Nez Perce Education, Training + Business Development Center

Transcription

1 Nez Perce Education, Training + Business Development Center we are growing healthy lands + people Facility Business Plan + Feasibility Study June, 2009 Created by the Nez Perce Tribe with assistance from Agnew::Beck. Funding for this feasibility study was provided through a grant from the US Economic Development Administration (EDA)

2 executive summary The Nez Perce Tribe (Nimi ipuu) of North Central Idaho has completed a feasibility study and facility business plan for an Education, Training and Business Development Center to be located in Lapwai, Idaho, with program offerings extended to other reservation communities. The Center is intended to serve tribal members and other residents from the local area, primarily, and the larger region, generally, including Idaho, eastern Washington and eastern Oregon. The Center will also contribute to local and regional economic development efforts, working in partnership with regional, statewide and federal institutions, organizations and agencies. Population and economic data demonstrate that the Nez Perce people are not benefitting from the region s recent economic growth and transformation proportionate to the rest of the population. The Center is envisioned as a one-stop educational center, offering workforce training, early to adult education, support for business development, and cultural resource and preservation programs. The Center and its programs are intended to give tribal members needed assistance to pursue their goals in education, employment and business development while supporting traditional tribal culture. Who created this report? This report is a product of the Nez Perce Tribe of north-central Idaho. It draws from the experience of a variety of tribal service providers, programs and partners and integrates the voices of the Nez Perce people. Funding for this Facility Business Plan + Feasibility Study was provided by U.S. Economic Development Administration. Assistance in preparing this report was provided by Agnew::Beck. This report may be duplicated for educational and informational uses. Nez Perce Tribe 2009 Please share your ideas and feedback and learn more about our project. Nez Perce Tribe P.O. Box 305 Lapwai, ID McCoy Oatman, Project Workgroup Chair , mccoyo@nezperce.org Agnew::Beck Consulting, LLC West 5th Avenue, Suite 202 Anchorage, AK Ellen Campfield Nelson, Project Manager , ellen@agnewbeck.com

3 acknowledgements Many people contributed information, advice, knowledge, time and other assistance to the creation of this feasibility study and facility business plan. As such, they each made a significant contribution to realizing our vision for a Nez Perce Education, Training and Business Development Center. We would like to acknowledge the efforts of and communicate our appreciation for the following: NEZ PERCE TRIBE Nez Perce Tribe Executive Committee Sam N. Penney, Chair Rebecca A. Miles, Vice Chair Julia A. Davis-Wheeler Joel T. Moffett Tonia Garcia Larry M. Greene, Jr. McCoy Oatman Brooklyn D. Baptiste Joanna F. Marek John E. Strombeck, former committee member Gary E. Greene, former committee member Executive Direction Aaron Miles, Sr., Interim Executive Director Barbara Greene, former executive director Rod Ariwite, former executive director Catherine Big-Man Planning Work Group McCoy Oatman (Nez Perce Executive Committee) Joyce McFarland (Students for Success) Kay Kidder (Adult Education) Ann McCormack (Economic Planner) Tim Rubio (CEDA) Wendy Thomas (ECDP) Simone Wilson (Enterprise Office) Terry Kinder (Executive Direction) Information Systems Danae Wilson Finance Office Kelly Wasson Willa Stevens Human Resources Lee Bourgeau Cultural Resources Ann McCormack Vocational Rehabilitation David Miles Tourism Farren Penney-Wilkerson Nimiipuu Health Sherri Lozon NEZ PERCE Tribal ELDERS Cecil Carter Bernice Moffett Horace Axtell Bessie Scott LEWIS-CLARK STATE COLLEGE Lisa Guzman Linda Stricklin Dene K. Thomas, President J. Anthony Fernandez Randy Martin Jill Thomas-Jorgenson UNIVERSITY OF IDAHO Steve Martin Arthur Taylor Valdasue Steele WALLA WALLA COMMUNITY COLLEGE CLARKSTON BRANCH Frances Le Bret Chad Miltenberger Janet V. Danley

4 STATE OF IDAHO Mary Oatman-Wak Wak William Kober Jack Chantrelle Lonnie Pitt DEPARTMENT OF COMMERCE ECONOMIC DEVELOPMENT ADMINISTRATION Darrell Van Ness Richard Tremblay Linda O Rourke AGNEW::BECK CONSULTING Thea Agnew Bemben Ellen Campfield Nelson CLEARWATER ECONOMIC DEVELOPMENT ASSOCIATION Tim Rubio Christine Frei Tribal Resource Management Joe Oatman Tribal Employment Rights Officer Muriel Slickpoo TANF Leo Smith Nez Perce Tribal Housing Authority BUSINESS + INDUSTRY Nancy Owen, St. Joseph s Regional Medical Center Keith Havens, Lewiston Chamber of Commerce Kristin Kemak, Clarkston Chamber of Commerce Vicki McKenna, Royal Plaza Retirement and Care Center Dave Bonfield, NW Intermountain, Manufacturers Assoc. Dan Wenstrom, Precision Machine Malcolm Dell, Huckleberry Gourmet Brian McCormack, McCormack Landscape Architecture Mary Beth Frank, Nez Perce Tribe Enterprise Office Antonio Smith, High Praise Production Jack & Debbie Seidemann, Creative Design and Landscaping Steve and Connie Evans, Old West Tipis and Old West Enterprises Jon & Rosa Yearout, M-Y Sweetwater Appaloosas LAPWAI HIGH SCHOOL Justin Bredon Christopher Higheagle Naomi Holt Andréa Ramsey Cylen Moses Thomas Smartlowit Chelsea Hernandez Kayla Williams NEZ PERCE TRIBE ADULT/DISTANCE LEARNING PROGRAM Bridgette Greene Emil Arthur Mike Barros Candace Guzman Barbara Blackeagle Nathan Moose, Jr. Brenda Snyder Nancy Johns Kathleen Payne Bonnie Arevato

5 chapter 3 executive summary facility business plan + feasibility study Introduction...2 Overview...3 Vision Statement + Goals...5 Leadership, Advisors + the Planning Process...7 Partnerships Facility + Programs Implementation NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary 1

6 North Central Idaho has many assets upon which to strengthen the local economy and increase employment.... the people living on the Nez Perce reservation have not benefited from these opportunities. executive summary Introduction North Central Idaho has many economic opportunities manufacturing, tourism and health care industries are significant sectors of the economy with great growth potential. Strategic efforts by communities and institutions within the region contribute to the health of these industries, and there is a growing need for skilled workers in these fields. The region continues its transition from a rural area, where past economic activity took place largely in agriculture, natural resource and forestry-related sectors. As these jobs decline in number and are replaced by jobs in service industries and new types of skilled labor, many residents of North Central Idaho are taking advantage of the region s several colleges, universities and technical schools to move into new professions. A great strength of the region is the number of education programs available to residents, and the commitment of these institutions to training workers to position them to respond to changes in the local economy. Likewise, local chambers of commerce, economic development corporations, tourism associations and downtown business organizations are working to develop the local economy and spur new business growth. Overall, because of these efforts, and because of the natural attractions of the area, North Central Idaho has many assets upon which to strengthen the local economy and increase employment. Yet, in large part, the people living on the Nez Perce reservation have not benefited from these opportunities, and reservation communities such as Lapwai, Kamiah and Orofino are not as vibrant as similar-sized communities outside of the reservation. Employment data show disproportionately high rates of unemployment among Nez Perce people and in reservation communities; additionally, residents of reservation communities are not as likely to pursue higher education, which means that our residents often take lower-paying positions with less growth potential. One result of this situation is that those who do find a steady job often remain in it for many years without advancement, or learning new skills. Another is that the Nez Perce Tribe has become the backbone of the reservation economy, employing 465 full- and part-time people. This combination of factors has led to a lack of mobility within the workforce and to some extent a decline in innovation and an aversion to risk-taking. Local entrepreneurs and business owners are not responding to opportunities as they could; workers are not able or are not motivated to consider education and advancement. The purpose of the Nez Perce Education, Training and Business Development Center is to shake up the status quo, to broaden access to higher education and business development opportunities, and to ultimately stimulate the local economy and bring economic benefit to our Nez Perce people, our Tribe and to all of the communities both on and surrounding the reservation. Specifically, our project aims to: Increase the employability and mobility of people living on the reservation, and to Stimulate new business development in reservation communities. 2 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

7 The ultimate goal of these activities is to: Bring more money into the local community through increasing the number of people employed, and Increase the internal circulation of dollars to support a greater variety and scale of local businesses. We are developing this project by our Tribe and for our Tribe, within the larger context of Nez Perce values, traditions and history. We believe that the future of the Nez Perce people and the continuation of our culture depend upon improving the economic prospects of our people. We are directing our path to become a stronger part of the broader economy, while at the same time maintaining our Nez Perce identity and way of life. The Nez Perce Education, Training and Business Development Center project is founded on the belief that education, skill-building and access to technology are the keys to economic viability, which is a critical path to meaningful selfdetermination. This project will provide inspiration, hope, and the means to create a brighter future for the many Nez Perce who desire it for our families, our culture and ourselves. Overview This document contains the following sections: Project Background This chapter provides an overview of the project; the Nez Perce people, past and present; reviews relevant demographic information; provides general information about the economy of North Central Idaho and the Nez Perce people. Market Research This chapter describes the market for the proposed Center and establishes the level of local demand for the variety of services that it will offer. It gives a more detailed description of the North Central Idaho economy and various employment sectors, including retail, health care, tourism, education and manufacturing. It also looks at potential user groups for the facility. Finally, it establishes that programs available currently are not adequately meeting the need. Though there are several institutions in the region providing services akin to those proposed for this Center, there is a specific unmet demand for the facility and programs envisioned in this feasibility study. Comparable Programs + Facilities This chapter describes facilities and programs that provide education, training and business development services. This review identifies: (1) potential partners, (2) models for program delivery, and (3) lessons learned from other facilities and programs. Educational institutions considered are Lewis-Clark State College, Walla Walla Community College, University of Idaho Extension Campus, Northwest Indian College and Washington State University. Training The Nez Perce Education, Training and Business Development Center project is founded on the belief that education, skill-building and access to technology are the keys to economic viability, which is a critical path to meaningful selfdetermination. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary 3

8 institutions described are Idaho Dept. of Labor Workforce Training U.S. Bureau of Apprenticeship Training, Washington Work-Source Training, Job Corps, Southwest Alaska Vocational Education Center in King Salmon, Alaska and Bidwell Training Center and Manchester Craftsman Guild in Pittsburgh, Pennsylvania. The business development centers examined are Clearwater Economic Development Association, Panhandle Area Council s Business Center in Hayden, Idaho, and the Water Cooler, in Boise, Idaho. Program Description This chapter details the programs, services, activities and events that will be housed in the Center. Many of the Center s programs exist currently, and these are described in the first part of the chapter. Others will be developed over time, as resources and needs dictate; the second part covers new programs that are anticipated for the Center. Programs fall into four broad areas: (1) education, (2) workforce training, (3) business development, and (4) cultural preservation. Beyond these programs, there are other advantages to be gained from housing these programs within a single facility. The advantages of co-locating these programs are also described in this section. Facility Description This chapter describes the physical characteristics of the Center. It includes a listing of space needs and square footages as well as a detailed description of spaces within the Center and how these align with the Center s programs. A bubble diagram and preliminary concept design is included in this section, though this concept will be revised in later design phases of the project. Finance: Operations This chapter lays out the financial picture of the Center s operations, including how much it will cost to operate and maintain, and how funding for these costs will be provided by the Tribe and its programs. Finance: Capital Development This chapter shows preliminary calculations of capital costs and the funding necessary for construction of the Center. Governance + Site Control This chapter describes the ownership, organization and management structure of the Center. It also provides basic information about the facility site and how it was selected. Implementation This chapter outlines the steps needed to make the Center a reality. A proposed funding strategy is included, and a development timeline provided. This section also makes specific recommendations about a variety of subjects related to the Center and its success. Finally, it includes an Project Work Plan that identifies priority actions that will further the project and see it through to completion. 4 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

9 Vision Statement + Goals Project Vision The purpose of the Nez Perce Education, Training and Small Business Development Center is to promote self-determination by creating a dynamic, one-stop-shop center for learning, teaching, cultural knowledge transmission, and economic empowerment. The facility and its programs will serve all our tribal members and all people in our region, through all stages of their lives birth, childhood, youth, high school, college age, continuing education students, and Elders. The facility design will be consistent with traditional Nez Perce values and heritage. The programs will focus on creating opportunities for meaningful employment, cultural knowledge-sharing, and lifelong learning. Overall, the facility and programs will encourage development of skills and ingenuity that will lead to personal self-sufficiency and will benefit the greater community. In the past each tribal member had a skill or gift that they used to contribute to society. It is my dream that this facility will help bring out these skill sets and allow the tribal members to once again take hold of their own destiny. McCoy Oatman, Project Work Group Chair NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary 5

10 Project Goals Goal 1: Self-Determination Promote self-determination of Nez Perce people. Goal 2: Education Increase education, training and skill level of people living on and near the reservation, and the Nez Perce people generally. Goal 3: Remove Barriers Remove specific barriers to education, training and business development, (e.g., cost of education, need for childcare, available hours, access to capital, trained labor force, technology). Goal 4: Better Jobs Increase opportunities and access to higher-paying, more professional jobs. Promote wealth-building, financial acuity and economic empowerment. Goal 5: Business Growth Increase viability of and number of local businesses. Create spaces and provide services that will promote business growth. Goal 6: Revitalize Commerce Increase vibrancy of core areas of reservation communities through local business development. Circulate money within the reservation economy. Bring dollars in from outside. Goal 7: Collaborate Create a center for collaboration, communication and cross-pollination among tribal programs and services and partner institutions. Goal 8: Access Technology Increase access to technology and tools for learning, skill-building, employment and business development. Goal 9: Cultural Knowledge Support transmission of cultural knowledge among generations and cultural sharing with non-nez Perce peoples. Create a space for traditional art and craft work, language transmission, showcasing Nez Perce past and present ways of life. Create economic opportunities through cultural tourism development and practice of traditional skills. Goal 10: Youth Development Target youth with programs designed to promote higher education, skill development and entrepreneurship. Goal 11: Promote Ingenuity The roots of the Nez Perce culture are grounded in the ingenuity, creativity and inventiveness of the people. Provide fertile ground for ideas and initiative to grow and produce. Goal 12: Healthy People, Healthy Communities Address issues of development at every stage of life: birth, childhood, youth, adulthood, Elder years. Build a healthier community by bringing up healthy, selfactualized individuals. 6 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

11 Leadership, Advisors + the Planning Process The Project Work Group The Project Work Group (PWG) leads the development of this project by discussing and advising on every aspect of the project; selecting and managing contractors through competitive bid processes; acts as liaisons to the community, the Nez Perce Tribal Executive Committee (NPTEC), program partners, and a variety of other entities; and, in general, shepherding this project through to completion. Current members of the PWG are: McCoy Oatman (Chair) Member, Nez Perce Tribe Economic Development Authority Committee Kay Kidder Director, Tribal Resource Center (Adult Ed) and Distance Learning Center Terry Kinder Construction Assistant, Nez Perce Tribe Executive Director s Office Ann McCormack Economic Development Planner Joyce McFarland Director, Students for Success Tim Rubio Economic Development Specialist, Clearwater Economic Development Association, Lewiston Wendy Thomas Manager ECDP (Head Start) Simone Wilson Training Specialist, Nez Perce Tribe Enterprise The Project Work Group has met eight times over the six-month period of conducting the feasibility study for the Center, from January to June, Prior to this phase of the project, the PWG met for a year and a half in order to develop a preliminary concept design for the Center, and to acquire funding for the feasibility study. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary 7

12 Community Outreach + Input The findings of this feasibility study are based in large part on advice, comments, input and knowledge of the Nez Perce people, along with partner institutions and other organizations with valuable information about how to make the project a success. More than 70 people from Lapwai, Kamiah, Lewiston, Clarkston and Boise were interviewed by phone, in-person or attended a project meeting. A variety of user groups were included in these discussions, including Elders (15), high school students (6), distance learning students (14), and business owners (6). Representatives of many tribal programs and departments were also interviewed, as well as area education institutions and local, state and federal agencies and organizations. For a listing of people included in the interviews and other outreach, please see Appendix A. Publicity for on-site meetings conducted in Lapwai during the week of February 16, 2009, were advertised on the project website (www. NezPerceEducationCenter.org). Flyers were also posted throughout tribal facilities. Additionally, members of the PWG personally recruited participants, which was invaluable. Opportunity for input was also offered through an online comment form, created at the start of the project, and accessed through the project website. Hardcopy comment forms were also distributed to tribal departments as well as user groups such as youth and Elders. A handful of thoughtful comments were received in this manner. General publicity for the project included a series of posters describing the project on display at the 2009 Nez Perce General Council. Three e-newsletters were sent out to the project list (127 people), and notices were sent to tribal employees and other tribal addresses (approximately 240 people). A website was maintained throughout the course of the project. The feasibility phase of the project concludes with a final presentation to the community in June 2009, hosted by NPTEC and the PWG in order to share findings from the feasibility study process and raise awareness and support for the Center. 8 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

13 The Planning Process Steps of the feasibility study phase of the project were: 1. Issue Request for Proposals 2. Select proposers for interview and conduct interviews 3. Select final contractor, sign contract and begin work 4. First PWG work session 5. Identify list of stakeholders 6. Conduct outreach, interviews, on-site visit and meetings with important groups 7. Second PWG work session to review results, determine follow-up 8. Compile relevant background information for the project 9. Draft preliminary operations plan and facility finance spreadsheets 10. Third and fourth PWG work sessions to refine operations and finance 11. Draft feasibility study and Center business plan 12. Fifth and sixth PWG work sessions to review draft 13. Inclusion of project on agenda at General Council; funding commitment for Education Director position and center operating costs 14. Refine draft feasibility study and Center business plan 15. Seventh PWG work session to review draft and finalize 16. Release of feasibility study for review and comment by general public 17. Meetings with NPTEC subcommittees to review plan 18. Community Meeting to discuss feasibility study findings and the future of the project 19. Final PNG meeting and project conclusion 20. Review and approval by NPTEC NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary 9

14 Partnerships Area Education and workforce training Institutions North-Central Idaho has a number of prestigious institutions of higher learning that are already working in partnership with the Nez Perce Tribe to increase access to programs for people living in Nez Perce communities. The reservation is very rural with communities separated by long drive times, often in inclement weather. Significant barriers to access to higher education programs are geographic distance, the need for funding support in assistance navigating the system, access to childcare and accommodations for working students who are often the primary breadwinners for their families. The Nez Perce Tribe currently collaborates to varying degrees with the Lewis-Clark State College, Walla Walla Community College, University of Idaho Extension Campus, Northwest Indian College and Washington State University to provide courses by distance learning and to help individual students access programs at partner institutions. The current facilities, located in Lapwai and Kamiah, are not adequate to the task. To serve more students and to break down programmatic barriers that have limited offerings, expanded and improved facilities are needed, the programs need to work together more closely and one leader is needed to realize the vision of self-determination and economic stability for the Nez Perce people. In addition, improved access to the computer-based learning and to Internet resources are critical to giving youth and adults opportunities for higher-paying jobs, supporting burgeoning business owners and fomenting ingenuity and advancement. Partnerships for workforce training include: Idaho Dept. of Labor Workforce Training U.S. Bureau of Apprenticeship Training, Washington Work-Source Training and the U.S. Dept. of Labor s Job Corps. 10 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

15 Business Development Over the past five years, the Nez Perce Enterprises, the for-profit arm of the Nez Perce Tribe, has opened a casino and hotel in Lapwai and plans to expand the facility to a full-scale resort. Nez Perce Enterprises is developing a regional marketing brand and campaign and has hosted familiarization tours for both national and international tour operators. This has begun to bear fruit with tourism operators coming to the area to learn about the Nez Perce people and to be in and experience the rivers and uplands of the traditional Nez Perce lands. Great opportunities exist to develop strong partnerships between Nez Perce Enterprises and local tourism businesses to provide exciting package tours that could include horse packing, traditional teepee camping, dancing, and cultural demonstrations, as well as river activities such as guided fishing and boating. Providing an outlet to showcase Nez Perce artwork and craftsmanship will also help promote artists work to a targeted market. The Nez Perce Education, Training and Business Development Center will accelerate this process by providing business development training and a working facility where Nez Perce traditions are practiced and shared. Through inclusion of spaces such as the artisans workshop and marketplace, the Center will also encourage art and craft sales to visitors both in person and through Internet commerce. Collaborative opportunities exist with gift shops at the Clearwater River Casino and Resort and the National Park Service Nez Perce National Historic Monument as well as through regional artist cooperatives such as 2 Degrees Northwest. In addition to opportunities in tourism, many local-serving business opportunities are currently laying fallow. During the interview process for this study, the need was identified for a vehicle service center, a print shop, a car wash, bed and breakfasts, bookkeeping services, and many other locallyserving businesses. The Nez Perce Tribe can play a strong role in supporting local business development by continuing to contract with local businesses when possible. This activity will also help to revitalize the main street areas of reservation communities. Another growth area in North Central Idaho is small-scale manufacturing. According to a trade association that represents manufacturers, companies from just 1-2 employees to larger outfits serve many niche-markets. Health care services also have high growth potential for small businesses that provide personal care and chore services to the elderly, to private assisted living homes. The local organizations associated with these two growing industries are important partners for the Center. A number of local partners exist to help the proposed Center stimulate local business development including the chambers of commerce in Lewiston and Clarkston, the Small Business Development Center at Lewis-Clark State College, the Clearwater Economic Development Council, the Northwest Intermountain Manufacturing Association, 2 Degrees Northwest and the Northern Idaho Travel Association. Partners will contribute shared staffing and programming to the center and will help develop future opportunities such as establish relationship with a banking institution to improve access to capital and other financial services. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary11

16 Facility + Programs The Nez Perce Education, Training and Business Development Center will attract many different kinds of people. If you were to walk into the main lobby of the facility one afternoon in 2011, you might see a pre-school class walking from the Head Start wing over to the traditional workshop to see a demonstration of drum-making; Nez Perce elders sitting together talking with high school youth; an adult learner on her way from dropping off her child at the childcare center to a distance delivery nursing class; a local business owner coming in to meet with a bookkeeper to complete year-end financials; and a group of high school youth on their way to the technology center for a class in graphic design. You would be standing in an open space with lots of natural light and views of the surrounding countryside, with a receptionist to greet you and help direct you to the services you need. To one side will be the Head Start wing of the facility with a secured entry and an adjoining childcare center that will be used by users of the facility. Another wing will contain the training rooms and technology center. While a media center will be very useful for training in graphic art, mapping, database programming and other IT skills, the entire center will be wired for connectivity and much of the equipment will be mobile in order to be able to reconfigure the training spaces to accommodate a variety of sizes of groups for a variety of training purposes. A busy commercial kitchen and dining area will provide space for culinary arts training as well as small businesses, such as jam producers, who need a certified food preparation facility to prepare foods for commercial sales. A dining area will serve patrons and give real-world experience to budding restaurateurs. The Traditional knowledge wing will provide a workshop and artisan studio for teaching and practicing traditional skills and crafts. Visitors to the area will gather around as elders demonstrate traditional skills and younger tribal members practice. The gallery and gift shop will showcase local goods and will connect producers to customers. Cubicle space and stalls will be available for reduced rent for entrepreneurs who are just getting started. This incubation space will benefit from the other programs and services offered by the center that will increase a new business owner s skills and chances for success. Outside of the center, a garden and greenhouse will provide a real-world learning lab for market gardeners and growers. If the site has enough space, a playing field and traditional village will attract visitors and provide space for learning about the traditional ways of the Nez Perce people. All of this will occur in the center of Lapwai, next door to the high school and middle schools and near to the Main Street of the community. The Nez Perce Education, Training and Business Development Center will be a buzzing hive of activity, learning and enterprise. 12 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

17 facility + programs description The heart of any community facility is the programs offered within it. While the facility itself is important, as it provides a sense of place, a safe and nurturing environment, and is a testament to the work done there it is the activities housed within the facility that give it meaning and purpose; it is the events that take place in its spaces that give it life; and it is the services offered that make it a needed, useful part of the community. Program offerings at the Center fall into four broad categories: Education Workforce training Business development Cultural preservation and resources The Programs and Services Map gives an overview of the existing programs and services that will be located in the Center, and highlights the proposed future programs showing how each relates to the Center s different user groups, i.e., children, youth, adults and Elders. The Facility Space Needs table provides a list of the corresponding space needs for these programs. The Bubble Diagram sketches out how the spaces will relate to each other. The purpose of collecting these diverse programs within one facility is: To create a one stop shop for learning, cultural transmission and selfdetermination where all family members from children, to youth, to adults and Elders can develop. To improve the classroom and related spaces available in Lapwai, and ensure programs are in spaces adequate to their needs. To increase the number of people who can be served by the Tribe s programs. To allow related programs to work together more closely, more efficiently and more effectively. To demonstrate the importance that the Nez Perce place on education, cultural transmission, economic empowerment, family, and selfdetermination all values that are enhanced and embodied by the creation of the Nez Perce Education, Training and Business Development Center. To grow the local economy and build a skilled, mobile workforce. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary13

18 Nez Percce Education Training + Business Development Center Bubble Diagram Nez Percce Education Training + Business Development Center 10 Percent Concept Design Plan 14 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

19 Nez Perce Education Training + Business Development Center Programs + Services Map NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary15

20 finances Project Cost Estimate A capital cost estimate was prepared based on the facility program, working with the Project Working Group. The $ per square foot construction cost is based on the average project costs of two recent, local construction projects: the Nimiipuu Health Center that was constructed in 2003 at $ per square foot, and the Nez Perce Casino and Hotel located near Lapwai that was constructed in 2006 at $ per square foot. Additional costs are included for site development, design and project development, construction administration, fixtures, furnishings and equipment and move-in costs. The total project cost estimate is $4,978,389. The Program and Capital Costs table itemizes the costs and square footage that the costs estimate is based on. Program and Capital Costs Estimated Square Feet Estimated Annual Operating Costs* Facility Program Notes Potential Uses Based on comparable local facility $3.41 see 'comparable O + M' tab for details Reception Reception 800 $2,727 Storage 300 $1,023 Subtotal 1100 $3,750 Offices Adult Education (3 full time) 270 $920 Vocational Education (3 full time) 270 $920 Students for Success (4-7 full time,.5 assistant) 270 $920 TERO (2 Full time) 180 $614 Shared adminstrative assistant 90 $307 Confidential meeting room 120 $409 Break room 300 $1,023 Internal reference library (file room) 300 $1,023 Storage 300 $1,023 Subtotal 2100 $7,159 Early Education Center Infants (4 classrooms) 1750 $5,965 Need 35 sf per child 2-3 year classrooms (4 classrooms) 1575 $5, in Lapwai for HS; 50 for EHS 4-5 year classrooms (4 classrooms) 1575 $5,369 Teacher offices & Adminstration (9 full time) 810 $2,761 Kitchen 500 $1,704 Break room 300 $1,023 Storage 500 $1,704 Janitorial 200 $682 Nursing room 200 $682 Childcare Center 875 $2, children Subtotal 8285 $28, NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

21 Education and Training Facility Commercial kitchen & dining area 1875 $6, sf per occupant Large training space (capacity seated with partitions) 1500 $5, sf per occupant Medium training space (capacity with partitions) 750 $2,557 Sound and video lab 600 $2,045 Technology center 400 $1,364 find way to make technology mobile and spaces + workstations flexible Knowledge corridor (business incubator space) 1200 $4,091 Small Business incubator (8 cubicles, common area) Subtotal 6325 $21,561 Traditional Knowledge General Workshop (drum making, wood work) 750 $2, sf per occupant Artisan Studio (sewing, beading, weaving) 500 $1, sf per occupant Storage 300 $1,023 Marketplace with specific space for youth-run craft market 1000 $3,409 Subtotal 2550 $8,693 Outdoor Space Head Start playground Need 75sf per child Playing field Traditional village Garden & greenhouses Amphiteatre Subtotal 0 $0 Subtotal Areas Above 20,360 69,404 Maintenance, Operations Support + Circulation General Storage 200 $682 Cleaning Janitorial 240 $818 Staff Restrooms 240 $818 Public Restrooms 1200 $4,091 Subtotal 1880 $6,409 Net Estimated Square Feet 22,240 75,813 Add 40% for Circulation, HVAC+E 8896 $30,325 Gross Estimated Sqare Feet 31,136 $106,138 $ SF $122 Derived from average per sf project cost of two local, recent and comparable construction projects Total Site + Building Construction Costs $3,800,297 Design + Project Development Costs $836,065 22% Construction Administration Costs $76,006 2% FF+E + Move-in Costs $266,021 7% Total Project Costs $4,978,389 * HVAC+E = heating, ventilation, air conditioning and electrical NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary17

22 Facility Expenses Item Pre- Opening Fiscal Year #1 Fiscal Year #2 Fiscal Year #3 Fiscal Year #4 Fiscal Year #5 Notes Personnel Hourly Wage Education Center Director 1 FTE $35.00 $70,000 $72,100 $74,263 $76,491 $78,786 $81,149 Business Development Director.75 FTE loaned staff Tribal Services existing Coordinator 1 FTE program staff IT / Media Lab Staff.5 FTE $25.00 $50,000 $51,500 $53,045 $54,636 $56,275 $57,964 Other positions covered by tenant program staff Subtotal $120,000 $123,600 $127,308 $131,127 $135,061 $139,113 Fringe Benefits 25% $30,000 $30,900 $31,827 $32,782 $33,765 $34,778 Subtotal Personnel $150,000 $154,500 $159,135 $163,909 $168,826 $173,891 Facility Operations + Maintenance $/SF Estimated SF Fiscal Year # 1 Estimated $/SF - Facility $ ,136 $106,138 $109,322 $112,601 $115,979 $119,459 Insurance $40,000 $41,200 $42,436 $43,709 $45,020 Subtotal Facility Operations + Maintenance $146,138 $150,522 $155,037 $159,688 $164,479 Estimate items listed on 'Comparable O + M' tab Based on estimate from Nez Perce Tribe's insurance agent Repair + Replacement Reserve Contribution to Capital Reserve Subtotal Repair + Replacement Reserve $11,712 $11,712 $11,712 $11,712 $11,712 $11,712 $11,712 $11,712 $11,712 $11,712 See Capital Replacement tab Total Expenditures $150,000 $312,350 $321,369 $330,659 $340,227 $350,083 Growth Assumptions Facility Operating Cost Inflation Rate 3% 18 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

23 Operations Revenues The primary source of operating revenue for the Center is the contributions that the tenant programs make to the Nez Perce Tribe s Indirect Cost Pool. These contributions exceed projected expenses by a healthy margin. Space rental will provide some additional revenue, although the projections for this source are very conservative because the volume of paying users is expected to be low. If this source needed to be increased, additional marketing of the Center amenities would entice more users. Contributions from the tenant programs will generate approximately 98 percent of annual revenue in Year 1 decreasing to 96 percent in Year 5. Space rental will generate 2 percent of revenue in Year 1 increasing to 4 percent in Year 5. While there is potential for the Center to generate local contributions and secure grant funding, these have not been included in the projections of core operating revenues. These will be used for projects and programs and will not become a relied-upon part of the revenues for Center operations. A small portion of the revenue for the proposed Center will come from renting its spaces and facilities to outside groups and businesses. Projections are very conservative because the priority will be for community members and partner institutions to use the Center as much as possible to provide courses, stimulate local business development and market locally made products. Expenses Expenses for the Center fall into 3 main categories: Personnel Operations + Maintenance Repair + Replacement The Facility Expenses table details these expenses. This estimate uses a $3.41 per square foot annual estimate to cover facility operations and maintenance. This figure is based on 2009 costs for the Nimiipuu Health Center that is located in Lapwai and was constructed in Summary The Center is financially solvent. In Year 1, 600,000 the total revenue for Center operations is 500,000 projected to be $450,789, with expenses projected at $312,350. In year five revenues 400,000 are projected at $506,674 and expenses at $350, ,000 The five-year cost projections chart shows the 200,000 five-year cost projection for the Center, with revenues over expenses. 100,000 Total Revenues Total Expenses - Pre-Opening Year 1 Year 2 Year 3 Year 4 Year 5 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary19

24 Personnel In addition to the current staff of the existing programs that will be housed in the proposed center, there are several new positions recommended to develop the new programs and achieve the vision of the Center. In order to take advantage of partnerships with other institutions, shared staffing agreements can be developed to fill some of these positions and keep operations costs down. During the interview process, several potential project partners mentioned that their programs could use office and classroom space in the center to deliver course offerings. Matching up these partners with space in the Center would increase access for Nez Perce community residents and contribute to operations revenues for the Center. Following is an overview of recommended staff for the facility: Education Center Director The Education Center Director would oversee and coordinate efforts of all education and training programs offered by the Tribe, and through partnerships with other institutions. The Director would also oversee the day-to-day operations of the facility and have managerial responsibility for all center programs and spaces. This position could be established and filled either by a restructuring of existing tribal programs, or by the creation of a new position. If this position was created and filled quickly, the Education Center Director could serve as the fund-raiser and coordinator for the program development, design and construction phases of the project. Business Development Director The Business Development Director would oversee and coordinate efforts of all business development programs offered by the Tribe, and through partnerships with other institutions, as well as provide direct assistance to Center patrons. This position would oversee the business incubator space, gift shop and gallery, commercial kitchen, greenhouse and other spaces dedicated to entrepreneurship and business development. This position could be established and filled through a partnership with Lewis- Clark State College Business Division, or similar institution and program. Tribal Services Coordinator Difficulty negotiating the various programs and services of the Tribe was often cited as one of the barriers to education and training. The vision of the Center as a one-stop-shop necessitates a staff person who can help patrons access programs childcare during apprenticeship hours, financial aid, counseling and the many other services offered. This position could be established and filled through a partnership with the University of Idaho s Extension Educator, or similar institution and program. Part-time dedicated IT/computer lab staff person In order to make the Center a success, students and staff, business people and entrepreneurs, youth and Elders, artists and crafts people must have highquality, reliable access to necessary technology and equipment. To ensure this, an Information Technology staff person who is dedicated at least part-time to the Center is recommended to answer questions, maintain equipment and be on-call to handle any emergencies. This would be a new position. 20 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

25 implementation The purpose of the Nez Perce Education, Training and Business Development Center is to broaden access to higher education and business development opportunities, and to ultimately stimulate the local economy and bring economic benefit to our Nez Perce people, our Tribe and to all of the communities both on and surrounding the reservation. Specifically, our project aims to: Increase the employability and mobility of people living on the reservation, and to Stimulate new business development in reservation communities. The ultimate goal of these activities is to: Bring more money into the local community through increasing the number of employed people, and Increase the internal circulation of dollars to support a greater variety and scale of local businesses. The Nez Perce Tribe has successfully completed many other economic development and community projects of a similar scale most recently the construction of the Clearwater River Casino and Resort (2006) and the Nimiipuu Health Clinic (2004). The Nez Perce Tribe has accomplished these programs, in part, through partnerships with Federal agencies such as the Economic Development Administration (EDA), Indian Health Services (IHS); State entities including the Office of the Governor and State Department of Education; and regional organizations such as Northwest Intermountain Manufacturer s Association, and North Central Idaho Travel Association. Because of this strong track record, The Tribe was poised to successfully take on development of the Nez Perce Education, Training and Business Development Center. Already almost two years into the planning of the project, the Tribe has accomplished several important steps: Identification of parcel for construction. Completion of 10% design. Creation of Project Working Group (PWG) to oversee the process. EDA grant award to conduct feasibility study for the Center. Completion of feasibility study (this document). Funding commitment from Nez Perce Tribal Executive Committee for an Education Center Director and for Operations and Maintenance (O+M) costs for the Center. The conclusions of this feasibility study are that: This project is doable in a reasonable time frame, at a reasonable cost. The Nez Perce Tribe has the organizational capacity to design, construct and operate this facility. There is a clear need for the project. The Center will assist significantly in removal of barriers to education, employment and business development for the Nez Perce people and others living on and near the reservation, people who are currently some of the most impoverished, unemployed and underemployed in Idaho. Additionally, there are unmet market needs (for small businesses and jobs) in the region that this Center will help to meet. There is a high level of interest from partner organizations in working cooperatively with the Tribe to establish the Center. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary21

26 Project Timeline YEAR 1, July-December, 2009 Hire Education Center Director Develop partnerships and establish organizational structure Begin to raise capital funding Expand Project Work Group Develop brand for center program marketing materials YEAR 2, January-December, 2010 Begin raising design funding, once significant capital funds are secured Develop programs and service delivery Develop policies and procedures Continue capital funding campaign Conduct design Once design is complete and capital funds are secured, construct facility (Fall 2010) YEAR 3, January 2011-June, 2012 Complete construction Move in and begin operations Nez Perce Education Training + Business Development Center Project Development Timeline 22 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

27 PROJECT DEVELOPMENT WORKPLAN Nez Perce Education, Training & Business Development Center TASK STATUS RESPONSIBILITY TIMELINE PWG Education Director NPTEC Tribal Staff Contractor Partners Fall 2009 Winter Spring 2010 Summer 2010 Fall 2010 Winter 2010 Spring 2011 Summer 2011 STAFFING Hire Education Director PEOPLE + COMMUNICATIONS Hire and/or arrange MOAs with partners for additional staff, i.e., Business Development Director, dedicated IT staff, etc. ORGANIZATIONAL CAPACITY Expand Project Work Group (PWG) to include other Tribal departments (e.g., Tourism, Fisheries, IT, Cultural Resources), representatives from other reservation communities (e.g., Kamiah, Orofino), and important partner institutions for education (e.g., LCSC, U of I, Walla Walla, NWIC) and business development (e.g., Clearwater Economic Development Association, Northwest Intermountain Manufacturers Association, Idaho SBDC) Determine decision-making and communication structure for project development and implementation Convene work sessions with Treasurer and Financial Manager to review updated financials regularly Create a special committee to review Tribal staffing and incentivize skill-building, higher education and job mobility; create specific training tracks for jobs targeted to be filled by Tribal members COMMUNICATION Make regular reports to NPTEC on project status and progress Make regular reports to the Tribal membership on project status and progress (e-newsletter, website) Make regular reports to program partners and existing or potential donors on project status and progress ( , phone calls, in-person meetings) Develop brand for Center and public information materials; choose method for naming Center Develop program-specific materials that have the same look-and-feel; use these to conduct outreach to potential users of the center and educate people on the uses in the space, e.g., business incubator space, greenhouse/garden, childcare center, studio and workshop, youth internships, etc. NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary23

28 PROJECT DEVELOPMENT WORKPLAN Nez Perce Education, Training & Business Development Center TASK STATUS RESPONSIBILITY TIMELINE PWG Education Director NPTEC Tribal Staff Contractor Partners Fall 2009 Winter Spring 2010 Summer 2010 Fall 2010 Winter 2010 Spring 2011 Summer 2011 PROGRAMS + PARTNERS EDUCATION Conduct outreach to partner institutions, programs and others who will use the facility to teach classes: develop sample program and schedule, and attain Memoranda of Understanding or letters of commitment Work with local school districts to develop agreement about school use of facilities for youth education programs Release a request for proposals for operator of the Childcare Center BUSINESS DEVELOPMENT Conduct outreach to local businesses, artists, and other individuals or groups who will use workshop, commercial kitchen and business incubator space; develop relationships with potential tenants, advertising materials Meet with the City of Lapwai and make a presentation to the City Council on the project, discuss joint roles in business development and Main Street revitalization Work with LCSC Small Business Development Center to develop agreement about use of facilities and/or shared staffing Work with Tourism department, Cultural Resources department, Scenic Byways committee, North Central Idaho travel Association, local Chambers of Commerce, Enterprise Board, local dance and singing groups, local tourism operators, NPS and related organizations to create an action plan for cultural tourism development and training and support for Indian-owned tourism businesses WORKFORCE TRAINING Work with Enterprise Board to develop hospitality training and food production/commercial cooking programs Work with apprenticeship, workforce development and training programs to develop agreement about vocational training use of facilities Meet with high schools and youth programs to develop youth internships, youth-run art & craft sales space, and other youth-related entrepreneurial activities CULTURAL RESOURCES Work with Idaho State Commission on the Arts to develop residency program Meet with Seniors and Elders to develop programs utilizing knowledge, skills and addressing their interests Develop agreement with National Park Service and Casino/Hotel for use of their gift shops as an outlet for art and craft sales of products created by Nez Perce artists POLICIES Develop policies and procedures for marketplace, business incubator space; develop relationships with potential renters and users Develop policies and procedures for use of commercial kitchen space; develop relationships with potential renters and users Develop policies and procedures for use of art studio and workshop; develop relationships with potential renters and users Develop policies and procedures for use of the garden and greenhouse; develop relationships with potential renters and users 24 NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary

29 PROJECT DEVELOPMENT WORKPLAN Nez Perce Education, Training & Business Development Center TASK STATUS RESPONSIBILITY TIMELINE PWG Education Director NPTEC Tribal Staff Contractor Partners Fall 2009 Winter Spring 2010 Summer 2010 Fall 2010 Winter 2010 Spring 2011 Summer 2011 LOCAL FUNDING FUNDING Set fundraising target, milestones and timeline Meet with SRBA committee to discuss possible funding for specific facility programs Meet with Treasurer and Finance Manager to investigate other potential funding sources GRANT FUNDING Complete funding research, list of prospects, fundraising targets and timeline for solicitation Meet with EDA representative to discuss completed feasibility study and potential for capital funding Convene committee to oversee proposal development and solicitation Gather standard attachments in project file and update as needed Develop and submit letters of inquiry Develop and submit full proposals, as invited PROJECT DEVELOPMENT WORKPLAN Nez Perce Education, Training & Business Development Center TASK STATUS RESPONSIBILITY TIMELINE PWG Education Director NPTEC Tribal Staff Contractor Partners Fall 2009 Winter Spring 2010 Summer 2010 Fall 2010 Winter 2010 Spring 2011 Summer 2011 Draft project timeline SITE + BUILDING Determine procurement method Run solicitation process and select design team Environmental review and approvals Site plan development and approval Work with design team to develop facility design to accommodate refined program and operating procedures Refine project cost estimate Track requests for proposals for fabrication of Center public art and design; conduct outreach to artists as potential partners Complete facility design Complete engineering Run solicitation process and select construction firm Complete permitting Complete facility construction Research equipment and supplies for facility; refine capital budget Equipment install and testing Move in and start-up Grand Opening NEZ PERCE TRIBE : : facility business plan + feasibility study executive summary25

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32 Nez Perce Tribe P.O. Box 305 Lapwai, ID McCoy Oatman, Project Workgroup Chair , Agnew::Beck Consulting, LLC West 5th Avenue, Suite 202 Anchorage, AK Ellen Campfield Nelson, Project Manager ,