Total Federal Lands

Bureau of

Indian Affairs

Indian Reservation

Unsurveyed Area or

Water Area

Total Federal Lands Including Unsurveyed and

water Areas

Clearwater 3,048 798,377 19,902 126 821,328 3,771 7,378 4,234 836,712

Idaho 91,603 4,436,102 84 4,527,917 26,207 4,186 12,773 4,571,084

Latah 199 110,063 110,262 1 110,264

Lewis 3,070 3,070 18,125 15,361 773 37,332

Nez Perce 27,491 2,548 20,040 34,897 6,073 3,769 74,780

Total 125,413 5,347,091 19,902 126 84 5,492,618 83,002 33,001 21,550 5,630,173



State Ownership

County Dept. of Lands Fish & Game Parks & Rec Other Total State Lands

Clearwater 234,591 481 125 235,198

Idaho 74,010 1,494 159 58 75,723

Latah 31,181 314 3,071 7,326 41,893

Lewis 2,687 3,642 6,329

Nez Perce 8,992 75,067 150 84,210

Total 351,463 81,000 3,231 7,661 443,355

Private Ownership

County Private Lands

Clearwater 519,935

Idaho 790,474

Latah 536,744

Lewis 263,782

Nez Perce 386,983

Total 2,497,921

Total Land Ownership

County Total Federal Lands Not Including Indian

Land, Unsurveyed and Water Areas % Federal

Total State

% State Private % Private Total County

Area*

Clearwater 821,328 52% 235,198 15% 519,935 33% 1,592,095

Idaho 4,528,917 83% 75,723 1% 790,474 15% 5,437,878

Latah 110,262 16% 41,893 6% 536,744 78% 689,079

Lewis 3,070 1% 6,329 2% 263,782 86% 307,464

Nez Perce 30,040 5% 84,210 15% 386,983 71% 547,445

Total 5,492,618 64% 443,355 5% 2,497,921 29% 8,573,933

*Total county area may be larger than the sum of three parts due to the additional water/unsurveyed and Indian lands not included



Protected Areas

County Types Acres

Clearwater Access Area 497

Historic/Cultural Area 285

Military Land 21,615

National Forest/Grassland 779,177

National Trail 13

Native American Land 66,508

Not Designated 1

Other Designation 18

Private Conservation Land 13,262

Protective Land, Lake or River Management Area 99

Recreation Management Area 583

Research Natural Area 5,091

Resource Management Area 1,280

State, Other 103

State Park 398

State Trust Lands 234,515

Idaho Access Area 76

Habitat or Species Management Area 1,084

Historic/Cultural Area 2,974

Local Recreation Area 159

National Forest/Grassland 2,135,031

National Landscape Conservation System - Wilderness 12,365

National Trail 347


Not Designated 9



Protective Land, Lake or River Management Area 92,119

Recreation Management Area 51,901



Research Natural Area 26,114


Special Designation Area 10

State, Other 211


Wilderness Area 2,135,173

Latah Access Area 295

Habitat or Species Management Area 20

National Forest/Grassland 108,329

National Trail 26

Native American Land 26

Private Conservation Land 53

Recreation Management Area 20

Resource Management Area 199

State, Other 1

State Park 3,066


Lewis Habitat or Species Management Area 3,350

National Landscape Conservation System - Wilderness 388


Other Designation 3


State Park 291


Nez Perce Access Area 32

Habitat or Species Management Area 81,570

Historic/Cultural Area 234





State, Other 68



State Park 611


Payments in Lieu of Taxes

County Payment 2005

Federal Acres 2005

Payment per Acre 2005

Payment per Capita 2005

Payment 2012

Federal Acres 2012

Payment per Acre 2012

Payment per Capita 2012

Clearwater $286,632 844,390 $0.34 $33.37 $556,975 835,771 $0.67 $64.84

Idaho $859,218 4,516,881 $0.19 $52.69 $1,557,909 4,520,215 $0.34 $95 53

Latah $129,372 99,579 $1.30 $3.39 $236,512 95,852 $2.47 $6.19

Lewis $11,557 8,104 $1.43 $2.97 $7,605 3,082 $2.47 $1.96

Nez Perce $48,625 34,790 $1.40 $1.23 $75,563 31,563 $2.41 $1.92

North Central Idaho Asset Map – Social Capital


Social Capital Index

Social Associations/Organizations

2007 Religious

Organizations Civic and Social

Associations

Business

Associations

Political

Organizations

Professional Organizations

Labor

Organizations

Non-profit Organizations*

Clearwater 5 1 1 0 0 0 91

Idaho 4 2 0 0 0 0 125

Latah 27 6 3 0 0 1 341

Lewis 2 0 0 0 0 0 51

Nez Perce 30 9 3 0 0 4 250

Total Region 68 18 7 0 0 5 858

*excluding those with an international approach

Social Facilities

2009 Bowling Centers

Physical Fitness Centers

Golf Courses

Sports Clubs, Managers and

Promoters

Clearwater 1 0 2 0

Idaho 1 2 1 0

Latah 0 4 0 0

Lewis 2 0 0 0

Nez Perce 1 6 2 0

Total Region

5 12 5 0

Census Response Rate

County 2010

Clearwater 60%

Idaho 63%

Latah 80%

Lewis 67%

Nez Perce 77%

Total Region 69%

North Central Idaho Asset Map – Social Capital


Charitable Giving

County Number of Tax Returns Filed

Adjusted Gross Income Reported ($1,000’s)

Itemized Contributions Reported ($1,000’s)

Percentage Adjusted Gross Income Contributed

Clearwater 3,352 $139,026 $1,623 1.17%

Idaho 5,125 $192,367 $3,163 1.64%

Latah 15,121 $673,471 $13,141 1.95%

Lewis 2,196 $76,190 $1,013 1.33%

Nez Perce 17,121 $753,637 $13,950 1.85%

Crime and Safety

Total Crimes per 10,000 Population

County 2000 2005 2010 2011 % Change fr/2000

Clearwater 160 205 203 217 36%

Idaho 141 132 112 115 -19%

Latah 212 182 204 252 19%

Lewis 115 190 144 147 28%

Nez Perce 368 412 386 57 -84%

Violent Crimes per 10,000 Population

County 2000 2005 2010 2011 % Change fr/2000

Clearwater 16 23 32 16 3%

Idaho 14 17 8 10 -28%

Latah 7 8 12 10 39%

Lewis 8 21 18 18 129%

Nez Perce 16 11 16 3 -81%

Juvenile Arrests per 10,000 Population

County 2000 2005 2010 2011 % Change

fr/2000

Clearwater 2.5 2.6 2.4 2.4 -2%

Idaho 2.0 1.8 1.7 1.8 -12%

Latah 1.6 1.7 1.6 1.5 -7%

Lewis 1.6 1.6 2.1 2.7 31%

Nez Perce 1.8 1.7 1.8 2.1 17%

Police Officers per 1,000 Population

County 2000 2005 2010 2011 % Change

fr/2000

Clearwater 2.5 2.6 2.4 2.4 -2%

Idaho 2.0 1.8 1.7 1.8 -12%

Latah 1.6 1.7 1.6 1.5 -7%

Lewis 1.6 1.6 2.1 2.7 31%

Nez Perce 1.8 1.7 1.8 2.1 17%

Appendix G Lewiston Tribune Public Notice

Appendix G Moscow Pullman Daily News Public Notice

Appendix H Resolution to Adopt CEDS

Documents

Pathways to Accelerate North Central Idaho