Nez Perce Education, Training + Business Development Center

Transcription

Nez Perce
Education,
Training
we are+
growing healthy lands + people
Business Development
Center
Facility Business Plan + Feasibility Study
June, 2009
Created by the Nez Perce Tribe with assistance from Agnew::Beck. www.agnewbeck.com
Funding for this feasibility study was provided through a grant from the
US Economic Development Administration (EDA)
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.
www.NezPerceEducationCenter.org
Nez Perce Tribe
www.nezperce.org
P.O. Box 305 • Lapwai, ID 83540
McCoy Oatman, Project Workgroup Chair
208.843.2253, mccoyo@nezperce.org
Agnew::Beck Consulting, LLC
www.agnewbeck.com
441 West 5th Avenue, Suite 202 • Anchorage, AK 99501
Ellen Campfield Nelson, Project Manager
907.222.5424, ellen@agnewbeck.com
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
STATE OF IDAHO
BUSINESS + INDUSTRY
Mary Oatman-Wak Wak
William Kober
Jack Chantrelle
Lonnie Pitt
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
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
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
chapter 3
executive summary
facility business plan + feasibility study
Introduction............................................................................2
Overview.................................................................................3
Vision Statement + Goals.....................................................5
Leadership, Advisors + the Planning Process...................7
Partnerships......................................................................... 10
Facility + Programs............................................................. 12
Implementation................................................................... 21
NEZ PERCE TRIBE : : facility business plan + feasibility study
executive summary 1
executive summary
Introduction
“ 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.”
2
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.
executive summary
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.
“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.”
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
executive summary 3
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
executive summary
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
executive summary 5
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
executive summary
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, 2009.
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.
executive summary 7
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 e-mail list (127 people), and e-mail 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
executive summary
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
executive summary 9
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
executive summary
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.
executive summary 11
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
executive summary
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 Percce Education Training + Business Development Center
Bubble Diagram
Nez Percce Education Training + Business Development Center
10 Percent Concept Design Plan
14
executive summary
Nez Perce Education Training + Business Development Center
Programs + Services Map
finances
Project Cost Estimate
A capital cost estimate was prepared based on the facility program, working with
the Project Working Group. The $122.05 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 $140.97 per
square foot, and the Nez Perce Casino and Hotel located near Lapwai that was
constructed in 2006 at $103.14 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
Facility Program
Estimated Square
Feet
Estimated Annual
Notes
Operating Costs*
on comparable local facility –
$3.41 Based
see 'comparable O + M' tab for details
Potential Uses
Reception
Reception
800
$2,727
Storage
300
$1,023
1100
$3,750
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
90
$307
Confidential meeting room
120
$409
Break room
300
$1,023
Internal reference library (file room)
300
$1,023
Storage
300
$1,023
2100
$7,159
Infants (4 classrooms)
1750
$5,965
Need 35 sf per child
2-3 year classrooms (4 classrooms)
1575
$5,369
90 in Lapwai for HS; 50 for EHS
4-5 year classrooms (4 classrooms)
Subtotal
Offices
Shared adminstrative assistant
Subtotal
Early Education Center
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
$2,983
8285
$28,242
Subtotal
16
executive summary
25 children
Education and Training Facility
Commercial kitchen & dining area
Large training space (capacity 50-100 seated
with partitions)
Medium training space (capacity 15-50 with
partitions)
Sound and video lab
Technology center
1875
$6,392
15 sf per occupant
1500
$5,113
15 sf per occupant
750
$2,557
600
$2,045
400
way to make technology mobile
$1,364 find
and spaces + workstations flexible
incubator (8 cubicles,
$4,091 Small Business
common area)
Knowledge corridor (business incubator space)
1200
Subtotal
6325
$21,561
General Workshop (drum making, wood work)
750
$2,557
30 sf per occupant
Artisan Studio (sewing, beading, weaving)
500
$1,704
20 sf per occupant
Storage
Marketplace with specific space for
youth-run craft market
Subtotal
300
$1,023
1000
$3,409
2550
$8,693
Traditional Knowledge
Outdoor Space
Head Start playground
Need 75sf per child
Playing field
Traditional village
Garden & greenhouses
Amphiteatre
Subtotal
0
$0
20,360
69,404
General Storage
200
$682
Cleaning Janitorial
240
$818
Staff Restrooms
240
$818
Subtotal Areas Above
Maintenance, Operations Support + Circulation
Public Restrooms
1200
$4,091
Subtotal
1880
$6,409
22,240
75,813
8896
$30,325
Net Estimated Square Feet
Add 40% for Circulation, HVAC+E
Gross Estimated Sqare Feet
31,136
X $122.05 SF
$122
Total Site + Building Construction Costs
Design + Project Development Costs
$106,138
Derived from average per sf project cost of two local,
recent and comparable construction projects
$3,800,297
$836,065
22%
$76,006
2%
FF+E + Move-in Costs
$266,021
7%
Total Project Costs
$4,978,389
Construction Administration Costs
* HVAC+E = heating, ventilation, air conditioning and electrical
Facility Expenses
PreOpening
Item
Fiscal
Year #1
Fiscal
Year #2
Fiscal
Year #3
Fiscal
Year #4
Fiscal
Year #5
Notes
Personnel
Hourly
Wage
Education Center Director 1 FTE
Director
.75
FTE
Tribal Services
Coordinator
1 FTE
IT / Media Lab Staff
.5 FTE
$35.00
$70,000
$72,100
$74,263
$76,491
$78,786
$81,149
$50,000
$51,500
$53,045
$54,636
$56,275
$57,964
$123,600 $127,308 $131,127
$135,061
$139,113
$33,765
$34,778
loaned staff
existing
program
staff
$25.00
Other positions covered
by tenant program staff
Subtotal
$120,000
Fringe Benefits
25%
Subtotal Personnel
$/SF
Estimated $/SF - Facility
$3.41
Insurance
Estimated
SF
$31,827
$32,782
31,136
Fiscal
Year # 1
$106,138 $109,322 $112,601
$40,000
Subtotal Facility
Operations +
Maintenance
$41,200
$42,436
$115,979
$43,709
Estimate items listed
on 'Comparable
O + M' tab
Based on estimate
$45,020 from Nez Perce Tribe's
insurance agent
$119,459
$146,138 $150,522 $155,037 $159,688 $164,479
Repair + Replacement
Reserve
Contribution to Capital
Reserve
Subtotal Repair +
Replacement Reserve
Total Expenditures
18
$30,900
$150,000 $154,500 $159,135 $163,909 $168,826 $173,891
Facility Operations +
Maintenance
Growth Assumptions
Facility Operating Cost
Inflation Rate
$30,000
$11,712
$11,712
$11,712
$11,712
$11,712
$11,712
$11,712
$11,712
$11,712
$11,712
$150,000 $312,350 $321,369 $330,659 $340,227 $350,083
3%
executive summary
See Capital
Replacement tab
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 2003.
Summary
The Center is financially solvent. In Year 1,
the total revenue for Center operations is
projected to be $450,789, with expenses
projected at $312,350. In year five revenues
are projected at $506,674 and expenses at
$350,083.
The five-year cost projections chart shows the
five-year cost projection for the Center, with
revenues over expenses.
600,000
500,000
400,000
300,000
Total Revenues
200,000
Total Expenses
100,000
r5
Ye
a
r4
Ye
a
r3
Ye
a
r2
Ye
a
r1
Ye
a
Pr
e-
O
pe
ni
ng
-
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 LewisClark 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
executive summary
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.
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
executive summary
PROJECT DEVELOPMENT WORKPLAN
Nez Perce Education,Training & Business Development Center
TASK
STATUS
RESPONSIBILITY
PWG
Education
Director
NPTEC
Tribal Staff
TIMELINE
Contractor
Partners
Fall
2009
Winter
2009-10
Spring
2010
Summer
2010
Fall
2010
Winter
2010
Spring
2011
Summer
2011
PEOPLE + COMMUNICATIONS
STAFFING
Hire Education Director
X
Hire and/or arrange MOAs with partners for additional staff, i.e., Business Development Director,
dedicated IT staff, etc.
X
X
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)
X
Determine decision-making and communication structure for project development and implementation
X
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
X
X
X
X
X
X
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)
X
X
Make regular reports to program partners and existing or potential donors on project status and
progress (e-mail, 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.
X
X
X
X
X
TASK
RESPONSIBILITY
STATUS
PWG
Education
Director
NPTEC
Tribal Staff
TIMELINE
Contractor
Partners
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
X
X
Work with local school districts to develop agreement about school use of facilities for youth education
programs
X
X
Release a request for proposals for operator of the Childcare Center
X
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
X
X
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
X
X
X
Work with LCSC Small Business Development Center to develop agreement about use of facilities and/or
shared staffing
X
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
X
X
Work with Enterprise Board to develop hospitality training and food production/commercial cooking
programs
X
X
Work with apprenticeship, workforce development and training programs to develop agreement about
vocational training use of facilities
X
X
Meet with high schools and youth programs to develop youth internships, youth-run art & craft sales space,
and other youth-related entrepreneurial activities
X
X
X
WORKFORCE TRAINING
X
CULTURAL RESOURCES
Work with Idaho State Commission on the Arts to develop residency program
X
Meet with Seniors and Elders to develop programs utilizing knowledge, skills and addressing their interests
X
X
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
X
X
X
POLICIES
Develop policies and procedures for marketplace, business incubator space; develop relationships with
potential renters and users
X
X
X
Develop policies and procedures for use of commercial kitchen space; develop relationships with potential
renters and users
X
X
X
Develop policies and procedures for use of art studio and workshop; develop relationships with potential
renters and users
X
X
X
Develop policies and procedures for use of the garden and greenhouse; develop relationships with potential
renters and users
X
X
X
24
executive summary
Fall
2009
Winter
2009-10
Spring
2010
Summer
2010
Fall
2010
Winter
2010
Spring
2011
Summer
2011
TASK
STATUS
RESPONSIBILITY
PWG
Education
Director
X
X
NPTEC
Tribal Staff
TIMELINE
Contractor
Partners
Fall
2009
Winter
2009-10
Spring
2010
Summer
2010
Partners
Fall
2009
Winter
2009-10
Spring
2010
Summer
2010
Fall
2010
Winter
2010
Spring
2011
Summer
2011
Winter
2010
Spring
2011
Summer
2011
FUNDING
LOCAL FUNDING
Set fundraising target, milestones and timeline
Meet with SRBA committee to discuss possible funding for specific facility programs
X
Meet with Treasurer and Finance Manager to investigate other potential funding sources
X
X
X
GRANT FUNDING
Complete funding research, list of prospects, fundraising targets and timeline for solicitation
X
Meet with EDA representative to discuss completed feasibility study and potential for capital funding
X
X
Convene committee to oversee proposal development and solicitation
X
X
X
Gather standard attachments in project file and update as needed
X
Develop and submit letters of inquiry
X
X
Develop and submit full proposals, as invited
X
X
TASK
STATUS
RESPONSIBILITY
PWG
Education
Director
NPTEC
Tribal Staff
TIMELINE
Contractor
Fall
2010
SITE + BUILDING
Draft project timeline
X
Determine procurement method
X
X
Run solicitation process and select design team
X
X
X
Environmental review and approvals
X
Site plan development and approval
X
X
X
X
Work with design team to develop facility design to accommodate refined program and operating
procedures
X
X
X
X
Refine project cost estimate
Track requests for proposals for fabrication of Center public art and design; conduct outreach to artists as
potential partners
X
X
X
X
Complete facility design
X
Complete engineering
X
Run solicitation process and select construction firm
Complete permitting
X
X
X
X
Complete facility construction
X
Research equipment and supplies for facility; refine capital budget
Equipment install and testing
X
Move in and start-up
X
X
Grand Opening
X
X
X
X
X
X
X
X
X
26
executive summary
Nez Perce Tribe
www.nezperce.org
P.O. Box 305 • Lapwai, ID 83540
McCoy Oatman, Project Workgroup Chair
208.843.2253, mccoyo@nezperce.org
Agnew::Beck Consulting, LLC
www.agnewbeck.com
441 West 5th Avenue, Suite 202 • Anchorage, AK 99501
Ellen Campfield Nelson, Project Manager
907.222.5424, ellen@agnewbeck.com

Nez Perce Education, Training + Business Development Center

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