HomeMy Public PortalAboutResolution 14-16 Adopting the Valey County Strategic PlanRESOLUTION 14-16
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MCCALL, IDAHO,
ADOPTING THE VALLEY COUNTY STRATEGIC PLAN; PROVIDING FOR RELATED
MATTERS; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the Valley County Economic Development Council (VCEDC) is set at seven
minimum and thirteen maximum members including voting members from the Cascade,
Donnelly and McCall chamber or business community, City Council representatives from each
of the three incorporated communities: Cascade, Donnelly, McCall, a County Commissioner,
representing unincorporated Valley County, and two at -large (non -government) members
appointed by the Council; and
WHEREAS, the Council's charter was first adopted on July 25, 2012 and last amended on
October 23, 2012: (1) To encourage Valley County communities, businesses and organizations to
act more cohesively towards an improved local economy; (2) To solicit or assist projects that
substantially strengthen the local economy (through business stimulation; community &
infrastructure development; sector development); (3) To inspire and solicit creative ("outside the
box") solutions for issues at hand; (4) To attract businesses and economic opportunities to the
region; and (5) To assist in the creation and maintenance of a climate that fosters economic
growth and viability; and
WHEREAS, the Council built its strategies on the premise that resilient long-term economic
growth is possible only when a region can sustain and develop its local assets, relationships and
comparative advantage to create a diversity of local added value and related jobs and wealth; and
WHEREAS, business recruitment can be a shortcut or "quick fix" towards growth by
jumpstarting value-added activities and initiating or supporting a local ecosystem of businesses;
The Valley County Economic Development Council recognizes that growing the local economy
through an aggressive reliance on business recruitment is challenging given the region's remote
location and limited connectivity; and
WHEREAS, the VCEDC developed four strategies including Sector Development, Local
Entrepreneurship, Asset Development, and Import Substitution with objectives for each strategy.
WHEREAS, the McCall City Council adopted the McCall Area Comprehensive Plan Update in
December 2007 that contains a Chapter on Economic Development; and
WHEREAS, the McCall City Council adopted the 2013 Strategic Plan on December 19, 2013;
and
WHEREAS, VCEDC revised and updated the 2013 Strategic Plan and encourage the cities and
county to adopt the 2014 VCEDC Strategic Plan by Resolution as an Economic Development
Planning document.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE CITY
OF MCCALL, VALLEY COUNTY, IDAHO THAT:
Resolution 14-16
November 6, 2014 Page 1 of 2
Section 1:
adopted.
The 2014 VCEDC Inc. Strategic Plan is attached hereto as Exhibit "A" is hereby
Section 2: Consideration to support periodic funding needs for general and miscellaneous
costs of operation (from Account 10-41-150-325), Economic Development, and partnering with
Valley County and the Cities of Cascade and Donnelly. See the Articles of Incorporation.
Section 3: This resolution shall be in full force and effect on November 6, 2014.
Passed and approved this 6 day of November, 2014.
CITY OF MCCALL
Valley County, Idaho
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ATTEST:
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Resolution 14-16
November 6, 2014 Page 2 of 2
2015 VCEDC Strategic Plan
Valley County Economic Development Council
Contents
Valley County's Economy 2
Council role 3
Vision and focus 3
Strategies and objectives 3
Strategy 1: Sector Development 3
Strategy 2: Local Entrepreneurship 5
Strategy 3: Asset Development 5
Strategy 4: Import Substitution 6
Attachment: 2013 Valley County State of the Economy 6
IA more detailed overview of Valley County's economy and data sources is provided in the Attachment]
A community generates wealth through value-added activities, be it through services or production.
Valley County, like most intermountain communities, gradually lost its traditional value-added activities
(logging, milling, dairy and meat processing, etc.) that drove local wealth in the 20th century. These
value-added activities formed networks or "ecosystems" of businesses that represented opportunities,
skills and local advantages along one or more related value -chains. Valley County's timber industry used
to be such an ecosystem where sawmills,
mutually beneficial operations in
transforming timber to wood
products. The traditional small
acreage farming & ranching
formed a similar ecosystem until
regulations and
commodification made local
dairies unprofitable. Large
acreage ranching is still an
important land -use in Valley
County, but the sector lost much
of its "ecosystem" ; most cattle
are now trucked in from the
Snake River Plain and grazed on
a combination of owned and
leased lands and then trucked
back to be processed. Flush
times (especially before and
during the 2005-2008 real estate
boom) also caused productive
ranching lands to be in play for
development.
The region now imports most of
its goods and services from the
Boise metro area. It is paying for
these imports with (export)
monies primarily brought in by
tourists, retirees and the
(Federal and State) Forest Service. These three sectors also fuel much of the secondary service and
construction sector in the region. The erosion of value-added activities and the current strong
dependence on seasonal jobs in recreation and forest service translates into low average wages (ranked
27 out of 44 counties in Idaho) and poverty rates for families with young children that are now among
loggers, toolmakers and transporters formed a network of
a
Naze per job
(adjusted for inflation, see notes)
Valley, Idaho and die U.S.,1969-?011
56,000
49,000
42,000
35,000
2e,000
21,000
1972 1976 1960 1984 184E1 1992 1996 2000 2004 2006
YearS
— Valley
Idaho
— United states
Figure 1: Source: 1969-2011: Bureau of Economic Analysis, Regional Economic Data,
Local Area Personal Income, Table CA34, DATE LAST UPDATED: February 20, 2013
Graph: http://www.indicatorsnorthwest.org
5so,ao0
$40,0na
5 30,oc10
$70,000
Proprietor income (non -fawn)
WOO
4000
3000
2000
510,000
$
1900
1990
2000 2010 2020
-----Idaho state
YaNey,1D
—•--+Dan farm
proprietors
in valley
Figure 2: The average proprietors' income is the counterpart to the average wage as
a measure of individual economic well-being for those members of the workforce
who do not work in wage and salary jobs —including sole proprietorships,
partnerships, and tax-exempt cooperatives
Source: 1981-2011: Bureau of Economic Analysis, Regional Economic Data, Local
Area Personal Income, Tables C04 and CA25. Income is adjusted for inflation using
the GDP price deflators table 1.1.9.
VCEDC Strategic Plan 2015 (FINAL DRAFT).docx Page 2 of 6
the highest in Idaho. The lack of opportunities translates into a very small representation of youth
(ranking 40 out of 44 counties in Idaho with respect to the population under 18) and, conversely, a
relatively high median age (48 years old versus the Idaho average of 35) with little ethnic diversity (98%
Caucasian).
Council Role
The council's charter was first adopted on July 25, 2012 and last amended on October 23, 2012:
- To encourage Valley County communities, businesses and organizations to act cohesively
toward an improved local economy
To solicit or assist projects that substantially strengthen the local economy (through business
stimulation; community & infrastructure development; sector development)
To inspire and solicit creative ("outside the box") solutions for issues at hand
To attract businesses and economic opportunities to the region
To assist in the creation and maintenance of a climate that fosters economic growth and viability
Vision and Focus
The council built its strategies on the premise that resilient long-term economic growth is possible only
when a region can sustain and develop its local assets, relationships and comparative advantage to
create a diversity of local added -value and related jobs and wealth.
Business recruitment can be a shortcut or "quick fix" towards growth by jumpstarting value-added
activities and initiating or supporting a local ecosystem of businesses. The Valley County Economic
Development Council recognizes, however, that growing the local economy through an aggressive
reliance on business recruitment is challenging given the region's remote location and limited
connectivity.
Strategies and Objectives
Note: many if not all of the actions support multiple strategies and/or objectives, but are listed under
the strategy that is of primary concern.
Strategy 1: Sector Development
Sector development intends to develop and/ or expand value -chain focused "ecosystems" that
network businesses, services, opportunities, skills, locational assets or advantages and educational
opportunities along one or more related value chains.
Objective 1.1: Strengthen the Existing Recreation Sector
Recreation underpins much of the current economy. The 2013 Recreation Summit pointed to three issues
that undermine long-term competitiveness: (1) a weakness in connecting to a more diverse and younger
demographic; (2) a corresponding need to facilitate a growing variety of recreational opportunities,
including biking; (3) a perceived lack in diversity of I ocal retail and hospitality amenities.
VCEDC Strategic Plan 2015 (FINAL DRAFT).docx Page 3 of 6
" A c t i o n : S u p p o r t a n n u a l r e c r e a t i o n b u s i n e s s f o r u m .
" A c t i o n : P r o m o t e r e g i o n a l c o l l a b o r a t i o n a n d c o m m u n i c a t i o n a m o n g s t a k e h o l d e r s i n
w i n t e r / s u m m e r r e c r e a t i o n .
" A c t i o n : E n s u r e p e r i o d i c u p d a t e s f r o m a n d c o o r d i n a t i o n w i t h t h e c o u n t y a n d c i t i e s .
N O T E : t h e " V i b r a n t C o m m u n i t i e s " a c t i o n i t e m 3 . 1 u n d e r A s s e t M a n a g e m e n t s u p p o r t s
b o l s t e r i n g r e t a i l & h o s p i t a l i t y a m e n i t i e s .
O b j e c t i v e 1 . 2 : S t r e n g t h e n t h e F a r m i n g a n d R a n c h i n g S e c t o r
T h e r e g i o n ' s s m a l l - a c r e a g e r a n c h a n d f a r m l a n d i s l a r g e l y u n d e r u t i l i z e d . T h e l o c a l f o o d m o v e m e n t m a y
p r o v i d e a n o p p o r t u n i t y t o r e d e v e l o p a s m a l l f a r m a n d r a n c h i n g s e c t o r a n d n e t w o r k w i t h e x i s t i n g l o c a l
b u s i n e s s e s l i k e t h e m e a t p r o c e s s i n g f a c i l i t y i n N e w M e a d o w s .
" A c t i o n : P r o m o t e l o c a l f o o d p r o d u c t i o n a n d t h e " f o o d e c o n o m y " t h r o u g h f a r m e r s m a r k e t s
a n d e x p l o r a t i o n o f c u l t i v a t i o n t e c h n i q u e t h a t t a k e a d v a n t a g e o f r e g i o n a l g e o t h e r m a l
r e s o u r c e s .
O b j e c t i v e 1 . 3 : S u p p o r t & S t r e n g t h e n T e l e c o m m u n i c a t i o n C o n n e c t i v i t y
V a l l e y C o u n t y i s a p o t e n t i a l l y a t t r a c t i v e l o c a t i o n f o r s m a l l b u s i n e s s e s o r e n t r e p r e n e u r s b e c a u s e o f t h e
l i f e s t y l e a n d r e c r e a t i o n a l a m e n i t i e s o f t h e r e g i o n . I n c r e a s e d t e l e c o m m u n i c a t i o n c o n n e c t i v i t y w i l l s u p p o r t
t h e d e v e l o p m e n t o f t h i s e m e r g i n g s e c t o r .
" A c t i o n : W o r k w i t h t h e p r i v a t e a n d p u b l i c s e c t o r s , a n d l o c a l t e l e c o m m u n i c a t i o n c o m p a n i e s t o
u n d e r s t a n d e x i s t i n g i n f r a s t r u c t u r e a n d e n h a n c e l o c a l i n t e r n e t c o n n e c t i v i t y .
O b j e c t i v e 1 . 4 : B u s i n e s s A t t r a c t i o n
V a l l e y C o u n t y p r e s e n t s a n a t t r a c t i v e a l t e r n a t i v e l o c a t i o n f o r b u s i n e s s e s w i t h i n a v a r i e t y o f s e c t o r s .
" A c t i o n : I d e n t i f y a n d e n g a g e o p p o r t u n i t i e s t o p r o m o t e V a l l e y C o u n t y a s a d e s i r a b l e l o c a t i o n f o r
b u s i n e s s e s w i t h i n s e l e c t e d s e c t o r s t o l o c a t e / r e l o c a t e .
" A c t i o n : C o o r d i n a t e l i m i t e d m a r k e t i n g e f f o r t t o i n c o r p o r a t e b u s i n e s s a t t r a c t i o n / r e l o c a t i o n i n t o
t h e p r o m o t i o n a l e f f o r t s o f o t h e r r e g i o n a l o r g a n i z a t i o n s .
O t h e r i d e a s f o r p r o j e c t s a n d o b j e c t i v e s w i t h r e s p e c t t o s e c t o r d e v e l o p m e n t s b u t n o t y e t t r a n s l a t e d i n t o
o b j e c t i v e s :
" R e s o u r c e D e v e l o p m e n t : V a l l e y C o u n t y ' s a b u n d a n t n a t u r a l r e s o u r c e s p r o v i d e o p p o r t u n i t i e s f o r
b u s i n e s s d e v e l o p m e n t .
" R e c r e a t i o n S e c t o r : R e c - T e c h b u s i n e s s e s ( d e s i g n , p r o d u c t i o n o r s u p p o r t o f r e c r e a t i o n a l p r o d u c t s
a n d s e r v i c e s ) c a n e x p a n d t h e r e c r e a t i o n s e c t o r ' s e c o s y s t e m a n d p r o m o t e m o r e v a l u e - a d d e d
a c t i v i t i e s . I t m a y a l s o l e n d i t s e l f f o r b u s i n e s s r e c r u i t m e n t .
" C o n s t r u c t i o n S e c t o r : P r o m o t e a b u i l d e r ' s g u i l d t h a t p r o m o t e s a v e r n a c u l a r s t y l e o p t i m i z e d f o r
V a l l e y C o u n t y c l i m a t e c o n d i t i o n s w i t h l o c a l l y s o u r c e d c o n s t r u c t i o n m a t e r i a l s .
" E c o - M a n a g e m e n t S e c t o r : C r e a t e o r c o n n e c t l o c a l e d u c a t i o n a l o p p o r t u n i t i e s i n G I S a n d
E c o s y s t e m - m a n a g e m e n t w i t h p u b l i c l a n d s m a n a g e m e n t a n d r e c r e a t i o n m a n a g e m e n t .
" R e g i o n a l A d v a n t a g e s : A t o n e t i m e o l d - g r o w t h S p r u c e w a s a v a l u e d m a t e r i a l f o r m u s i c a l
i n s t r u m e n t m a k i n g ; e x p l o r i n g h i s t o r i c l o c a t i o n a l a d v a n t a g e s m a y s h o w o t h e r p o s s i b i l i t i e s f o r
d i v e r s i f i c a t i o n .
V C E D C S t r a t e g i c P l a n 2 0 1 5 ( F I N A L D R A F T ) . d o c x P a g e 4 o f 6
Strategy 2: Local Entrepreneurship
Broadening sector ecosystems, an increase in local ownership and an increase in value-added activities
are all powerful mechanisms in local wealth generation and all require entrepreneurship, that is:
initiative, innovation, risk -taking and financing from local residents and businesses.
Objective2.1: Business Acceleration through Educational and Mentoring Support
• Action: Establish small business workshops in cooperation with SCORE, other professional
organizations and local small businesses.
• Action: Identify and secure funding for coursework at the McCall College.
Objective 2.2: Promoting Local Entrepreneurship in Value -Added Activities Involving Local Resources
• Action: Sponsor a new business plan contest and fair including networking opportunities
among the contestants.
Strategy 3: Asset Development
Every economic sector ultimately falls back on the natural and cultural assets of our region.
Recreational amenities like viewscape (real estate), downtowns (visitor attraction & amenities),
landscape & wildlife (back -country recreation, hunting), water quality (boating, fishing, eco-system
services), and the region's productive lands (ranching, farming, timber — all also supporting our
viewscape) form the base to much of our economy. It therefore makes sense to steward this base and
make sure that we coordinate policies and incentives among communities to that effect.
Objective 3.1: Promote Vibrant Communities
Livable communities are closely associated with vibrant downtowns and cultural diversity. Even though
we are doing better than most communities, this is not an easy feat to accomplish in a rural county with
10,000 residents.
• Action: Engage the private and public sectors to promote affordable housing through the
facilitation of a county -wide dialogue. This may include a discussion regarding formation of
a regional housing authority and economic or other incentives.
• Action: Support participation in America's Best Communities contest.
• Action: Encourage cities to adopt ordinances and procedures to promote infill and
contiguous development of residential, retail, hospitality and public spaces.
• Action: Keep or make entry barriers for new businesses low.
Objective 3.2: Define Desirable Future Land -Use to Accommodate Resilient Economic Growth
A regional land -use vision can facilitate a discussion among land -owners, developers and communities
and make comprehensive plans of cities and the county compatible. Using a watershed approach may
provide a useful structure in this discussion and connect regional economic and resource constraints.
• Action: Explore regulatory and economic incentives and instruments to create a land -use
vision -derived guide for development that includes responsible growth and transportation
planning.
VCEDC Strategic Plan 2015 (FINAL DRAFT).docx Page 5 of 6
" A c t i o n : E s t a b l i s h a w a t e r s h e d t e a m t h a t f a i r l y r e p r e s e n t s t h e s t a k e h o l d e r s i n t h e r e g i o n .
" A c t i o n : P a r t n e r w i t h t h e p u b l i c a n d p r i v a t e s e c t o r s t o f o s t e r a d i a l o g u e o n l a n d - u s e p l a n n i n g .
S t r a t e g y 4 : I m p o r t S u b s t i t u t i o n
V a l l e y C o u n t y ' s t r a d e b a l a n c e h e a v i l y f a v o r s i m p o r t o f g o o d s a n d s e r v i c e s , a n d h a s i m p a i r e d l o c a l
w e a l t h g e n e r a t i o n . S h i f t i n g t h e t r a d e b a l a n c e t h r o u g h i m p o r t s u b s t i t u t i o n ( s w i t c h i n g t h e s o u r c e o f
e c o n o m i c i n p u t s t o b u s i n e s s e s a n d h o u s e h o l d s f r o m o u t s i d e o f t h e r e g i o n t o w i t h i n t h e r e g i o n ) , i s a
r e c o g n i z e d a n d p o w e r f u l t o o l i n e c o n o m i c d e v e l o p m e n t . N o t o n l y d o e s i t c r e a t e l o c a l j o b s b y
t r a n s f e r r i n g t h e i n p u t r e l a t e d j o b s t o t h e r e g i o n , i t c a n a l s o s u p p o r t l o c a l s e c t o r d e v e l o p m e n t .
O b j e c t i v e 4 . 1 : L o c a l & A l t e r n a t i v e E n e r g y D e v e l o p m e n t
E n e r g y i s a v i t a l i n p u t t o e v e r y e c o n o m i c a n d h o u s e h o l d a c t i v i t y o f t h e c o m m u n i t y , a n d i s a k e y f a c t o r i n
a d d e d - v a l u e a c t i v i t i e s ; t h i s i s s p e c i f i c a l l y r e l e v a n t t o t h e V a l l e y C o u n t y e c o n o m y w i t h i t s h a r s h w i n t e r s
a n d r e l a t e d e n e r g y n e e d s . S e l f - r e l i a n c e w i l l t h e r e f o r e n o t o n l y m a k e o u r l o c a l e c o n o m y m o r e r e s i l i e n t , i t
p r o v i d e s m o r e o p t i o n s f o r e c o n o m i c d i v e r s i t y . T h e V a l l e y C o u n t y R e g i o n h a s a n a b u n d a n c e o f h y d r o ,
b i o m a s s , g e o t h e r m a l a n d o t h e r r e n e w a b l e r e s o u r c e s t o p r o d u c e e n e r g y i n a d i s t r i b u t e d a n d m u l t i - m o d a l
m a n n e r . T h e u s e o f t h e s e r e g i o n - s p e c i f i c r e s o u r c e s p r o v i d e s a c o m p e t i t i v e e d g e t o t h e l o c a l e c o n o m y .
" A c t i o n : C r e a t e d e m o n s t r a t i o n p r o j e c t s f o r a l t e r n a t i v e a n d d i s t r i b u t e d e n e r g y d e v e l o p m e n t .
" A c t i o n : P r o m o t e a l t e r n a t i v e u s e s f o r g e o t h e r m a l r e s o u r c e s , s u c h a s a g r i c u l t u r a l t h r o u g h
g r e e n h o u s e b u s i n e s s d e v e l o p m e n t .
A t t a c h m e n t : 2 0 1 3 V a l l e y C o u n t y S t a t e o f t h e E c o n o m y
T h e c o n t e n t o f t h i s a t t a c h m e n t i s p r o v i d e d b y t h e U n i v e r s i t y o f I d a h o E x t e n s i o n i n c o l l a b o r a t i o n w i t h t h e
V a l l e y C o u n t y E c o n o m i c D e v e l o p m e n t C o u n c i l a n d i s p u b l i s h e d s e p a r a t e l y a t l i n k .
V C E D C S t r a t e g i c P l a n 2 0 1 5 ( F I N A L D R A F T ) . d o c x P a g e 6 o f 6