HomeMy WebLinkAboutEnvision Madison Appendices (2)Appendices
1
Table of Contents
Appendix A
Values Study 1
Workshop Poll Results 41
Town Hall Poll Results 51
Appendix B
Best Practice Analysis 63
Agricultural Market Analysis 107
Recreation Market Analysis 169
Call Center Profile Analysis 183
Appendix C
University & Community Task Force 230
Recreation Task Force 235
County Jobs Task Force 262
Appendix D
Appendix E
Final Survey Results
Illustrative Vision Map
279
304
Values Study
Appendix A
This document was prepared by Heart+Mind Strategies for the
Envision Madison project. It’s purpose is to illustrate the core
values of Madison County Residents, and what values they want
to see represented in the future.
2 3
Madison County
June 13, 2013
Research Design
Pg. 2
Methodology: •Qualitative exploration with
Advanced Strategy Online Session 4/19/2013 •Telephone survey •253 respondents
Average Length: 28 Minutes
Sample:
•Madison County residents •18+ years old •If student, year-round resident
Weighting Procedure: •Data was weighted on gender within age, to
reflect population percentages excluding the student population at BYU-Idaho.
Screening
600: Quality of Life
700: Confirming Values
Ladder:
•Attributes
•Functional benefits
•Emotional benefits
800: Economy and growth
900: Ideal community
950: Future development
1000: BYU-I
Demographics
Questionnaire
Flow
4 5
UNDERSTANDUNDERSTAND
EXECUTIVE SUMMARY
Pg. 3
Key Findings
Pg. 4
•Madison County residents love where they live and the high quality of life it provides:
•Madison County residents view their quality of life far more favorably than rest of the country—among highest measured in regional visioning.
•Moreover, most residents believe the quality of life for future generations is promising—again, much higher than in the rest of the country.
•The large majority of residents feel things in their local communities are headed in the right direction.
•Positive things far outweigh negative factors about life in Madison County.
6 7
Key Findings
Pg. 5
•The “family friendly environment with
strong values” is the key factor underlying what residents value most about life in Madison County. In
addition, the “small town feel” and “strong sense of community”
contributes to a feeling of “safe community”. Enjoying the outdoors and the high quality educational
opportunities also exert a positive impact on the quality of life of
residents.
•The weather and the inaccessibility to entertainment/shopping and jobs are
factors which exert the greatest negative impact.
Key Findings
•The sense of peace of mind, security, and belonging that comes from living in a family friendly
community with strong values is the dominant positive value of the people of Madison County.
•For some, there is concern over the
lack of jobs and the high cost of living which forces some residents (or their children) to live a lower quality of life and robs them of a sense of peace of mind and security.
Pg. 6
8 9
Key Findings
Pg. 7
•For the large majority of residents, the opportunities and possibilities that
accompany growth in the region are believed to be a good thing. Accordingly, most believe growth should be encouraged and fostered.
•Importantly, in light of the growth
occurring in the region, the large majority of residents recognize the importance of planning and investing in the future.
•There is significant support for some
growth-related strategies:
•Locating student housing near the university
•Encouraging a range of housing options
•Preserving agricultural land and open space by concentrating growth in developed areas
•Locating jobs/shopping near where people live
•More walkable neighborhoods
Key Findings
Pg. 8
•Residents identify a few key projects important to the region:
•Adding more parking near BYU-I
•Improving the base infrastructure (major utilities, broadband, etc.)
•Building indoor recreational centers
•Making it easier for people to get around on foot, bike, car…
•Planning more shopping and community retail
•Regarding New University Housing…
•Preference for new single student housing to be within walking distance south and east of campus
•Preference for new married student housing is spread it around the town.
10 11
Key Findings
Pg. 9
•The relationship between BYU-I and the Region is strong and positive:
Benefits:
•Provides focus on importance of education in the community
•Contributes to strong values of community
•Provides economic engine
•Creates pipeline for well educated workforce
•Increases culture, arts, activities
Concerns:
•Increased traffic congestion
•Safety for large pedestrian population
•Need for community involvement in University decisions that impact community
•Need to plan for increased student growth
UNDERSTAND
QUALITY OF LIFE
Pg. 10
12 13
Quality of Life Far Above Rest of the
Nation
8.1
1
0
9
8
7
6
5
4
3
2
1
BASE: All Respondents (n=253) Q600.Thinking about the overall quality of your life here in Madison County, please imagine a
ladder with ten steps representing the “ladder of life." Let's suppose the top of the ladder, the tenth step, represents the best possible life for you; and the bottom, the first step, the worst possible life for you. On a scale of 1 to 10, on which step of the ladder do you personally stand at
the present time?
Quality of Life for Future
Generations
BASE: All Respondents (n=253) Q620. Thinking about the quality of life that will be here
for your or your friends’ children and grandchildren, do you see their quality of life in Madison County increasing or decreasing in the future?
Best
possible
life for
you
Worst
possible
life for you
Pg. 11
Decreasing
23%
Increasing
77%
US Average
US
56% Decreasing
44% Increasing
People Highly Confident about Direction of
Community
Right
Direction
80%
Wrong
Track
16%
Not Sure
4%
Direction of Local Community
Pg. 12
BASE: All Respondents (n=253)
Q630. On another subject, do you feel things in your own community today are going in the right direction or do you feel things have pretty seriously gotten off on the wrong track?
US
29% Right Direction
54% Wrong Track
17% Not Sure
14 15
Benefits of Living in Madison County Far
Outweigh Negatives
Pg. 13 BASE: All Respondents (n=253)
Q635. Thinking about all the positive and negative aspects about the quality of life here in Madison County, what percentage of things would you classify as positive? What percentage is
negative??
Positive
78%
Negative 22%
Percent of factors influencing
quality of life
Positive 83%
Negative
17%
Most influential factor positive or
negative?
BASE: All Respondents (n=253)
Q702. Now, thinking about the positive and negative factors that have the most impact on your quality of life, which one has the most significant impact on your quality of life overall?
In most regions, this falls into the 2:1 – 3:1 Positive to Negative range
Most Impactful Quality of Life Factors
Pg. 14
61%
15%
7%
6%
5%
3%
2%
1%
Family friendlyenvironment with strong
values
Safe community / low
crime
Rural / small town feel
Outdoor recreation
opportunities / enjoying theoutdoors
High quality educationopportunities
Strong sense of community
Open spaces
Other
Most Positive Impact
29%
23%
14%
8%
6%
6%
5%
5%
4%
Harsh weather / wind
Not many jobs / work
opportunities available
Shopping isn't close oraccessible / far from major
major shopping areas
Not many entertainment
options
High cost of living (food,fuel prices)
Lack of diversity
Lack of infrastructure (likebroadband, major utilities,
etc.)
Other
Lack of academic rigor atthe K-12 levels
Most Negative Impact
BASE: All Respondents (n=253) Q700. The people of Madison County have mentioned many factors—both positive and negative—that contribute to or detract from their quality of life. Thinking about the quality of life in Madison
County where you live, please identify which one of the following factors has the most positive impact on the overall quality of life for you personally.
Q701. Still thinking about the quality of life in Madison County where you live, please identify which one of the following factors has the most negative impact on the overall quality of life for you personally.
16 17
UNDERSTAND
ECONOMY AND
GROWTH
Pg. 15
High Growth Rate Seen as a Good Thing
Pg. 16
BASE: All Respondents (n=253)
Q855 As you may have heard or read, Madison County’s growth trends sit well above the national
population growth rate and the Idaho state population growth rate according to the initial 2010 census. Do you think that is a good thing or a bad thing?
78%
22%
Good thing Bad thing
Opinion on Madison County’s High
Growth Rate
NOT THE SAME AS OTHER REGIONS
18 19
Future growth/change is thought to make
things better
Pg. 17
21%
49%
7%
15%
8%
A lot better A little better Neither A little worse A lot worse
Opinion on Future Growth
BASE: All Respondents (n=253) Q875. Most people see both positive and negative aspects of the changes taking place in the
region where you live. Based on your own personal feelings, do you believe future growth in the region where you live will make things better or make things worse?
70%
Better
23%
Worse
17% 38% 10% 15%
20% Utah
11% 35% 18% 23%
13% WY
Neighboring States
Strong Preference to INVEST in the
Future
Pg. 18
BASE: All Respondents (n=253)
Q870. There are two approaches to how people look at the resources a region has and the future of that region. Which of the following best reflects your own personal feeling?
Save
30%
Invest
70%
“Tomorrow’s sunny
future is made
possible by today’s
planning and
investments.”
“Use it up, wear it out,
make it do or do
without.”
20 21
Strong Preference to Encourage
Growth
Pg. 19
Limit
19%
Encoura
ge 79%
Neither
2% Mr. Smith believes that
growth in the region, if
done right, will bring many
benefits and advantages
to the people in this
county. Mr. Smith
believes that growth
should be strongly
encouraged and
fostered.
Mr. Jones believes that
growth of any kind in
the region will
jeopardize the quality
of life for the people in
this county. Mr. Jones
believes that growth
should be strictly
managed or limited.
BASE: All Respondents (n=253) Q885. Below are the opinions of two hypothetical residents. Please indicate which opinion
comes closest to your own. Is your opinion more like Mr. Smith or more like Mr. Jones?
Encourage
Limit
Envision Utah 57%
38%
WY 65%
29%
SD 49%
38%
UNDERSTAND
IDEAL COMMUNITY
Pg. 20
22 23
Pg. 21
BASE: ALL QUALIFIED RESPONDENTS (Q99/1) Q905 Please imagine your ideal community. Now, thinking about that
community, please indicate the distance you would prefer to have between the place you live and each of the following:
•Most residents like to keep church closest, with emergency
services, and other daily errand locations also nearby.
UNDERSTAND
FUTURE GROWTH
STRATEGIES
Pg. 22
24 25
Uncer
tain
5%
7%
7%
5%
9%
12%
17%
14%
Support of Growth Strategies
Pg. 23
BASE: All Respondents (n=253) Q960 How much do you agree or disagree with the following growth strategies for the region where
you live in Madison County? Please note that these strategies are not mutually exclusive.
4%
5%
5%
9%
10%
10%
11%
20%
2%
2%
1%
1%
1%
1%
3%
6%
7%
6%
11%
12%
12%
11%
23%
56%
69%
44%
59%
54%
60%
58%
52%
32%
17%
43%
25%
25%
16%
14%
12%
88%
86%
86%
84%
79%
76%
72%
64%
Locating housing for students near theuniversity
Encourage a range of housing options
Preserving agricultural lands and open
space by growing in developed areas
Locating new jobs and shopping close towhere people live
Making it convenient to walk or bike toneighborhood stores, businesses, and
schools
Locating new growth in the existing
towns
Locate growth along major transportation
corridors
Providing public transportation options
n Strongly Disagree n Disagree n Agree n
Strongly Agree
Importance of Various Projects to the
Region
Pg. 24
BASE: All Respondents (n=253)
Q965 Thinking about the projects, renovations, new elements, or considerations for future growth
and development of Madison County, please tell me how important each of the following is for the region. Please use a scale where a '1' means not at all important and a '10' means extremely
important:
21%
22%
22%
24%
26%
26%
27%
29%
30%
32%
32%
33%
35%
42%
43%
50%
57%
0%10%20%30%40%50%60%
More attractive visual entries into…
Improving highway access to…
Increasing outdoor venues for…
Expanding airport
Connecting parks and recreation…
Adding housing around university
Renovating the old jr high property
Developing senior living facilities
Revitalizing Main St.
Developing entrepreneurial center
Adding route into Rexburg from…
Completing University Blvd.…
Planning more shopping/retail in city
Making it easier for people to get…
Building indoor recreation centers
Improving base infrastructure
Adding more parking near campus
Top 3 Box: Important
26 27
UNDERSTAND
CONFIRMING VALUES
LADDER
Pg. 25
Values-Based Strategic Hinge
There is a “strategic hinge” which exists, linking the attributes and benefits of life in Madison County to the people
Identifying the rational and emotional drivers of this hinge is the purpose of “values” research.
Reason
Emotion
Pg. 26
28 29
Key Stakeholder
Madison County
Attributes
Functional Benefits
Emotional Consequences
Values
Strategic Hinge: Levels
Pg. 27
73%
6% 6% 4% 4% 4% 2%
Summary: Madison County Resident Values
Pg. 28
30 31
Key Stakeholder
Madison County
-Family friendly environment
with strong values
-Safe community with low crime
-Friendly people who
look out for each other
-Sense of community
-My family and I feel safe
-Peace of mind
-Security
Caring and Safe Community
(73%)
Pg. 29
-Strong, close-knit
community
-Belonging
-Security
People in Madison County enjoy the strong values of a small town, family friendly place where people look out for and care about each other. This creates a sense of community and a feeling of security and belonging.
Key Stakeholder
Madison
County
-Lack of jobs
-High cost of living
-I can’t earn enough
-I’ll have to leave the
area
-I can’t provide for myself
and my family
-I can’t afford to do the things
that are important to me
-Peace of mind
-Security
Economic Security (6%)
Pg. 30
The lack of jobs and the high cost of living in Madison County forces some residents (or their children) to live a lower quality of life and robs them of a sense of peace of mind and security.
32 33
Key Stakeholder
Madison County
-Outdoor rec. opportunities
-Open spaces
-Spend time with
friends/family
-Options to do the things
I enjoy most
Quality of life
-Peace of mind/Happiness
-Freedom
Outdoor Recreation Opportunities (6%)
Pg. 31
Proximity to great
open spaces and
recreational
opportunities help
people do the
things they enjoy
most and spend
good times with
family and friends in
a high quality of life
of freedom,
happiness and
peace of mind
UNDERSTAND
BYU-IDAHO
Pg. 32
The relationship between BYU-I
and the Region is strong and
positive
34 35
Importance of Benefits of BYU-I to the
Community
Pg. 33
BASE: All Respondents (n=253) Q1000 The BYU-Idaho campus, faculty and student body are important parts of life in Madison
County. I am going to read you a list of benefits they provide the community. Please assess each one in terms of how important that benefit is to you personally. Please use a rating scale where '1' means
not at all important and '10' means extremely important
8.0
8.0
7.7
7.5
7.4
6.9
6.9
1 2 3 4 5 6 7 8 9 10
Provides a focus on the importance of
education in the community
Contributes to the strong values of ourcommunity
Provides an economic engine for the
region
Creates a pipeline for a well educated
workforce
Provides increased culture, arts andactivities
Generates a strong core of new ideas
and future entrepreneurs
Contributes to a more diversified
population
Importance to Me Personally
Not at all
important
Extremely
important
Significance of Concerns about BYU-I
Pg. 34
7.2
6.8
6.8
6.5
6.5
6.2
4.9
1 2 3 4 5 6 7 8 9 10
Increased traffic congestion
Safety for the large pedestrian
population
Community involvement in the
University decisions affecting the
community
Planning for increased student growth
Creating a common vision of the future
for the University and the community
The location of new student housing
The lack of involvement by the studentpopulation in the community
Significance to Me Personally
Not a
concern
for me at
all
Very
significant
concern
BASE: All Respondents (n=253) Q1005 Now let’s think about this relationship a little differently. I’m going to read you a list of concerns
that have been raised about having the BYU-Idaho here in Madison County. Please assess each of the concerns in terms of how significant of a concern it is for you personally. Please use a rating scale
where '1' means not a concern for me at all and '10' means a very significant concern for me:
36 37
How can BYU-I add value to the community
for the future
Pg. 35
BASE: All Respondents (n=253)
Q1010 Looking to the future of Madison County and its relationship with BYU-Idaho, 5, 10, even 20 years down the road, there are things that BYU-I could do to add value to the community. Please
assess each of the following in terms of the priority BYU-Idaho should put on adhering to, solving or avoiding each item. Please use a rating scale where '1' means not at all important and '10' means
extremely important and critical to the future of Madison County:
7.7
7.5
7.4
7.2
7.0
6.9
1 2 3 4 5 6 7 8 9 10
Be transparent as they work withcity/county officials
Be active and cooperative in planning
that directly involves the city/county
Be a strong contributor to
infrastructure development
Be a partner in the overall economicdevelopment for city/county
Provide opportunities for public
participation to and from university
events
Encourage student/faculty involvement
in community issues
Importance to the Future of Madison
County
Not at all
important
Extremely
important
How can the community add value to BYU-I
for the future
Pg. 36
BASE: All Respondents (n=253) Q1015 Looking to the future of Madison County and its relationship with BYU-Idaho, 5, 10, even 20 years down the road, there are things that the community could do to add value to BYU-Idaho.
Please assess each of the following in terms of the priority the community should put on adhering to, solving or avoiding each item. Please use a rating scale where '1' means not at all important and '10'
means extremely important and critical to the future of Madison County:
7.9
7.4
7.4
7.3
7.0
6.9
6.1
1 2 3 4 5 6 7 8 9 10
Proactive long term county planningfor university growth
Create opportunities for student/faculty
volunteering and service to community
Develop more walking and bike paths
so not as many students need cars
Be a partner in creating student basedemployment opportunities
Be a constructive partner in solving
university challenges
Create a greater sense of common
identity and history for the university
and community
Create more recreational opportunities
for students
Importance to the Future of Madison
County
Not at all
important
Extremely
important
38 39
Walking
distance
35%
60%
5%
Walking distance N 21%
Walking
distance SE
44%
Walking
distance W 11%
18%
6%
WHERE TO PUT NEW HOUSING
Pg. 37
BASE: All Respondents (n=253) Q1020. There’s been discussion about where to put new BYU-Idaho student housing. Thinking about potential locations
where new single student housing might go, which of the following make the most sense:
Spread out around town
Some other location
Single student housing
Married student housing
UNDERSTAND
DEMOGRAPHICS
Pg. 38
Single student housing
Married student housing
4140
Demographic Data Pg. 39
Years in Madison
County
<5 7%
5-10 16
%
11+ 77
%
MEAN number of years 24.
6
Majority of Life in
Madison County
Yes 58
%
No 42
%
Type of home
Detached single family
home
86
%
Attached town
home/Duplex
4%
Condo/Apt 5%
Mobile home 4%
Own/Rent
Own 87
%
Rent 9%
Don’t know 3%
Refused 1%
Employment status
Employed 60
%
Not employed 39
%
Race/Hispanic Origin
Hispanic 1%
White 94
%
Black -
Asian -
Native Hawaiian or other
Pacific Islander
(non-Hispanic)
-
Multi-race, non-Hispanic 1%
All other, non-Hispanic 1%
Marital Status
Single, never married 13
%
Married 77
%
Divorced 3%
Separated -
Widow/Widower 5%
Living with partner -
Education
HS or less 15%
Some college 42%
College 24%
Post grad 18%
HH Income
<$25K 13%
$25K-<$75K 47%
$75K to <$100K 20%
$100K+ 13%
Adults in HH
1 16%
2+ 82%
MEAN number of adults 2.3
Children <18 in HH
0 48%
1-2 21%
3-4 20%
5+ 8%
MEAN number of children 3.0
Workshop Poll Results
These polls were conducted during Envision Madison workshops
and through online surveys.
42 43
Envision Madison Workshop and On-line Poll Results
18%
27%
30%
25%
What should be the general pattern for most new development?
Where will most people live and work?
Large lot Cluster Town City
7%
8%
31%
54%
How important is the following idea to you?
Keep housing reasonably priced
Not important Somewhat important Important Very important
6%
11%
31%
52%
How important is the following idea to you?
Alleviate traffic congestion
Not important Somewhat important Important Very important
3% 8%
30%
59%
How important is the following idea to you?
Improve base infrastructure - like major utilities, broadband, etc.
Not important Somewhat important Important Very important
44 45
12%
19%
32%
37%
How important is the following idea to you?
Provide more opportunities for bike/walk commutes
Not important Somewhat important Important Very important
9%
14%
36%
41%
How important is the following idea to you?
Reuse underutilized land and buildings (infill and redevelopment)
Not important Somewhat important Important Very important
21%
27% 32%
20%
How important is the following idea to you?
Build neighborhoods with larger yards
Not important Somewhat important Important Very important
22%
31% 25%
22%
How important is the following idea to you?
Provide convenient and reliable public trasportation
Not important Somewhat important Important Very important
46 47
7% 9%
30%
54%
How important is the following idea to you?
Retain viable agricultural land
Not important Somewhat important Important Very important
9%
11%
32%
48%
How important is the following idea to you?
Enhance recreational opportunities
Not important Somewhat important Important Very important
8%
10%
29%
53%
How important is the following idea to you?
Maintain/expand strong downtowns for shopping and jobs
Not important Somewhat important Important Very important
7%
5%
24%
64%
How important is the following idea to you?
Preserve scenic beauty
Not important Somewhat important Important Very important
48 49
11%
18%
36%
36%
How important is the following idea to you?
Have development grow next to existing devlopment
Not important Somewhat important Important Very important
29%
31%
29%
11%
How important is the following idea to you?
Have dispersed development
Not important Somewhat important Important Very important
17%
24%
29%
30%
How important is the following idea to you?
Expand trail network
Not important Somewhat important Important Very important
4%
6%
23%
67%
How important is the following idea to you?
Coordination of local governments and university to address growth
issues
Not important Somewhat important Important Very important
50 51
4% 3%
14%
79%
How important is the following idea to you?
Create high quality jobs
Not important Somewhat important Important Very important
5%
18%
7%
2% 7%
25%
13%
14%
9%
Which type of job growth are you interested in pursuing in Madison
County?
Agriculture High tech
Light manufacturing/Fabrication Heavy industrial
Manufacturing/Distribution Professional/Corporate
Recreation/Tourism Commercial/Retail
Education/Educational Resources
Town Hall Poll Results
These polls were conducted during Madison County town hall
meetings.
52 53
ENVISION MADISON TOWN HALL POLL RESULTS
0%2%4%6%8%10%12%14%16%18%
Work together to determine where student
housing will go.
Sponsor joint university/community events that
include bringing residents on campus.
Work together to improve our infrastructure
(broadband? bus? other?).
Use University talent to grow related industries for
the community.
Create a joint campaign to attract jobs for
students.
Expand student volunteering, service, and
internship opportunities in the community.
Expand community recreation & use it to keep
students in the area on evenings & weekends.
Work together to revitalize downtown by bringing
students and jobs to the area.
If the community and University created a structure to
address important issues and to propose strategies to
improve the relationship, which three strategies would be
most important to you?
0%10%20%30%40%
Communicate electronically by cross-posting
information on the university and local
government websites.
Increase contacts between representatives of the
university and government officials and staff.
Ask the university to regularly communicate
through existing groups or entities such as
neighborhood associations, professional groups,
and service clubs.
Form standing committee(s) consisting of
community members, university representatives,
and students to discuss actions aimed at
implementing the strategies in the previous
question.
As you think about improving the relationship between the
community and BYU-I, rank the top three in order of
effectiveness.
0%5%10%15%20%25%30%35%40%45%
Build outdoor sports complexes to allow
hosting of regional tournaments and provide
economic benefit to our community. ($1.5
million)
Build an indoor athletic complex to provide
more recreation opportunities ($3.9 million)
Relocate the fairgrounds and make it a
regional events center ($6 million)
Use the old fairground property to enhance
recreation and expand the open green belt
area along the river.
Thinking about your current recreational opportunities and
future recreational needs, what type of recreational facility
is most important to you and your family?
0%10%20%30%40%50%
Fund it as a joint effort between the cities,
county, and the school districts
User fees and subsidies from local taxing
entities
A bond or special recreation district
In addition to grant money, which strategy do you most
support to fund a new recreational facility?
54 55
0%5%10%15%20%25%30%
Strengthen existing education and agriculture
industries
Leverage Madison’s connection to BYU-Idaho
as a strong economic driver and strengthen
the university, local government, and
community working relationship
Explore opportunities in professional and
business services industry
Strengthen small job clusters that
compliment our current job base (e.g. Leisure
& Hospitality, Information, Construction,
Manufacturing)
There are a number of choices that we could make to attract
more jobs to Madison County. Please rank the following
choices by how important/effective you think they would be
in creating good jobs in the community.
0%10%20%30%40%
Improve broadband infrastructure
Improve other infrastructure such as natural
gas and electrical
Upgrade our municipal airport and upgrade
East Idaho Hub in Idaho Falls
Promote tourism (with BYU-I)
There are a number of strategies that could be used to
attract more jobs to Madison County. Choose the following
strategy that you think would best help create good jobs in
the community.
0%10%20%30%40%50%
Development patterns are somewhat more
compact (fewer 2, 5, & 10 acre lots)
Housing generally disperses along new roads
Development patterns include more housing
choices with some small lots and townhomes.
Encourage most growth within Rexburg and
Sugar City and mix appropriate uses
There are many ways which a community can grow over
time. Which of the following general growth patterns is most
appropriate for your community?
0%10%20%30%40%
Larger lots spread throughout the cities and
county.
Medium to large lots clustered in areas with
other single family housing.
Mix of small to large lots and some
townhomes clustered together in the cities
and county.
Mix of small to large lots and some
townhomes clustered together near Rexburg
and Sugar City.
In your opinion, what is the best development pattern for
permanent resident housing in the community?
56 57
0%10%20%30%40%50%60%
Surrounding the university and mostly within
a 15-minute walk of campus.
Southeast of the university and within a 5-
minute walk of campus (and a drive to most
other things).
Surrounding the University, with appropriate
uses, such as office space, that provide
student job opportunities, and BYU-I uses.
Students are within a 5- to15-minute walk of
campus.
Extending from the University to near Main
Street, with appropriate uses, such as office
space, that provide student job opportunities,
and BYU-I uses. Students are within a 15-
minute walk of campus.
In your opinion, where would single student housing best fit
into the community?
0%5%10%15%20%25%30%35%
In and near downtown
Spread throughout southwest Rexburg
Mixed in neighborhoods.
Clusters located throughout Rexburg
In your opinion, where would married student housing best
fit into the community?
0%5%10%15%20%25%30%
Strongly Agree
Agree
Somewhat Agree
Neutral
Somewhat Disagree
Disagree
Strongly Disagree
The energy of BYU-Idaho’s future growth should be focused
to help restore Rexburg’s historic down town.
0%5%10%15%20%25%30%
Strongly Agree
Agree
Somewhat Agree
Neutral
Somewhat Disagree
Disagree
Strongly Disagree
Rexburg and BYU-Idaho should work together to reduce the
cost of living for BYU-I students (and their parents).
58 59
0%5%10%15%20%25%30%35%
Don't move it.
Move it - Convert the land to industrial
uses.
Move it - Convert the land to a park for
regional recreation.
Move it - Create a tourism area with
hotels, restaurants, other related
amenities.
If the current airport were moved, the vacant land could be
developed in another way. How would you like to see the
land at the airport used?
0%10%20%30%40%50%60%
Move it - Convert the land to single family
housing.
Don't move it.
Move it - Convert the land to married
student/community housing.
Move it – Convert it to a recreation area
such as a park.
If the current fairgrounds were moved the vacant land could
be developed in another way. How would you like to see the
land at the fairgrounds used?
10%15%20%25%30%35%40%
A bus system
More and wider roads
Bike and walking paths
Rank in order of preference which mode of transportation
should be the highest priority for future public investment.
0%5%10%15%20%25%30%35%40%
No second bridge is needed
Locate a new bridge east of Rexburg
Locate a new bridge in Rexburg near the
current fairgrounds and airport
Build both bridges
One strategy for alleviating traffic congestion in Rexburg is to
construct an additional bridge across the river as an
alternative to 2nd East. Would you support construction of a
bridge, and if so, where?
60 61
0%10%20%30%40%50%
Hotel, restaurant, and other services
should locate in place of the airport
Hotel, restaurant, and other services
should locate in downtown Rexburg
Hotel, restaurant, and other services
should locate at highway interchanges
North or South of Rexburg
Where would you like new tourist facilities like hotels,
restaurants, and other services to be located?
0%10%20%30%40%50%60%70%
No trails should be constructed
Trails should mostly be in the form of
bike lanes on roads for commuting
Bike paths and walking trails should be
created primarily to connect regional
recreation areas
Bike paths and walking trails should be
created to provide access to local parks
and to get around town
As we grow, how much emphasis should be placed on
developing bike and walking trails in your community?
0%10%20%30%40%50%60%
Small offices and other businesses
should be in and near neighborhoods
Most new stores and businesses should
be along 2nd East and Highway 20
interchanges
Jobs should be near the University and
downtown to strengthen that area
A mixture of all three
When thinking about the jobs that we will need for our
children and grandchildren, where would these jobs best fit
into the community?
62 63
Appendix B
Eastern Idaho Entrepreneurial
Center Student Reports
1 | Page
Envision Madison
Best Practice Analysis
July 18, 2013
Research Team: Lacie Stevenson, Cynphony Mackay, Daniel Kinghorn, David Forman,
Derek Toone, Jake Hess
These reports were prepared by students from the
Eastern Idaho Entrepreneurial Center in behalf of the Envision Madison project.
64 65
2 | Page
EXECUTIVE SUMMARY
The scope and purpose of the project is defined and the methodology explained. The
literature review provides several trends, both positive and negative, for town and gown
relationships. The literature review also offers insight through case studies and survey
data on the establishment of entrepreneurial centers, students working within the
community, planning and zoning recommendations, local-based research, sporting and
cultural events, payment in-lieu of taxes, and community outreach efforts.
The findings from the survey are analyzed and summarized. Trends point to the
establishment of business development centers/incubators, students performing work
in the community via internships and volunteer programs, and both community and
university events that bring in more business through tourism dollars spent.
Recommendations are given according to the most effective trends found in the
literature review and survey data. The following recommendations are organized from
greatest to least effective trends for Rexburg, Idaho:
1. Entrepreneurial development centers.
2. Students contributing to the community through internships, service learning,
and volunteer programs.
3. Planning and zoning.
4. Local purchases.
5. Musical and cultural events.
3 | Page
TABLE OF CONTENTS
Executive Summary ....................................................................................................................................... 2
Table of Contents .......................................................................................................................................... 3
Scope & Purpose ........................................................................................................................................... 4
Methodology ................................................................................................................................................. 5
Literature Review .......................................................................................................................................... 7
Local Business Improvement Projects ...................................................................................................... 7
Students and the Community ................................................................................................................... 8
Planning and Zoning: The University of Cincinnati ................................................................................... 8
Planning and Zoning: Noted Trends from Various Case Studies ............................................................ 11
Internal Restructure ................................................................................................................................ 14
Events .................................................................................................................................................. 15
Tax-Exempt Status .................................................................................................................................. 15
Managing Spillover Effects ...................................................................................................................... 16
Communities Contributing to the University .......................................................................................... 17
Survey Findings ........................................................................................................................................... 20
Recommendations ...................................................................................................................................... 27
References .................................................................................................................................................. 28
Appendix A .................................................................................................................................................. 30
Case Study Interviews ............................................................................................................................. 30
Scott Ford, Executive Director of Community Investment, South Bend, Indiana ............................ 30
Mark Welch, Director of Community Relations, Murray State University ....................................... 31
Appendix B .............................................................................................................................................. 33
Survey Responses.................................................................................................................................... 33
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66
67
69
69
70
70
73
76
77
77
78
79
82
89
90
92
92
92
93
95
95
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SCOPE & PURPOSE
Envision Madison and the community are preparing for increased student enrollment
and economic growth. To prepare for that growth, extensive collaboration with Brigham
Young University-Idaho (BYU-I) is required. The Eastern Idaho Entrepreneurial Center
(E Center) and research team were hired to research effective trends between university
and community relationships. To do this, the team focused on compiling a literature
review consisting of previous studies and surveys pertaining to town and gown
relationships and distributing a survey to university and community public relation
representatives.
Key research questions included:
1. Which communities are applicable to Rexburg?
2. What are the most common trends among surveyed college towns?
3. Which trends are feasible for Rexburg?
4. How do communities and universities generally collaborate with each other?
5. How do universities strengthen the community (i.e. the economy, the social
atmosphere, community growth)?
6. How do communities strengthen universities (i.e. shared resources, financial
support)?
The survey contact list was made of university staff members that communicate directly
with their respective communities and local government and was also made of
community staff members that collaborate directly with their respective universities.
5 | Page
METHODOLOGY
The research team recognized the importance of conducting a literature review before
constructing and distributing a survey to aid in the understanding of town and gown
relationships. The analysis of town and gown literature was given first priority to
determine applicable studies or surveys previously done that apply to the project’s scope
and purpose.
To write the literature review, scholarly articles were collected from the Academic
Search Premier (EBSCO) database from the David O. McKay Library. Twenty scholarly
articles were read and ten were designated as applicable to the town and gown
relationship between Rexburg and BYU-Idaho and analyzed for use in the literature
review and guiding the framework of the survey. Five more sources were included for
their informational value for a total of fifteen sources in the literature review.
Case studies applicable to BYU-I found in the literature review were expanded upon
through phone interviews. Phone interviews were conducted with the following people:
1. Scott Ford, Executive Director of Community Investment, South Bend, IN
2. Jessica Sorenson, Contracting & Supplier Relationship Administrator, Brigham
Young University-Idaho
3. Mark Welch, Director of Community Relations, Murray State University
All interviews with the previously mentioned persons are found in the appendix.
The survey was written in two main parts: community public representatives and
university public representatives. The questions were the same in purpose, but were
worded differently to receive all exhaustive perspectives of town and gown relationships.
The questions were written to determine how communities and universities interact
with each other, what future development plans they have, and what they do to develop
the economy and how they work to meet each other’s needs.
Candidates were selected based on the student enrollment and population of their
community. Universities with a student enrollment of 35,000 people or less in
communities of 100,000 people or less were compiled into a spreadsheet. The research
team contacted 200 of these communities and distributed the survey to staff members
who dealt directly with town and gown relationships. These departments include:
chamber of commerce, planning and zoning, communications, and finance.
For the survey contacts that worked in the community, nine completed the survey. For
the survey contacts that worked in the university, eighteen completed the survey for a
total of 27 completed surveys. The complete survey and its answers can be found on
page 32 of the appendix.
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6 | Page
After analyzing the primary and secondary research, positive trends found for town and
gown relationships were ranked in order of most effective to least effective trends
applicable to Rexburg.
Recommendations were given according to compatibility with the Rexburg community.
The most effective trends recommended are:
Local business development initiatives;
Students contributing to the community through internships and beneficial
projects;
Planning and zoning buffers between students and residents;
And local purchases.
7 | Page
LITERATURE REVIEW
Even the most cohesive relationships between university and community experience
tension. Though there are several influencing factors that inhibit collaborative unity,
ranging from property tax-exemption to building expansion and neighborhood
deterioration, there are several valuable principles gleaned from case studies that give
guidelines for what makes an operable and beneficial relationship. This literature review
provides insight into which trends work and which ones don’t in building and
strengthening communities.
Local Business Improvement Projects
Universities can reach out to communities through counseling and researching for
businesses. For example, Michigan State University researches ways to create and
develop local business ventures. Their main focus lies in connecting businesses to local
resources and jumpstarting relationships with licensees and companies. MSU
Technologies is a program that combs through university research to find ideas that
have the potential to achieve commercial viability. If they find the project is feasible, the
employees will work with the researchers to move that idea into the startup phase with
local and regional development agencies, keeping the new businesses in Michigan. Most
of this research is focused on renewable energies.1
Several initiatives similar to the Eastern Idaho Entrepreneurial Center (E Center) in
Rexburg, Idaho are improving town and gown relationships nationwide. The E Center
assists existing businesses and starter businesses similar to how Montana State
University has provided over 10,000 hours of consulting to 40 local companies.2
In another example, the University of Central Florida’s Center for Community
Partnerships collaborated with local governments, law enforcement, community
organizations, hospitals, and the public defender to review the Central Receiving Center
for adults with mental illness and drug addictions. The six-month operation included
site visits, interviews, data collection, analysis, and a final report to the Center’s
governing board. This provided the opportunity for students to gain real-world
experience while giving back to the community.3
1 (Daley, 2009)
2 (Daley, 2009)
3 (Martin, 2005)
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8 | Page
Students and the Community
A university can contribute to the community through its students. There are learning
opportunities for every university major within local businesses, programs, and
establishments throughout the community. Communication students can manage and
develop services in media outlets such as local newspapers, local radio stations, and
even the local TV news.4
Biology students can contribute to research conducted in clinics and labs;
Health-science students can shadow nurses and doctors in emergency rooms;
Education majors can be teacher’s assistants at elementary schools;
Culinary students can learn managerial skills at restaurants;
Business majors can become assistant managers at retail developments.
Bringing in big projects from the community into the classroom provides valuable
hands-on experience, internship opportunities, and respectable skills to prepare for
careers. Northwestern University began an extensive project with one of their
architecture classes to build mixed-used centers in the Jamaica Plain neighborhood of
Boston. This complex project incorporated demographic studies, financial plans, and
community needs. Not only did this provide work experience to students, but it also
taught the components of collaboration among coworkers and built relationships
between the university and the community.5
Not all work in the community needs to be for classroom credit; students and faculty
can organize extra-curricular volunteer programs for leadership and teamwork
experience to be used in resumes and professional portfolios. The College of William
and Mary in Williamsburg, Virginia established a tutoring program for elementary
school children in their community. One hundred students from the university were
able to positively influence academic achievement in the community’s elementary
schools.6
Planning and Zoning: The University of Cincinnati
4 (Taylor, 2002)
5 (Martin, 2005)
6 (Martin, 2005)
9 | Page
As student enrollment grows, so do the university’s property holdings. When the
university has neighborhoods and local businesses surrounding it, it has to either build
skyscrapers or buy up local homes and stores to redevelop. The University of Cincinnati
spent nearly a century buying up more and more land around it without considering the
effects it would have on the community or planning ahead for future growth. The
demand for student rentals and renting older homes increased and became a return-on
investment business with great cash flows, but that later created more problems than it
was worth. In short, Cincinnati built too many homes too fast for nearly a century.7
The suburbs boomed and an interstate system was built, further shrinking the urban
housing stock. Thousands of families relocated to inner-city areas close to the university
and new street grids consumed neighborhoods and parks. These unplanned zoning
modifications made it impossible to walk between the two halves of campus. With over a
half mile of streets, recreation fields, and older housing, this unorganized labyrinth
made it difficult for both students and residents to navigate the community.8
Businesses that couldn’t keep up with the ever-changing tastes and needs of more and
more students, were forced to shut down and relocate to the suburbs. These businesses
were replaced by fast food outlets and low-end retails and services. Older homes were
diced up to accommodate three to four times the number of original occupants. Because
of the lack of open land, new development meant demolition of neighborhoods and
businesses. By 1990, the university was surrounded by an unhealthy and unattractive
neighborhood.9
The four major problems identified from the University of Cincinnati were:
1. The building boom from the 60’s - 80’s consumed too much open space on
campus;
2. Students preferred open, suite style apartments rather than the compact,
dense layout;
3. The growth of research departments meant more labs built; and
4. There was no more land for housing students or developing.10
The University realized that these problems needed to be fixed quickly before the entire
community fell apart. A planning and zoning committee was set up between town and
gown with new limitations established. It was decided that the encroaching campus
needed to be rebuilt with the land it already owned. Should more land be bought for the
university, it needed to be bought for 30 to 50 years growth in the future, reducing the
7 (McGirr, 2003)
8 (McGirr, 2003)
9 (McGirr, 2003)
10 (McGirr, 2003)
72 73
10 | Page
demolition of neighborhoods and frustrations in the community with a constantly
changing road system.11
The university began fixing the land availability problem by building parking garages
and turning the parking lots into more buildings and open space. They remodeled their
current buildings to be taller rather than having several smaller buildings sprawled
out.12 The next problem to be fixed was the gateway system into the campus, which had
caused more confusion than ease of transportation. Clear entry points were rebuilt and
more signs were put up to increase navigability. This new street system conveyed a
sense of permanence and a fixed relationship with their immediate neighbors,
increasing the university’s popularity with the community. The university was also able
to pave the way towards establishing more credibility and securing more collaborative
efforts for their needs13.
Ten principles that this case study offered were:
1. Don’t expand into a neighborhood if it will destroy its economy and personal
character.
2. The goals of the university and community must be reasonable and feasible
and be pursued simultaneously. They must agree that university districts with
associated communities have market fundamentals for housing, retail, small
business locations, and commercial development.
3. University expansion goals may need to be contracted, leased, or partnered
with private entities in surrounding neighborhoods, always keeping in mind
the community’s needs.
11 (McGirr, 2003)
12 (McGirr, 2003)
13 (McGirr, 2003)
11 | Page
4. Universities need to be willing to recycle the space they already own before
taking more from the community.
5. Universities need to be consistent in their partnership with the community.
6. Voting control of developmental identities need to be held by communities
and business surrounding the university with the university taking a minor
role in the voting.
7. Universities need to be willing to invest by funding and adding on capital to
other investments of private capital.
8. Universities need to be willing to support employee assisted housing
programs.
9. Relationships between the university and community need to be kept open
with differences worked out in advance (the city is neither a good initiator of
problems, nor a referee.)
10. Requests should be realistic and focus on policy support, assemblage
procedures, and traffic engineering.14
Planning and Zoning: Noted Trends from Various Case Studies
Neighborhood residents are principally concerned with the presence and expansion of
students.15 Spillover effects include neighborhoods losing their character from lack of
design coordination and unused properties in time of financial distress. When
universities discover their budget is slimmer than they anticipated, many construction
projects are put on hold, resulting in large, empty spaces and buildings. Neighborhoods
don’t like this because it expresses lack of planning and does not add value to the
community.16
Victoria University at the University of Toronto acquired several properties over the
years to accommodate possible future needs. While controlling the amount of
development along the campus edge was its original goal, the university eventually
established mixed-use centers and then leased the properties to the community. Now
the university receives half of its endowment from real estate.17
Communities will be more likely to make trade-offs in properties during university
expansion for the following reasons: cities want to improve their own public image
architecturally, create positive impacts on the local economy by creating larger and
14 (McGirr, 2003)
15 (Eryilmaz, 2009)
16 (Eryilmaz, 2009)
17 (Kurtz, 2005)
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12 | Page
more advanced buildings, or by attracting a younger and more qualified labor force to
the area.18
A policy focus report was found that highlights various trends that work in collaborating
planning and zoning, and trends that do not work. The summary of these results are
seen in the following table:19
Table 1. Summary of key points in relationship with planning and zoning for University
and Communities
City/Community
Concerns
What Works
What Does Not Work
Social Equity
Efforts to stop neighborhood
deterioration and resident
displacement, and to generate
job opportunities for local
residents and businesses
Ignoring the neighborhood’s
social and economic context
and issues that might affect
local residents and businesses
Spillover Effects
Regulatory and non-regulatory
planning mechanisms that
balance the needs of the
academic and local communities
Lack of planning by
universities
Design
Planning and developing the
campus in ways that blend the
academic and local communities
Development that is out of
character with the
surrounding neighborhood
18 (Eryilmaz, 2009)
19 (Eryilmaz, 2009)
13 | Page
Planning Process A joint planning process that
involves the university, the
community, and the city
Finalizing university land use
and development plans
internally
Leadership
Close involvement of the
university president or other
top-level leaders in developing
and sustaining the commitment
to community engagement
No formal mechanism for
senior officials to work with
the city and community,
except on a non-negotiable
basis
Tax-exempt Status
Recognition of the uneven
distribution of tax burdens
throughout the state
Long-running disputes and
court cases between the
universities and cities over
development projects and
tax-exempt status
A cause of friction in communities is the decrease in property value near student
housing and the accompanying decrease in student/resident relationships.20 People will
be more interested in moving into a college town if residential areas are separate from
student housing.21 One way to implement separation of students and residents is by
planning and developing a buffer between university and community. Universities and
communities collaborating to build two or three blocks of stores, restaurants,
entertainment centers, and similar establishments between students and residents can
reduce unpleasant interactions.
An example of this buffer comes from South Bend, Indiana and the University of Notre
Dame. Scott Ford22 provided a brief history of the relationship between South Bend, IN
and Notre Dame. Both the community and university grew to such a large state that an
overlap of resident and student housing resulted. The university understood that they
needed to devote resources to investing in the community rather than just focus on their
students. To provide the community with an enjoyable overlap, the Northeast
Neighborhood Revitalization Organization (NNRO) was created for the purpose of
20 (Baker-Minkel 2004)
21 (Baker-Minkel, 2004)
22 Executive Director of Community Investment, South Bend, IN
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14 | Page
planning, discussing, and coordinating the social, physical, and economic revitalization
of the Northeast Neighborhood.
The largest project that the NNRO underwent was the Eddy Street Commons. This is a
$250 million development project meant to establish a college town lifestyle center. This
consists of eight to nine stories of both residential and commercial buildings on the
south side of campus.
Internal Restructure
For business expansion and enriching the local economy, supplies and services can be
purchased from the community rather than imported from non-local distributors. BYU-
I currently has a mix of both local and non-local purchases with a greater emphasis on
the latter. Reed’s Dairy in Idaho Falls supplies primarily ice cream to the school and
some other dairy products, but most other dairy foods come from different counties and
states. Milk is driven up from Utah with produce from Salt Lake City. Miscellaneous
food stuffs come from a national distribution warehouse in Boise, Idaho. Office supplies
are a mix of local and non-local purchases as well.23 By focusing more attention on local
businesses and purchasing opportunities, businesses will grow, creating more jobs for
students and bringing a broader diversity of goods and products.24 Paradoxically, when
communities have a broader range of goods and services, the university can increase
local spending.25
An uncommon practice to increase local economic development comes from Murray
State University. Mark Welch described an investment program in an interview that
23 (J. Sorenson, personal communication, June 21, 2013)
24 (Seninger, 1997)
25 (Seninger, 1997)
15 | Page
involves forty partners who contribute $1,000 into the town partnership fund.26 From
this investment, the partners receive some “perks,” but that money is used to reinvest in
community businesses and programs.
Events
College-level sporting events and cultural events that host well-known names, boost
popularity and produce income from merchandise, memorabilia, and entrance fees for
both local and out-of-town visitors. From 1996 to 1997, a survey was taken of student,
employer, and visitor spending at the University of Montana and in the Missoula
community.27 The findings showed that sporting and cultural events benefit both
community and university while improving their relationship. These events bring in
more than 110,000 out of town visitors and $28 million spent at local restaurants and
local entertainment. Sporting event visitors were shown to be more likely to stay
overnight, contributing even more money to the community than cultural event
visitors.28
Tax-Exempt Status
The tax-exempt status of universities decreases potential income for local governments.
Universities are usually granted tax-exemption status from their states due to their
educational purpose, giving them no legal obligation to contribute to city or local
governments through investment income, payout requirements, or federal income tax.29
A community can only contribute so much to sustain its population, and in towns
similar to Rexburg, in which the majority of the population is students and the tax-
exemption holds, the more properties bought, the more developmental community
projects don’t receive their full funding potential.30
To smooth out the wrinkles concerning taxes, universities can set up a voluntary
payment plan to the community. The first to suggest this compensation was Boston and
the city now benefits from one of the most generous voluntary in-lieu tax payments.
Twenty-one educational establishments in Boston31 pay in-lieu taxes along the general
26 Director of Community Relations, Murray State University
27 (Seninger, 1997)
28 (Seninger, 1997)
29 (Association of American Universities, 2013)
30 (Martin, IRS, 2011)
31 (Huckabee, 2011)
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guideline of 25 percent of the standard property tax on new developments and 50
percent for current property holdings.32 Another suggestion is to charge on-campus
dorm students a fee similar to a property tax.33
Managing Spillover Effects
When new properties are bought, residents need to be remembered and assisted in
relocating. Northeastern University and the Boston community were concerned about
resident displacement while purchasing more properties. Through collaboration with
the Madison Park Development Corporation (MPDC) affordable housing was negotiated
and constructed.34 MPDC provided homeowners with a condominium association along
with technical assistance and education for first-time homebuyers. This opportunity also
promoted local business developments by giving neighborhood vendors priority.35
In developing new university buildings, collaborators need to be sure to consider
integrating those buildings through design by following two new principles:
1. Communicating institutional values; and
2. Finding points of intersection with the local community.
Universities are no longer separated from the community by miles of farmland; they
must now be mindful of how the university flows with the city and how it looks
compared to the surrounding buildings. For example, the University of Illinois at
Chicago, South Campus designed their university buildings to be “city buildings.” These
buildings provide city services and retail stores mixed in with academic facilities and
student residences.36
Balancing the interests of the university and the community is often tricky at best, which
makes set regulations early in development vital. Ways to help minimize conflicting
interests are through
1. District plans;
2. Land use regulations;
3. Design standards; and
4. Encourage town participation in the project planning.37
32 (Baker-Minkel, 2004)
33 (Baker-Minkel, 2004)
34 (Eryilmaz, 2009)
35 (Eryilmaz, 2009)
36 (Eryilmaz, 2009)
37 (Eryilmaz, 2009)
17 | Page
Memorandums of Understanding, while not holding any legal recourse, manages
interactions on specific projects and defines the roles in each party. Ambiguity is
eliminated more effectively and progress and accountability may be tracked more
easily.38
Communities Contributing to the University
Case studies follow town and gown relationships from the perspective of the university
more than they do the community since universities are more proactive in establishing
positive relations rather than vice versa. Universities have several resources and
opportunities to offer services; professors are experts in their fields and offer valuable
counseling to local businesses. Additionally students can be used as an unlimited supply
of free labor. Communities, on the other hand, are made of residents with full-time jobs
and familial obligations that prevent them from contributing more to the university.39
Not only are resources a barrier, but also so are perceptions of the university. It wasn’t
until the early 1990’s that universities recognized the need to improve their interactions
in the community.40
To better understand the expectations and wants of communities, a survey was taken
among the residents of a college town.41 Out of the 78 people that responded to the
question, “What is ‘one thing’ you would like to see the university do?” 41% answered
that they wanted to be invited onto campus more, 19% wanted more parking for the
students, 11% suggested more collaboration on beneficial projects within the
community, 5% opted for better management of student rentals, more children’s
outreach activities, updates to the campus, to pay more taxes, and for the university to
stop buying houses.42
38 (Eryilmaz, 2009)
39 (Bruning, 2006)
40 (Bruning, 2006)
41 (Bruning, 2006)
42 (Bruning, 2006)
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Another correlation found was that residents that had attended a university event were
more likely to regard the institution as an asset to the city than the residents that hadn’t
attended a university event.43 To further invite the community onto campus, it is
recommended that universities share their resources with the city such as offering
meeting space or exercise facilities during off-peak times.44
A second example of communities reaching out to universities comes from the
Farmville, Virginia town council. When Harlan L. Horton joined the council in 2001, he
suggested establishing a town-university relations committee with Longwood
University.45 This partnership led to the collaboration of an active citizenship class
offered to the students. The course focuses on students performing real work for the
community, including:
1. Drafting letters of appeal;
2. Designing, writing, and editing informational brochures;
3. Designing billboards for the county;
4. Writing speeches for town council; and
5. Creating PowerPoint presentations for school boards and parent-teacher
groups.46
Students are not the only ones that benefit from this class: professors from each
curriculum rotate so that as many students and citizens as possible have the chance to
43 (Bruning, 2006)
44 (Bruning, 2006)
45 (Booker, 2006)
46 (Booker, 2006)
41%
19%
11%
5%
5%
5%
5%
5%4%
Community Outreach
Invited to Campus
Parking
Beneficial Projects
Student Rental Management
Children's Outreach Activities
Updates to Campus
Taxes
Stop Buying Houses
Miscellaneous
19 | Page
learn how to build and strengthen local communities. This brings greater appreciation
for the university and provides solutions to local issues and concerns.47
The town manager, Gerald J. Spates, knew that in order to teach these active citizens the
importance of collaboration with city officials, they needed to establish face-to-face
meetings. Spates began encouraging community officials to go into classrooms early in
the course and continue visiting frequently through the rest of the semester to show that
the community wanted to work with the students and to teach them how to best
collaborate with the city.48
A key topic addressed by community officials was the importance of meeting problems
head-on. Often, residents feel the need to complain about issues in letters to the editor
in order to make their voices heard. While this raises awareness of problems in the
community, it does nothing to fix it. Students are encouraged to schedule meetings with
city leaders and collaborate on the best ways to improve city life for residents.
Oftentimes, the root of the problem stems from miscommunication that could be easily
solved. These principles of open communication further enhance the relations between
university and community when expansion projects and events require effective
collaboration.
47 (Booker, 2006)
48 (Booker, 2006)
82 83
20 | Page
SURVEY FINDINGS
The survey was emailed to 300 contacts. Contacts were comprised of members of the
departments of Chamber of Commerce, Planning and Zoning, Public Relations, Public
Affairs, and Communications. The results yielded twice as many university
representative surveys as community representative surveys at eighteen respondents.
The complete list of job titles can be found in the appendix.
There were seven respondents that defined their community as a college town while two
respondents did not. Communities were defined as either rural (4 responses), city (2
responses), suburb (2 responses), or other (1 response).
Concerning the type of university, 8 were private and 9 were public. One of those
universities was only made of graduate students, 4 were only undergraduate, and 12
were a combination of both. The average percentage of students in graduate programs
was 28.82%. The average percentage of working students in the community was 18.57%.
The average income of the communities surveyed was $31, 737 compared to Rexburg’s
$25,705.
From these results, the communities surveyed were similar to Rexburg in student
enrollment, population, and type of community (rural/suburb.) Some communities
were more developed than others, providing a range of in-progress and successful
trends.
Business segments that attracted the most students were as follows:
Communities
Rural City Suburb Other
4
2
2
1
21 | Page
1. Grocery 3 responses
2. Clothing 0 responses
3. Restaurant 7 responses
4. Bar 3 responses
5. Recreational 1 response
6. Entertainment 1 response
7. Other 3 responses
a. Finance and M&A
b. Food Industry
c. Health care, because they have a lot of students that intern. Another one
would be business administration students that work in the high-tech
business.
Future plans for economic development were as follows:
1. Retail 5 responses
2. Housing 5 responses
3. Recreational 7 responses
4. Research 8 responses
5. Innovative 6 responses
6. Technological 9 responses
7. Other 10 responses
Ways that the community impacted the local economy were as follows:
1. Job growth 5 responses
2. Business development 8 responses
3. Other 5 responses
a. California Borough has some local businesses, but is largely residential.
b. We have events that can bring up to 5,000 people to businesses.
c. Professional development center.
d. Cultural.
e. The community is agricultural and shapes the economy most in that
respect.
Seventeen out of 18 respondents believed that community events and activities
impacted the university and 9 out of 9 believed that university events and activities
brought in business.
For question 9 (what are some ways you, as a university/community, find effective to
strengthen the local economy?) several long response answers gave insight into current
developmental trends.
6 respondents invested in entrepreneurial/local business development centers
84 85
22 | Page
6 respondents host tourism events that bring in outside income
5 respondents prepare graduates for local jobs
5 respondents utilize local internship opportunities
4 respondents attribute student and faculty spending in the local community
4 respondents cite student and employee volunteering opportunities
4 respondents say the university buys locally from the economy
4 respondents establish educational programs in the community
3 respondents work with the Chamber of Commerce and local government
3 respondents invest in quality job growth
3 respondents bring outside business and industry to the community
2 respondents attribute taxes (Payroll, PILOT)
16 miscellaneous responses
Current Development Trends
Business Development Tourism
Graduate Work Force Internships
Student/Employee Spending Local Purchases
Educational Programs Local Collaboration
Job Growth Bring in Business
Taxes Miscellaneous
6
6
5
5
4
4433
3
2
16
23 | Page
As to what types of events that the community hosts:
8 respondents offer music events
6 respondents offer festivals
5 respondents offer art events
3 respondents offer entrepreneurial events
3 respondents offer cultural events
2 respondents offer parades
2 respondents offer sporting events
2 respondents offer farmers markets
2 respondents offer holiday events
20 respondents offer miscellaneous events
Community Events
Music Festivals Art Entrepreneurial
Cultural Parades Sports Farmers Market
Holidays Miscellaneous
8
6
5
332222
20
86 87
24 | Page
The university impacts the local economy through the following ways:
7 respondents hold events
5 respondents produce work force via students
5 respondents contribute student/employee spending
3 respondents contribute through local purchases
3 respondents are some of the largest employers in their respective area
2 respondents hold volunteer programs
2 respondents contribute through taxes (revenue, PILOT)
2 respondents share resources
2 respondents offer student work in the community (internships, service
learning)
9 respondents contribute miscellaneous factors
University Impacts in the Local Economy
Events Graduate Work Force
Student/Employee Spending Local Purchases
Largest Employer Volunteer
Taxes Share Resources
Student Work in Community Miscellaneous
7
5
5
3322
2
2
9
25 | Page
The university impacts the local business sectors in the following ways:
4 respondents impact through student spending
4 respondents impact through events
1 respondent impacts through university capital projects
1 respondent impacts through research
1 respondent impacts through internships
1 respondent impacts through the business development incubator
1 respondent impacts through shared resources
1 respondent impacts through graduates joining the local work force
Two responses shared how the community impacts the university through providing
utility, public safety, and recreational services.
University Impacts in the Local Business
Sectors
Student Spending Events Capital Projects
Research Internships Business Development
Shared Resources Graduate Work Force
4
41
1
1
1
1 1
88 89
26 | Page
The final section of the survey explored outside collaboration, references, and
distributing the results of the survey.
Respondents that collaborate with members of the university/community for economic
growth came to a total of 24, whereas 3 respondents do not collaborate.
Eleven contacts were left for further surveys and 16 respondents left their preferred
email to receive the results of this study.
Current trends found in the survey include:
1. Restaurant establishments attract student spending;
2. The most frequently cited way to positively impact the local economy is through
business development centers;
3. Internships in the community are a positive way for the university to impact the
local economy; and
4. Music/cultural events bring in outside tourism and spending to the community.
27 | Page
RECOMMENDATIONS
Based on the research gathered in the literature review and the findings of the survey,
the following recommendations are made:
The first recommendation is to invest in local business/entrepreneurial
developmental centers. These centers provide consulting for local businesses as
well opportunities for students to gain valuable work experience. The result of
this is a strengthened economy and enhanced job growth for students. Business
development centers were the most frequently cited economic development trend
in the survey. The E Center heads an average of 100 projects per year since its
start in 200649. With a rapidly growing economy, the E Center could be expanded
and broken up into various branches for future use. This investment can provide
opportunities for students and businesses as Madison County continues growing.
Students contributing to the community through internships, service learning,
and volunteer programs benefit both the university and the community. More
programs throughout the community should be implemented for student service,
whether for classroom credit or not.
As for planning and zoning in Rexburg, the city needs to ensure a way to meet
both student and resident needs. Residents do not want to be constantly
surrounded by students and students need their space to grow and pass the time
with friends. From the survey, it is found that students are most attracted to
restaurant establishments. Either a mixed use center similar to the Eddy Street
Commons or a separation of housing through a shopping and eatery district is
recommended.
Local purchases can be increased throughout Madison County. Rather than
importing resources from Utah or across the state, buy from local dairies, farms,
and warehouses.
Lastly, musical and cultural events are shown from the data to bring in outside
tourism spending dollars. This also includes sporting events.
49 (idahoecenter.org.2013)
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28 | Page
REFERENCES
Association of American Universities, (2013). Tax Exemption for Universities and
Colleges. Internal Revenue Code Section 501(c)(3) and Section 115. Retrieved
from:
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ved=0
CEMQFjAC&url=http%3A%2F%2Fwww.aau.edu%2FWorkArea%2FDownloadAs
set.aspx%3Fid%3D14246&ei=CMWwUa7vOunGiwLChIDADQ&usg=AFQjCNGhI
daghqC8S_hfYUM69g2ts_Q5wA&sig2=1SBVOcJozcA5Jx9Ibrlr-
g&bvm=bv.47534661,d.cGE
Baker-Minkel, K., Moody, J., & Keiser, W. (2004). Town and Gown. Economic
Development Journal, 3(4), 7-15.
Booker, S. (2006). From the Classroom to the Council Chamber: How Town-Gown
Collaborations can Support Citizen Leadership. National Civic Review, Winter
2006, 37-42.
Bruning, S. D., McGrew, S., Cooper, M., (2006). Town-Gown Relationships: Exploring
University-Community Engagement from the Perspective of Community
Members. Public Relations Review. 32, 125-130.
Daley, J. (2009). The Union of Town and Gown: Michigan State University and East
Lansing, Michigan. Entrepreneur. Retrieved from:
http://www.entrepreneur.com/article/203418-4
Daley, J. (2009). The Union of Town and Gown: Montana State University and
Bozeman, Montana. Entrepreneur. Retrieved from:
http://www.entrepreneur.com/article/203418-6
Eastern Idaho Entrepreneurial Center (2013). About. Retrieved from:
http://www.idahoecenter.org/about/
Huckabee, C. (2011). Boston Asks Universities and Other Nonprofits to Pay More in Lieu
of Taxes. The Chronicle of Higher Education. Retrieved from:
http://www.boston.com/news/local/massachusetts/graphics/042211_pilot/
Kurtz, L. R. (2005). Leasing for Profit and Control: The Case of Victoria University at
the University of Toronto. Perry and Wiewel, 2005, 222-238.
Martin, L. L., Smith, H., & Phillips, W. (2005). Bridging ‘Town & Gown’ Through
Innovative University-Community Partnerships. The Innovation Journal: The
Public Sector Innovation Journal, 10(2), article 20.
Martin, S. A. (2011). Business Letter. Retrieved from: http://finserve.byu.edu/tax
29 | Page
McGirr, D., Kull, R., Enns, S. K., (2003). Town and Gown. Economic Development Journal, Spring 2003, 16-23.
Seninger, S. (1997). Town and Gown: The Economic Partnership Between the University
of Montana and Missoula. Montana Business Quarterly, 35(4), 16-21.
Sungu-Eryilmaz, Y., (2009). Town-Gown Collaboration in Land Use and Development.
Lincoln Institute of Land Policy, 2009, 1-32.
Taylor, M. (2002). The Town and Gown Phenomenon—Part 1. APU Articles. Retrieved
from: http://www.apu.edu/articles/18134/
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APPENDIX A
Case Study Interviews
Scott Ford, Executive Director of Community Investment, South Bend, Indiana
1. A coworker told me that Notre Dame and South Bend put together a buffer of
businesses between students and residents, is that true?
Actually, almost the opposite. The university, being a catholic school founded in 1848,
had French missionaries that wanted to locate the college in the wilderness to observe
values before going into the world. Really, it operated like monastery until probably the
mid-century when it became more of a university that attracted faculty and students.
More faculty and more graduate students came and it became harder to expand beyond
its boundaries. But unlike universities like Wisconsin or IU or Arbor or Berkeley, where
the town grew up around the gown, this one was on parallel tracks. Both grew to such a
large state that they overlapped. That being the case, the university recognized that
quality of life is a huge component in attracting faculty and graduate students. The
University understood that they needed to do more towards investing in the community.
In response to this, they developed the Northeast Neighborhood Revitalization
Organization (NNRO) for the purpose of planning, discussing, and coordinating the
social, physical, and economic revitalization of the Northeast Neighborhood. It’s
represented by the two biggest hospitals in the community and other large companies in
the city. That group was able to establish a vision in the South Bend neighborhood
closest to Notre Dame. The NNRO is the strongest form of partnership between the city
and the university. The biggest project they did was the Eddy Street Commons. This was
a $250 million development to establish a college town. It’s definitely a lifestyle center
now; 8-9 stories of residential and commercial buildings south of campus.
2. Coming from that historical aspect, could you tell me about any times in the
past when town and gown had some disagreements, but were able to resolve
them in planning and zoning?
SCUP is a good resource. If you want to look at NNRO, that’s probably a great resource
in terms of they were able to enact the university and community together and acted
some zoning changes. They transformed everything by removing and putting in new
31 | Page
homes; they stabilized neighborhoods that were crumbling on the south side. Big
projects are mainly worked through NNRO. That’s where the notion of a shared vision is
more important. It’s a plan that was sponsored by town and gown and their plan
preceded any zoning changes. Zoning just came after the established vision in how they
represented and executed it . . . it’s built pretty well.
Mark Welch, Director of Community Relations, Murray State University
1. How do you strengthen the local economy?
In addition to town/gown partnership, we have an office of regional outreach and that
office has an annual appropriation that they spend mostly on increasing educational
attainment in the eighteen county service areas, but the town and gown program is
primarily working with our local county. The way town and gown works here isn’t how
every campus does it, but we have an excess of forty partners who contribute a thousand
dollars into the town partnership fund. For that investment they get some perks, but
we’re using that money and reinvesting that money back into the community. We mostly
do it by supporting quality of life issues. We are sponsors for a half marathon which
supports hospice houses and probably the biggest thing we do now is we’re underwriting
all expenses of a community band and chorus. It’s actually called the town/gown
community band.
2. Do community events or activities impact the university?
Normal stuff, one pretty big one is our Fourth of July festivities called Freedom Fest.
That involves campus and community folks. Probably another thing that affects campus
would be industry recruitment of industry that affects the university. This is a case
where it comes back the other way where something that’s occurring in the business and
industry community affects the university.
3. In what ways do the community and university impact the local economy?
We did study ten years ago that we’re trying to update. We determined this would be
2003 dollars now, but we determined that the impact of one student in addition to
tuition and fees on campus is about $7,500 a year. The impact on just local residents
were determined to be 240 million. Dollars multiply so a dollar spent gets reinvested
and reinvested. So what our survey was able to determine was that there was an actual
94 95
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dollar figure and impact figure that was slightly larger. 240 million was the impact. And
what we’ve done is the survey determined for instance that students, faculty, and staff
were spending 2003 nine or ten million dollars on food and beverages.
4. What businesses attract students?
Restaurants, of course. We just passed a package liquor; up until last summer, you
couldn’t purchase packaged liquor in Murray, KY. So that exploded, so those package
liquor stores that sell alcohol are doing well. It’s a combination of restaurants and
clothing.
5. What are your plans for future economic development? (Retail, housing,
Recreational, Research, innovative, technological)
Not directly, there have been some efforts to try to figure out a way to do mixed-use
development around campus. But I’m not sure that in this climate the university has any
resources to develop that. I know some universities get involved in direct economic
development, but we’re not able to do that right now.
6. Do you collaborate with representatives from the university to prepare for
economic growth?
For the agriculture community? No, not directly we haven’t. I’m in a close relationship
with the Chamber of Commerce and with our local economic development corporation.
Are you familiar with the main street program? That’s pretty huge in KY. Main Street is
a non-profit effort to develop downtown regions, historic corridors, and that kind of
thing. I’m involved in that pretty heavily.
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Appendix B
Survey Responses
1. What is your job title?
a. Director, Center for Entrepreneurship and Market Capitalism
b. Director of Public Relations
c. Director of Community Relations
d. Director, Institutional Effectiveness
e. Associate Professor of Business, Ph.D. Program Director
f. Director of Communications & Public Relations
g. Director of Planning and Evaluation, Center for Community Outreach and
Applied Research, East Tennessee State University
h. Executive Director of Facilities and Special Projects
i. External Relations Coordinator (works in communications office)
j. Assistant Director of Business and Community Relations
k. Vice President for Strategic Communications & Economic Development
l. Associate Director of Communications and Marketing
m. Public Relations
n. Director of Marketing, Public Relations and Publications
o. Vice President for Institutional Advancement
p. VP
q. Exec Director of Public Affairs
r. Director of Community Relations
s. Human Resource & Risk Manager
t. Community & Economic Development Director
u. Administrative Specialist
v. City Recorder/City Administrator
w. City Council
x. Policy and Planning Manager for the Community Development
Department
y. Chamber of Commerce, Director of Communications
z. The Vice President of the Chamber of Commerce
aa. Administrator and Chief Financial Officer
2. Do you define your community as a college town?
a. Yes 7 responses
b. No 2 response
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3. Which word best describes your community?
a. Rural 4 responses
b. City 2 responses
c. Suburb 2 responses
d. Other 1 response
4. Select the term that best describes your university.
a. Private 8 responses
b. Public 9 responses
c. Publicly Assisted 1 response
5. Select the term that best describes your students.
a. Undergraduate 4 responses
b. Graduate 1 response
c. Both 12 responses
d. Undergrad, Grad, & Theo 1 response
6. About what percentage of your students are in graduate programs?
a. Average value 28.82% 17 responses
7. About what percentage of workers in the community are students?
a. Average value 18.57% 7 responses
8. What is the average income of the community?
a. Household income average is about $26,000
b. 33,000
c. Varies
d. 28,000
e. $32,156
f. $35,000
g. $35,000
h. $33,000
9. What are some ways you, as a university/community, find effective to strengthen
the local economy?
a. We work directly with businesses to provide skills-based performance
mastery to students based on skills and other needs that we get directly
from industry. We help startups find capital, network, build relationships
with advisors and investors, and provide individual and group mentoring
as well as peer to peer learning.
35 | Page
b. Our students, faculty and staff spend more than $1million each year in the
Village of Bluffton (population of 4,000 people) Payroll taxes. We are a
supporting partner in the Bluffton Center for Entrepreneurs - we provide
the staff to run this organization.
c. We work closely with the local Chamber of Commerce, San Angelo Stock
Show and Rodeo Association and many other non-profits and businesses
to provide sponsorships, interns and volunteer assistance. Our hosting of
conference tournaments and other events contributes to the local
economy. A study in 2011 showed the following Economic Impacts of ASU:
Output ($ mill.) $238; Household Income ($ mill.) $111; Jobs 2,387;
Annual Workforce Contribution ($ mill.) $503.
d. We participate in the economy by staff, faculty and students buying
products and renting properties in the area. Also we are partnered with the
city and the chamber of commerce here and work together well.
e. I have previously published a paper that examines the direct, indirect, and
induced economic impact of Alvernia University on the local and regional
economies. The university’s total spending on goods, services, payroll
expenditures, capital investment, ancillary spending by students, visitors,
and employees are analyzed using the IMPLAN input output model
quantifying the direct, indirect, and induced economic impact on Berks
County, Pennsylvania. Qualitative measures such as employee and student
volunteer hours, institution sponsored sporting, and community events
are analyzed. This paper supports Alvernia University’s impact on the local
and regional economic sustainability and growth.
f. Equipping our students with skills needed in the local/regional workforce.
Partnering with industry to provide training, certifications, etc. Working
with local agencies, nonprofits and organizations to meet training needs
and provide volunteer assistance (community service). Making payments
in lieu of taxes to the municipality where we are located.
g. Faculty and staff in many of our colleges (Medicine, Pharmacy, Business,
Technology) work directly with government and business leaders in
developing and growing projects that produce jobs and investment. Also,
obtaining external funding (grants and contracts) creates jobs.
h. We emphasize buying local whenever is possible, there is a town tour for
first year students during orientation with lunches at the local eateries we
support town initiatives and groups focusing on local commerce and
bringing people into the downtown (Farmers Market, Downtown
Development Commission, Taste of Madison, etc.) contribute to a shuttle
connecting our campus as well as other local campuses to the downtown.
i. We certainly are thinking about job opportunities when developing new
programs. They put emphasis on areas of potential job growth. They also
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partner with a lot of the high-tech companies in the area to set up
internships and job placements. When they think about new focus they
look at STEM (science, tech, engineering, mathematics) areas because they
are areas of potential job growth. They have community education center,
primarily offer English language learner programs (large Brazilian
population) so the program is targeted there. There are also cultural
programming, speakers lecturers, and they open these to the community.
j. We have a career services center that helps set up students with jobs in the
community.
k. We produce graduates who are prepared intellectually to innovate, create
jobs, educate, solve problems and provide critical leadership throughout
Arkansas and our region.
l. Students provide an able and active work force for local businesses to hire.
Resident students make up approximately 20 percent of the population
inside the city limits, so student spending is a tremendously important
engine for the local economy. The university employs approximately 550
faculty and staff; direct spending by faculty and staff also contribute
significantly to the local economy. The university increases the quality of
the local and regional workforce through education -- graduates enter the
workforce better prepared to meet the needs of employers, and our
presence in the community and efforts to create partnerships through
custom training initiatives and other programs allows us some flexibility
to tailor the education we're delivering directly to the needs of employers.
This allows employers to have productive employees earlier in their
employment cycle. The university requires services to operate; our direct
spending on things like cable television service for residence halls and any
other operational costs benefit the local economy. We host events that
draw people to the community from outside of the area, supporting
tourism industries.
m. Purchased storefront in downtown.
n. Through collaborative programs with local governments. As a state school,
we feel it is our obligation to give back to our community - be it
educational, recreational, or instructional.
o. Internships, faculty & staff serving on boards, students volunteering,
access to facilities and select programs, special cultural events, just to
name a few.
p. Town and grown meetings.
q. Capital construction projects, direct purchases, joint marketing projects.
r. In addition to town and gown partnerships, we have an office of regional
outreach. That office has an annual appropriation that they spend mostly
on increasing educational attainment in eighteen county service areas. The
37 | Page
town and gown program is primarily working with our local county. The
way town and gown works here isn't how every campus does it, but we
have an excess of forty partners who contribute a thousand dollars into
town partnership. For that investment they get some perks, but we're
using that money and reinvesting it back into the community. We mostly
do it by supporting quality of life issues. We are sponsors for a half
marathon which supports hospice houses. Probably the biggest thing we
do now is underwriting all the expenses of a community band and chorus.
s. Expand SR 904 to four lanes. Bring in additional industry to the Cheney
Industrial Park.
t. Provide more support services for entrepreneurial development. Help
existing manufacturers expand. Attract some number of new suitable
employers to the community.
u. More jobs and educational programs.
v. #1. The university needs to be more aggressive in supporting local
businesses #2. Local businesses to have better catering to the university
and students. The university does a lot to keep kids on campus and
provide everything on campus.
w. Good paying jobs.
x. Our local airport that our city supports and bought land for just became
the busiest in the state. The city also actively participates in tourism group
improvement programs that capture some of the revenues from hotels and
other related businesses. It channels into outreach programs and we also
do a lot with heritage tourism. There's an aggressive historic preservation
system. It's economically healthy and an attractive place to be, so lots of
people come to town to spend time there. We also have walking tours and
we're coming out with a series of audio walking tours for smartphones that
are still in beta testing. We're partnered with a downtown group and our
historic preservation officer has worked with several interns from the
university to collaborate on that kind of task.
y. The Chamber of Commerce has an economic development division. We
work to attract new jobs to the community as well as expand local
businesses that are here. Missouri Western State University has an
internship program where students work in local businesses. We also have
an incubator on-campus where small businesses can get space for cheap.
In the science industry, if we have a small business that has a good idea,
they can start their business at the incubator and grow from there. Some
people at the incubator can get help from the university staff. The
incubator works, it's got small staff and it works to attract people. Saint
Joseph is huge in the animal health industry, so it attracts that field
mainly. They might need lab space, share a receptionist . . . it may be they
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need to get out of their garage but they can't have their own storefront, so
the incubator staff works to help them grow. Soon, they outgrow the
incubator. They particularly try to help small businesses in the animal
health industry because there are so many national players in that market
right here. They try to keep it local.
z. We don't just serve the city of Joplin, but are a seven county region. Pretty
much what we do is attend trade shows to bring in new industry,
strengthen businesses to increase employment, brought in two regional
medical centers here in town so probably the single largest industry is
medical. We have a very diverse type of industry, not really any one
preference. Medical care is a need all the time regardless, so we have a
pretty good one.
aa. Create an environment conducive to helping our business community. We
have meetings with different, specific organization bodies that reach out to
business community members. The business community will also
routinely call in with the local government with questions or issues and
those are researched and brought to the recognition of the governing body
and they in turn try to develop policies to meet those needs or issues. It
could be issues related to parking, traffic enforcement, fire permit fees, or
costs that the business community has.
10. Do community events or activities impact the university?
a. Yes 17 responses
b. No 1 response
11. Do university events or activities bring in business?
a. Yes 9 responses
b. No 0 responses
12. What types of events does the community host?
a. Meet-ups, networking events, pitch competitions, and practical
entrepreneur events that provide for networking and peer to peer learning.
We believe that there is a great deal of value in integrating the arts and
entrepreneurship; we host and attend such events frequently.
b. Homecoming parades, destination shopping cultural events weekends.
c. The community hosts a number of events on campus including Chamber
of Commerce luncheons, symphony performances, non-profit "walk"
events, etc.
d. A couple times a year we have large public events that bring around 4,000
people (4x our student population) to campus.
e. Sporting, art, music, and more.
39 | Page
f. Various festivals and conferences.
g. Bottle Hill Day which is a town-wide festival downtown, Taste of Madison
featuring local eateries, Farmers Market, May Day which is a town wide
cleanup and a summer concert series downtown.
h. The community will hold parades, the historical society does things that
the history students will be involved in. The students are getting involved
in many things that the town does. They try to contribute student and
faculty resources to it. Speak to town manager.
i. The community does things like Music on Main, several date nights, art
walks, crazy days, and festivals.
j. Arkansas State University and the city of Jonesboro work together to host
a variety of local, regional and statewide events focused on multiple
business sectors. These include small business development training,
agriculture, technology training, educational leadership, and tourism
development.
k. Our university is in a very vibrant community that has a lot going on; we
have active local theater, outdoor programs and sporting activities, a large
high school with sporting, music, theater and other cultural events of its
own, there is a symphony orchestra here, an incredibly active arts
community, etc. For a small town, there are a ton of activities here.
l. 4th of July events and other events with chamber of commerce.
m. Art related events, festivals, extension classes, most of our concert/lecture
programs are free and open to the public.
n. All kinds, concerts, festivals, etc.
o. Open forums for students’ concerns.
p. Festivals (jazz, dachshunds, wine, “buskers,” holiday, Western culture),
farmers market, rodeo.
q. There’s our Fourth of July festivities called the Freedom Fest. That
involves campus and community folks. Probably another thing that affects
campus would be the industry recruitment of industries that affect the
university.
13. In what ways does the community impact the local economy?
a. Job growth 5 responses
b. Business development 8 responses
c. Other 5 responses
i. California Borough has some local businesses, but is largely
residential.
ii. We have events that can bring up to 5,000 people to businesses.
iii. Professional development center.
iv. Cultural.
102 103
40 | Page
v. The Community is agricultural and shapes the economy most in
that respect.
14. In what ways do you, as a university, impact the local economy?
a. The typical Bellevue University student is a working adult who is gaining
knowledge and performance skills to get a promotion or a better job. This
is true in our graduate and doctorial programs. We have the largest MBA
program in Nebraska as it was designed to provide the analytical and
financial management skills to immediately improve your productivity. At
our Entrepreneurship Center which is a not for credit Center, we provide
hands on support and training to Entrepreneurs across all lines of
business to help them be successful.
b. The university impacts the economy in several ways outlined in a
publication titled, "The Economic Impact of Alvernia University." Our
university’s total spending on goods, services, payroll expenditures, capital
investment, ancillary spending by students, visitors, and employees all
shows ways in which we impact the economy. Our commitment to service-
learning and volunteer hours in our direct community show additional
support.
c. Cal U is the fifth-largest employer in Washington County, Pa. The
University also is a cultural center for this largely rural region. The Cal U
Convocation Center brings in audiences for concerts and other
entertainment events, business and academic conferences, and athletic
competitions; these attract customers to the town's restaurants and small
businesses. Our Entrepreneurial Leadership Center helps students and
staff prepare business plans and learn entrepreneurial skills.
d. ETSU is the number one employer in Johnson City and of course the
students have an impact through spending in the local community. The
professional schools, particularly Medicine and Nursing, grow the local
community by creating a local hub for medical services.
e. We constitute about 18% of the local population during working hours and
15% of the local residential property and our campus is within walking
distance from the downtown. Because of that, local restaurants and stores
benefit from the convenience and added population. We also buy local
when possible. We also pay voluntary taxes on our off campus residential
properties and sponsor town events throughout the year. Contributions
are also made to the ambulance squad. We also offer adult education and
training.
f. Campus community impacts with students shop and go to restaurants and
shops and stores in the local area. They have a really good free
transportation area on campus. There is a huge mall they go to through the
41 | Page
local transportation. Also they have an effort to grow the internship
program in the local economy, and have every student do something. They
try to set up the internship at local businesses, which benefit the student
but also the local business. The biggest effort they are making to try and
support the local economy is STEM areas it is 20% of the economy and
they want to grow it to 25%.
g. We have our career services center, and we also host events that we invite
the community onto campus for.
h. We increase the state’s intellectual talent pool and per capita income
capacity because lifetime earnings are 84 percent more for a bachelor’s
degree holder than a high school graduate. More university graduates also
translates to more residents who are prepared intellectually to innovate,
create jobs, educate, solve problems and provide critical leadership
throughout Arkansas.
i. Center on campus with big name speakers; that draws a lot of people into
the community. Athletic events.
j. Provide the services of our instructors and our resources to educate the
community through events and lectures.
k. Produce quality employees.
l. Tax revenue.
m. Camps and conferences, performing arts, enrollment recruitment and
other events bring thousands into the community; CWU is the largest
employer by a factor of 6, so payroll, benefits, retail activity, charity all are
driven by employees and students. Capital construction activity is about 75
percent of the construction economy; direct purchases from a wide variety
of vendors.
n. We did a study about 10 years ago that we're trying to update, but we
determined that the impact of one student is about 7500 dollars a year.
The impact on just local spending determined to be about 240 million.
Dollars multiply, so a dollar spent gets reinvested and reinvested.
15. How does the university impact the local business sectors?
a. Students spend money in the community and capital projects at the
university bring $$ to the local economy.
b. With events, much like tourism in that retail, food, lodging, and fuel sales
businesses may benefit.
c. Hotel stays, restaurant, and shopping.
d. These activities are the main events, speaking engagements, sporting
events, and youth camps and programs. The biggest impact (small
community 6,300) is lodging (but they are limited) but #2 is food and
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restaurants. The university probably brings in 10-15k people per year.
Maybe repeats but they are different times for different events.
e. Student purchase power.
f. The university is very aggressive in research. They bring in $100 million in
grants and a lot of folks that come in and out of the university for research
and checking on research, and then papers being published. That research
spins into business development.
g. Internships in local businesses and the incubator up on campus.
h. The university has a very good medical facility. There's nurses' training
and other disciplines that hospitals use. They also are a key factor in law
enforcement, they have a very specific school for it; a lot is driven through
that. A lot of the university is general studies, but a very good relationship
between businesses and the local universities in work force development.
We go hand in hand to make sure that the students they are educating can
be employees in the community. We were the first in the nation to be work
force certified.
i. There are vendors that service, whether it's food or there's a concert. There
might be a vendor that sells t-shirts or whatever kind of souvenir to buy. I
think there're some benefits to the local business community because of
these entertainment sports events.
16. How does the community impact the university?
a. The city provides valuable services to the university such as utilities, public
safety, and recreational facilities.
b. To be honest, in their situation, they are two self-sustaining entities. The
university likes to be themselves. The community provides the public
services and utility and safety services to the campus.
17. Which business segments attract the most students?
a. Grocery 3 responses
b. Clothing 0 responses
c. Restaurant 7 responses
d. Bar 3 responses
e. Recreational 1 response
f. Entertainment 1 response
g. Other 3 responses
i. Finance and M&A
ii. Food industry
iii. Health care, because they have a lot of students that intern. Another
one would be business administration students that work in the
high-tech businesses
43 | Page
18. What are your plans for future economic development? (Check all that apply)
a. Retail 5 responses
b. Housing 5 responses
c. Recreational 7 responses
d. Research 8 responses
e. Innovative 6 responses
f. Technological 9 responses
g. Other 10 responses
19. Do you collaborate with representatives from the university/community to
prepare for economic growth?
a. Yes 24 responses
b. No 3 responses
20. Who do you contact?
Name Email Phone Number
Dr. Brian May brian.may@angelo.edu 325.942.2703
Dr. William Duncan duncanw@etsu.edu 423.439.9600
Jim Burnet BurnetJ@rosenet.org
Bob Halpin-Town
Manager
rhalpin@framinghamma.gov
508.532.5478
Allison Brecke abrekke@bozeman.net 406.582.2274
Barbie Lange blange@ashlandoh.com 419.281.4584
Guy McClure Guy.McClure@athens.edu 256.233.8296
Bill Biebuyck Bill.biebuyck@clarke.edu 563.588.8147
George Clark clarkg@cwu.edu 509.963.2323
Matt Mattington 270.762.0330
Walt Banreger 406.994.2001
21. Would you like to receive the results of this study?
a. Yes 16 responses
b. No 11 responses
107106
44 | Page
22. What is your preferred email so that we may email the results of our study to
you?
a. skip.quint@bellevue.edu
b. easelas@bastyr.edu
c. tufan.tiglioglu@alvernia.edu
d. kindl@calu.edu
e. mkopas@drew.edu
f. jhankins@asusystem.edu
g. jbartlett@bemidjistate.edu
h. shannan@ashland.edu
i. Guy.McClure@athens.edu
j. schactler@cwu.edu
k. mwelch@murraystate.edu
l. cmitchell@cityoflagrande.org
m. Jbean@usmayors.org
n. bailey@saintjoseph.com
o. tonya@joplincc.com
p. vcantillo@westlongbranch.org
Envision Madison
Agricultural Market Analysis
Spring 2013
Research Team: Clint Kunz, David Hall, Greg Kusel, Mckenzie Stewart, and Brett
Flora
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EXECUTIVE SUMMARY
The Eastern Idaho Entrepreneurial Center conducted a market analysis of
agriculturally related companies in Madison and Fremont counties. The purpose
of the research was to find opportunities of value-added growth in those counties.
KEY FINDINGS
- Barley comprised companies are migrating from the Midwest to the
West because of the region’s reliable and consistent production of
barley.1
- Since 2003, malt processing capacity in Idaho has more than doubled.2
- Madison and Fremont Counties produce and sell 5.5 percent of barley
sold in the United States.3
- The two types of potatoes that are most common are fresh-pack
potatoes and seed potatoes.
- Ames, Iowa teamed up with local Iowa State University to build a
research park.
ANALYSIS
The market trend for barley is on the rise. Furthermore, Idaho is forecasted to be
the number one producing state in the US of barley- with most of the production
coming from Eastern Idaho.
This area has agricultural advantages that can be utilized in order to build the
local agriculture economy. They include but are not limited to: climate, land, and
agriculture expertise.
LIMITATIONS
The research team was unable to research all value-added opportunities relating
to agriculture. Instead the team focused on companies that produced or used the
following commodities: barley, potatoes, and wheat. Only a shallow review was
conducted for cow/calf operations and alfalfa hay operations.
RECOMMENDATION
Team up with local university to market comparative advantages to agricultural
businesses.
1 (Little)
2 (Barley Impact, 2013)
3 (National Agricultural Statistics Service)
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CONTENTS
Executive Summary ......................................................................................................2
Scope & Purpose ........................................................................................................... 5
Methodology .................................................................................................................6
Research and Analysis .................................................................................................. 7
Historical Trends .................................................................................................................. 7
County Crop Production ..................................................................................................... 8
Comparative Advantages .................................................................................................... 9
Land .................................................................................................................................. 9
University ........................................................................................................................ 11
Barley ................................................................................................................................... 12
Value-Chain ..................................................................................................................... 12
Commodity Movement ................................................................................................... 13
Survey .............................................................................................................................. 13
Candidate Companies ..................................................................................................... 14
Potato .................................................................................................................................. 14
Value-Chain ..................................................................................................................... 14
Commodity Movement ................................................................................................... 15
Survey .............................................................................................................................. 15
Candidate Companies ..................................................................................................... 16
Wheat .................................................................................................................................. 16
Value-Chain ..................................................................................................................... 16
Commodity Movement ................................................................................................... 17
Survey .............................................................................................................................. 17
Candidate Companies ..................................................................................................... 18
Hay/Alfalfa .......................................................................................................................... 18
Value-Chain ..................................................................................................................... 18
Commodity Movement ................................................................................................... 18
Cow-calf ............................................................................................................................... 19
Value-Chain ..................................................................................................................... 19
Commodity Movement ................................................................................................... 19
Feasibility ............................................................................................................................ 19
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Labor ................................................................................................................................ 19
Natural Resources.......................................................................................................... 20
Case Studies ....................................................................................................................... 20
Moscow, Idaho ............................................................................................................... 20
Manhattan, Kansas ......................................................................................................... 21
Ames, Iowa ...................................................................................................................... 21
Other ................................................................................................................................... 22
Regional Advantages ......................................................................................................... 22
Best Practice Example ................................................................................................... 25
Local University Plans ................................................................................................... 25
Summary of Findings ................................................................................................ 26
References .............................................................................................................. 27
Appendix A ................................................................................................................. 29
Appendix B ................................................................................................................. 44
Interviews ........................................................................................................................... 44
Barley .............................................................................................................................. 44
Wheat .............................................................................................................................. 45
Hay .................................................................................................................................. 46
Beef ..................................................................................................................................47
Potato ...............................................................................................................................47
Town and Gown Relationship ........................................................................................47
Town and Gown Examples ............................................................................................ 49
Appendix C ................................................................................................................. 56
Value-Chain ....................................................................................................................... 56
Potato .............................................................................................................................. 56
Barley .............................................................................................................................. 58
Wheat .............................................................................................................................. 59
Appendix D.................................................................................................................. 61
GIS Maps ............................................................................................................................. 61
5 | Page
SCOPE & PURPOSE
The scope of this project included an industry analysis of agriculture in Madison
and Fremont counties and a market analysis of different value-added options
related to agriculture. The purpose of the project was to identify unique regional
advantages; such as, expertise and research at BYU-I, and geographic features, in
order to find companies that could potentially move into the area to build the
local economy.
Key project questions included:
What are the key regional advantages of agriculture?
What agricultural entities in the area have opportunities for value-added
changes?
What can be implemented in order to utilize the resources of the area?
How can the agriculture community work in accordance with the local
university?
The purpose of the industry analysis was to identify aspects of agriculture in the
Madison-Fremont area by developing a GIS map and analyzing county data,
define regional advantages/disadvantages by surveying agriculture experts, and
research existing value-added industries.
The market analysis served to look into specific opportunities of growth, create a
list of options, distinguish threats and advantages, and list contact information
according to areas of expertise.
The information presented in this deliverable will serve to help Envision
Madison: Understand value-chain of the following commodities: potatoes, barley,
wheat, hay/alfalfa, and cow-calf operations; network with agriculture experts;
and plan and implement strategies to build the economy based off quantitative
and qualitative data.
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METHODOLOGY
At the beginning of the project the team did secondary research in order to gather
agricultural data connected to Madison and Fremont counties. That data came
for the USDA website and the University of Idaho website and it was used to find
levels of crop production, acres harvested, yield, cost of production, and sell
price.
Next the team created a list of companies, farms, elevators, processors, and
others, all connected to the identified agriculture sectors within Madison and
Freemont counties by searching through Hoover’s database. A survey was
developed in Qualtrics, an online survey platform (Appendix A). Phone calls were
made in order to survey companies on the list. The team surveyed 24 companies.
The purpose of the survey was to identify company inputs, operations, and
outputs.
The team then directed the research to gather information from non-local
companies and agriculture experts. The team conducted 20 phone interviews and
attended a wheat field day at BYU-Idaho (Appendix B). This was to determine
what companies would be willing to re-locate to the Madison-Freemont area
based on agricultural advantages.
The team also interviewed three economical experts located in the following
communities, Ames Iowa, Manhattan Kansas, and Moscow Idaho. Those
communities provided case study information.
Using data from the USDA website the team created value-chains for barley,
potatoes, wheat, and hay/alfalfa. Connected to the barley, wheat, and potato
chains is a list of companies and their location.
The team also created a Geographic Information System (GIS) map to show
agricultural aspects of Madison and Fremont counties.
Sources:
United States Department of Agriculture website and data
Hoover’s Dun and Bradstreet’s Million Dollar Database
Interviews
University of Idaho – Agriculture Extension Agencies
7 | Page
RESEARCH AND ANALYSIS
HISTORICAL TRENDS
The following graphs represent historical amounts of acres planted for barley,
potatoes, and spring wheat in Madison and Fremont Counties.
4
Barley and spring wheat trends correlate. This is because of crop rotation.
Potatoes show a slow but consistent downward slope.
The following graphs represent historical revenue trends for potatoes, barley, and
spring wheat. Potatoes are planted in less acreage and produce more revenue
than barley and wheat combined. Also, note that potatoes cost more to produce.
5
4 (National Agricultural Statistics Service)
40000
60000
80000
100000
120000
140000
2003 2005 2006 2007 2008 2009 2010 2011
Ac
r
e
s
Acres Planted
Barley
Potatoes
Spring
Wheat
114 115
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COUNTY CROP PRODUCTION
There are 217 crop producers in Madison and Fremont Counties.6 Furthermore,
there are 1,132 persons employed in agriculture, forestry, fishing and hunting,
and mining.7 The following graphs represent county crop harvesting. All
information is based from most recent data from USDA. Crops represent all
classes of specified commodity. According to data, Madison and Fremont
Counties’ crop harvesting is similar.
8The most recent data for crop production is outlined in the following chart. Crop
production is directly correlated with the amount of acres harvested and yield per
acre. Historical data shows an upward trend of yield per acre with potatoes,
wheat, and barley. That means that the industry is becoming more efficient as a
whole.
5 (National Agricultural Statistics Service)
6 (Hoovers)
7 (American Fact Finder)
8 (National Agricultural Statistics Service)
18,800
46,500
28,100
2,840
40,700
23,000
52,900
23,800
3,500
35,300
Hay/Alfalfa(2013)Barley (2013)Potatoes (2012)Winter Wheat(2011-2012)Spring Wheat(2011-2012)
Acres Harvested
Madison Fremont
9 | Page
Barley, hay/alfalfa, potatoes, and wheat are Madison and Fremont counties’
largest produced crops.
COMPARATIVE ADVANTAGES
LAND
According to interviews the team conducted during a BYU-Idaho agriculture field
day the following items are agricultural advantages of the area.
Climate
Irrigation
Location
Five experts mentioned that the cool climate is an advantage of the area.
According to Jared McGary, a BYU-Idaho professor, the cool climate helps
potatoes stay fresh for longer.9 Furthermore, Dwight Little of the barley
commission stated that the cool climate helps barley production.10 According to
the following graph, more than 25% of potato production expense comes from
storage. The cool weather in this part of the state helps cut down on storage costs.
9 (Williams, 2013)
10 (Little, 2013)
3,985,000 3,200,000
10,300,000
4,588,000
3,370,000
8,160,000
Barley BU (2012)Spring Wheat BU (2011-2012)Potatoes cwt (2011)
Production
Madison Fremont
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11
The following map is a growing days map and it shows the difference in climate
from Jefferson county to the north part of Fremont.
12
11 (National Agricultural Statistics Service)
Map created at: http://ippc2.orst.edu/ID/ddmaps.html
11 | Page
Four experts said that the availability of water and irrigation is an advantage. The
graph above shows, in Idaho, the cost of irrigation is the least expensive cost.
Therefore, Idaho has the advantage of having cheap accessible water. Two experts
stated that location to the market was an advantage.13 A list of companies and
locations connected to barley, potatoes, and wheat is located in Appendix C.
UNIVERSITY
In order to understand the plans and procedures of the local university, the team
interviewed one of BYU-Idaho’s leaders in order to ask the following questions,
What is BYU-Idaho doing to develop the agriculture program?
The University is putting time and money into building the agriculture
programs and facilities. With board approval the University will build
additions onto the livestock center and build more agriculture buildings on
campus. The University is now offering an animal food science degree, a plant
science degree, an agriculture economics degree, and an agribusiness degree.
These are the most important degrees at BYU-Idaho. Siri is directly involved
in agriculture research.14
The University has a vision of building their agricultural projects. Madison and
Fremont Counties have expertise and resources in order to help BYU-Idaho and
the local community.
What does the university have to offer potential move-in agriculture
companies?
The University can offer agricultural companies capable graduated students
and research. Faculty members and students are currently working on
agriculture related research projects.15
Does the community officials and the university official’s work together to
build the agriculture economy?
As a University, I don’t know if we’ve visited with city councilmen about what
the University is trying to do with agriculture.16
12 (Growing Degree-Days)
13 (Experts, 2013)
14 (Broadhead, 2013)
15 (Broadhead, 2013)
16 (Broadhead, 2013)
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In your opinion, what is the best strategy for developing this community in
terms of agriculture?
In my opinion the city and county should work on making a marketing plan
for bringing in agriculture businesses. They should explain what BYU-I is
doing, share information about community, and focus on their comparative
advantage. It is my hope that a dialogue will start between the city and
University. I like the examples of Ames Iowa and Manhattan Kansas. We need
to start a situation where the city and university work together to facilitate
company growth.17
BARLEY
VALUE-CHAIN
The purpose of the value chain is to identify the value of the product at each stage
in the production process. See Appendix C for the complete value chain.
According to USDA data in 2010, Idaho’s cash receipts for barley comprise 25.5
percent of the United States’ total barley cash receipts. Madison and Fremont
counties barley cash receipts comprise 21.6 percent of total Idaho’s barley
receipts. Therefore, 21.6 percent of 25.5 percent is 5.5 percent. Madison and
Fremont Counties produce and sell 5.5 percent of barley sold in the United
States.18
According to USDA data in 2012, 99,400 acres of barley were harvest in Madison
and Fremont counties. Furthermore, barley production was estimated at
8,573,000 Bushels (BU).19 This means that the average yield was 86 BU per acre,
including irrigated and non-irrigated crops. According to USDA data, the average
price for barley in 2012 was $5.13 a BU.20 With over 8.5 million BU of production
in 2012, approximately barley sales in 2012 were $43.9 million for Madison and
Fremont Counties.
Two elevators, Ririe Grain and Scoular Grain, reported adding a two percent
mark-up after holding and shipping. A two percent mark-up adds $879,000
dollars of value.
17 (Broadhead, 2013)
18 (National Agricultural Statistics Service)
19 (National Agricultural Statistics Service)
20 (National Agricultural Statistics Service)
13 | Page
More value is added through malting plants, breweries, and other facilities.
COMMODITY MOVEMENT
At least 70% of Idaho’s barley is produced under irrigation, more than most other
barley producing areas in the U.S.21
The following information comes from the Barley Commission of Idaho;
“Since 2003, malt processing capacity in Idaho has more than doubled.
Three companies located in Idaho Falls and Pocatello operate malting
facilities in Idaho: Anheuser Busch/ Bush Agricultural Resources, Inc.,
Grupo Modelo, and Great Western Malting, Co. Combined they produce
around 28 million bushels of malt annually. Coors Brewing Company also
maintains a presence in Idaho, contracting for Idaho barley and
maintaining a grain handling facility and research farm in Burley.”22
50% of revenue is from the exporting U.S. grain internationally. In the case of
barley, the crop is exported for a multitude of purposes such as food and beer
production. The crop is volatile due to the fact that prices are driven by demand,
which can change year to year. Domestic and global weather for example can
increase or decrease revenues, production volumes, and prices. In 2012 the total
revenue for grain crops was $16.7 billion with barley capturing 4.7% of the
market.23
SURVEY
Dwight Little, a chairman of the barley commission, stated in a phone interview
that during the last few years there has been a migration of companies working
with barley relocate to this area (referring to Eastern Idaho) because this region
produces consistent quality barley.24
The team surveyed five barley producers in Madison and Fremont counties.
Those companies planted approximately 7,000 acres of barley in 2012. Seed was
purchased from Anheuser Busch in Osgood, Idaho, Reinke Grain Elevator, and
Trost Feed and Seed. Fertilizer, chemicals, and pesticides were purchased from
Simplot, Valley-Wide Cooperative, CPS, and Helena. All five companies indicated
that they irrigate. Irrigation equipment was purchased from Golden West. Farm
21 (Barley Impact, 2013)
22 (Barley Impact, 2013)
23 (World, Wheat, Barley, and Sorghum Farming)
24 (Little, 2013)
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equipment was purchased from Agri-Service, John Deere, Double L, Spudnik,
and Agri-tech.25
CANDIDATE COMPANIES
The purpose of this section is to reflect on the information that has already been
stated and report further findings in order to report companies that could
potentially move into the area.
IBIS anticipates that the annual growth of Wheat, Barley, and Sorghum will
increase by 6.1% between 2012 and 2017.26
Barley is used for food and other beverage production, but its primary usage is for
malting purposes. The global demand for beer production has risen 33.5% over
the past 10 years which has created more volume for U.S. malt production
industry. Malt production exports are estimated to increase 10.4% per year. A
possible option would have beer manufacturing plants moved to Idaho, but it is
not a move that makes sense for these companies given that plants are
strategically placed in large markets of their consumers.
According to Dwight Little, several microbreweries are moving to the region
because of their high demand of quality malt.27
POTATO
VALUE-CHAIN
Kent Beesley from the Idaho potato commission stated that north of Madison
County is where all the seed potatoes for the entire state are grown. That would
include Fremont County. See Appendix C for the complete value chain.
According to a USDA survey in 2011, 51,900 acres of potatoes were harvested in
Madison and Fremont Counties. That same year a survey was published that
stated that potato production equaled 18.4 million hundred pound weight
(cwt).28 According to Farm Bureau’s website in 2011 potatoes sold for an average
price of $7.70.29 Therefore, in 2011 potato production created approximately
$142.1 million in revenues.
25 (Experts, 2013)
26 (World, Wheat, Barley, and Sorghum Farming)
27 (Little, 2013)
28 (National Agricultural Statistics Service)
29 (Bureau)
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Jeff Walters, part-owner of Walter’s produce and manager of the fresh pack
plant, said that Walter’s Produce, a fresh clean and pack plant, on average has
noticed plants have $3.50-$4.50 in costs per cwt. Furthermore, Walter’s Produce
is looking for a 25-50 cent profit on every hundred pound sale.30 According to
that information, fresh pack plants mark-up crop production prices nearly 33
percent.
Two BYU-Idaho agriculture professors, Jared Williams and Stephen McGary,
stated that Eastern Idaho specializes in fresh pack and Western Idaho specializes
in other types of processing.31
COMMODITY MOVEMENT
According to an Idaho Marketplace Report, fresh-pack companies hold accounts
in terms of retail and foodservice markets.
Retail: Walmart, Sam’s Club, Foodland, Fry’s, Safeway, Bashas’, Costco,
Albertson’s LLC, Fresh and Easy, Trader Joes, WinCo Foods, Smart and Final,
Sprouts, Super K-Mart, Acme, Bi-Rite, Fulmer’s, Sack N Save, Dave’s Markets.32
Foodservices: FSA, Sysco, American Foodservice/Reinhart, Central Produce,
Liberty Fruit, Loffredo, Marrone’s (Pittsburg), EVCO (Emporia), US Foods
(Topeka).33
In the survey two potato processors located in Madison County, Sun-glo and
Keith Wilcox and Sons, Inc., reported that they sell to a large list of companies
and primarily those companies are grocery store chains. Like Wal-mart, Safeway,
Sysco.34
According to the above information, the Idaho potato reaches every corner of the
United States.
SURVEY
Through the phone survey eight companies responded that produce potatoes in
Madison and/or Fremont counties. Six of those companies planted a total of
8,560 acres in 2012. Three different farmers bought seed from Val Schwendiman
farms and other farmers bought potato seed from Teton Seed. Fertilizers,
chemicals, and pesticides were purchased from Valley-Wide Cooperation,
30 (Walters, 2013)
31 (Williams, 2013)
32 (World, Potato, 2013)
33 (World, Potato, 2013)
34 (Experts, 2013)
122 123
16 | Page
Simplot, Helena, Crop Production Services, and UAP Northwest. All respondents
said that they irrigate, and those irrigation parts came from Golden West
Irrigation and Knudsen Irrigation. Farm equipment was purchased or leased
from John Deere Implement, Spudnik, Agri-tech, Double L, and Pioneer
Equipment. Seven respondents clarified that they store potatoes after harvest,
and of those who responded they store on-farm.35
CANDIDATE COMPANIES
The following information shows the presence of potato processers in Idaho,
“There are 11 potato processors in Idaho; the largest of them with the
longest history of involvement primarily in frozen potato product
processing in Idaho are J.R. Simplot Company, McCain Foods and
ConAgra Foods. The Idaho processing plants of these three companies
represent approximately a quarter of the US fry plant capacity. Basic
American Foods and Idaho Fresh Pack Corporation (Idahoan) dominate
the dehydration sector.”36
Large corporations are present in Madison and Fremont counties. Therefore,
entry into the market would be difficult for other companies.
WHEAT
VALUE-CHAIN
Idaho is one of the few places in the world where 5 classes of wheat can be grown.
Soft white wheat, both spring and winter, is the predominate wheat in Idaho and
is grown on nearly 60% of Idaho’s wheat acres.37 See Appendix C for the complete
value chain.
A representative of General Mills stated that there is a new class of wheat called,
hard white winter wheat, which could be produced in Madison and Fremont
counties.38
In 2011 more than 85,000 acres of spring wheat were planted in Madison and
Fremont Counties.39 That year spring wheat on average was sold for $6.53. Total
35 (Experts, 2013)
36 (Yuliya Bolotova, 2008)
37 (Commission)
38 (Experts, 2013)
39 (National Agricultural Statistics Service)
17 | Page
revenues comprised of more than $30 million in Madison and Fremont
counties.40
As mentioned above, elevators reported of marking up prices on commodities by
two percent.41 Two percent of $30 million is $600 thousand.
Furthermore, other entities like flour mill and bakeries add value to wheat.
The following quotation depicts a value-added option that may alter the wheat
market. In 2006, the wheat commission made this statement, “in the future
wheat straw has the potential to be used for making ethanol and building
products.”42
COMMODITY MOVEMENT
East Idaho produces 43% of total Idaho wheat production and because of location
and limited access to barges, 83% of that production stays domestic.43
According to research published by the Idaho Wheat Commission, 49% of Idaho
wheat production stays in domestic markets. Of that 49%, 96% is sent to the
Pacific Northwest or the Southwest. Most wheat travels to various end users in
California, Utah, and Colorado.44
In East Idaho, wheat is transported 50% by rail movement, 49% truck, and 1%
barge.45
In 2004, 18% of wheat production in Idaho was kept in Idaho for animal feed,
seed, or raw product for the local flour milling operation. Pendleton Flour Mill,
LLC in Blackfoot, Idaho produces over 570 million pounds of flour each year
from 12 million bushels of wheat, 9 million of which are sourced from Idaho.46
SURVEY
Through the survey ten companies responded to questions that produced wheat
in 2012. Those companies planted 14,780 acres of wheat in 2012. According to
those companies, they bought seed from General Mills, Ririe Green, and Reinke
Grain Elevators. Furthermore, they bought fertilizer, chemicals, and pesticides
from Simplot, Helena, CPS, Valley-Wide Cooperative, and UAP. Nine out of the
40 (National Agricultural Statistics Service)
41 (Experts, 2013)
42 (Commission)
43 (Commission)
44 (Commission)
45 (Commission)
46 (Commission)
124 125
18 | Page
ten companies irrigate and they purchase those products from Golden West and
Knudsen. They buy farm equipment from John Deere, Agri-tech Spudnik, Agri-
service, and Double L. Eight out of the ten companies store wheat after
production. One of the companies said that they store their wheat at an off-farm
location.47
CANDIDATE COMPANIES
Blaine Jacobson, an Idaho Wheat Commissioner, stated that the reason finished
wheat products are not commonly finished here (referring to East Idaho) is
because it is cheaper to transport wheat than it is a finished product. Generally
there are finishing plants near large cities and populations.
A representative at General Mills stated that it would be possible for Madison and
Fremont counties to sustain a small scale specialty mill.48
HAY/ALFALFA
VALUE-CHAIN
According to USDA county surveys in 2012, Madison and Fremont counties
reported 41,800 acres of harvested hay, alfalfa, and 134,000 tons of production.49
Currently the market price for one ton of hay/alfalfa is approximately $225.50
According to those numbers Madison and Fremont counties generated $40.4
million.
The team was able to locate two processing plants in the area. According to those
interviews, Larsen Farms processes the hay by steam compressing the one ton
bales into 1300 lb. bales, and then they generally make a two and a half percent
mark-up on original production price.51 Torgeson Farms processes hay by
compressing the hay and chopping one ton bales into one inch cubes. Torgeson
generally sells processed goods for 20% more than production price.52
COMMODITY MOVEMENT
Will Ricks, a member of the Idaho hay and forage commission, said that most of
the hay produced in Eastern Idaho goes to Magic Valley and the dairies in Twin
47 (Experts, 2013)
48 (Experts, 2013)
49 (NASS Quick Stats)
50 (National Agricultural Statistics Service)
51 (Experts, 2013)
52 (Experts, 2013)
19 | Page
Falls. Ricks said that general hay processors would not typically move to this
region.53
COW-CALF
VALUE-CHAIN
According to USDA Census data in 2007, total cattle operations in Madison and
Fremont counties were 110. Calves sold measured in head were 6,344.54 USDA
data shows that for the year 2013 the average price per hundred-weight on beef
cattle is $122.96.55 Assuming that each Idaho calf weighed 500 lbs. and that
calves sold in 2007 reflect to some degree this year’s sales, Idaho generated $3.9
million in calf sales. The team contacted beef processing plants and learned that
the University of Idaho charges $2.79 per pound of cut and wrapped meat.56 A
family operation in Jerome charges $1.90/lb. for a dressed steer.57
COMMODITY MOVEMENT
Carl Erb with the Blackfoot Livestock Auction said that the auction sells about
50,000 head of cattle each year. Most of the cattle are headed to Cargill in Fresno
California and JBS in Tolleson Arizona.
FEASIBILITY
The team was able to research briefly the feasibility of company development in
Madison and Fremont Counties. Two subjects were mentioned during the survey
and interviewing process- labor and natural resources.
LABOR
During the surveying, two potato processing plants located in Madison County
mentioned that they struggle with finding and hiring enough workers to fill the
demanded labor. Both companies demand approximately 100 employees.58
Furthermore, the team was able to interview Will Jensen, Regional Economist at
the Idaho Department of Labor, and he stated the following,
“I too have heard some low-wage production jobs are difficult to fill. If
enough higher paying jobs are available the low-wage jobs are undesirable
to job seekers. It’s also possible that some potential workers choose to
53 (Experts, 2013)
54 (NASS Quick Stats)
55 (National Agricultural Statistics Service)
56 (Experts, 2013)
57 (Experts, 2013)
58 (Experts, 2013)
126 127
20 | Page
remain unemployed. At times they are better off without a job if they
remain eligible for government assistance of some form (food stamps,
unemployment benefits, disability, etc.). I feel this is especially the case for
those who would need to pay for child care if they returned to work. It’s
unfortunate but is often a reality. This scenario is more likely to occur for
unskilled workers.”59
According to data from the Idaho department of Labor there are 1,025 farming,
fishing, and forestry occupations and 780 graders and sorters of agricultural
products in eastern Idaho. The average wage for farming, fishing, and forestry
occupations is $9.31. The average wage for graders and sorters is $8.23.60
NATURAL RESOURCES
The team came across information about a potential tire factory that was looking
for a location in Idaho to build, but it could not move to Rexburg because there
was not enough natural gas to supply to the company. The team then contacted
Steve Zollinger, Rexburg city attorney, in order to ask him about this unknown
tire factory. Paraphrasing him he stated the following information,
A tire manufacturing company was looking to build a new facility.
Rexburg was denied the opportunity to write up a proposal for recruiting
the company to come into the area. The natural gas supplier of Rexburg
could not promise the tire factory a certain level of gas at the time. Now,
that is not a problem because there is a new pump and line that is direct to
Rexburg. Before, Idaho Falls used some of Rexburg’s gas. Now, Rexburg is
able to support any facility with gas.
CASE S TUDIES
Because of the common characteristics that they share with Madison and
Fremont counties the team researched the following cities and their relationship
with close-by universities.
MOSCOW, IDAHO
Moscow has about 23,000 residents and 12,000 are students of the University of
Idaho.61
Jeffrey Jones, an economic development contact, discussed with the team some
of Moscow’s plans for developing agriculture. (See Appendix B)
59 (Jensen, 2013)
60 (Labor)
61 (History)
21 | Page
According to Jones, a tremendous amount of research on agriculture comes from
the University. Also, they are working on an import substitution strategy. The
idea comes from the fact that raw materials are leaving the community to be
processed and local companies are then purchasing those processed goods back.
Therefore, the city did research on whether it would be feasible to create a
commercial kitchen, which could be used by the community on an hourly basis to
process certain foods. The study came back and concluded that the Moscow is
still too small to do something of that magnitude.
MANHATTAN, KANSAS
Manhattan Kansas has more than 52,000 residents, including students of Kansas
State University. Enrollment at KSU is 24,300.62
The team interviewed John Pagen, director of economic development of
Manhattan Kansas, he mentioned a few things that KSU and Manhattan are
doing to build agriculture. (See Appendix B)
KSU currently has the KS Wheat Innovation Center, a bioprocessing and
industrial value added program, and they are starting do work with the national
agricultural research laboratory.
When asked what worked/did not work in terms of agricultural development,
Pagen said that primary research is the community and university’s biggest
strength, and that the hardest part is the actual implementation of ideas.
AMES, IOWA
According to census data, the Ames population is at 58,965, including student
residents.63 Iowa state university is located in Ames and has a student body
enrollment of more than 31,000.64 Ames is 30 miles from Des Moines Iowa.
Tiffany Coleman, director of business and economical development in Ames, was
interviewed by a team member about the relationship between Ames and the
university in growing the agricultural economy. When Coleman was asked if the
city had a specific focus on agriculture in terms of development, Coleman talked
about a few interesting things. (See Appendix B)
62 (KSU)
63 (Ames, 2010)
64 (ISU)
128 129
22 | Page
First, Ames and Des Moines were working on a corridor between the two cities to
grow food production, biotech, and biotech pharmaceutical. The cities are in the
process of marketing the corridor right now.
Second, ISU has a research park for biotech companies to set up satellite offices.
Currently Conagra, Monsantos, and Duponts have offices at this research park.
The companies research with the agriculture programs and recruit students.
OTHER
Basic American Foods in Rexburg is the only place in the region that uses a wood
boiler, and that demands all the lumber supply within a 300 mile radius.65
Iogen, an ethanol plant that uses wheat and barley straw, spent time and money
in Eastern Idaho, specifically Shelly, researching and planning in order build a
plant, but instead they ended up going to Canada.66
REGIONAL ADVANTAGES
COMMODITY TRENDS
67
According to the above graph, potatoes generate the most revenue in Madison
and Fremont counties. The two types of potatoes that are most common are
fresh-pack potatoes and seed potatoes.
65 (Experts, 2013)
66 (Experts, 2013)
67 (National Agricultural Statistics Service)
23 | Page
Wheat revenue shows an increasing trend. However, value-added options
connected to wheat are limited because of the lack of presence in the milling
industry. Large populations attract finishing mills.
Barley is the third most revenue-generating crop in Madison and Fremont
counties. The market trend for barley is on the rise. Furthermore, Idaho is
forecasted to be the number one producing state in the US of barley- with most of
the production coming from Eastern Idaho. Also, according to the barley
commission, malting facilities are migrating from the Mid-west to Idaho.
AVAILABLE RESOURCES
The table on page 21 depicts the local advantage of available resources. The table
shows companies categorized by their type and location. Companies are related
to the potato value-chain. The advantage is that all companies are located within
Madison or Fremont counties or Eastern Idaho.
130 131
24 | Page
(See Appendix C)
25 | Page
CLIMATE
The cool consistent climate of Madison and Fremont counties is a regional
advantage for certain crops. Professor Jared Williams said that the cool climate
helps potatoes to stay fresh for longer period of time. Dwight Little from the
barley commission said that the consistency of climate in Eastern Idaho attracts
barley buyers because other states often have crop damage due to severe weather.
BEST PRACTICE EXAMPLE
AMES, IOWA
According to Tiffany Coleman of Ames Iowa, the city has seen positive impacts
from partnering with Iowa State University. Companies involved in the ISU
research park benefit from research results, and the community is benefited by
employment opportunities.
The Ames and Des Moines food production corridor is in the marketing stage
right now. As a development program, people go out and speak with businesses
about their future and what is currently happening. This type of promotion builds
brand recognition for the city.
The research park and corridor were created because of the agricultural strengths
that exist. Simon Tripp, a senior director of the Battelle Memorial Institute, said
to Iowa business developers, referring to the Midwest, “You are the Silicon Valley
of ag biosciences… You have assets here that exist nowhere else in the world. You
have a perfect storm of opportunities coming together, in terms of the big
manufacturing companies, the powerhouse global multinationals in ag
biosciences, some of the best research universities in the world, with tremendous
resource assets, and of course the land.”68
LOCAL UNIVERSITY PLANS
BYU-IDAHO
According to Fenton Broadhead, Vice President of BYU-Idaho, the University is
putting time and money into building the agriculture programs and facilities.
With board approval the University will build additions onto the livestock center
and build a large agriculture building on campus. The University is also offering
wide range of new agricultural degrees, animal food science degree, a plant
science degree, an agriculture economics degree, and an agriculture business
degree.
68 (Hicks)
132 133
26 | Page
SUMMARY OF FINDINGS
This area has agricultural advantages that can be utilized in order to build the
local agriculture economy. They include but are not limited to: climate, land, and
agriculture expertise.
The research conducted for this project was centered on the top five major
commodities produced in Madison and Fremont counties. With those
commodities the team was able to identify that the market is effective and
mature. Therefore, the team was unable to identify a value-added option that
would be compliable with the area’s demographics.
Land was identified by experts at the BYU-Idaho field day as being an advantage
of the area. According to further research land is specifically an advantage for
potatoes and barley.
According to experts the climate of this area is a comparative advantage. Cool
climate helps in potato storage and barley production.
The agricultural expertise of Madison counties is connected to BYU-Idaho. In
order to market to companies the advantages of being located near a university
with a strong agriculture program it would be important build a strategy with
BYU-Idaho. Fenton Broadhead stated, “It is my hope that a dialogue will start
between the city and University. I like the examples of Ames Iowa and Manhattan
Kansas. We need to start a situation where the city and University work together
to facilitate company growth.”69
69 (Broadhead, 2013)
27 | Page
REFERENCES
Ames. (n.d.). Facts. Retrieved from City of Ames: www.cityofames.org
Barley Impact. (2013). Retrieved from Idaho Barley Commission:
http://barley.idaho.gov/publications.html
Broadhead, F. (2013, June). Vice President of Academics. (C. Kunz, Interviewer)
Bureau, I. F. (n.d.). Potatoes. Retrieved from http://www.idahofb.org/
Cargill. (n.d.). Cargill Company Information. Retrieved from index:
www.cargill.com/company/index
Commission, I. W. (n.d.). Wheat Impact. Retrieved from information:
www.idahowheat.org
Experts, M. a. (2013, June). Agriculture. (E. M. Team, Interviewer)
Hicks, L. (n.d.). Iowa, embrace ag or lose a chance to grow. Retrieved from
www.demoinesregister.com
History, M. (n.d.). History. Retrieved from City of Moscow: www.ci.moscow.id.us
ISU. (n.d.). About Iowa State University . Retrieved from www.iastate.edu/about
Jensen, W. (2013). Regional Economist.
KSU. (n.d.). About Kansas State University. Retrieved from www.ksu.edu
Labor, I. D. Occupational Employmnet and Wage Release. Rexburg.
Little, D. (2013, June). Idaho Barley Commissioner. (E. M. Team, Interviewer)
NASS Quick Stats. (n.d.). Retrieved from USDA: http://quickstats.nass.usda.gov/
National Agricultural Statistics Service. (n.d.). Retrieved from USDA:
http://www.nass.usda.gov/Statistics_by_State/Idaho/index.
asp
Smith, J. (2011 йил 26-February). Eastern Idaho Entrepreneurial Center. (G.
Brown, Interviewer) New York, New York, United States of
America: Brooks.
Walters, J. (2013). Sun-Glo Owner. (E. M. Team, Interviewer)
Williams, S. M. (2013, July). Professors BYU-Idaho. (C. Kunz, Interviewer)
134 135
28 | Page
World, I. (n.d.). Malting Production. Retrieved from Industry Report:
http://clients1.ibisworld.com/
World, I. (2013). Potato. Retrieved from Marketplace Report.
World, I. (n.d.). Wheat, Barley, and Sorghum Farming. Retrieved from
http://clients1.ibisworld.com/
Yuliya Bolotova, C. S. (2008). The Impact of Coordination of Production and
Marketing . International Food and Agribusiness
Management Review , 12.
29 | Page
APPENDIX A
Company Name Title Phone number How long
have you
been
working in
the
industry?
Walters Produce Melissa
Arlenco Inc Lane Farmer
Websters Mile High
Farm 208.356.9598
Basic American Foods Joe Plant
Manager 208.356.3631 16
Crapo (Trucking) David Manager 208.624.3293 ex.
11 25
Dal Schwendiman
Farms
Anne
Schiwendiman Wife
Marsden Farms Gary Marsden Owner 40
Anitrace Kyle Kunz Field
Engineer 1
Cornelison Farms Rainy
Cornelison Farms Rainey Dispatch 208-356-0396
Bevan Jeppesen Bevan Owner 208.390.8240 30
Erikson L.L.C. 1-208-709-5576 since 1995
Walters Jeff Owner 208.458.4105
Crapo Farms Bruce Owner 208.313.6303 43
Sun-glo Bruce Owner 208.313.6303 43
Mitch Hughes Inc Mitch Hughes Owner/
president (208)458-4670 40 years
Keith Wilcox & Sons,
Inc. 1-208-356-7563 incorporat
ed in 1948
Kim Wahlen Farms Tanner
Wahlen Manager 2082212300 10 years
Neal Ward Eli Ward Farmer's
Dad 2083565190 40 years
Richard Smith Farms Richard Smith Farmer 2083564912 40 years
Neville Farms Inc Scott Neville VP and
secretary 208-356-4130 40 years
136 137
30 | Page
Statistic Value
Total Responses 21
2. Check one that relates most to the company.
# Answer
Respon
se
%
1 Crop Production
12 55%
2 Animal Production
0 0%
3
Processing of the following
agricultural commodities;
potatoes, wheat, barley,
hay/alfalfa, and cattle
4 18%
5 Manufacturing of agricultural
inputs
0 0%
6 Other
5 23%
7
Agricultural Input Company
(i.e.ag.chemicals,seed,etc.excl
uding farm equipment)
0 0%
9 Farm equipment
distribution/retail
0 0%
1
1
Farm equipment
manufacturing
1 5%
1
3 Value-add
0 0%
Total 22 100
%
Other
Fresh Pack
Transportation
Transporting Crops
Crop productin and livestock
31 | Page
3. What year was the company established?
# Answer
Response %
1 1850-1900
0 0%
2 1901-1950
3 21%
4 1951-2000
8 57%
5 2000+
3 21%
Total 14 100%
4. Approximately how many employees work for
the company?
# Answer
Response %
1 0-100
15 83%
2 101-200
2 11%
3 201-300
0 0%
4 301-400
1 6%
6 401-500
0 0%
7 501-600
0 0%
8 601-700
0 0%
9 701-800
0 0%
10 801-900
0 0%
11 901-1000
0 0%
12 1001+
0 0%
Total 18 100%
5. What crops did you produced in 2012?
# Answer
Response %
2 Barley
5 42%
3 Wheat
10 83%
4 Potato
8 67%
5 Alfalfa/Hay
2 17%
6 Other
4 33%
138 139
32 | Page
Other
Mustard, Flax Seed
Canola
Corn
Sugar Beets
6. How many acres of each crop were planted last
year? 2012.
# Answer
Response %
1 Barley
7 64%
2 Wheat
8 73%
3 Potato
6 55%
4 Alfalfa/Hay
2 18%
5 Other
3 27%
Barley Wheat Potato Alfalfa/Hay Other
60
2300
1550 600 350
850 300 600
2000 2000 3500 150
2500 1200 450 100
100 280 160
2000
2700 2300 1800
5000
1900 800
Statistic Value
Min Value 1
Max Value 5
Total Responses 11
33 | Page
7. From whom did you buy seed in 2012?
Text Response
General Mills
Reinke Grain Elevator
Potato- Val Schwediman, Barley- Bush ag (asgood), Wheat- Ririe Green
potato- teton valley, ashton, special seed (1000 acres) Montana and North
Dakota, Barley- Bush
corn- pioneer, barley-trost feed and seed, potato-steve co farms
Val Schwendiman
Teton Seed
Out of State in Oregon and local Elevator companies
They have their own seed program, also buy from Sidoway, Fosters, Swendiman's
Statistic Value
Total Responses 9
8. Which of the following products did you apply to
your crops in 2012?
# Answer
Response %
1 Fertilizer
11 100%
2 Chemicals
10 91%
5 Pesticides
8 73%
9. From whom did you buy those products?
# Answer
Response %
1 Fertilizer
9 100%
2 Chemicals
9 100%
3 Pesticides
8 89%
140 141
34 | Page
Fertilizer Chemicals Pesticides
Helena Helena Helena
Simplot Simplot
Valley Ag Valley Ag Valley Ag
Simplot, CPS, Valley
Wide
Simplot
Helena Helena Helena
Simplot Simplot Simplot
Valley Wide Co-Op Valley Wide Co-Op Valley Wide Co-Op
UAP UAP UAP
10. Do you irrigate?
# Answer
Response %
1 Yes
10 91%
2 No
1 9%
Total 11 100%
11. What equipment do you use to irrigate?
# Answer
Response %
1 Canal
1 10%
2 Hand-line
4 40%
3 Wheel-line
2 20%
4 Pivot
9 90%
5 Other
0 0%
35 | Page
12. What equipment do you use to harvest?
# Answer
Response %
1 Combine
10 91%
2 Tractor
4 36%
3 Auger
0 0%
4 Picker
1 9%
5 Other 2 18%
Other
potato stuff- (spudnik) blackfoot or america falls
Grain Combine and Digger
13. Are there any additional inputs that we have not
mentioned? If yes, please explain.
# Answer
Response %
1 Yes
1 13%
2 No
7 88%
Total 8 100%
Yes
Crop insurance
14. Do you store any crops after harvest?
# Answer
Response %
1 Yes
9 75%
2 No
3 25%
Total 12 100%
142 143
36 | Page
25. Who did you sell to in 2012?
Text Response
all potatoes sold to a marketer and grain sold in idaho
60 or 70 buyers, Wal-mart, Safeway, 5-guys, Cysco, etc.
big list, primarily grocery store chains
Statistic Value
Total Responses 3
27. Who did you sell your crops to in 2012?
# Answer
Response %
1 Barley
6 55%
2 Wheat
8 73%
3 Potato
7 64%
4 Alfalfa/Hay 2 18%
5 Other 3 27%
37 | Page
Barley Wheat Potato Alfalfa/Hay Other
Ririe. $8.50
Reinke Grain Reinke Grain Pocock
Bush Ag Ririe Green
Webster
Potato, Sun-
glo, Rigby
Produce
Bush General Mill
(newdale) Canada (office
here)
Bush Sun-glo Self Self
General Mills General Mills Walker
Produce
General Mills
General Mills
10% - Mccain
Processor.
90% Pleasant
Valley Potato
Algamade
Sugar
Company
(white sugar)
Rire Grain,
General Mills
General Mills
Rigby
Produce, Lon-
Pariel
Statistic Value
Min Value 1
Max Value 5
Total Responses 11
38. What does your company supply?
Text Response
Bring potatoes in wash them, put them in bags and boxes, and ship them out to
major corporations all over the county. We have no local buyers.
Trucking and transportation of potatoes
Potatoes, wheat, barley, alfalfa, cattle
144 145
38 | Page
Statistic Value
Total Responses 3
39. Who are your suppliers?
Text Response
Local Farmers
Reinke grain in Ashton, Centennial grain in Rexburg, Pasley grain in Roberts,
Potato seed: clemensville, 1/3 comes from Montana (private individual)
Statistic Value
Total Responses 2
40. Who do you sell to?
Text Response
Grocers and other local producers
Sunglo- potatoes, Eagle produce in I.F. Reinke grain in Ashton, General mills,
some to Pasley
Statistic Value
Total Responses 2
39 | Page
42. Do you have any recommendations of people we
should contact in order to find agricultural related
needs in the area?
Text Response
Jeppesen, Summers, Ricks
Crapos, Walters.
Who should we talk to at Crapo for crop production? Bruce at potato shed 313-
6303.
Allen Bom, 652-3717
none
Shaun is more over the crop production for Walter farms.
Statistic Value
Total Responses 6
43. Other information.
Text Response
Basic is the only place that uses a wood boiler, and that demands all the lumber
supply within a 300 mile radius.
How many employees work with you? 40 Where do you get fuel? Barry oil,
conrad and bishoff What do you haul? Landscap products, road salt, coal, grain,
fertilizer, dairy feed(ddg's). Where does it go? fertilizer from pocatello into utah.
Grain is hauled from rexburg to Utah (flower mill, grain distributers)Big J Milling
in Brigham City, Cereal foods in Ogden 801-364-1529, Horizon 801-621-3540.
none
He has been audited by the IRS previously.
All equipment is bought locally from the 3 counties (Jefferson, Madison,
Freemont)
Statistic Value
Total Responses 5
146 147
40 | Page
44. From whom do you buy that equipment?
# Answer
Response %
1 Canal
0 0%
2 Hand-line
4 50%
3 Wheel-line
2 25%
4 Pivot
8 100%
5 Other 0 0%
Canal Hand-line Wheel-line Pivot Other
Bought
previously
used
Came with
rented ground Golden West
Golden West
Golden West
Wayne Ferent
and Golden
West
Wany Ferent
and Golden
West
Wayne Ferent
and Golden
West
Knudson Knudson Knudson
Golden West
Golden West
Statistic Value
Min Value 2
Max Value 4
Total Responses 8
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45. From whom do you buy that equipment?
# Answer
Response %
1 Combine
8 89%
2 Tractor
4 44%
3 Auger
0 0%
4 Picker
1 11%
5 Other 1 11%
Combine Tractor Auger Picker Other
Bought used Bought used
Agriservice
John Deere
LL
manufacturing,
Spudnik
Agri-tech,
Spudnik, LL John Deere
Spudnik
Spudnik John Deere (2
year lease)
John Deere
John Deere,
Pioneer John Deere
Farm sales
(used)
Statistic Value
Min Value 1
Max Value 5
Total Responses 9
148 149
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46. Do you store on-farm or off-farm? if off-farm,
please explain where.
# Answer
Response %
1 on-farm
7 88%
2 off-farm
1 13%
Total 8 100%
off-farm
Potatoes are all on farm, Wheat is both on and off
48. From whom did you buys those commodities in
2012?
# Answer
Response %
1 Barley
1 33%
2 Wheat
1 33%
3 Potato
3 100%
4 Other
0 0%
Barley Wheat Potato Other
in county in county, some
from teton county in the counties
Local growers
mostly feemont
county
Statistic Value
Min Value 1
Max Value 3
Total Responses 3
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49. From whom do you purchase that equipment?
Text Response
all bought in idaho
Volm
madison and freemont
Statistic Value
Total Responses 3
52. Where are you located?
# Answer
Response %
1 Madison/Fremont
counties
12 75%
2 Idaho
1 6%
3 Outside of Idaho
3 19%
Total 16 100%
Outside of Idaho
Brazil, Chile, Indonesia, South Korea, California
Teton City
some in Fremont and some in Jefferson, some in Madison
54. Has your company considered locating or
adding a subsidiary in Idaho?
# Answer
Response %
1 Yes
3 100%
2 No
0 0%
Total 3 100%
150 151
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APPENDIX B
INTERVIEWS
BARLEY
COMMISSIONER INTERVIEW
Dwight Little
Chairman Barley Commission
Phone: 208-390-0678
Email: littlefarming@hotmail.com
Most all barley that is produced in District 3 goes to 4 major players; Anheuser,
Integrow, Great Western Malt, and Miller Coors. Anheuser Busch. Most of those
are in Idaho Falls and they are malting facilities. They turn the barley into malt
and then distribute it to breweries. Integrow- toil molester. Great western malt-
There is a toil molester (sell to breweries) big exporter, service most nearby
breweries. Miller Coors – Is located in Colorado. Grupo Modulo- They sold a
large portion of their malting production to Cargill, and other than that they send
a lot to Mexico, Corona. Feed barley is reject malt. We use to have a decent feed
barley market, but now there are huge malting companies that have deep pockets,
and producers go to them first. During the last few years there has been a
migration of companies dealing with barley from the Midwest to this area,
because this area produces consistent quality barley. Also, because corn and soy
bean prices are high enough that farmers are cutting back on their barley
production to produce corn or soy beans. Corn can also carry with it a disease
that affects barley plants. Climate is a competitive advantage to this area. The dry
easy weather coupled with controlled irrigation makes Idaho more consistent
than the mid-west. North Dakota, Wisconsin, and Minnesota often have weather
issues that hurt their crops. After plants malt the barley, that malt can be used for
beer, candy flavoring, and bakeries. Research shows that barley is healthy and in
some aspects it is better for health than oats. The commission is working with
companies in Japan to recruit them to the area, they deal specifically with candy
items and cereals. Microbreweries are moving into the area. The commission
likes this because they use more malt in their beers. Soon Idaho will be ranked
number one in barley production.
COMPANY CALLS
Busch Agricultural Resources Inc. - $6.40 (bushel = 48 pounds) purchase from
local farmers.
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Ririe Grain and Feed – Elevator. They pay $5.28 per bushel and sell for $5.38 per
bushel. Factors of influence on location include; Weather and water. There
company could be benefited on a local level by acquiring more ground.
When asked if they would ever relocate, they said, Yes, however, location is
adequate right now.
Scoular Grain- They pay $11 per 100 ($5.28 per bushel) and sell on a 2% mark up
($5.38 per bushel). Malt will be contracted in the fall. Feed will go to major dairy
areas and flower mills. Scoular is a co-operative and sells around the world
including South America.
Integrow (Grupo Modelo)- John Zitce, manager, He said that one of the main
benefits that Madison and Fremont counties have is the railroad tracks.
Great Western Malting Co.- Randy Ineiwirth, said the reason for their location of
their malting plant in Pocatello is due, “to the most consistent barley producers in
America [Idaho].” He also said that this area’s strengths are due to land size and
the willingness of farmers.
WHEAT
COMMISSIONER INTERVIEW
Blaine Jacobson
Idaho Wheat Commission
(208) 334-2353
Most of the wheat produced in Idaho has a domestic purpose. A lot of the eastern
Idaho wheat moves to Ogden because it is a large milling area. General mills in
Idaho Falls and Blackfoot will source some to Iowa. Pendleton Flour mill in Idaho
actually sells a finish product. The reason finish wheat products are not
commonly finished here is because it is cheaper to transport wheat than it is a
finished product. There are finishing plants near large cities. Moulton mill and
Pepperidge farms are in Utah and they both finish products. Pepperidge makes
gold fish. If you want to get more information on where the commodity is headed
then talk to elevators. Ririe elevators is a large operation. You can talk to Jerry
Cramor at Ririe elevators.
Gordon Gallup, He said that wheat is grown in Eastern Idaho as a rotation crop
and that it is a good crop for the short cool season. Utah mills have the advantage
of major rail systems. There is only one flourmill in Idaho. There was talk about
an ethanol plant moving to Burley, but they walked away. Soft white wheat is
predominate in the area.
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HAY
COMPANY CALLS
Don Harris – He keeps all of his hay for his cattle. He sells cattle at Idaho Falls
stockyard. He also said people sell to a stockyard in Blackfoot and Scars feedlot.
Gary Ball – His crops are dry land and he won’t harvest this year. He told me to
contact Ryan Robinson, a hay broker in Idaho Falls. I spent ten minutes looking
for his information and I didn’t find anything.
Will Ricks – Most of the hay/alfalfa is going to magic valley, dairies in twin falls.
It is also going to California and Washington for processing and shipment. Will
said that general hay processors would generally not look into moving to this
region. However, he was excited about the idea of ag. growth. He told me about a
company in Canada that processes straw into fuels. He said that about five years
ago they wanted to move to the Shelley area. Apparently they were close to
moving here, but they had problems with the government. He gave me Carl
Cooks contact information.
Carl Cooks – 351-1055. Carl is a large part of the straw and hay industry here in
the area. Search Iogen, an ethanol plant that uses wheat and barley straw, in the
post register. They spent a lot of time and money up here trying to come to the
area, but they ended up going to Canada. Richard Larsen in Dubois processes
hay. Ron Torgesen in Hamer processes hay.
Larsen Farms- 374-5660. They have the largest hay storage facility in the US.
They double compress 1 ton bales of hay, they steam compression to 1300 lb.
Export to china and use rail to Florida and New York. They percentage markup is
not even 1 percent after costs. She said a 10 dollar profit per unit is the original
idea. Transportation costs are 80-90 dollars per ton on rail and 150-180 on truck
to New York.
Ron Torgeson Farm- 243-5438. According to Ron last year they were purchasing
hay at about 190 on ton and selling their processed cubes at 250. Their
processing includes chopping the hay and adding water. They make small hay
cubes about 2 inches by 2 inch. He told me that he heard that hay was at about
210 right now, but that it is probably higher for premium dairy feed. He said that
they truck their hay. Last year it cost about 3,000 dollars to ship 25 tons of hay to
Iowa. The trucking system charges by the mile. Torgeson sells mostly to Jerome,
Boise, and California; however, they’ll place an order anywhere. Some people buy
their cubes and put them in smaller bags in order to sell them on themselves of
retailers for rodents. Most of the cubes are sold to horses.
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BEEF
COMPANY CALLS
Carl Erb- Blackfoot Livestock Auction. Carl said that they run about 50,000 head
of cattle through the company every year. There are no large slaughterhouses
around Idaho, a few small family-owned companies, but most of the meat is
going to Cargill, JBS, and Fresno California. The biggest cost to animal
production is feed.
University of Idaho beef processing- According to the lady that answered the
phone they sell cut and wrapped meat for about 2.79 lb.
Carlin in Jerome- Is a family operation. They usually sell a dressed steer for $1.90
POTATO
COMPANY CALLS
Jeff Walters- It is hard to operate at a certain sale price for the potato industry.
Walter’s are looking for a .25-.50 profit off of hundred pound weight. Right now it
is common for a fresh pack to have costs from 3.50-4.50 cwt and they usually buy
from the producer at 7.70 cwt. The disadvantage Walter’s has is location. They
compete big with Colorado and Wisconsin. Wisconsin has better location.
Wilcox and Sons- I talked to a receptionist. Wilcox buys about 50% of their
potatoes and they get the rest from their own production. On a fifty pound box
the market tends to be anywhere from 11.50 to 17.00 cwt.
COMMISSIONER INTERVIEW
Kent Beesley, potato retail promoter, He said that Burbanks are grown in Eastern
Idaho because of the cool climate. Seed potatoes are grown north of Madison for
the entire state of Idaho. Part of the commissions purpose is to market the Idaho
potato to retail stores all over the world. It is important to keep the Idaho potato
brand in high recognition.
TOWN AND GOWN RELATIONSHIP
Steve Zollinger, Rexburg city attorney - A tire manufacturing company was
looking to build a new facility. Rexburg was denied the opportunity to write up a
proposal for recruiting the company to come into the area. The natural gas
supplier of Rexburg could not promise the tire factory a certain level of gas at the
time. Now, that is not a problem because there is a new pump and line that is
direct to Rexburg. Before, Idaho Falls used some of Rexburg’s gas. Now, Rexburg
is able to support any facility with gas.
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Fenton Broadhead, BYU-Idaho Academic Vice President- The University is
putting time and money into building the ag. programs and facilities. With board
approval the University will build additions onto the livestock center and build
more ag. buildings on campus. The University is now offering an animal food
science degree, a plant science degree, an ag. econ degree, and an agribusiness
degree. These are the most important degrees at BYU-Idaho. Siri is directly
involved in ag. research. The University can offer ag. companies capable
graduated students and research. Jared Williams and Greg Blazer are faculties
members that are working on ag. related research projects right now. As a
University I don’t know if we’ve visited with city councilmen about what the
University is trying to do with agriculture. In my opinion the city and county
should work on making a marketing plan for bringing in ag. businesses. They
should explain what BYU-I is doing, share information about community, and
focus on their comparative advantage. It is my hope that a dialogue will start
between the city and University. I like the examples of Ames Iowa and Manhattan
Kansas. We need to start a situation where the city and University work together
to facilitate company growth.
Will Jensen, Regional Economist at Idaho Department of Labor, I too have heard
some low-wage production jobs are difficult to fill. If enough higher paying jobs
are available the low-wage jobs are undesirable to job seekers. It’s also possible
that some potential workers choose to remain unemployed. At times they are
better off without a job if they remain eligible for government assistance of some
form (food stamps, unemployment benefits, disability, etc.). I feel this is
especially the case for those who would need to pay for child care if they returned
to work. It’s unfortunate but is often a reality. This scenario is more likely to
occur for unskilled workers. We do keep some statistics about wage data by
occupation. Here is a link to that information for the eastern Idaho
nonmetropolitan counties (http://tinyurl.com/ppt27ea). If employers are
offering wages below what a competing business offers, they will have some
difficulty in attracting workers. Over time the labor market will force these
employers to make accommodations by either raising the wage/benefits they
offer or converting to a mechanized means of production.
Jared Williams, Applied Plant Science Professor at BYU-Idaho, Jared talked
about the comparative advantages that Madison and Fremont have over other
parts of the state. He said that an advantage of barley production in the area is
the cool climate. He said that the soil type here is loess. Potatoes advantage is
that land is cheaper and because land is cheaper farmers can have better margins
on their costs. He also said that fresh potatoes are more common on the Eastern
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part of the state because the cooler climate helps the potatoes last longer. Fresh-
pack plants need their potatoes to look good year-round. Most of the potato
processers are on the other side of the state because the production is higher due
to the yields. The south part of the state has higher yields in all commodities
because they have a higher growing season. He said that the southern part of the
state has older irrigation rights and therefore they have the advantage on
irrigation. He agreed that Idaho Falls has the advantage over Madison with
respect to transportation because of the interstate.
Stephen McGary, Ag Economics Professor at BYU-Idaho, said that yield per acre
is a great tool to use in order to know comparative advantages. He said that soil
types are the main reason for different yields. Also, that the length of the growing
season is important to look at. The western part of the state is processers and the
eastern part is fresh potatoes. He didn’t completely agree that an advantage of
this area is cheaper land. The value of land is based from possible profit. He said
that by looking at the coefficient of variance of historical prices, one could see the
level of risk in planting certain crops.
TOWN AND GOWN EXAMPLES
Ames, IA- Tiffany Coleman, Ames Econ. Development Center: Dir. Business &
Economics
How developed is the agricultural (in terms of value added or research
from the university) economy in your area?
She would say that the economy is pretty strongly developed. Whether it is
raising livestock, or plant genetics, energy, vaccines, they have a lot of
agricultural business obviously reaches beyond IA.
Have you had a specific focus on agriculture in terms of development?
o If so what did you do?
Yes. They actually focus in on it even more right now. They are very close to Des
Moines. They are only 20-30 minutes apart. They are actually working on a
corridor between Ames and Des Moines. That is food related, growing food,
biotech, especially biotech pharmaceutical but also more so on the growing food
side. They are working on marketing this corridor right now. They have partnered
for a long time on this topic. They are formalizing the market efforts right now.
They also have ISU research park, this is full of biotech type companies (Conagra,
the Monsantos, the Duponts---satellite offices). Some of this is to recruit talents
out of university, but also the companies are working in ag. With the university.
This research park is basically full. Another example is they also have federal labs
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that do research. If there is an epidemic that breaks out there is a federal agency
that manages information for animal zoonotic disease breakouts for
livestock/poultry. They also federal research facility and partnerships.
What worked/did not work in terms of agricultural development?
Hard question to answer because she hasn’t been in the position for a long time.
Hasn’t heard of any negatives of things that didn’t work. She guesses that one of
the things they are getting into now is supporting the businesses that are in the
community but also developing a workforce for those looking for jobs but also the
interns coming out of ISU. The strategies that are working back are the
partnerships with the university, the partnerships with the corridor (this is
getting stronger and stronger and going to continue to see positives), they are
also think what has worked is a strong existing business program. As a
development program they go out and speak with businesses about their future
and what is happening. These are all very positive aspects.
What was your relationship with the universities agricultural college in
developing agriculture in the community?
What is really positive between the university and the community is the vitality
and people are always coming up with new ideas. The community is made up of
people that work at the university. She hasn’t seen a lot of friction b/w the
community and university. Then the negative might be between the two entities
is they have all of these students that come to Ames, and they don’t realize that
there are jobs and opportunities in Ames and that they don’t have to leave and go
home. And these jobs are with very progressive and on the bridge type
companies. The students don’t realize the opportunity that these companies are
looking for people to work in their businesses, but the students don’t know who is
here. The problem is also they are spending to attract a work force.
In your opinion, what is the best strategy for developing a community, like
yours, in terms of agriculture?
What works best? Still has to go back to a high level. She thinks a lot of is
developing and maintaining and constantly interacting with your relationships
and trying to be flexible with the evolving relationships in agricultural
development and university and city and county.
Just to give me an idea, there is also University of Iowa in Iowa City and they also
have a corridor concept as well, but it is not as closely linked to agricultural
industry, it is more focused on medical/ pharmaceutical sciences as well. There
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are so many companies though in Ames that work directly with the university for
research and development. The Ames-Des Moines corridor she can really see
where there are a lot of potential connections b/w the two towns. There are
certain types of businesses that want to be close to university but also want the
amenities of the bigger town. If the community has an opportunity to get a
processor, sometimes takes 1 or 2 other businesses/processors to attract the
other businesses and then one by one the will come, it will be a synergy and then
it will take up speed. Ames has evolved in the last 10-15 years. She is welcome to
more calls in the future
Moscow, ID- Jeffry Jones, City of Moscow, Economic Development Contact
How developed is the agricultural (in terms of value added or research
from the university) economy in your area?
It is fairly well developed; from the standpoint is a big part of the economic base
of Latah County. The low quotational index for the economy for Latah and
Whitman counties. Then together, they have a low quotational index of 3.15
(national average is 1). Much more specialized in the area than compared to the
US as a whole. The two primary products in the area are wheat and barley. That is
what the majority, but they also have specialty crops like garbanzo beans which
are made into hummus. The University of Idaho, school of ag. Is headquartered
there. There is a tremendous amount of research that comes out. In terms of
processing they feel like they can do more in terms of developing that section.
They do have some manufacturing for specialty breads and cheese, but it is
usually fairly small scale. They want to put more emphasis in that in terms of
economic development strategy in terms of import substitution strategy. So folks
don’t have to go out an import the products, they want to have them locally
grown, and are fresh. One of the great things about agriculture is it has a high
level of respending. When you are farmer/producer you are buying a lot of your
inputs locally, but you are exporting products when it is grown but then you are
importing money. It is a win-win situation.
Have you had a specific focus on agriculture in terms of development?
o If so what did you do?
Well, they have just finished a study looking at that within the region to
determine what opportunities exist. To determine if they have enough producers/
markets in the area to build more commercial kitchens the area which people
could use on an hourly basis. The study came back to say now is not the time.
Because they to build on what you already good at and build on the
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specialization. A lot of the things they were looking at was could we have a
butcher facility to meet federal regulations for butchering livestock, perhaps a
mobile truck. Whether or not they should allocate or focus on more mill
development in order to create more opportunities for grinding a product and
manufacturing more bread. The study said that Moscow (24k people) is still a
little small to jump on something of that magnitude. And without being very sure
of the market the emphasis is to support local entrepreneurs in the region that
are already doing the value added products. This would be a good start so people
have greater access with using commercial kitchens. More specifically, they are
looking at a facility owned by Latah County on fairground sight. Pullman, is
pretty much the same (population). They have more high tech jobs because of
Slitcher engineering and a bigger school. On the Idaho side there are more
restaurants and a lot has to do with the differences in the taxation and the WA
minimum wage is much higher. There is a significant amount of agriculture in
both counties. Last time he looked was 30% of land base in Latah was in some
form of agriculture.
What worked/did not work in terms of agricultural development?
Right now, the farmers have done really well in the area. They have seen
increased interest and increased growth of number of organic acres in the areas.
And also specialty crops like garbanzos in the area. Evaluating if they can produce
a hummus product locally. With regards to specific focus, they have the
university generating a lot of research. They also have farmers/coops that are
very astute and are able to augment and change their practices very quickly. In
the area they only have a generic overall goal of creating more value-added
product in the area. But everybody is still trying to figure out how to do that.
Prior to 2002, sales of agriculture generated 2-3 million dollars in sales in the
county. The number fell in 2002 to 2.7. Then it stormed back even through the
recession. Then of course export market for food is big in Moscow too. There was
really no threshold number to indicate when the quad county region was ready
for the center with the commercial kitchen or any value added agriculture. Many
were hoping for that result. The issue came down to can you operate something
like that without public subsidy. The consultants said something like that would
require a significant public subsidy to make it work. The community would
welcome a corporate processor as long as it was not a threat to resource base,
primarily water. They have a lot of young people in the region, that would make
finding a workforce relatively easy. As forestry declined many have been trying to
find their way into other sectors. A lot of people in their market are
underemployed, there are a lot of people living in the surrounding more, smaller
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towns that are not students that would commute. There is a manufacturing
facility in Gennessee that does manufacture agricultural product (lentils).
What was your relationship with the universities agricultural college in
developing agriculture in the community?
They have a good working relationship with the university and they meet
monthly. So the first thing is communication. They have an urban/renewal
agency that works b/w the university and the community to assist in helping
them in their long term planning and development of 4 acres they just purchased.
Specifically, with regards to agriculture, U of I has a research facility in Caldwell
and a commercial kitchen that is funded by private partners. They would love to
have them up there, but they don’t have the private funding in Moscow. There is
nothing specific he can say that they tried that didn’t work to improve the
relationship. The biggest challenge is they are so isolated from a transportation
facility. Normally, they would have trucks that would transfer the goods in/out of
town. This a much more limiting factor for this town.
In your opinion, what is the best strategy for developing a community, like
yours, in terms of agriculture?
One thing to add too is that because they’re small and whenever they focus on
one aspect of Town and Gown for agricultural. It is better to improve across all
sectors. There are town leadership meetings monthly but also a quad meeting for
counties to discuss economic development and the improvement of relationships
of the community. Bring all sectors to work B/w. University and community.
Have all departments within the college engage the community (architecture,
engineering, etc.)
Manhattan, KS– John Pagen, Chamber of Commerce Economic Development
Director
How developed is the agricultural (in terms of value added or research
from the university) economy in your area?
It is pretty well developed, he has a business background. Manhattan ag.
Economy is pretty well refined, but there will always be more. They have the KS
Wheat Innovation Center. They also have 2 milling facilities and then a bivap-
Bioprocessing and industrial value added program which is the one that
researches different applications for biological products. Like plastic forks out or
wheat. Pretty well developed. They are just starting with the national agricultural
research laboratory. This will also help with the development of the ag. Economy.
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They are studying the prevention and antidote of zoonotic diseases. They have a
lot of research for animal (veterinary sciences). Also center for grain and animal
health research for insects. In 2011, Forbes ranked Manhattan as the #1
community in the US for jobs and careers. They were lower than that because of
the oil boom communities in the Dakotas. The research in agriculture drives that
job and career.
Have you had a specific focus on agriculture in terms of development?
o If so what did you do?
Yes. Particularly with the MVAP arrival. We call it in core competence, the thing
they are really good at. Right now, they are working with a lot of food safety.
Because of the work at K-State. This is home to AIB (food safety). A funny thing
about them, when Twinkie starts full production, AIB will be there to evaluate the
process in terms of safety and protocol. They send people all over the world to do
food research and consulting. Food and plant sciences are definitely the core they
go. The engineering department is also doing really well. In recent years they
have put in Garmin, and General Electric Aviation. They showed interest in
Manhattan and they selected them after rigorous selection. They have a company
they work with to make extrusion equipment, and this for is for Frito lay, chips,
dog food where you pour a solution then heat, then pressure, then cut it. Kansas
has a very large presence in extrusion equipment production. They work with a
company very closely to increase their relationship. Companies like that work
well in the community because they are called a trader sector. They export goods
and import money which is how you work well in creating wealth. Where
restaurants (corporate) drain wealth in the community, because every night the
money is wired back to the community.
What worked/did not work in terms of agricultural development?
What works well here is primary research because they are a university
community, creating ideas. The challenge is always the tech transfer. Getting it
from being an idea on a chalk board to the shelf, this is where everything falls
apart. This community is really big on research, primary research is their biggest
strength. Some products thinking to be slam dunks fail others have the opposite
reaction. This is a challenge, but it is a challenge everywhere. Manhattan is
unusual because of Fort Riley and that really helps the economy too. They are
56,000 people and they do retail sales over a $1 billion and normal towns this
size do 400-600 million. They also have a lot of counties around that come to this
area to shop. A challenge that we will have in ID is that a lot of national
companies, look at distance very differently than we do. These companies think
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of big cities as 2 hrs. 20 miles in ID/KS is easy in NYC is a nightmare. Towns like
Manhattan and mine have a very difficult time getting some companies because
our populations are so spread out, but these sight consultants can fathom the
distance and its relationship with time. Rural areas struggle with this. A personal
observation is that you would always live in a college town. But the sports bring a
lot of money, and help the bottom line especially if it successful. There are many
benefits because there is a lot in the college town.
What was your relationship with the universities agricultural college in
developing agriculture in the community?
Manhattan has one of the best town-gown relationships in the country and is
known for that. The Princeton review, Manhattan was ranked #2 in the country
for town and gown relationships. For being a small community you have to work
together. Right now they also have good people that work well together. When
they bring faculty in, K-state will have top faculty. The Chamber will give them a
tour. They always have very open channels with communication with each other
and they have also enjoyed a level of trust with each other. The Chamber will
show potential faculty the community positive light. There are no turf wars. They
are glad to help them and they are glad to help us.
In your opinion, what is the best strategy for developing a community, like
yours, in terms of agriculture?
He would find out, and do interviews with people, and find out what makes the
town tick and what things are you really good at. But there are things in
agriculture and talk to the people involved. Talk to champions of the community
and ask for their advice and ask for their strategy because people love to chime in.
No strangers in the community. Keep meetings tight and concise, they never have
meetings to have meetings. People really appreciate short meetings because you
are respecting their time. Use the leverage of why they like the community to
strengthen the community’s core competencies. SBIR grant find out who in your
community has gotten these and be a champion of them and work with them.
This will take a while. By doing these things you will start to get closer to that.
One key event can trigger a lot of things.
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APPENDIX C
VALUE-CHAIN
POTATO
Companies and Location
Company Type Madison/Fremont Eastern
Idaho
Idaho Other
Seed Providers
Mark Kuehl X
Grand Teton
Organics
X
Michael Steinmann X
Reynolds Brothers X
W & S X
PSG Alturas X
Southwinds Farms X
River Ranch Ent. X
Skyline Farms X
Howell Farms X
Val Schwendiman X
Crop Treatment
Ag Concepts
Corporation
Agrium US X
Western Farm
Service
Simplot, J.R.
Company
X
Helena Chemical
Company
X
Valley Ag X
CPS X
UAP X
Irrigation
Equipment
Golden West X
Wayne Ferent X
Knudson X
Farm Equipment Dealerships X
57 | Page
John Deere
Implement
X
Agritech
Corporation
X
Pioneer X
Agriservice X
Potato Farm
Equipment
Manufacturers
Spudnik, LLC X
Double L X
Fresh-Pack Processers
Keith Wilcox and
Sons, Inc.
X
Walter's Produce X
Sun-Glo X
Rigby Produce X
Bench Mark Potato
Co.
X
Potato
Processers
Basic American
Foods
X
ConAgra Foods
Lamb Weston
X
Dickinson Frozen
Foods, Inc.
X
Idahoan Foods, LLC X
Idaho Supreme
Potatoes, Inc.
X
Simplot, J.R.
Company
X
McCain Foods USA,
Inc.
X
Nonpareil
Corportation
X
Great American
Appetizers, Inc.
X
Idaho Pacific
Corporation
X
Frito-Lay X
Green Giant Co X
164 165
58 | Page
BARLEY
Companies and Location
Companies Madison/Fremont Eastern
Idaho
Idaho Other
Seed Providers
and Elevators
Reinke Grain X
Ririe Grain X
Centennial Grain X
AgriSource X
Arco Feed
Big D Ranch X
CLD Pacific Grain X
Johnson Grain X
McNabb Grain X
Primeland X
Snake River Seed X
Wendell Elevator X
Crop Treatment
Ag Concepts
Corporation
X
Agrium US X
Western Farm
Service
X
Simplot, J.R.
Company
X
Helena Chemical
Company
X
Valley Ag X
CPS X
UAP X
Irrigation
Equipment
Golden West X
Wayne Ferent X
Knudson X
Farm Equipment
Dealerships
John Deere
Implement
X
Agritech
Corporation
X
59 | Page
Pioneer X
Agriservice X
Malters
Integrow Malt, LLC X
Anhueser Busch X
Cargill X
Great Western Malt X
Miller Coors X
Mills
Idaho Milling &
Grain
X
Pendleton Flour
Mills, LLC
X
General Mills, Inc. X
Hydroblend, Inc. X
Pepperidge Farms X
All Grain Mills X
Cherubim Food
Provisions
X
WHEAT
Companies and Location
Companies Madison/Fremont Eastern
Idaho
Idaho Other
Seed Providers and Elevators
Reinke Grain X
Ririe Grain X
Centennial Grain X
AgriSource X
Arco Feed
Big D Ranch X
CLD Pacific Grain X
Johnson Grain X
McNabb Grain X
Primeland X
Snake River Seed X
Wendell Elevator X
Crop Treatment
Ag Concepts X
166 167
60 | Page
Corporation
Agrium US X
Western Farm
Service
X
Simplot, J.R.
Company
X
Helena Chemical
Company
X
Valley Ag X
CPS X
UAP X
Irrigation Equipment
Golden West X
Wayne Ferent X
Knudson X
Farm Equipment
Dealerships
John Deere
Implement
X
Agritech
Corporation
X
Pioneer X
Agriservice X
Mills
Idaho Milling &
Grain
X
Pendleton Flour
Mills, LLC
X
General Mills, Inc. X
Hydroblend, Inc. X
Pepperidge Farms X
All Grain Mills X
Cherubim Food
Provisions
X
61 | Page
APPENDIX D
GIS M APS
169168
62 | Page
Envision Madison
Market Analysis
[18 July 2013]
Research Team: Grace Hansen, Cortney Burlingame, Shane Jacobson, Michael
Heylen, Patrick Van Hoose
170 171
2 | Page
EXECUTIVE SUMMARY
Throughout the course of the project, the team discovered how vital the industry
was to Southeast Idaho, specifically Madison, Teton and Fremont counties. The
team also explored the influences of the many supporting industries that sustain
the recreation businesses of the area.
The main focus of the project was to create an Excel spreadsheet with a list of all
recreation industries for Madison, Teton and Fremont counties. The team
realized that it was necessary to include supporting industries in the list, not only
because without them the recreation industry would not be able to thrive, but
also because there is a significant overlap between recreation and supporting
industries. For example, although many hotels can only exist because of the
recreation sites nearby, the sites would not be visited as frequently if tourists had
to camp instead of being able to rent a room. The supporting and recreation
industries are indisputably linked, and so both were necessary not only to create
a working list that would be valuable to both tourists and business owners, but
also to create a complete GIS map, which was the other portion of the project.
Using the GIS map as a guide, the team discovered several holes in the recreation
industry in the various counties. For example, in Madison County there are 45
restaurants and only 4 hotels. In Fremont County, there are 201 top fishing sites,
but only 11 supply shops. Numbers such as these seem to leave room for growth
or progression in the industry.
The team created the map to support interaction between GIS and the completed
Madison, Teton and Fremont Excel spreadsheet in order to provide the most
information available in the most accessible format possible. The map will
pinpoint each location on the list, and provide descriptive information about the
site as well as information regarding nearby supporting industries.
Overall, this project turned the recreation industries of Madison, Teton and
Fremont counties and consolidated them into one exhaustive list that could be
used as a final product as well as a stepping stone for further research into each
site, category or county.
3 | Page
TABLE OF CONTENTS
Executive Summary..................................................................................................2
Scope & Purpose.......................................................................................................4
Methodology.............................................................................................................5
Market Analysis........................................................................................................7
Recreation Industry..........................................................................................................7
GIS Mapping.....................................................................................................................8
Recommendations...................................................................................................11
References ..............................................................................................................12
Appendix.................................................................................................................13
Interview Questions ........................................................................................................14
170
172
173
175
175
176
179
180
181
182
172 173
4 | Page
SCOPE & PURPOSE
The Eastern Idaho Entrepreneurial Center (E Center) completed a market
analysis for the recreation division of the Envision Madison project, which
created a baseline of recreational sites and attractions located within Idaho’s
Madison, Fremont, and Teton counties. Research included discovering both the
strengths and weaknesses of the area’s recreational industry while also
pinpointing potential growth markets. Recreation, for the purposes of this
research was defined as activities or services offered for leisure-time enjoyment.
The team researched what draws tourists to the region as well as what factors
would be applicable in increasing interest in the area. After collecting and
conducting research, the team compiled a comprehensive list of current
recreation opportunities in Madison, Fremont, and Teton counties and
recommended future additions to the region.
Market Analysis
I. Discover local recreation businesses and sites
A. Recreation market size and breadth
B. Area companies strengths and weaknesses
i. Consumer satisfaction
ii. Potential for already established businesses to grow
iii. Untapped potential markets
II. Define tourists needs
A. Understand the current tourist trends
i. Demographic/geographic/psychographic
ii. Destination locations
iii. Length of visit
iv. Seasonality
B. Analyze what tourist needs
i. The needs that are being met
ii. Unfulfilled needs that could be met
III. Recommendations
5 | Page
METHODOLOGY
Creating an exhaustive baseline of the recreation industry in Madison, Fremont
and Teton county included the research team both finding and contacting
relevant businesses and sites in the area. Working on a county-by-county basis,
the team discovered and categorized the various aspects of the recreation
industry. After completing a comprehensive list, the team then began researching
the industries that support recreation opportunities, and identifying their
locations throughout the counties. This information was then given to Stephen
Hulbert, a GIS mapping intern, who created a guide up loadable to Google Earth
that is symbolically coordinated by industry and linked to the Excel list of the
recreation spots in Madison, Teton and Fremont counties.
RECREATION INDUSTRY CATEGORIES
The research team built an Excel sheet listing all of relevant locations within the
following categories for Madison, Teton and Fremont counties. The spreadsheet
was then linked with its GIS counterpart to create a user-friendly map of the
recreation industry.
•Hotels
•Restaurants
• Public Parks
• Sports Arenas
• Ski Resorts
• Rivers and Lakes
• Movie Theatres
• Arts/Humanities
• Family Recreation (Arcades, Bowling Alleys, Etc.)
• Golf Courses
• Swimming
• Camping
• Hunting
• Events
• Historical Sites
174 175
6 | Page
INDIVIDUAL SITE INFORMATION
For each site listed, the research team contacted the business or conducted
secondary research via Hoover’s internet database, the company’s specific
website or Idaho Yellowpages to find the following information and then included
it on the spreadsheet. 505 locations are included on the spreadsheet as a whole,
and the research team reached over a fifth of those places by phone.
• Description
• Location
• Contact information
• Open season
• Number of visitors per year
SUPPORTING INDUSTRY INFORMATION
For the recreation industry as a whole, the team found that gas stations such as
Maverick and Shell are vital to its sustainability and functionality. Within the
specific categories, research was conducted to discover how many of the
industries support each other and which outside sources are necessary to
increase the potential for growth and create a stable business or attraction. The
supporting industries received their own category on the spreadsheet, along with
information about their proximity and relevance to surrounding recreation sites.
The majority of this information was gathered through internet databases such as
Hoover’s and Manta targeting specific industries using NAICS or SIC codes.
Other information was found by using previous recreation lists created by the
counties of Madison, Teton and Fremont; Idaho yellowpages; information from
similar projects gathered by E Center interns; and, various independent websites
of the companies included on the spreadsheet.
GIS MAPPING
GIS mapping intern Stephen Hulbert transferred and linked the completed Excel
spreadsheet to his mapping software to create an interactive interface that is both
tourist and business friendly.
7 | Page
MARKET ANALYSIS
RECREATION INDUSTRY
The main concentration of this project was compiling a list of recreation sites
within Madison, Teton and Fremont counties in Idaho. Originally, the team was
focused on recreation sites only, with any supporting industry data emphasized
with less significance. However, as the project progressed it became clear that to
fully understand the recreation industry, it was necessary to exhaustively identify
the many industries that support it.
The team immediately discovered that within the three counties covered by the
scope, several key elements were missing. For example, although Grand Targhee
and Kelly Canyon ski resorts are close by, they don’t fall into the specific
geographic locations specified1. Also, there are no stores that are specifically
designed for outdoor recreation, for example, Sportsman’s Warehouse, in a
location closer than Bonneville County. Aside from these obvious gaps in the
industry, the team discovered that Teton, Madison, and Fremont counties seem
to have a well-rounded and growing recreation industry.
To discover more, the team researched tourist trends in the area and found that
the majority of tourists in Southeast Idaho fall into one of three categories. They
are generally either
• United States citizens visiting their children who attend BYU-Idaho
• International tourists passing through on their way to national parks,
such as Yellowstone and Yosemite
• Idaho or mountain west residents visiting an area within 500 miles of
their home2
The team also discovered that with the growth of Madison County, specifically
BYU-Idaho, the opportunities for the recreation industry to grow will continue to
increase since the majority of recreation enthusiasts either fall into the category
of couples who are retired or adults between the ages of 21-35. Since one of the
top three most common tourists in Madison county are either students or
1 (Yellowpages, 2013)
2 (Yellowstone Business Partnership, 2008)
176 177
8 | Page
families of students, the categories of recreation enthusiasts mesh well with the
type of tourist Madison county tends to draw. 3
Traffic counts throughout Madison, Teton and Fremont counties have grown
significantly over the past 20 years and continue to increase. The team outlined
the growth of a central city in each county during the busiest month—July— and
discovered the following:
4
This chart depicts the traffic in all the counties increasing, with Madison county’s
traffic numbers jumping by 75% between 2000 and 2012.
GIS MAPPING
The mapping portion of the project was essential in delivering a final product that
is valuable for both businesses and tourists. A map was created that allows a user
to find recreation sites and sort them by category, location, number of visitors per
year, or any of the options provided on the Excel Spreadsheet. This map is linked
with both the spreadsheet and Google maps, and includes a description of each
location, including how close the nearest supporting industry spots like gas
stations, hospitals and restaurants are located. The team also broke down the
industries in the counties into three categories—recreation, supporting and both.
3 (Outdoor Recreation Economy, 2012)
4 (Idaho Transportation Department, 2013)
1993
2000
2012
0
5000
10000
15000
20000
25000
Fremont Teton
Madison
4925
2158
13905
6038
3208
17453
6595
3714
23139
1993
2000
2012
9 | Page
Industries that are included in both are hotels and restaurants. The charts below
show the business breakdown for each county, and which of each specific
business falls into the larger categories. Fishing has been left out of the recreation
portion of Figures 1, 3 and 5 to avoid skewing the numbers heavily toward the
recreation side.
TETON
Figure #1
This graph shows the number of businesses that fall into each of the three
specified categories for Teton County.
Figure #2
This graph depicts the large margin of difference between the number of fishing
spots in Teton County and the number of outdoor suppliers. It also shows the
number of hotels and restaurants as a basis for comparison.
10
24
30
Business Breakdown
Recreation
Supporting
Both
8
72
17
11
Business Breakdown
Outdoor
Supplies
Fishing Spots
Restaraunts
Hotels
178 179
10 | Page
FREMONT
Figure #3
This graph outlines the number of entries that fall into each of the three specified
categories for Fremont County.
Figure #4
This graph shows the discrepancy between the number of fishing sites—201—and
the number of outdoor suppliers—11—in Fremont County. It also depicts the
number of hotels and restaurants as a basis of comparison.
14
20
29
Business Breakdown
Recreation
Supporting
Both
11
201
15
11 Business Breakdown
Outdoor Supply
Fishing
Hotels
Restaurants
11 | Page
MADISON
Figure #5
This graph depicts the number of entries that fall into each of the three specified
categories for Madison County.
Figure #6
This graph illustrates the vast difference in the number of restaurants in Madison
County compared to any other single category on the list. In the case of this chart,
family recreation includes movie theatres, museums, bowling alleys, arcades,
swimming pools and golf courses.
33
19
49
Business Breakdown
Recreation
Supporting
Both
45
16
4 7
Business Breakdown
Restaurants
Family Recreation
Hotels
Gas stations
180 181
12 | Page
SUMMARY OF FINDINGS
The recreation industry in Madison, Teton and Fremont counties seems to be
stable in the sense that many of the attractions are natural and therefore the
popularity of which is not entirely dictated by business trends. However, there
has also been a significant increase in the number of visitors who come through
the area since 2000.
The three targeted counties seem to be growing, judging from population and
traffic reports—however, the research indicates that more supporting industries
for outdoor recreational activities could flourish. Hiking, camping, fishing and
hunting are the biggest tourist draws for the area, but there are very few major
stores that cater specifically to these activities. Madison County differs from
Teton and Fremont significantly, both in recreation and supporting industry
numbers. Not only Madison the most populated and most visited county, but it is
also catering to a clientele that is made up mostly of BYU-Idaho students, as
opposed to Fremont and Teton, whose recreation destinations are most often
visited by people traveling within 500 miles of their homes.
13 | Page
REFERENCES
(2008). U.S. Population Projections: 2005- 2050. Retrieved from:
http://www.pewhispanic.org/2008/02/11/us-population-projections-2005-
2050/
(November, 2008). Potential for Recreation Enterprise Development in
Southeast Idaho Counties. Yellowstone Business Partnership. Retrieved from:
http://www.yellowstonebusiness.org/wp-
content/uploads/2013/05/YBP_SE_Idaho_report_FINAL_12-02-08.pdf?bff6a5
(2012). Madison 2020 Rec Map. Retrieved from:
http://www.co.madison.id.us/attachments/article/62/MadisonRecreation.pdf
(2012). The Outdoor Recreation Economy. Outdoor Industry Assocation.
Retrieved from:
http://www.outdoorindustry.org/pdf/OIA_OutdoorRecEconomyReport2012.pdf
(2013). http://www.yellowpages.com/
(2013). Idaho Transportation Department. WIM/ATR Data. Retrieved from:
http://itd.idaho.gov/highways/roadwaydata/counters/051/index.html
(2013). Hoovers. http://www.hoovers.com/mktsem/search-largest-business-
directory.html?serv=SEMGGLHOL18482246-625965086-15378822-
1082294006-
1&wf=70130000000LKfCAAW&ch=70130000000KhjR&mm_campaign=8ba3a
0d4c6f13535f20bd2845b691438&keyword=hoovers&utm_campaign=HOL_JAN
2008&utm_medium=CPC&utm_source=GGL
Olif, Phil. (27 June 2012). State’s Continue to Feel Recession’s
Impact. Center on Budget and Policy Priorities. Retrieved from:
http://www.cbpp.org/cms/index.cfm?fa=view&id=711
APPENDIX
182 183
14 | Page
INTERVIEW QUESTIONS
"What is your peak visitor season?"
"Where do your visitors usually come from?"
"How many patrons do you serve annually?"
"Do you plan on expanding in the future? If so, what are your plans or goals?"
"What industries support your business? What kind of interactions do you have
with your suppliers?"
Envision Madison
Call Center Profile Analysis
Spring 2013
Research Team: Mick Burnell, Melanie Queen, Riley Hunter, Skyler Poteat, Will
Lumsden, and Brannan Hoover.
184 185
2 | Page
EXECUTIVE SUMMARY
Call centers have three areas they look at before deciding to move into a new
location. The first area is building requirements. They need buildings 10,000
square feet or more to accommodate from 100-400 employees. They prefer to
lease existing buildings and need them to have adequate parking. Furthermore,
call centers require metrics from the following topics as well:
Infrastructure
Population
Labor force
Reliable providers that can keep call centers online during high traffic times and
that won’t shut down during bad weather are vital to their success. Also
population requirements need to be from 100,000-400,000 people within a 20-
30 minute driving distance. A high saturation in customer service related fields is
a red flag (1-4%) because they have to compete with other companies for the best
employees. A high unemployment rate is needed to provide a labor force they can
use and a high under employment rate is desired because they then can get better
workers at lower wages.
Employee educational requirements are a high school diploma or a GED. Some
companies like the use of foreign languages but want their workers to be accent
free. The higher the training needs the less likely they will hire a college student,
the less training needs the more they like college students because they work at
lower wages. Outbound call centers typically have higher training costs because
of the rigors of the job. The better training they provide the more likely
employees will stay longer, inbound call centers can handle the higher turnover
because they have less training costs and college students bring a higher
turnover. The Affordable Care Act (ACA) will play a big role in the future of all
businesses, but will make call centers need more part-time employees that have
insurance because ACA will raise the cost of employees and bring labor wages up.
Linda Martin (economic development professional) talked about this as well as
Jeff Neiswanger (Call center owner).
Rexburg has an abundant labor force, from a previous study the team has found
that there are 5,750 unemployed people when school is on track. College students
provide a cheap labor force and there are 55-69% of students that speak Spanish
fluently, while another 6-13% of students speak French. There are other
languages students on campus offer as well, like:
3 | Page
Portuguese
Chinese
German
Japanese
Taiwanese
Korean
American Sign Language
German
Tagalog
Afrikaans
Zulu
Italian
Portuguese
Chinese Currently there are two buildings that fit the description needed for call
centers, but Rexburg does not fit the population requirements for call centers.
Call Centers want a 100,000-400,000 population within a 20-30min. drive of
their location.
186 187
4 | Page
TABLE OF CONTENTS
Executive Summary ................................................................................................. 2
Scope & Purpose .......................................................................................................5
Methodology ............................................................................................................ 6
Call Center Results ............................................ Error! Bookmark not defined.
Building Requirements ................................................................................................... 8
City Requirements ........................................................................................................... 9
Employee Requirements ................................................................................................ 11
Previous Call center in Rexburg Insight ........................................................................ 13
Call Center Needs ...................................................... Error! Bookmark not defined.
A Skilled Workforce ............................................... Error! Bookmark not defined.
Labor Costs ............................................................ Error! Bookmark not defined.
Availability of a Facility ......................................... Error! Bookmark not defined.
Telecommunications and Internet ........................ Error! Bookmark not defined.
Power ..................................................................... Error! Bookmark not defined.
Weather ................................................................. Error! Bookmark not defined.
Safety ..................................................................... Error! Bookmark not defined.
Student Employment ........................................ Error! Bookmark not defined.
Student Survey Results ........................................................................................... 13
Bibliography ............................................................................................................ 14
Appendix ................................................................................................................. 14
Call Center Questions ..................................................................................................... 15
BYU-Idaho Official Survey questions ............................................................................ 15
Student Survey Questions .............................................................................................. 15
Student Survey Results ................................................................................................. 20
4 | Page
TABLE OF CONTENTS Executive Summary ................................................................................................. 2 Scope & Purpose .......................................................................................................5
Methodology ............................................................................................................ 6
Call Center Results ............................................ Error! Bookmark not defined.
Building Requirements ................................................................................................... 8
City Requirements ........................................................................................................... 9
Employee Requirements ................................................................................................ 11
Previous Call center in Rexburg Insight ........................................................................ 13
Call Center Needs ...................................................... Error! Bookmark not defined.
A Skilled Workforce ............................................... Error! Bookmark not defined.
Labor Costs ............................................................ Error! Bookmark not defined.
Availability of a Facility ......................................... Error! Bookmark not defined.
Telecommunications and Internet ........................ Error! Bookmark not defined.
Power ..................................................................... Error! Bookmark not defined.
Weather ................................................................. Error! Bookmark not defined.
Safety ..................................................................... Error! Bookmark not defined.
Student Employment ........................................ Error! Bookmark not defined.
Student Survey Results ........................................................................................... 13
Bibliography ............................................................................................................ 14
Appendix ................................................................................................................. 14
Call Center Questions ..................................................................................................... 15
BYU-Idaho Official Survey questions ............................................................................ 15
Student Survey Questions .............................................................................................. 15
Student Survey Results ................................................................................................. 20
5 | Page
SCOPE & PURPOSE
The Eastern Idaho Entrepreneurial Center will complete a compatibility profile
for Envision Madison to determine whether or not Rexburg, Idaho is a suitable
environment for call centers. The scope of the research contains:
1.) The needs of call centers
2.) What Rexburg has to offer the call centers
3.) Information about the existing call centers in Rexburg.
With this information, the research team will prepare a profile that lists the
attributes of call centers that are likely to come to Rexburg.
4 | Page
TABLE OF CONTENTS Executive Summary ................................................................................................. 2 Scope & Purpose .......................................................................................................5 Methodology ............................................................................................................ 6
Call Center Results ............................................ Error! Bookmark not defined.
Building Requirements ................................................................................................... 8
City Requirements ........................................................................................................... 9
Employee Requirements ................................................................................................ 11
Previous Call center in Rexburg Insight ........................................................................ 13
Call Center Needs ...................................................... Error! Bookmark not defined.
A Skilled Workforce ............................................... Error! Bookmark not defined.
Labor Costs ............................................................ Error! Bookmark not defined.
Availability of a Facility ......................................... Error! Bookmark not defined.
Telecommunications and Internet ........................ Error! Bookmark not defined.
Power ..................................................................... Error! Bookmark not defined.
Weather ................................................................. Error! Bookmark not defined.
Safety ..................................................................... Error! Bookmark not defined.
Student Employment ........................................ Error! Bookmark not defined.
Student Survey Results ........................................................................................... 13
Bibliography ............................................................................................................ 14
Appendix ................................................................................................................. 14
Call Center Questions ..................................................................................................... 15
BYU-Idaho Official Survey questions ............................................................................ 15
Student Survey Questions .............................................................................................. 15
Student Survey Results ................................................................................................. 20
4 | Page
TABLE OF CONTENTS Executive Summary ................................................................................................. 2 Scope & Purpose .......................................................................................................5 Methodology ............................................................................................................ 6 Call Center Results ............................................ Error! Bookmark not defined. Building Requirements ................................................................................................... 8 City Requirements ........................................................................................................... 9 Employee Requirements ................................................................................................ 11 Previous Call center in Rexburg Insight ........................................................................ 13
Call Center Needs ...................................................... Error! Bookmark not defined.
A Skilled Workforce ............................................... Error! Bookmark not defined.
Labor Costs ............................................................ Error! Bookmark not defined.
Availability of a Facility ......................................... Error! Bookmark not defined.
Telecommunications and Internet ........................ Error! Bookmark not defined.
Power ..................................................................... Error! Bookmark not defined.
Weather ................................................................. Error! Bookmark not defined.
Safety ..................................................................... Error! Bookmark not defined.
Student Employment ........................................ Error! Bookmark not defined.
Student Survey Results ........................................................................................... 13
Bibliography ............................................................................................................ 14
Appendix ................................................................................................................. 14
Call Center Questions ..................................................................................................... 15
BYU-Idaho Official Survey questions ............................................................................ 15
Student Survey Questions .............................................................................................. 15
Student Survey Results ................................................................................................. 20
184
187
188
190
190
191
193
195
195
195
196
196
197
197
197
202
188 189
6 | Page
METHODOLOGY
The research team started out utilizing IBISWorld and Bizminer to understand
the industry. To identify the top businesses, the team used Hoovers to
understand and look at growth rates and identify companies in the industry
which are classified as telemarketing, marketing research, and even customer
service. The team then made call lists and called 250 call centers with 8 call
centers that were willing to talk to the team and answer the questions. The
research team and the supervisor came up with these questions because it was
what the labor department has information on. The team knew that this is where
many companies go to see if they are a good fit for that state or city. The last
question came from one of the call centers. The team asked the following
questions:
What do you look for when opening a new location?
Is there a population requirement?
Do you look at unemployment rates?
What employee skills do you need?
What size of building would you need? Do you lease or build it?
Do you use college kids? Why? Why not?
Do you look for economic grants or incentives?
Surveying local companies, the team was able to find out what has contributed to
these companies’ success and in what aspects they have struggled. The team
asked what challenges they faced and what benefits they received by being
located in Rexburg.
A survey of students attending BYU-Idaho was distributed to help understand
what skills and other qualifications the students have to offer call centers. The
team has also looked at what the city outside of the college offers by contacting
Will Jensen, the Idaho State Labor Representative.
The research team contacted Linda Martin who is part of Grow Idaho Falls, an
organization that assists in the development of economic growth of Idaho Falls,
Idaho. She has helped bring call centers to Idaho Falls, and was able to give us
good insight into what call centers have looked for when considering moving into
a location, as well as what this area has to offer.
The team also interviewed site locators and third party call centers looking to
expand. Site locators narrowed down what criteria call centers use when they
determine whether or not a new location would suit their operations. The
questions asked to the call centers were the same questions that the team asked
site locators. The team contacted 10 site locators.
7 | Page
The team analyzed the survey to understand what BYU-Idaho’s students offer call
centers by inferring the data onto the student population.
190 191
8 | Page
RESEARCH FINDINGS
One call centers mentioned the use of a score card to match locations to its
specified criteria. Others use third parties known as site selectors or site locators.
After discussing scorecards with call centers and interviewing site selectors, it
was apparent that there are three main things that are evaluated when analyzing
new locations. The following are the three things analyzed:
Buildings requirements
City requirements
Labor Force
The survey of students has identified skills that are prominent amongst BYU-I
students and their availability and qualifications as employees. Lastly, the
research has touched on other needed aspects like the availability of such
resources and the communities’ employees and their qualifications as well.
BUILDING REQUIREMENTS
Call centers require a large, clear space so they can fit 200+ employees in cubicles
with room for offices, restrooms, and a break room. All but one company stated
they would lease, rather than buy a facility, however, with the economy the way it
is, some say that constructing a building could be just as cost effective.
According to Jeff Neiswanger, who used to own six different call centers and has
operated them for over 20 years, he requires a 10,000 sq. ft. building to lease for
his operations. He would need 50-60 full-time employees for their operations. If
he were to open a new facility, he would look at having more Part-time employees
because of ACA (Affordable Care Act), but still looking at the same size of
building.1
Linda Martin and Jeff Beatty (Site Locator) mentioned that call center companies
prefer to be surrounded by other amenities such as fast food restaurants, and
adequate parking for employees. They also prefer a location that is easy for
employees to get to work safely and on time.
According to Jeff at Alorica (a market research company), it has about 40
locations around the U.S. Each of its facilities house 500 employees. Because of
the size of its employee force, Jeff said that one of the main things they look for is
the space that is available for a facility. Alorica prefers to lease a facility already
existing in the area that has the capability of being added on to if it needs to
1 (Neiswanger, 2013)
9 | Page
expand. It generally needs about 40,000 square feet of floor space to house 500
employees. 2
Currently Rexburg has two buildings that fit these descriptions that were found
on Eagle Landing’s website. Almost all of Rexburg’s amenities are located on
Main street between 2nd west and 2nd east and North of main street on 2nd east
down to 7th south.
CITY REQUIREMENTS
It is important for the call centers to have enough employees available to keep a
skilled labor force, while maintaining a low wage. This is common among the
industry. Cities with a low cost of living help provide the ability to pay a low wage
to workers. Part of the worker availability is the desire for a high
underemployment rate in which they can have better workers and pay them less.
This helps them provide better services at a less price. The saturation rate of
customer service related jobs is also important to watch for.
According to Jeff Neiswanger, he looks for a city with an unemployment rate of
12% or higher, and considers the city’s move in/move out rates, as well. The lower
the move out rate the better because people are staying in the same location for
longer, this helps prevent higher turnover rates and allows for employees to stay
employed longer. 3
Call centers population requirements range from 100,000-400,000 people
within a 20-30 minute drive. Cities with higher populations provide many
workers.
According to Tracey Bosman from Biggins Lacy Shapiro and Company, there is a
minimum labor pool, 250,000 within a 20 min drive before a call center will
consider moving to a new location. They prefer to have more than one provider of
fiber optics, so they don’t have to rely on one provider. Call centers are not
interested in moving to a college town, however, they would consider it as there is
a deep labor force it can pull from. It looks for an unlimited power supply to keep
it running during high traffic times and not have to worry about power outages. 4
Within the population call centers look at demographics to help them understand
what available employees there are, call centers like younger people, especially
when they have a family, and they like employees that don’t mind getting paid
less because they like where they live.
2 (Jeff, 2013)
3 (Neiswanger, 2013)
4 (Bosman, Biggins Lacy Shapiro and Company, 2013)
192 193
10 | Page
According to Linda Martin (an economic development professional from Idaho
Falls), call centers look for areas with a relatively low cost of living. They also
consider education level, and demographics. Call centers typically prefer ages
between 19 and 25 mainly because they are tech savvy. It is important for a city
to have an underemployment rate of 11-14%. The South East Idaho area is
attractive to call centers because marriage trends are at a younger age
theoretically providing employees who are more mature and responsible. People
that share this demographic are generally willing to remain at a lower level of
employment in order to be around family, and they are more likely to stay
employed longer. Call centers seek employees who commit to staying between 5
to 7 years.5
The last part to the city requirements is the infrastructure, call centers like all
businesses need to stay open to make money, but they need fiber optics that
support high levels of call traffic. Their businesses can’t be interrupted by
constant dropping of service. One site locator has mentioned that SONET rings
are important to call centers because of their ability to keep internet services
running even when cut.
According to Jerry Szatan at Szatan Associates, they like to see unemployment
rates that can support extra workers, but also the skills that will match their
needs. Jerry mentioned the need for a SONET ring which is a technology that the
city employs to lower the chance of disruption to internet and telephone lines. 6
It is important to note that it was mentioned in an article that grants or an
incentive to establish a business does have an impact on whether companies
choose a location. Stream did this when opening a location in Nova Scotia7.
“Incentives were a major factor in swaying the decision by Stream, which
specializes in outsourced customer relationship management. The Boston-based
firm had been considering Glace Bay as far back as November of last year.
Stream, however, said that it wanted guarantees of federal funding before
committing to the Nova Scotia site.”
During the fall season of 2011, the Idaho Department of Labor (Idaho DOL) -
performed a survey of college students concerning employment. In conclusion,
the DOL determined that the unemployment rate, when incorporating the college
student, ranges from 6.1% to 23.6% for Madison County. That means there are
5,750 employees ready for hire during a semester.8
5 (Martin, 2013)
6 (Szatan, 2013)
7 (Lyne)
8 (Labor)
11 | Page
Will Jensen from the Idaho Department of Labor provided the following table.
Occupation % of the Total
Jobs in Industry
Customer Service Representatives 51.9%
Telemarketers 18.3%
First-Line Supervisors of Office and Administrative Support Workers 3.4%
Switchboard Operators, Including Answering Service 2.3%
Sales Representatives, Services, All Other 2.2%
Bill and Account Collectors 1.6%
General and Operations Managers 1.2%
First-Line Supervisors of Non-Retail Sales Workers 1.2%
Order Clerks 1.1%
This table represents different job interests that people in Rexburg have
mentioned to the department of labor. Respondents were able to choose multiple
job interest and therefore this table cannot be a sum of job interest for Rexburg,
but does give a good list to refer to when looking at what jobs people in Rexburg
are looking for.
EMPLOYEE REQUIREMENTS
Potential employees are generally required to have a High School level of
education or a GED. Spanish speaking skills are a plus, especially if doesn’t
inhibit their ability to speak English. Because turnover is high, fewer training
hours are preferred, making inbound service call centers a better fit for a fast
pace constant changing environment of a college town. Outbound call centers
generally require higher volumes of training and don’t thrive in these
environments.
According to Jeff at Alorica, it seeks out areas that have a large supply of people
who don't have more than a high school education, typically because these types
of workers can be hired for a lower wage. Alorica is willing to pay between $9.00
and $9.50 per hour. College towns are a good fit for Alorica in this regard,
because college students are willing to work for lower pay. Alorica also has needs
for Spanish and Canadian French speakers. 9
According to Adam at Go Answer, they want people with at least a high school
education, and perhaps an associate’s degree. They like to employ stay-at-home
moms and females because they are easier to talk to and generally demonstrate
9 (Jeff, 2013)
194 195
12 | Page
more patience than males. They prefer people with neutral accents, but they do
look for people fluent in Spanish. Go Answer does hire college students but finds
it a challenge to work around student schedules.10
According to Linda Martin the Affordable Care Act means that the cost to provide
employee benefits are rising and the ability to hire part-time help that has
insurance through the university is a help to call centers. 11 BYU-Idaho requires
students to buy their insurance unless they have insurance from a parent or
through their employer.
According to Jeff Neiswanger, He hires people with a GED or higher education
because these types of workers have verbal and computer skills with clean
background checks. He does hire college students; however, they are a lower
quality of his employees because they are not as dependable as some of the full-
time employees. ACA does play a big role and he would be more willing to employ
college students part-time because they do not have to be insured. He also looks
for employees with Spanish Speaking abilities. 12
According to Jerry Szatan at Szatan Associates, call centers need Spanish
speaking employees. It has hired college students for clients with low training
requirements. It prefers areas with students who are married so while their
spouse is in school they can work at the call center. Lower skilled call centers are
generally the telemarketer survey call centers and catalogers. These types of call
centers are generally okay with high turnover because it doesn't cost them much
to train new hires. However the "smaller" highly skilled call centers have a higher
cost to train new hires and will want to find places where workers are likely to
stick around, allowing them to keep their training costs down. 13
According to Larissa at Voice Curve in Portland Oregon, it runs its business
virtually. This means that it sends headsets to employees, who are located in
states all over the nation. It employs many college students at the University of
Idaho, and at other universities in Washington. Spanish speakers are a huge
benefit to the company. Starting wages are $9.00 per hour or $10.00 per hour if
they speak Spanish. There is a one-week training from 7:00 a.m. through 3:00
p.m. which presents somewhat of a challenge with employing college students
because students have difficulty with being able to work their class schedules
with that first week training. But if the students can make it through training,
then things run pretty smoothly afterwards. Voice Curve will soon be changing
their name to Full Creative. 14
10 (Adam, 2013)
11 (Martin, 2013)
12 (Neiswanger, 2013)
13 (Szatan, 2013)
14 (Larissa, 2013)
13 | Page
PREVIOUS CALL CENTER IN REXBURG INSIGHT
According to Western Watts formally known as Opinionology, the reason they
relocated is because they had a hard time keeping students motivated, a large
portion of employees that they hired, left after a month or two. It was hard to
find people to work during the 7-week summer break and the other breaks, which
lead to 7 weeks of wasted time. 15
27-41% of students said they would stay during off tracks if they had a job.
STUDENT SURVEY RESULTS
44%-58% % of students at BYU-Idaho don’t have jobs. Out of them, 76-90% of
those students would like to find a job in Rexburg. 61-75% of the students said it
was difficult to find a job in Rexburg. 45-59% of the students said they would be
willing to work at a call center while attending school in Rexburg. Out of those
students willing to work at a call center, 77-91% said the reason they are willing is
because they need a job. About 41-55% of the students stay during breaks mainly
because they have a job or they are married. Only about 27-41% of the students
would stay in Rexburg during breaks and off-track semesters if they had a job at a
call center. Foreign language skills of students surveyed include, Spanish, French,
Chinese, Hmong, Korean, Tagalog, Portuguese, German, Japanese, Taiwanese,
and American Sign Language. About 68-83% of the students surveyed are
comfortable in customer service skills including dealing with angry customers. 16
15 (Western Watts, 2013)
16 (Survey, 2013)
196 197
14 | Page
BIBLIOGRAPHY
Adam. (2013, June). Go Answer. (R. Hunter, Interviewer)
Alliance. (2013, May). (W. Lumsden, Interviewer)
Baldwin, B. (2003, June). Brigham Young Unversity-Idaho. (M. Queen,
Interviewer)
Beatty, J. (2013, June). NCS International. (M. Burnell, Interviewer)
FONpros. (2013, May). (W. Lumsden, Interviewer)
How to contact centers. (2013, June). Retrieved from How To:
http://www.howto.gov/contact-centers/getting-started/contact-center-
site-selection-criteria
Jeff. (2013, June). Aloria. (R. Hunter, Interviewer)
Labor, I. D. (n.d.). Idaho Employment. Retrieved October 2012, from Idaho
Department of Labor:
http://labor.idaho.gov/publications/lmi/pubs/idempnews/archived/iecur
jan12.pdf
Larissa. (2013, June). Voice Curve. (R. Hunter, Interviewer)
Lyne, J. (n.d.). SiteSelection.com. Retrieved from Developmental Alliance:
http://www.developmentalliance.com
Martin, L. (2013, June). (M. Burnell, Interviewer)
Neiswanger, J. (2013, June). (M. Burnell, Interviewer)
Nick. (2013, June). National Marketing Solutions. (M. Burnell, Interviewer)
Starquest. (2013, May). (W. Lumsden, Interviewer)
Survey, B.-I. S. (2013, June). Rexburg, ID.
Szatan, J. (2013, June). Szatan Associates. (T. Woods, Interviewer)
Western Watts. (2013, June). (W. Lumsden, Interviewer)
APPENDIX
15 | Page
CALL CENTER QUESTIONS
1. Is there a population requirement?
2. What about number of Employees that are available for work? (Is there an
unemployment rate that is acceptable?)
3. What are the requirements for the workforce (i.e. education, language
skills, and hours of availability)?
4. Facility size and requirements of the facility such as equipment etc.?
(Would you most likely lease an existing facility or build your own?)
5. Do you look for economic incentives such as grants, tax supplements etc.?
Do you require these types of incentives?
6. What has sold you on moving to a given location in the past? (Is there
some type of case study that you could share?)
BYU-IDAHO OFFICIAL SURVEY QUESTIONS
1. How many are students are unemployed?
2. Can International students be employed outside of the school?
3. Do you think more call centers would benefit the need for student jobs in
Rexburg, Idaho? If so why?
4. How many students are unemployed and do not want a job while in
school?
5. How many students stay here during breaks?
6. How many jobs are available at the school for students? Is there a chance
of more jobs at the school available in the future?
STUDENT SURVEY QUESTIONS
1. Do you currently have a job?
Yes
No
Display This Question: If Do you currently have a job? No Is Selected
Would you have a job if you could find one in Rexburg?
Yes
No
2. How would you describe finding a job in Rexburg?
Very Difficult
Difficult
Somewhat Difficult
Neutral
Somewhat Easy
Easy
Very Easy
3. Would you be willing to work at a call center while attending BYU-Idaho?
198 199
16 | Page
Work at a call center could include the following: Incoming calls, outgoing calls,
and customer service. You may need to read or memorize a script. You might be
selling products to customers (outgoing calls) or taking orders from customers,
listening to customer needs and billing customers for products (incoming calls).
Yes
No
Display This Question: If you would be willing to work at a call center while
atten... Yes Is Selected
Why would you be willing to work at a call center in Rexburg? (Select all that
apply)
I need a job.
I feel I would be a god fit for a call center
I enjoy talking to others
I think a call center would pay more than other jobs in Rexburg
Other: (Please Specify)
Display This Question: If you would be willing to work at a call center while
atten... No Is Selected
If it paid well enough, would you consider working at a call center?
Yes
No
Display This Question: If it paid well enough, would you consider working at a c...
Yes Is Selected
At what pay level listed below would you be willing to work at a call center?
$7.25 - $8.00
$8.00 - $9.00
$9.00 - $10.00
More than $10.00
I would not work at a call center
Display This Question: If it paid well enough, would you consider working at a c...
No Is Selected
What is your track at BYU-Idaho?
Fall/Winter
Winter/Spring
Fall/Spring
Fast Grad
4. Do you stay in Rexburg during your off-track semester?
Yes
No
17 | Page
Display This Question: If Do you stay in Rexburg during your off-track semester?
Yes Is Selected
Why do you stay during your off-track semester?
I have a job.
I am married.
I am a local resident.
Other: (Please Specify)
5. Do you stay in Rexburg during the 7-week break?
Yes
No
Display This Question: If Do you stay in Rexburg during the 7-week break? Yes Is
Selected
Why do you stay during the 7-week break?
I have a job.
I am married.
I am a local resident.
Other: (Please Specify)
6. If you had a job at a call center in Rexburg, would you stay during your off-
track or 7-week break? (Select all that apply)
No
Yes, during my off-track
Yes, during the 7-week break
Yes, both my off-track and the 7-week break
7. What is your native language?
English
Spanish
French
Other (Please Specify):
8. Do you speak other languages?
Yes
No
If No Is Selected, Then Skip the next question
What other languages do you speak? (Check all that apply)
English
Spanish
French
Other (Please Specify):
200 201
18 | Page
Display This Question: If what other languages do you speak? (Check all that
apply) Spanish Is Selected
How proficient are you in Spanish?
Basic
Conversational
Fluent
Display This Question: If what other languages do you speak? (Check all that
apply) French Is Selected
How proficient are you in French?
Basic
Conversational
Fluent
Display This Question: If what other languages do you speak? (Check all that
apply) Other (Please Specify): Is Selected
How proficient are you in other?
Basic
Conversational
Fluent
9. How comfortable are you:
Talking to others on the phone?
Answering questions about services, products, or billing over the phone?
Answering phone calls?
Reading from a script without adding your own opinion?
Writing a professional email?
These are the choices:
Very Comfortable
Comfortable
Neutral
Uncomfortable
Very Uncomfortable
10. Do you enjoy talking to people about any of the following? (Check all that
apply)
Products
Services
Billing
11. Are you able to read from a script without adding your own opinion?
Yes
No
19 | Page
12. Which of the products from Microsoft Office do you have experience with?
(Check all that apply)
Word
Excel
PowerPoint
Outlook
Access
Publisher
None of the above
13. Do you have experience with customer service?
Yes
No
Display This Question: If Do you have experience with customer service? Yes Is
Selected
How many years of customer service experience do you have?
Less than a year
1-2 years
3-4 years
5 or more years
Display This Question: If Do you have experience with customer service? Yes Is
Selected
Have you ever dealt with an angry customer?
Yes
No
14. Do you have experience with any of the following? (Check all that apply)
Pest Control Sales
Door to Door Sales
Telemarketing
Mission
15. Would you like to work from home?
Yes
No
Display This Question: If would you like to work from home? Yes Is Selected
Why do you like to work from home?
I am a mother
Convenience
Other
202 203
20 | Page
16. Age
17-18
19-21
22-23
24-25
26+
17. Married Status- This question is optional. This is just to understand which
students are looking for jobs while at school.
Single
Married
Divorced
Widowed
18. Ethnicity
White
Native American
Hispanic/ Latino
African descent
Indian
Other
19. What college are you in at BYU-Idaho?
College of Agriculture and Life Sciences
College of Business and Communications
College of Education and Human Development
College of Language and Letters
College of Physical Sciences and Engineering
College of Performing and Visual Arts
College of Foundations and Interdisciplinary Studies
Student Survey Results Initial Report
Last Modified: 06/27/2013
1. Do you currently have a job?
# Answer
Response %
1 Yes
110 51%
2 No
105 49%
Total 215 100%
21 | Page
Statistic Value
Min Value 1
Max Value 2
Mean 1.49
Variance 0.25
Standard Deviation 0.50
Total Responses 215
2. Would you have a job if you could find one in
Rexburg?
# Answer
Response %
1 Yes
85 83%
2 No
17 17%
Total 102 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.17
Variance 0.14
Standard Deviation 0.37
Total Responses 102
204 205
22 | Page
3. How would you describe finding a job in
Rexburg?
# Answer Response %
1 Very
Difficult
68 32%
2 Difficult
77 36%
3 Somewhat
Difficult
36 17%
4 Neutral
24 11%
5 Somewhat
Easy
0 0%
6 Easy
3 1%
7 Very Easy
3 1%
Total 211 100%
Statistic Value
Min Value 1
Max Value 7
Mean 2.20
Variance 1.50
Standard Deviation 1.22
Total Responses 211
4. Married Status- This question is optional. This is
just to understand which students are looking for
jobs while at school.
# Answer
Response %
1 Single
128 64%
2 Married
69 35%
3 Divorced
2 1%
4 Widowed
0 0%
Total 199 100%
23 | Page
Statistic Value
Min Value 1
Max Value 3
Mean 1.37
Variance 0.25
Standard Deviation 0.50
Total Responses 199
5. Would you be willing to work at a call center
while attending BYU-Idaho? Work at a call center
could include the following: Incoming calls,
outgoing calls, and customer service. You may need
to read or memorize a script. You might be selling
products to customers (outgoing calls) or taking
orders from customers, listening to customer needs
and billing customers for products (incoming calls).
# Answer
Response %
1 Yes
109 52%
2 No
101 48%
Total 210 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.48
Variance 0.25
Standard Deviation 0.50
Total Responses 210
206 207
24 | Page
6. Why would you be willing to work at a call center
in Rexburg? (Select all that apply)
# Answer Response %
1 I need a job.
91 84%
2
I feel I
would be a
god fit for a
call center
16 15%
3
I enjoy
talking to
others
31 29%
4
I think a call
center
would pay
more than
other jobs
in Rexburg
13 12%
5
Other:
(Please
Specify)
17 16%
25 | Page
Other: (Please Specify)
If I was desperate, yes.
i hate my overnight job, but it pays well
I already have worked for a customer service department that takes incoming calls,
emails, live chat and makes outgoing calls.
I want to ba able to tell my kids I did what it took to get through college without loans.
I would just need a job, something to earn money
I have a good sense of customer service and have been a secretary before.
good way to practice communication/"people skills"
flexible hours
I don't think the call center jobs in Rexburg pay enough to support students
I would need more money
I have experience making/receiving calls.
I did some secretarial work a couple of times and I liked answer the phone and helping
others.
I only have a summer job and will need one when i return to school
flexible schedule
I already work at one
you guys wrote god fit should be good fit option 2
Summer work!
Statistic Value
Min Value 1
Max Value 5
Total Responses 108
7. If it paid well enough, would you consider
working at a call center?
# Answer
Response %
1 Yes
66 65%
2 No 35 35%
Total 101 100%
208 209
26 | Page
Statistic Value
Min Value 1
Max Value 2
Mean 1.35
Variance 0.23
Standard Deviation 0.48
Total Responses 101
8. At what pay level listed below would you be
willing to work at a call center?
# Answer
Response %
1 $7.25 -
$8.00 0 0%
2 $8.00 -
$9.00
6 9%
3 $9.00 -
$10.00
28 43%
4 More than
$10.00 30 46%
5
I would not
work at a
call center
1 2%
Total 65 100%
Statistic Value
Min Value 2
Max Value 5
Mean 3.40
Variance 0.46
Standard Deviation 0.68
Total Responses 65
27 | Page
9. What is your track at BYU-Idaho?
# Answer
Response %
1 Fall/Winter
4 11%
2 Winter/Spring
15 43%
3 Fall/Spring
14 40%
4 Fast Grad
2 6%
Total 35 100%
Statistic Value
Min Value 1
Max Value 4
Mean 2.40
Variance 0.60
Standard Deviation 0.77
Total Responses 35
10. Do you stay in Rexburg during your off-track
semester?
# Answer
Response %
1 Yes
102 49%
2 No
106 51%
Total 208 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.51
Variance 0.25
Standard Deviation 0.50
Total Responses 208
210 211
28 | Page
11. Why do you stay during your off-track semester?
# Answer
Response %
1 I have a job.
49 48%
2 I am
married.
53 52%
3 I am a local
resident.
16 16%
4
Other:
(Please
Specify)
30 29%
29 | Page
Other: (Please Specify)
Internship
Want to
I hate going home
This is my first year, I don't know...
Live too far away to go home.
This is home now. My parent's house just isn't.
I want to work
I still take classes
No jobs really in my home town.
why leave
I may be able to pick up work locally
I like it here.
fast-grad
Take classes
I choose not to go home
i'm on fast grad
Higher chance of finding a job here than at home
Don't want to live with parents
too hard to move back and forth
I have no reason to be going home.
It's too expensive to go home.
I only stay if I have job.
expensive to travel
i take continueing ed classes
fast track
To earn money for school
Online classes
I don't have money to fly home
I take classes to advance in school.
Fast Grad
212 213
30 | Page
Statistic Value
Min Value 1
Max Value 4
Total Responses 102
12. Do you stay in Rexburg during the 7-week
break?
# Answer
Response %
1 Yes
86 41%
2 No
122 59%
Total 208 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.59
Variance 0.24
Standard Deviation 0.49
Total Responses 208
13. Why do you stay during the 7-week break?
# Answer
Response %
1 I have a job.
39 46%
2 I am
married.
42 50%
3 I am a local
resident.
17 20%
4
Other:
(Please
Specify)
20 24%
31 | Page
Other: (Please Specify)
want to
I hate going home
I have a higher likelihood of being hired here than at home.
I live too far away.
The social life during the break is my favorite. Smaller crowds, nobody has homework,
etc.
why leave? costs money to travel
I have to.
I had a job at that time
Moving is a bother
Too hard to move back and forth
I have no reason to go home.
Too expensive to go home.
International student
If I get a job (in the past)
expensive to travel
I don't like being rushed to leave during finals week.
don't want to have to travel far
my wife is on track in the fall, i might as well work as long as i can
I need to work and have a contact
Statistic Value
Min Value 1
Max Value 4
Total Responses 84
214 215
32 | Page
14. If you had a job at a call center in Rexburg,
would you stay during your off-track or 7-week
break? (Select all that apply)
# Answer
Response %
1 No
89 44%
2
Yes, during
my off-
track
24 12%
3
Yes, during
the 7-week
break
21 10%
4
Yes, both
my off-
track and
the 7-week
break
70 34%
Total 204 100%
Statistic Value
Min Value 1
Max Value 4
Mean 2.35
Variance 1.80
Standard Deviation 1.34
Total Responses 204
15. What is your native language?
# Answer
Response %
1 English
200 97%
2 Spanish
2 1%
3 French
0 0%
4
Other
(Please
Specify):
5 2%
Total 207 100%
33 | Page
Other (Please Specify):
Chinese
Hmong
Korean
Tagalog
Statistic Value
Min Value 1
Max Value 4
Mean 1.08
Variance 0.22
Standard Deviation 0.47
Total Responses 207
16. Do you speak other languages?
# Answer
Response %
1 Yes
63 30%
2 No 144 70%
Total 207 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.70
Variance 0.21
Standard Deviation 0.46
Total Responses 207
216 217
34 | Page
17. What other languages do you speak? (Check all
that apply)
# Answer Response %
1 English
16 25%
2 Spanish
39 62%
3 French
4 6%
4
Other
(Please
Specify):
20 32%
5
Other
(Please
Specify):
2 3%
Other (Please Specify): Other (Please Specify):
Portugues
Chinese
German
Japanese American Sign Language
Taiwanese
Korean
Chinese
ASL
portuguese
A little of Korean
American Sign Language
German
Tagalog
German
Sign Language
Afrikaans Zulu
Italian
portuguese
portuguese
Chinese
35 | Page
Statistic Value
Min Value 1
Max Value 5
Total Responses 63
18. How proficient are you in Spanish?
# Answer
Response %
1 Basic
2 5%
2 Conversational
10 26%
3 Fluent
27 69%
Total 39 100%
Statistic Value
Min Value 1
Max Value 3
Mean 2.64
Variance 0.34
Standard Deviation 0.58
Total Responses 39
19. How proficient are you in French?
# Answer
Response %
1 Basic
0 0%
2 Conversational 3 75%
3 Fluent
1 25%
Total 4 100%
218 219
36 | Page
Statistic Value
Min Value 2
Max Value 3
Mean 2.25
Variance 0.25
Standard Deviation 0.50
Total Responses 4
20. How proficient are you in
${q://QID21/ChoiceTextEntryValue/4}?
# Answer
Response %
1 Basic
2 10%
2 Conversational
12 60%
3 Fluent
6 30%
Total 20 100%
Statistic Value
Min Value 1
Max Value 3
Mean 2.20
Variance 0.38
Standard Deviation 0.62
Total Responses 20
21. How proficient are you in
${q://QID21/ChoiceTextEntryValue/5}?
# Answer
Response %
1 Basic
1 50%
2 Conversational
0 0%
3 Fluent
1 50%
Total 2 100%
37 | Page
Statistic Value
Min Value 1
Max Value 3
Mean 2.00
Variance 2.00
Standard Deviation 1.41
Total Responses 2
220 221
38 | Page
22. How comfortable are you:
# Question Very
Comfort
able
Comfort
able
Neut
ral
Uncomfort
able
Very
Uncomfort
able
Total
Respon
ses
Me
an
1
Talking
to others
on the
phone?
63 84 29 17 10 203 2.15
2
Answeri
ng
question
s about
services,
products
, or
billing
over the
phone?
40 84 57 15 6 202 2.3
2
3
Answeri
ng
phone
calls?
73 88 24 12 5 202 1.95
4
Reading
from a
script
without
adding
your
own
opinion?
66 60 38 25 13 202 2.3
0
5
Writing
a
professio
nal
email?
63 69 52 14 4 202 2.14
39 | Page
Statistic Talking to
others on
the phone?
Answering
questions
about
services,
products, or
billing over
the phone?
Answering
phone calls?
Reading
from a
script
without
adding your
own
opinion?
Writing a
professional
email?
Min Value 1 1 1 1 1
Max Value 5 5 5 5 5
Mean 2.15 2.32 1.95 2.30 2.14
Variance 1.22 0.95 0.94 1.51 1.01
Standard
Deviation 1.10 0.97 0.97 1.23 1.00
Total
Responses 203 202 202 202 202
23. Do you enjoy talking to people about any of the
following? (Check all that apply)
# Answer
Response %
1 Products
94 75%
2 Services
102 81%
3 Billing
37 29%
Statistic Value
Min Value 1
Max Value 3
Total Responses 126
24. Are you able to read from a script without
adding your own opinion?
# Answer
Response %
1 Yes
177 89%
2 No
23 12%
Total 200 100%
222 223
40 | Page
Statistic Value
Min Value 1
Max Value 2
Mean 1.12
Variance 0.10
Standard Deviation 0.32
Total Responses 200
25. Do you have experience with customer service?
# Answer
Response %
1 Yes
153 75%
2 No
50 25%
Total 203 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.25
Variance 0.19
Standard Deviation 0.43
Total Responses 203
26. How many years of customer service experience
do you have?
# Answer
Response %
1 Less than a
year
23 15%
2 1-2 years
62 41%
3 3-4 years
43 28%
4 5 or more
years
24 16%
Total 152 100%
41 | Page
Statistic Value
Min Value 1
Max Value 4
Mean 2.45
Variance 0.87
Standard Deviation 0.93
Total Responses 152
27. Have you ever dealt with an angry customer?
# Answer
Response %
1 Yes
147 97%
2 No
5 3%
Total 152 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.03
Variance 0.03
Standard Deviation 0.18
Total Responses 152
28. Do you have experience with any of the
following? (Check all that apply)
# Answer
Response %
1 Pest Control
Sales
8 7%
2 Door to Door
Sales
19 17%
3 Telemarketing
29 26%
4 Mission
90 82%
224 225
42 | Page
Statistic Value
Min Value 1
Max Value 4
Total Responses 110
29. Would you like to work from home?
# Answer
Response %
1 Yes
138 69%
2 No
62 31%
Total 200 100%
Statistic Value
Min Value 1
Max Value 2
Mean 1.31
Variance 0.21
Standard Deviation 0.46
Total Responses 200
30. Why do you like to work from home?
# Answer
Response %
1 I am a mother
7 5%
2 Convenience
125 91%
3 Other 6 4%
Total 138 100%
43 | Page
Other
Lack of vehicle
I'm a student with a lot of homework
I am not a mother yet, but I am married and will probably be a mother within the next
few years.
I don't have a car
I freelance from home
Full-time student
Statistic Value
Min Value 1
Max Value 3
Mean 1.99
Variance 0.09
Standard Deviation 0.31
Total Responses 138
31. Age
# Answer
Response %
1 17-18
7 3%
2 19-21
77 38%
3 22-23
64 32%
4 24-25
37 18%
5 26+
16 8%
Total 201 100%
Statistic Value
Min Value 1
Max Value 5
Mean 2.89
Variance 1.02
Standard Deviation 1.01
Total Responses 201
226 227
44 | Page
32. Which of the products from Microsoft Office do
you have experience with? (Check all that apply)
# Answer Response %
1 Word
199 100%
2 Excel
168 84%
3 PowerPoint
186 93%
4 Outlook
92 46%
5 Access 14 7%
6 Publisher
47 24%
Statistic Value
Min Value 1
Max Value 6
Total Responses 200
33. Ethnicity
# Answer
Response %
1 White
177 89%
2 Native
American
0 0%
3 Hispanic/
Latino
11 6%
4 African
descent
2 1%
5 Indian
0 0%
6 Other
9 5%
Total 199 100%
45 | Page
Statistic Value
Min Value 1
Max Value 6
Mean 1.37
Variance 1.31
Standard Deviation 1.15
Total Responses 199
34. What college are you in at BYU-Idaho?
# Answer
Response %
1
College of
Agriculture and
Life Sciences
36 18%
2
College of
Business and
Communication
66 33%
3
College of
Education and
Human
Development
31 15%
4
College of
Language and
Letters
21 10%
5
College of
Physical
Sciences and
Engineering
23 11%
6
College of
Performing and
Visual Arts
16 8%
7
College of
Foundations
and
Interdisciplinary
Studies
8 4%
Total 201 100%
229228
46 | Page
Statistic Value
Min Value 1
Max Value 7
Mean 3.04
Variance 2.97
Standard Deviation 1.72
Total Responses 201
Appendix C
Task Force Reports
These reports were prepared by Envision Madison task forces to
analyze Madison County and create recommendations for the
future of the county.
230 231
University/Community Task Force - 1 -
University/ Community Task Force Report
Envision Madison Introduction
As part of the Envision Madison process residents indicated that the relationship and
communication between the community and Brigham Young University Idaho (BYU-I) was
critical for the future. Overall, people feel that the relationship between BYU-I and the Region is
strong and positive. Residents indicated several benefits that the community gains from its
association with BYU-I. They are:
• Provides focus on importance of education in the community
• Contributes to strong values of community
• Provides economic engine
• Creates pipeline for well-educated workforce
• Increases culture, arts, activities
Additionally, there were some concerns about the university’s effect on the community. These
are as follows:
• Increased traffic congestion
• Safety for large pedestrian population
• Need for community involvement in University decisions that impact community
• Need to plan for increased student growth
In an effort to strengthen the relationship and address these concerns, the Envision Madison
Executive Committee created a task force made up of community leaders and BYU-I staff. The
goal of this taskforce was to explore the concerns that people have raised and suggest mutually
beneficial principles and activities that would strengthen the relationship and address the
above concerns.
Task Force Members
Members of the task force are:
▪ Richard Woodland, Rexburg City Mayor (Co-chair)
▪ Phil Packer, BYU-Idaho Liaison with the City of Rexburg (Co-chair)
▪ Wayne Clark, BYU-Idaho Operations Managing Director
▪ Wynn Hill, BYU-Idaho Student Well Being Managing Director
▪ Sally Smith, Rexburg City Council
▪ Todd Smith, Madison County Commission
▪ Melanie Davenport, Citizen
University/Community Task Force - 2 -
Findings
The task force looked at current programs and efforts and long term strategies to strengthen
the relationship between the community and BYU-I. In the short term there are many things
that are currently being done and that could potentially be expanded. For the long term, the
task force outlined strategies that could strengthen the relationship.
Current Programs and Efforts
What opportunities exist for student/faculty volunteering and service to the community? Are
there opportunities for expansion of these to be continued and/or expanded? BYU-Idaho has
always been committed to being a good citizen of the community, and volunteering and serving
in the community is a vital part of that commitment. For example, the university’s Student
Activities Program has a robust service component that provides students with a variety of
opportunities to render service in the local area. Additionally, there are currently some 60 full-
time BYU-Idaho employees who serve voluntarily on a number of councils, boards, and
committees in the community.
BYU-Idaho welcomes a discussion about expanding volunteering and service opportunities in
the community. The university also recognizes it is one organization of many within the
community and would not to be perceived as driving such an effort.
How do the university and community “partner” to create student based employment
opportunities? Such partnerships are already under way, including the Southeast Idaho
Research Institute (SIRI) and the Eastern Idaho Entrepreneurial Center (E Center). Both
initiatives are focused on how to create student jobs in the community. Other examples include
the BYU-Idaho Recycling Center, which has created student jobs that support the City of
Rexburg; and the BYU-Idaho Department of Health, Recreation, and Human Performance’s
paramedic program, which has partnered with the Rexburg Fire Department. The university is
always open to exploring additional opportunities to create student jobs in the community.
How does the university contribute to infrastructure development? BYU-Idaho is a strong
contributor to infrastructure development. For example, the university has been a major
proponent of the Pedestrian Emphasis Zone. By keeping new housing projects close to campus,
developments are able to utilize existing infrastructure such as roads, sewer, and water.
Additionally, BYU-Idaho supported the construction of University Boulevard by providing a right
of way through university property. The university helped cover the cost of the expansion of
the 7th South and the traffic signals at the intersection of 7th South and 2nd East. BYU-Idaho
also provides water to the City of Rexburg through a university-owned well.
How does the City/County include the university as a partner in the overall economic
development for the region? BYU-Idaho will continue the partnerships it has established with
SIRI and the Eastern Idaho Entrepreneurial Center, as these organizations work to find
economic development opportunities. The university is also fully committed to continue
232 233
University/Community Task Force - 3 -
collaborating with Rexburg, Madison County, and the Chamber of Commerce to look for
additional ways to bring new industry to the area.
BYU-Idaho recognizes the development that is happening in the community because of the
university, and that the university cannot grow more quickly than the community can handle.
What are some approaches that might improve university-community communication?
Communication with the community is a top priority for BYU-Idaho. In recent months, the
university has worked to refine and streamline this process by reducing the number of contact
points with the City of Rexburg. Our designated liaison with the city, who is in regular contact
with university leadership, attends key city meetings such as City Council and Planning and
Zoning. The university also has a representative who sits on the Chamber of Commerce board,
attends their monthly meetings, and participates in committees and events.
The university also maintains productive working relationships with local media outlets in order
to release news and information of interest to the local community.
What are opportunities for community members to use campus facilities? Can those
opportunities be expanded?
Campus faculties are open to community members in a variety of ways. Each semester, local
residents attend the Center Stage performing arts series and performances by the Department
of Music, Theater, and Dance. Local high schools hold their graduation ceremonies in the BYU-
Idaho Center auditorium. During select times of the day, the tracks at the BYU-Idaho Center and
the stadium are open to use by community patrons. Also, services provided in the Manwaring
Center, including the University Store, the Crossroads food court, and Catering Services are all
open to the community.
BYU-Idaho is always happy to consider additional ways to open campus facilities to the
community. It is important to recognize, however, that BYU-Idaho’s first priority is to fulfill its
mission as a university by meeting the needs of students. A request will always be weighed
against the impact on the university’s ability to serve students.
Recommendations
Continue the with current programs and efforts
There are many programs and efforts that address the needs of students and community
members. These programs are outlined above. The relationship between the community
and the University is stronger that it has been. However, that relationship has fluctuated
over time. There is a recognition that if the current programs and efforts are not fostered,
many of them could weaken over time due to lack of support.
University/Community Task Force - 4 -
Form one or more standing committees consisting of community members and university
representatives (including students) to discuss actions aimed at implementing the
strategies outlined below.
A committee consisting of community members, university representatives, and students
would be well equipped to coordinate and foster cultural activities for both residents and
students. Examples of some of the strategies that they could help advance and promote
include:
o Seeking ways to expand recreation in the community and to make sure students are
informed of its availability
o Many students leave the region on the weekends for entertainment and recreation
opportunities in other areas. Providing activities that would allow them to stay in the
region on the weekends would help them feel more a part of the community.
o According to a study of other similar university communities, students from the
Eastern Idaho Entrepreneurial Center (E-Center) found that holding events that are
jointly sponsored by the university and community significantly improved the
relationship between students and community residents.
o The E-Center study also found that bringing residents on campus for events helped
to foster a good relationship
o Madison County and BYU-Idaho share a rich history of working together and
supporting one another. One such example happened when the school was almost
moved to a different city when the residents worked to keep it. Helping people
understand the history of the university and the community could give them a
better sense of their importance to and dependence on one another.
An administrative group made up of city officials and university administration could help to
expand and support some of the existing programs that are already available in the
community. The nature of this group would also lend itself to addressing other strategies
that could improve the region’s economy and provide more job opportunities for students
and residents. Examples of some of the strategies that they could help advance and
promote include:
o Expand student volunteering and service opportunities in the community as a way to
give students work experience and provide local businesses with additional
resources.
o Create a joint campaign to attract jobs for community members and students.
o Provide internship opportunities for students in the community.
o Work together to improve our infrastructure. The primary infrastructure
improvement that would improve the university and the community is a broadband
network. The city has completed studies to determine the cost and feasibility of
broadband. It appears that working together would reduce the cost burden and
provide a benefit to the community’s economy and the university’s on-line course
offerings.
o Work together to revitalize downtown by bringing students and jobs to the area.
Having more people live in or near downtown provides the area with a larger
235234
University/Community Task Force - 5 -
customer base. This could allow more jobs such as restaurants, retail, and
entertainment to locate in downtown Rexburg. Increasing the number of businesses
would bring vibrancy to the area and not only provide jobs and entertainment for
students but also for residents.
Conclusion
While the relationship and coordination between the BYU-Idaho and the community is
currently good, there is recognition that, if not fostered, it could subside. The task force
recommends that current programs and efforts should continue and be improved. It is also
recommended that the other strategies outlined above should be used as a way to further
strengthen the relationship.
1
Envision Madison
Recreation Task Force
04/17/2014
Formation
After the first of the public forum meetings in 2013 with Madison County residents, the Envision
Madison Executive Board decided to form 3 separate task forces, one of which was the Recreation
and Tourism Task Force. Over time, it was decided to have this committee only focus on
recreation and the committee was later named to the Envision Madison Recreation Task Force.
The original appointed members of the task force were Lori Woodland, Ron Feik, and Matthew
Nielson. These members made efforts to appoint additional members that would allow us to seek
input from a broad spectrum of stakeholders, including mothers, athletic directors, sports league
representatives, local business owners, and others involved in recreation throughout our County.
For a list of the task force members, please see the appendix in the back of this report.
Goals
Bring together representatives of the different recreational associations to provide better
coordination of public events and facility use
Identify and promote future and existing recreational events in our community
Ensure the public has input on what, when, how, and where to build or upgrade
recreational facilities
Current Events Identified in Madison County
Running:
Teton Dam Marathon
Rush Triathlon
Color in Motion 5 K
Main Street Mile (2014)
Youth Triathlon-River Rock
Hurdle for Hope
Relay for Life
Tournaments:
Girls Basketball Tournament
Madison Baseball tournament
State Jr. Golf Tournament
Wrestling Tournaments- Fall and Spring
236 237
2
School-Madison Madness Basketball Tournament
Golf Tournaments-McDonalds, Erickson, Chamber, NRF, Dare, etc.
Dancing & Concerts:
Idaho International Summerfest
Idaho International Street Festival
Ball Room Dancing Competitions
Concerts-Turkey Choir
Other Tabernacle Concert events
Other Concerts at Romance or in parks
Dance Competitions, studios
Upper Valley Idol
Rexburg Unplugged
Dancing with the Rexburg Stars
Upper Valley Idol
Other Events:
Snow fest
Cube- Cyclo Cross Event
Bike Races-Rexburg
Cable Factory events
School Hosted Events: Wrestling, Basketball, Madison Invitational, etc
Madison County Fair
Legacy Flight Museum Air Show
Car Shows-Taylors, etc.
4th of July Parade and Day in the Park- Rexburg
Commerce
Mountain Man Rendezvous
Celebrate Youth
Geo-Caching events
Volleyball Tournaments
Events to Consider, as Identified by the Task Force
Soccer Tournaments
Softball Tournaments
Tennis Tournaments
Shooting contests
3
Rodeo Events
Obstacle Course Races-Mud Run, etc.
Coordination of events in conjunction with BYU-I and City of Rexburg when semesters
begin or end
o Pageant – Coordinate with City of Rexburg and BYU-I and hold during week after school gets out in
July (Provide groups a spiritual opportunity that can be coupled with Recreation in our County)
Volleyball Tournaments
100 Mile Criterion Bike Race across Madison County
Equestrian Races
Reports
One of the first tasks of the task force members was to assign individuals to meet with the various
recreational/sports organizations in town to determine their current facility usage and needs, other
organizational needs, and tournament/event needs. The results of those meetings are summarized
below.
Soccer:
Soccer is growing fast and is the most widely participated sport in our County
The County lacks an outdoor soccer complex large enough to host competitive soccer
tournaments
o 10 full size fields in close proximity were suggested for a large tournament
An indoor soccer field would provide year-round soccer play
Existing soccer groups are City Rec League (Youth Age 5-14) , AYSO (Youth under 10),
Upper Valley Soccer (Youth Age 10+), and Boys and Girls High school teams
No adult leagues exist (Indoor facility may increase play by adults), other than those offered
through the University
Various coaches mentioned that they are “making do” with the current outdoor fields and
that scheduling can be an issue at times with overlap of other sports
Baseball/Softball:
Current leagues in Rexburg include Madison Baseball, City Recreation Tee Ball, Co-Ed
Softball, and organized high school baseball and women’s softball
o Madison Baseball holds over 125 games per season, which include a very successful
tournament that occurs in late June each year
Facilities are a major concern for baseball in our County.
o There are many facilities, but many are not in good shape and there are currently
no complexes in the County
o Some are used for dual purposes, such as soccer or football and access can be a
problem during the season
238 239
4
The group recognizes that building a baseball/softball complex should be a major priority
to accommodate the needs of baseball/softball within our community
o The Committee has explored the option of repurposing the current Community
Fields into a baseball/softball quad and would like to work with the School District
and City to see if this is a feasible option in the future. These efforts are currently
in process now, but nothing has been determined to this point regarding this
matter.
Basketball:
Some Committee members reported a concern that public gyms are underutilized for
public usage
o A Sugar-Salem Representative reported that their gyms are frequently used by the
public, but that they do not currently allow private leagues to operate within the
schools beyond practice.
o Schools get priority use of the gyms for their students, as they should
o Both school district representatives reported that gym usage in the winter is very
high by their students, which does not allow for much usage by the public
All agreed that the current inventory of gyms are sufficient in our area and that a new
Recreation Center with more gym space did not seem like a priority.
o It was noted that many basketball courts exist privately in the area with the many
local churches and the University
Rodeo:
The indoor arena and fairgrounds is used extensively for roping, 4H, rodeo, and other
outdoor events.
o The current fairgrounds location is land-locked and lacks parking and other
amenities to accommodate large rodeo events and the trailers that come with those
events.
o The track also needs repair
It was suggested that the public look seriously at moving the fairgrounds outside the city
limits where they can expand their operations and accommodate larger venues
If relocated, the Committee believed a new facility could act as an event center and
fairgrounds, and that our neighboring Counties should be included in the discussion
o If relocated, the group felt that the existing location should be preserved as open
green space for recreation, that some buildings may be able to be converted into
new indoor recreation uses, and that some mixed use could be incorporated into
the redevelopment of the old fairgrounds property
Football:
5
There are no spaces currently designated specifically for football practice or games, other
than the football stadiums for our local high school teams
o Many practices occur on private green space, such as churches
The group felt that outdoor fields designated specifically for football may not be necessary,
but greater accessibility and coordination of scheduling could help
o One challenge is not having lines painted for practice and games
An indoor athletic complex or turf field could allow for clinics or practices during the late
fall to late spring months, and help enhance the football experience for our local youth and
participants
Tennis:
There is growing interest in tennis
o City Recreation programs have grown in recent years
Numbers- 60+ involved in City Rec program, 40+ in High School program, and 40+ young
adults in clubs, with a growing number of adults traveling to Idaho Falls to play in the
winter. The University also provides courts for their students to access and play on
An indoor tennis facility could allow for year round play and would likely increase
participation in the sport within the County
Wrestling:
Tournaments in Fall & Spring attract competition from as far away as Boise, Jackson
Hole WY, and Northern Utah
The current facilities in the County are sufficient to host wrestling tournaments
Key Takeaways and Conclusions
The task force identified the following key takeaways from our meetings, and sought
to provide options for these takeaways. They also sought to provide a means of
collecting public input regarding these takeaways so that we can prioritize future
recommendations to our local governing bodies and citizens. Our ultimate goal is to
determine what the public would like to see in terms of development of venues and
recreational opportunities within Madison County and establish a timeline for such
development. Once we know what the public wants, we can better establish cost
estimates and explore the various funding options.
240 241
6
Public Awareness:
One concern that the task force recognized is the lack of awareness in the community of current
events and publicly available facilities. There are many great events and recreational opportunities
already occurring in our community now that many people are unaware of. As we go forward and
plan new events, the task force believed that we can do a better job of communicating those events
occurring. Creating a centrally managed electronic means of informing people of recreational
opportunities is an integral part of ensuring success for the current and any future events in
Madison County.
Several solutions to this problem were explored. One was to consider using social media, such as
Facebook or twitter and somehow coordinate the efforts of the various organizations putting on
events in our community. Another solution was to create an application that is free to users where
they can choose what events they want notifications for and how they want to be notified. This
could include private or public events. We could look to local public entities to fund the creation
of such an application, and consider charging a subscription fee annually along with a per post fee
to those desiring to push their events. This would create easy access and awareness to the public of
all different kinds of recreational events.
The Facebook page that has been created in order to create more public awareness is called
Envision Madison-Recreation.
Complexes:
The task force suggested that we consider building sports complexes in the future. There are
many advantages that come with building complexes rather than individual fields. A few of these
advantages are below:
They improve tournaments and the ability to attract tournaments
Allow for a better social experience for the athlete/family participants
Fields can be maintained at a lower cost and at the same quality level
o In some cases, Madison County has a high level of inventory, but it is spread out
and the site conditions vary from one venue to the next
o It was suggested that local leaders consider repurposing some of the inventory and
reinvesting into complexes that are built at a higher quality level
7
Four-Plex Softball/Baseball Field (outdoor)
A four-plex softball/baseball field (outdoor) would enhance our ability to offer tournaments, which
have economic and social benefits to our community. The task force members felt that providing
a complex of fields in one central location would also provide better utilization of these types of
venues at a lower cost. If necessary, it was suggested that re-purposing other venues throughout the
County that are not currently utilized as they could for various reasons, should be considered.
If it was suggested that we build a 4-Plex Softball/Baseball Field in the near future, where should it
be built?
A. Community Fields Area- Barney Dairy Rd.
B. Where the existing fairgrounds are-Assumes they would be relocated
C. Near Madison High School- 12th West
D. Along Yellowstone Highway- Near 7th South & Rexburg Stake Center
242 243
8
Indoor Recreation
Madison County severely lacks opportunities for indoor recreation. The County is in need of an
indoor facility that will accommodate the year-round participation of sports that we typically only
play seasonally because of our severe and long winters. The task force discussed heavily a
recreation center, which could include anything from basketball/volleyball courts to an indoor
swimming pool with a common area/kitchen for gathering community groups. They also
discussed the concept of an athletic complex, which typically includes an indoor turf area that can
be utilized by multiple sports, such as football, soccer, and even baseball along with possible tennis
courts and a gathering area/kitchen for community groups. An athletic complex is substantially
cheaper to build than a recreation center, and the task force members felt that it would better meet
the immediate needs of our local sports organizations and high school teams.
Why Indoor Facilities?
Our local athletic directors recognize the need for an athletic complex, not just more gyms
Would allow practice on a turf type field by high school teams in winter, the play of soccer
and flag football year-round, and the ability to hold sports camps for all outdoor sports
during the winter.
Our local sports teams are at a serious disadvantage because we do not have access to
indoor facilities and cannot access outdoor fields until late Spring
If it was suggested that we build an Athletic Complex, Where should it be built?
9
A. Current Fairgrounds location
B. In the downtown area
C. Along the Highway (Close to the new Madison High School)
D. Somewhere between Sugar City and Rexburg
E. Current Airport Location-Airport Road
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10
Preservation and Expansion of Open Green Belt Area along the River for
Recreation Purposes
In order to expand and preserve the open green belt area along the Teton River in Rexburg, the
task force recommended that the public consider the following:
Moving the Fairgrounds
Acquiring, with public funds, the property along the river from Riverside Park to Airport
Road
Creating a trail system along the river from 2nd East to Golf Course and eventually to Beaver
Dick Park
Creating another river crossing at 5th West to accommodate access to the open space on
both sides of the river
o Preserving green space around the river
One question the task force would ask, is should public monies be spent to acquire property along
the river from Riverside Park to Airport Road?
11
New Fairgrounds
The task force believed that the public should strongly consider moving the fairgrounds to a new
location because the current fairgrounds location is land-locked and lacks parking and other
amenities that would allow it to accommodate larger rodeos and other events. It was
recommended that if moved, we consider moving the fairgrounds outside city limits and rebuilding
them as an Event Center/Fairgrounds Facility. If this was done, it would be necessary to
coordinate these efforts with neighboring counties if possible. It was also suggested that we choose
a location that has adequate room and a freeway presence. If the fairgrounds were relocated, the
old arena could be repurposed as a possible indoor arena or athletic complex that would be
supported with user fees. A small portion of the old fairgrounds along 2nd North could also be
redeveloped to another use.
If it was suggested to move the Fairgrounds, where would you build a new Fairgrounds /Event
Center?
A. Along Highway 33 West of Rexburg
B. Along Highway 20 north of the 2nd East Rexburg exit
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12
C. Along Highway 20 between the Main Street and 2nd East Rexburg exits
D. Along Highway 20 near the future location of the Thornton Interchange
Funding Sources
The task force explored various options to fund the future growth of recreation and
recreation venues in Madison County. They did not recommend any specific
method at this time, because they first want to establish what venues the citizens
would like to see and the timeline for the construction of such venues. It was noted
that it will be important to establish the cost estimates for recommended facilities
prior to determining the funding sources. In general, the following are normally
available as possible funding sources:
Recreation District
Urban Renewal District (Tax Increment Financing)
City/County general fund monies (generally from sales tax or property taxes)
Impact fees
General Obligation Bonds
Grants
Seeking Input
The task force realized the significance in trying to determine the general needs and desires of the
public at large. It is a very difficult task to please each member of our community individually, but
we recognize that many of our residents would likely support what the public would like to see as a
whole. In an effort to achieve our goal of seeking the input of the public, we have issued a
recreation survey that is available for all community members to complete. A link for the survey
will be provided below after we review each of the survey questions. Thus far, we have received 81
preliminary responses so that we might begin to better understand and cater to the needs and
wants of the public regarding the future of recreation and recreational venues. We have included
below each question, the preliminary results of the survey, and encourage all to take the survey in
an effort to capture what our community would like as a whole.
13
Results:
Sample Size: 81
Importance Baseball Basketball Soccer Softball Tennis Volleyball
(Most) 4 38.3% 27.2% 33.3% 16.0% 8.6% 11.1%
3 28.4% 35.8% 27.2% 32.1% 19.8% 25.9%
2 17.3% 19.8% 19.8% 27.2% 35.8% 30.9%
(Least) 1 16.0% 17.3% 19.8% 24.7% 35.8% 32.1%
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14
Results:
Effectively
Utilized Fair
Grounds
Madison
High
School
Madison
Jr. High
Madison
Mid.
School
Sugar
High
School
Sugar Jr.
High
Sugar
Mid.
School
(Most) 4 7.4% 18.5% 18.5% 11.1% 7.4% 7.4% 6.2%
3 16.0% 33.3% 29.6% 22.2% 8.6% 3.7% 4.9%
2 34.6% 23.5% 30.9% 33.3% 16.0% 17.3% 14.8%
(Least) 1 34.6% 13.6% 8.6% 16.0% 9.9% 12.3% 13.6%
Not
Familiar
7.4% 11.1% 12.3% 17.3% 58.0% 59.3% 60.5%
15
Results:
Effectively
Utilized
Community
Park
Eagle Park Evergreen
/Kiwanis Park Hidden
Valley Park
Nature
Park
(Most) 4 12.3% 0 4.9% 2.5% 16.0%
3 4.9% 7.4% 23.5% 3.7% 34.6%
2 21.0% 23.5% 16.0% 16.0% 29.6%
(Least) 1 12.3% 21.0% 9.9% 29.6% 16.0%
Not
Familiar
49.4% 48.1% 45.7% 48.1% 3.7%
Effectively
Utilized
Porter Park Rexburg
Rapids
Riverside
Park
Smith Park
(Most) 4 60.5% 39.5% 8.6% 55.6%
3 21.0% 21.0% 18.5% 27.2%
2 9.9% 21.0% 21.0% 11.1%
(Least) 1 6.2% 13.6% 29.6% 3.7%
Not
Familiar
2.5% 4.9% 22.2% 2.5%
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16
Results:
Effectively
Utilized
Beaver
Dick Park
Heritage
Park
Lyle H.
Moon
Park
Smith
Park
(Sugar)
Thomas C.
Neibaur
Park
Twin
Bridges
(Most) 4 11.1% 1.2% 2.5% 17.3% 1.2% 3.7%
3 25.9% 11.1% 0 13.6% 0 9.9%
2 32.1% 17.3% 18.5% 17.3% 17.3% 22.2%
(Least) 1 16.0% 8.6% 11.1% 16.0% 14.8% 21.0%
Not
Familiar
14.8% 61.7% 67.9% 35.8% 66.7% 43.2%
17
58.0% of people said Yes and 42.0% said No
Results: (Results reflect different venues than those in the question)
Priority Baseball
Complex
Indoor
Athletic
Complex
Fairgrounds
/Events
Center
Soccer
Complex
Indoor
Swimming
Pool
(Highest)10 14.8% 35.8% 12.3% 13.6% 48.1%
9 11.1% 18.5% 6.2% 9.9% 9.9%
8 13.6% 6.2% 17.3% 16.0% 8.6%
7 9.9% 7.4% 16.0% 9.9% 4.9%
6 3.7% 6.2% 9.9% 8.6% 4.9%
5 11.1% 11.1% 9.9% 11.1% 11.1%
4 3.7% 0 4.9% 2.5% 0
3 6.2% 3.7% 4.9% 7.4% 3.7%
2 8.6% 3.7% 6.2% 4.9% 1.2%
(Lowest) 1 17.3% 7.4% 12.3% 16.0% 7.4%
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Results: (Results reflect different venues than those in the question)
Time Period Baseball
Complex
Indoor
Athletic
Complex
Fairgrounds
/Events
Center
Soccer
Complex
Indoor
Swimming
Pool
Within 5 Years 37.0% 53.1% 27.2% 34.6% 63.0%
Within 10 Years 27.2% 16.0% 38.3% 28.4% 12.3%
Within 15 Years 14.8% 12.3% 13.6% 13.6% 8.6%
Within 20 Years 6.2% 6.2% 6.2% 8.6% 4.9%
Within 30 Years 14.8% 12.3% 14.8% 14.8% 11.1%
Link to Survey:
Envision Madison Recreation Task Force Survey
https://docs.google.com/forms/d/1pi2hg1HcQi_kZNqeNlkaNIlxea1MKo8XUyXaASn0XgY/viewform
19
Committee Members/Major Contributors
Robert Yeatman
Ron Feik (Co-Chair)
Brian George (Co-Chair)
Lori Woodland (Co-Chair)
Donna Benfield
Sarah Jane Kesler
Marc Gee
Erick Wills
Randall Porter
Aaron Peterson (Co-Chair)
Members of the BYUI-Student Representative Council
Arielle Green
Rochelle Matthews
Matt Nielson
Aaron Trappett
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Inventory
In an effort to understand what facilities we are lacking, we performed a county wide inventory,
with the results as shown below. We have highlighted the major athletic programs and
summarized our findings below. If you wish to see the details of the studies, please see those
reports in the appendix.
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22
Appendix
23
258 259
24
25
260 261
26
27
The Madison County Jobs Task Force Report
Part of Envision Madison 2013-15
Introduction Starting in September 2013, the task force started meeting, under the direction of the Envision Madison Executive Committee, every other week to discuss the goals set by the board of Envision Madison for the task force. Discussions included what types of qualitative and quantitative data would be helpful to address the goals of increasing jobs and the quality of those jobs in Madison County. The specific data was then sought out. The data was reviewed at subsequent meetings this report contains a summary of the discussions, analysis, and recommendations of the taskforce. As part of the Envision Madison, the Jobs Task Force addresses one of three themes that resulted from the Values Study, workshops, and online survey that were not spatial in nature. The three themes are: 1. The relationship between the University and the community 2. Economic growth in the recreation and tourism industry 3. Overall job growth The goal of the Jobs Task Force is to explore Madison County’s capability to increase the number of available jobs in the area and how. The three subjects within job creation and the information that the Task Force would gather in each are: 1. Industry Sectors – a. What industries currently provide jobs in the area? b. What industries could or should be expanded? c. Based on feedback the three industries that should be explored are: industrial, retail, and agriculture. d. Which Sectors are better at providing a living wage? 2. Workforce – a. What is the current workforce profile? b. How might this change over the next 30 years? c. What industries are complimentary to the current and expected profile? 3. Infrastructure & Policy – a. Identify the infrastructure needs of different industries and how they compare to the current infrastructure. b. Identify what the future infrastructure needs might be for the County. c. Identify policies that are helpful to growing business and attracting business and those that may be hindering to growth and attraction.
Task Force Members Jake Mecham Co-Chair Scott Dixon Co-Chair Carlos Aponte Envision Madison Executive Committee Member Scott Johnson Will Jenson Phil Kunz Kelly McCandless Corey Smith Robert Tietjen Johnny Watson
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Where Are We Now And How Do We Compare? Between 2000 and 2012 Madison County was the Idaho’s 4th fastest growing county. During that time the population grew by 36% - adding almost 10,000 residents. Much of the growth was spurred by the transition of the two year Ricks College to the four year Brigham Young University-Idaho. The neighboring Jefferson and Teton Counties were also in the top five fastest growing counties in the state of Idaho. Data from the Idaho Department of Labor Statistics shows that in 2012 Madison County had an employment count of 10,616. The employment count comes from the Quarterly Census of Employment and Wages program data. Census data shows a total population of 37,456 for Madison County as of 2012.
Madison County
Employment Types
Sustainable, Persistent Career
Jobs Defined as: Low skill to high skill careers, these jobs employ Madison County residents year round.
Apprentice Jobs Defined as: Short-term, professionally oriented employment. These include both internships and professional trades as well as project-specific jobs. Flexible-Short Term Jobs Defined as: requiring less skill or education, these are non-career and short-term.
Location Quotient Data Location quotients are often used to quickly highlight the differences in employment concentrations between two or more communities. This approach takes the percentage of total employment one particular industry has in one region and divides it by the same industry’s percentage of total employment in another region. If the resulting ration is less than one, the area represented in the numerator might be importing products industry being compared; thus creating a gap or “leakage” in the local economy, i.e. a need to grow that particular industry. Location quotients below 1.0 can also be the result of lower local demand for products in that industry. At times lower location quotients can be explained by neighboring counties satisfying local demands on a regional level. Car dealerships and other forms of retail trade are good examples of industries that often have low location quotients in rural counties, as these sectors tend to agglomerate in more urban settings. Location quotients greater than 1.0 can indicate areas of strength, specialization and exporting industries. In all cases, good qualitative data is useful to explain location quotient results. The location quotient data used and referenced in this report was obtained from the Idaho Department of Labor. Since Madison County was used as the base county, its location quotient is equal to 1.0 for all industries compared. By using Madison County as the base for location quotient comparisons, other counties with similar characteristics can highlight what industries Madison County is lacking. There are a number of counties in the western United States that could be used as models for what Madison County’s economy could look like. Multiple counties were selected and compared to model what Madison County might look like after decades of future growth. Many of these communities are anchored by universities and are in close proximity to National Parks. Many are also close to major transportations routes like Interstate 15 and U.S. Highway 20.
Comparison Counties 1. Jefferson County, Idaho 2. Bonneville County, Idaho 3. Bannock County, Idaho 4. Ada County, Idaho 5. Latah County, Idaho
6. Cache County, Utah 7. Utah County, Utah 8. Iron County, Utah 9. Gallatin County, Montana 10. Albany County, Wyoming
11. Jackson County, Oregon 12. Polk County, Oregon 13. Spokane County, Washington 14. Whitman County, Washington
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When Madison County was compared to these other counties some consistent shortfalls were revealed. Madison County was used as the denominator or base area as location quotients were calculated for the 14 comparison counties in the study. Next, the comparison counties’ location quotients for each industry were averaged to create a single location quotient. This average location quotient revealed how much more or less concentrated the other counties were in specific industry employment when compared to Madison County. Based on these results, five target industries were identified for closer inspection. The five target industries had employment concentrations, or local quotients, of at least 1.3 times and up to 2.8 times higher than Madison County. The target industries include: leisure and hospitality, manufacturing, construction, other services, and information. If Madison County’s economic makeup was changed to match the average of the comparison counties, nearly 1,600 jobs would be added to the 5 target industries.
0.7
0.8 0.8 1.2
1.2
1.3 1.8 1.8
2.7 2.8
Trade, transportation, and…
Education and health…
Professional and business…
Financial activities
Natural resources and…
Leisure and hospitality
Manufacturing
Construction
Other services
Information
*INCLUDES 14 COUNTIES SIMILAR TO MADISON. A LOCATION QUOTIENT OF "2"
INDICATES THE OTHER COUNTIES HAVE TWICE THE EMPLOYMENT CONCENTRATION MADISON HAS FOR THAT INDUSTRY.
Average Location Quotient by Industry
(Other Counties* Compared to Madison)
Location Quotient by Industry Information Industry Sector The Information Industry represented 0.6% of the total County employment for 2012, or 71 out of 10,616 jobs. Although the location quotient for comparison counties is very high, Madison County might not need these jobs locally. Many information related jobs can be fulfilled regionally and can be utilized through technology. Some of the comparison counties were remarkably more concentrated with information sector jobs than Madison County. For example, Utah County, Utah, was 8.5 times more concentrated than Madison County. Only Jefferson County, Idaho and Polk County, Oregon had less information sector jobs than Madison County. On average the Comparison counties were 2.8 times more concentrated.
0 0.5 1 1.5 2 2.5 3 3.5Jefferson County, IdahoGallatin County, MontanaUtah County, UtahAlbany County, WyomingBonneville County, IdahoAda County, IdahoPolk County, OregonCache County, UtahSpokane County, WashingtonIron County, UtahLatah County, IdahoJackson County, OregonWhitman County, WashingtonAverage
Location Quotients - Information
Sector
NAICS Definition Information Sector The main components of this sector are: publishing, including traditional and software as well as internet; motion picture; sound recording; broadcasting, including traditional over the air and exclusively on the internet; telecommunications; web search; data processing and information services.
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Other Services The Other Services Industry Sector represented 1.3% of the total county employment for 2012, or 138 out of 10,616 jobs. The breakdown of the Other Services Sector consist of only three primary categories that have enough data compiled to be represented in this report. They are the Other Services Expect Public Administration, Repair And Maintenance and Personal And Laundry Services. The Other Services Expect Public Administration category is difficult to decipher. Reasonable comparative data to understand the composition of that category could not be obtained, though the numbers showed that Madison County has an average of 2.7 times less people employed in the category than do the counties compared. The second category of Repair and Maintenance was an average of 2.3 times less prevalent in Madison County than in the other counties in this study. Though the numbers would seem to suggest an opportunity, there may be many underlying reasons as to why a repair or maintenance employer might not find much opportunity in Madison County. Some reasons might be the general nature of self-sufficiency that seems to exist amount the residents, the possibility that repair and maintenance is happening at facilities that are not represented in the statistics as such (examples being dealerships or retail businesses that are represented in the retail or trade sectors), and the possibility that many repair and maintenance needs are met at locations nearby, but outside the county. The Personal and Laundry Services Sector within Madison County is shows a similar quotient to the other counties in this report. There does not appear to be either a deficiency or opportunity within this category.
NAICS Definition Other Services Sector Establishments in this sector are primarily engaged in activities such as equipment and machinery repairing, promoting or administrating religious activities, grant making, advocacy, and providing dry-cleaning and laundry serviced, personal care services, death care services, pet care services, photofinishing serviced, temporary parking services, and dating services. 0 0.5 1 1.5 2 2.5 3 3.5Jefferson County, IdahoGallatin County, MontanaUtah County, UtahAlbany County, WyomingBonneville County, IdahoAda County, IdahoPolk County, OregonCache County, UtahSpokane County, WashingtonIron County, UtahLatah County, IdahoJackson County, OregonWhitman County, WashingtonAverageLocation Quotients - Other Services
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Construction The construction industry represented 3.4% of the total county employment for 2012, or 364 out of 10,616 jobs. The location quotient data shows that the construction industry is much less concentrated in Madison County than in comparable counties. However, the City of Rexburg Monthly Building Permit Valuations show a different picture with over $43 million in permits issued. Brigham Young University-Idaho reports occupancy among their university “approved single student” housing, which all unmarried students under 30 must live, to be 77.16% as of Winter Semester 2015. With all of the construction-taking place, it is hard to imagine that the data shows a low concentration of Madison County jobs in the industry. This can be explained by the lack of construction employers within Madison County. Most of the projects are being built by employers whose offices reside outside of the county (and state), with many of the construction employees coming from outside the county as well. Bonneville County showed more favorable data for the Construction Sector. It is the Task Force’s opinion that constructability is more easily accomplished in this market as a function of the population as well as the ease with which material is found, purchased, and delivered. Thus, the price per square foot of construction in Madison County proves to be higher than in Bonneville County. Furthermore, Cache County, Utah and Gallatin County, Montana showed a healthier environment as well. As overall complications go and in summary, the issues Madison County faces are to improve government interactions, add infrastructure to ease delivery of material, reach a population strata that spurs growth, and provide jobs for individuals to have an income that facilitates construction purchases.
NAICS Definition Construction Sector The construction sector comprises establishments primarily engaged in the construction of buildings or engineering projects (e.g., highways and utility systems). Establishments primarily engaged in the preparation of sites for new construction and establishments primarily engaged in subdividing land for sale as building sites also are included in this sector.
0 0.5 1 1.5 2 2.5 3 3.5Jefferson County, IdahoGallatin County, MontanaUtah County, UtahAlbany County, WyomingBonneville County, IdahoAda County, IdahoPolk County, OregonCache County, UtahSpokane County, WashingtonIron County, UtahLatah County, IdahoJackson County, OregonWhitman County, WashingtonAverageLocation Quotients - Constuction
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Manufacturing The Manufacturing Industry represented 6.87% of the total county employment for 2012, or 729 out of 10,616 jobs. According to the location quotient information Madison County has almost half the concentration of manufacturing jobs, as do the comparable counties. Of particular mention is the fabricated metal product-manufacturing category. This category is on average 8.5 times less prevalent in Madison County as compared to the other selected counties. The Task Force researched the possible reasons why the fabricated metal product-manufacturing category is so low. With fabricated metal products being vital to the agriculture industry, it would seem that there would an opportunity to bring an agriculture industry related fabricated metal product facility to Madison County. Three reasons are a relativity small skilled labor force, lack of reasonable transportation access, and a relatively high cost of land. A metal manufacturing industry workforce would consist primarily of welders and assembly line workers. Though these skills would seem to exist in sufficient number within our county, there may not be enough of such a labor force to staff a facility if one were to come to the county. These workers would likely have to move into the county from elsewhere or travel from neighboring counties. The lack of reasonable transportation access appears to be a significant factor in fabricated metal manufacturing. Interesting to note is that such a manufacturing company recently opened a new facility in Bonneville County. The location chosen for the facility had much to do with easy access to a railway and some to do with easy highway access. In Madison County the lack of available properties bordering a railway is apparent. The main rail access cuts right through the city of Rexburg and thus eliminates many of the appropriately sized property possibilities in and around the city. Elsewhere in the county much of the properties that border both rail and highway access are already developed and used by produce shipping operations. This leads to the third main reason for inability to attract a fabricated metal manufacturing facility. As is the case with many other businesses, the relatively high property prices coupled with a lack of available properties as compared to neighboring counties seems to send such facilities to the neighboring counties. It is interesting to note that there are a number of fabricated metal manufacturing facilities that have been established in Jefferson County in the last decade as property prices are typically much lower there than in Madison County.
NAICS Definition Manufacturing Sector The manufacturing sector comprises establishments engaged in the mechanical, physical, or chemical transformation of materials, substances, or components into new products; the assembling of components into new products; the assembling of component parts of manufactured.
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5Albany County, WyomingLatah County, IdahoGallatin County, MontanaBonneville County, IdahoSpokane County, WashingtonAda County, IdahoBannock County, IdahoJackson County, OregonUtah County, UtahIron County, UtahPolk County, OregonJefferson County, IdahoWhitman County, WashingtonCache County, UtahAverageLocation Quotients - Manufacturing
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Tourism and Hospitality Rexburg, Idaho is situated in an enviable position between the Teton and Big Hole Mountain Ranges, in the shadow of Yellowstone and Teton National Parks, and surrounded by world-class hunting and fishing grounds. With Sun Valley to the west and Jackson Hole, Wyoming to the east, Rexburg is the natural starting point for an Eastern Idaho Adventure. Rexburg is the county seat of Madison County, and should take the lead in attracting tourists to the region; this region includes Bonneville, Clark, Fremont, Jefferson, Madison and Teton Counties. U.S. Highways 20 and 33 pass through Rexburg bringing 1.4 million visitors through Yellowstone’s West Gate in 2009 alone. This report estimates that there is a potential $265 million in tourist money that could be captured by local area businesses. The Idaho Department of Tourism references a study by Longwoods USA to calculate the number of visitors to Idaho, and their average expenditures per trip. (We infer the following data from this study.) It was estimated by Longwoods USA that there were 31.7 million visitors to Idaho in 2009. These visitor trips were divided into two categories, overnight trips and day trips. This number comes to 20.51 visits per-resident. As stated above, there were 31.7 million visitors to Idaho in 2009; this translates to 20.51 visits per-resident per year. The tables below estimate the average amount of money spent by visitors to Idaho on a typical day and overnight trip (the average overnight trip is 2 to 3 days). The typical overnight visitor spends $131 on their vacation, while the average day trip visitor spends $48. This translates to$265,554,978 in potential tourist dollars to be captured. This money represents a significant growth potential for local businesses, with local hotels and motels standing to capture a large share of the $50.2 million estimated to be spent on hospitality.
Analysis The Task Force recommends that the target industries of: Information, Construction, and Manufacturing be emphasized and grown. There is also a opportunity in Professional Services, notably where partnerships can be made with Brigham Young University-Idaho. In addition apprenticeships or internships and the hiring of recent graduates of the University could augment Madison County’s workforce.
Strengths
Strong demand for Educational Industry jobs
o BYU-Idaho- It is important to acknowledge that the University has been the driving force for Madison County’s growth in the past couple of decades, and will likely continue to be in at least the next decade.
Workforce
o Madison County has an educated population, with people who are committed, hard working, and ethical.
America’s Family Community
o There is a desire for many former residents of Madison County to return to the attractive environment, safety, and family values embraced by the community.
Demand for Healthcare Industry jobs.
Low taxes.
Recreation access.
Weaknesses
High Real Estate Costs
Poor Manufacturing & Technology Infrastructure
Low Retention of Talent
Proximity to National Parks for Heavy Manufacturers Hindrances to growth became apparent as the data is analyzed. The most common, through all industries studied, is the high cost of real estate. It became increasingly apparent that many businesses have been purposefully located just beyond the border of Madison County simply because the cost of land was significantly less in the neighboring counties. It is interesting to note that the public perception of higher taxes as mentioned earlier does not seem to be a real factor in the location of these businesses. The primary factor in locating a business outside of Madison County continues to be the cost of land. It is also important to note that due to higher prices in residential real estate (relative to neighboring countries), many employees who work within Madison County, and especially new employees choose to live in adjoining counties such as Fremont or Jefferson County. This results in employees working in Madison County, but contributing to the outside economies through taxes, consumer spending, etc.
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Another threat to future growth in most industry sectors is the lack of adequate broadband access. Many companies desiring to start-up in, or relocate to, Madison County have been disappointed with the access to broadband, and in some cases, chosen other locations with more favorable broadband access.
Madison County in 2050 What will Madison County look like in 2050? The information gathered by the Task Force provides insight on the industries that are currently lacking within Madison County. Madison County is frequently compared to Gallatin County, Montana due to its proximity to Yellowstone National Park, access to major transportation routes and proximity to its University. The largest city in Gallatin County is Bozeman. The U.S. Census Bureau estimated Gallatin’s 2012 population at 92,614. In 1975 Gallatin County had a population of 37,901- close to Madison’s current population of 37,456. If the 144 percent growth observed in Gallatin between 1975 and 2012 was applied to Madison, the county will have over 91,000 residents by 2050. In 2012 Madison County had an employment-to-population ration of 28 percent, while Gallatin’s was 40 percent. If Madison’s future employment-to-population ratio is anything like the current ratio in Gallatin County, Madison will have a total employment of 36,638 by 2050. Even though Gallatin County and Madison County share many similar characteristics, it’s difficult to predict that Madison County will develop the same industries and economy that Gallatin has today. But if the other 13 comparison counties are combined some rationalizations can be made to show what Madison County’s economy could look like. After applying the new employment to population ratio and current comparison counties’ employment concentrations, it’s possible to see what Madison’s economy could look like by 2050. The county could add over 26,000 jobs with only nominal growth in trade, transportation and utility employment. The greatest growth in percentage terms would come from Information jobs, followed by Other Services,
Job Shortage
Now 1,600
Future 26,000
Construction and Manufacturing. A lot could change between now and 2050. The Task Force believes that Madison County’s economy will grow stronger by providing quality employment and high wages for its future workforce. Madison County 2050 Employment Forecast
Industry
Madison
2012
2050
Employment
projection Change
Percent
Change
Base Industry Total 10,616 36,638 26,022 245%
Natural Resources
and Mining 321 499 178 55%
Construction 365 2,223 11,869 514%
Manufacturing 72 3,874 3,145 431%
Trade,
Transportation and
Utilities 3,446 8,512 5,066 147%
Information 71 961 890 1254%
Financial Services 474 2,054 1,580 333%
Professional and
Other Business
Services 1,511 5,386 387 256%
Education and Health
Services 2,409 7,204 4,795 199%
Leisure and
Hospitality 1,151 4,496 3,345 191%
Other Services 138 1,398 1,260 913%
Unclassified 2 3 1 51%
Recommendations The task force recommends that Madison County and its residents should be educated in the need for a sustainable jobs base. It seems that the panacea for quick economic growth is to increase the Retail Sector. It is important to note that retail growth follows other industry sector growth within a healthy economy. There must first be a sizable working resident population within an area for retail to then thrive. Thus, we assert that the on-going career type jobs should be the focus of growth, which will then allow retail growth to follow. For example, retailers such as Home Depot, Costco, Target, and others have set population and income requirements that must be met before they even considering building a store.
276 277
It is the opinion of the Jobs Task Force that the five target industries addressed in this report (Information, Manufacturing, Construction, and Professional Services) provide the best base of jobs to grow Madison County’s economy. Outside the five industries highlighted in this report, the Natural Resources and Mining (where agriculture is represented) and Education & Health Services industries also provide an excellent base for an economy. However, we see a smaller potential for citizens and local government to influence job growth within these sectors within the constraints of the current Agriculture and Education & Health industries within Madison County. Specific Recommendations 1. Strengthen existing industries 2. Develop target industries a. Leisure & Hospitality b. Information c. Construction d. Manufacturing e. Other Services 3. Explore opportunities in the Professional and Business Services Industry 4. Leverage Madison’s connection to BYU-Idaho as a strong economic driver and strengthen the University, local governments, and community’s working relationships. 5. Identify and reduce infrastructure and policy barriers 6. Focus on retaining talent
Appendix D
Final Survey Results
278 279
1 3 0.72%
2 172 41.35%
3 121 29.09%
4 107 25.72%
5 13 3.13%
416 100.00%
#Answer Bar Response %
Under 18
19-29 years
30-44 years
45-65 years
Over 65 years
Total
1 5 2.89 0.81 0.90 416 416
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
How old are you?
1 45 10.79%
2 138 33.09%
3 77 18.47%
4 81 19.42%
5 66 15.83%
6 10 2.40%
417 100.00%
#Answer Bar Response %
Less than one year
1-5 years
5-10 years
10-25 years
More than 25 years
I don’t live in Madison County
Total
1 6 3.04 1.81 1.34 417 417
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
How long have you lived in Madison County?
280 281
1 345 82.73%
2 8 1.92%
3 19 4.56%
4 24 5.76%
5 21 5.04%
417 100.00%
#Answer Bar Response %
Rexburg
Sugar City
Archer/Lyman
Someplace else in Madison County
Outside of Madison County
Total
1 5 1.48 1.29 1.14 417 417
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
In which of the following cities/areas do you currently reside?
1 167 40.14%
2 249 59.86%
416 100.00%
#Answer Bar Response %
Yes
No
Total
1 2 1.60 0.24 0.49 416 416
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
Are you currently a student at BYU-I?
282 283
1 162 38.85%
2 86 20.62%
3 43 10.31%
4 120 28.78%
5 177 42.45%
6 167 40.05%
7 71 17.03%
8 243 58.27%
9 182 43.65%
1251 100.00%
#Answer Bar Response %
Expand community recreation & use it to
keep students in the area on evenings &
weekends.
Sponsor joint university/community events
that include bringing residents on campus.
Develop a sense of the shared history of
the university and the community.
Expand student volunteering, service, and
internship opportunities in the community.
Create a joint campaign to attract jobs for
students.
Use University talent to grow related
industries for the community.
Work together to determine where student
housing will go.
Work together to improve our
infrastructure (broadband? bus? other?).
Work together to revitalize downtown by
bringing students and jobs to the area.
Total
1 9 5.52 7.09 2.66 1251 417
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
One of the goals of the Envision Madison Task forces is to explore and suggest mutually beneficial principles and activities
that would strengthen the University and the community.
If the community and University created a structure to address important issues and to propose strategies to
improve the relationship, which three strategies would be most important to you?
Min Value 1 1 1 1
Max Value 4 4 4 4
Mean 1.84 2.67 2.55 2.94
Variance 1 1.07 1.1 1.19
Standard
Deviation 1 1.03 1.05 1.09
Total
Responses 357 357 357 357
Statistic
Form standing committee(s)
consisting of community
members, university
representatives, and students to
discuss actions aimed at
implementing the strategies in the
previous question.
Ask the university to
regularly communicate
through existing groups or
entities such as
neighborhood associations,
professional groups, and
service clubs.
Increase
contacts
between
representatives
of the university
and government
officials and
staff.
Communicate
electronically by
cross-posting
information on the
university and
local government
websites.
1
Form standing committee(s) consisting of community members,
university representatives, and students to discuss actions aimed at
implementing the strategies in the previous question.
357 1.84
2
Ask the university to regularly communicate through existing groups
or entities such as neighborhood associations, professional groups,
and service clubs.
357 2.67
3 Increase contacts between representatives of the university and
government officials and staff.357 2.55
4 Communicate electronically by cross-posting information on the
university and local government websites.357 2.94
Total --
#Answer 1 2 3 4 Responses Mean
177 93 53 34
61 87 119 90
66 113 93 85
53 64 92 148
357 357 357 357
As you think about improving the relationship between the community and BYU-I, drag to rank the top three in
order of effectiveness.
284 285
1 56 14.00%
2 168 42.00%
3 40 10.00%
4 136 34.00%
400 100.00%
#Answer Bar Response %
Build outdoor sports complexes to allow
hosting of regional tournaments and
provide economic benefit to our
community. ($1.5 million)
Build an indoor athletic complex to provide
more recreation opportunities ($4 million)
Relocate the fairgrounds and make the
new one a regional events center ($6
million)
Use the old fairground property to
enhance recreation and expand the open
green belt area along the river.
Total
1 4 2.64 1.19 1.09 400 400
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
Another goal set by the Envision Madison task forces was:
•Identify and promote future and existing recreational opportunities in our community.
•Ensure the public has input on what, when, how, and where to build or upgrade recreational facilities.
Thinking about your current recreational opportunities and future recreational needs, what type of facility is most
important to you and your family?
1 214 53.23%
2 87 21.64%
3 101 25.12%
402 100.00%
#Answer Bar Response %
Fund it as a joint effort between the cities,
county, and the school districts
User fees and subsidies from local taxing
entities
A bond or special recreation district
Total
1 3 1.72 0.71 0.84 402 402
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
In addition to grant money, which strategy do you most support to fund a new recreational facility?
286 287
Min Value 1 1 1 1
Max Value 4 4 4 4
Mean 2.79 2.37 2.5 2.34
Variance 1.21 1.03 1.18 1.46
Standard
Deviation 1.1 1.01 1.09 1.21
Total
Responses 395 395 395 395
Statistic
Strengthen
existing
education
and
agriculture
industries
Strengthen small job clusters that
complement our current job base
(e.g. Leisure & Hospitality,
Information, Construction,
Manufacturing, Medical/Healthcare)
Explore
opportunities
in
professional
and business
services
industry
Leverage Madison’s connection to
BYU-Idaho as a strong economic
driver and strengthen the university,
local government, and community
working relationship
1 Strengthen existing education and agriculture industries 395 2.79
2
Strengthen small job clusters that complement our current job base
(e.g. Leisure & Hospitality, Information, Construction, Manufacturing,
Medical/Healthcare)
395 2.37
3 Explore opportunities in professional and business services industry 395 2.50
4
Leverage Madison’s connection to BYU-Idaho as a strong economic
driver and strengthen the university, local government, and
community working relationship
395 2.34
Total --
#Answer 1 2 3 4 Responses Mean
67 87 103 138
96 119 119 61
90 111 100 94
142 78 73 102
395 395 395 395
The third focus of the task force is jobs:
•Explore Madison County’s capability to increase the number of available jobs in the area.
•Explore strategies to increase the number of available jobs.
There are a number of choices that we could make to attract more jobs to Madison County. Please drag to rank the
following choices by how important/effective you think they would be in creating good jobs in the community.
1 180 44.33%
2 80 19.70%
3 89 21.92%
4 57 14.04%
406 100.00%
#Answer Bar Response %
Improve broadband infrastructure
Improve other infrastructure such as
natural gas and electrical
Upgrade our municipal airport and
upgrade East Idaho Hub in Idaho Falls
Promote tourism (with BYU-I)
Total
1 4 2.06 1.22 1.11 406 406
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
There are a number of strategies that could be used to attract more jobs to Madison County. Choose the following
strategy that you think would best help create good jobs in the community.
288 289
1 46 11.65%
2 58 14.68%
3 107 27.09%
4 184 46.58%
395 100.00%
#Answer Bar Response %
Housing generally disperses along new
roads
Development patterns are somewhat
more compact (fewer 2, 5, & 10 acre lots)
Development patterns include more
housing choices with some small lots and
townhomes.
Encourage most growth within Rexburg
and Sugar City and mix appropriate uses
Total
1 4 3.09 1.07 1.04 395 395
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
There are many ways which a community can grow over time. Which of the following general growth patterns is
most appropriate for your community?
1 31 7.77%
2 118 29.57%
3 118 29.57%
4 132 33.08%
399 100.00%
#Answer Bar Response %
Larger lots spread throughout the cities
and county.
Medium to large lots clustered in areas
with other single family housing.
Mix of small to large lots and some
townhomes clustered together in the cities
and county.
Mix of small to large lots and some
townhomes clustered together near
Rexburg and Sugar City.
Total
1 4 2.88 0.93 0.96 399 399
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
In your opinion, what is the best development pattern for permanent resident housing in the community?
290 291
1 94 23.15%
2 39 9.61%
3 178 43.84%
4 95 23.40%
406 100.00%
#Answer Bar Response %
Surrounding the university and mostly
within a 15-minute walk of campus.
Southeast of the university and within a 5-
minute walk of campus (and a drive to
most other things).
Surrounding the University, with
appropriate uses, such as office space,
that provide student job opportunities, and
BYU-I uses. Students are within a 5- to15-
minute walk of campus.
Extending from the University to near
Main Street, with appropriate uses, such
as office space, that provide student job
opportunities, and BYU-I uses. Students
are within a 15-minute walk of campus.
Total
1 4 2.67 1.15 1.07 406 406
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
In your opinion, where would single student housing best fit into the community?
1 76 18.77%
2 163 40.25%
3 88 21.73%
4 78 19.26%
405 100.00%
#Answer Bar Response %
Spread throughout southwest Rexburg
Clusters located throughout Rexburg
Mixed in neighborhoods.
In and near downtown
Total
1 4 2.41 1.01 1.00 405 405
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
In your opinion, where would married student housing best fit into the community?
292 293
Min Value 1
Max Value 7
Mean 4.67
Variance 2.84
Standard Deviation 1.69
Total Responses 411
Total Respondents 411
Statistic Choose 1
1 Choose
1 411 4.67
#Question Strongly
Disagree Disagree Somewhat
Disagree
Neither
Agree nor
Disagree
Somewhat
Agree Agree Strongly
Agree Response Average
Value
23 32 43 66 95 98 54
The energy of BYU-Idaho’s future growth should be focused to help restore Rexburg’s historic downtown?
Min Value 1
Max Value 7
Mean 5.05
Variance 2.95
Standard Deviation 1.72
Total Responses 408
Total Respondents 408
Statistic Choose 1
1 Choose
1 408 5.05
#Question Strongly
Disagree Disagree Somewhat
Disagree
Neither
Agree nor
Disagree
Somewhat
Agree Agree Strongly
Agree Response Average
Value
15 31 31 57 86 84 104
Rexburg and BYU-Idaho should work together to reduce the cost of living for BYU-I students (and their parents).
294 295
1 78 19.31%
2 67 16.58%
3 158 39.11%
4 101 25.00%
404 100.00%
#Answer Bar Response %
Don't move it.
Move it - Convert the land to industrial
uses.
Move it - Create a tourism area with
hotels, restaurants, other related
amenities.
Move it - Convert the land to a park for
regional recreation.
Total
1 4 2.70 1.10 1.05 404 404
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
If the current airport were moved, the vacant land could be developed in another way. How would you like to see
the land at the airport used?
1 90 22.17%
2 46 11.33%
3 188 46.31%
4 82 20.20%
406 100.00%
#Answer Bar Response %
Don't move it.
Move it - Convert the land to single family
housing.
Move it – Convert it to a recreation area
such as a park.
Move it - Convert the land to married
student/community housing.
Total
1 4 2.65 1.08 1.04 406 406
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
If the current fairgrounds were moved the vacant land could be developed in another way. How would you like to
see the land at the fairgrounds used?
296 297
Min Value 1 1 1
Max Value 3 3 3
Mean 2.33 1.79 1.88
Variance 0.57 0.62 0.65
Standard Deviation 0.75 0.79 0.81
Total Responses 352 352 352
Statistic More and wider roads Bike and walking paths A bus system
1 More and wider roads 352 2.33
2 Bike and walking paths 352 1.79
3 A bus system 352 1.88
Total --
#Answer 1 2 3 Responses Mean
61 115 176
153 119 80
138 118 96
352 352 352
Drag to rank in order of preference which mode of transportation should be the highest priority for future public
investment.
1 89 22.36%
2 67 16.83%
3 125 31.41%
4 117 29.40%
398 100.00%
#Answer Bar Response %
No second bridge is needed
Locate a new bridge east of Rexburg
Locate a new bridge in Rexburg near the
current fairgrounds and airport
Build both bridges
Total
1 4 2.68 1.26 1.12 398 398
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
One strategy for alleviating traffic congestion in Rexburg is to construct an additional bridge across the river as an
alternative to 2nd East. Would you support construction of a bridge, and if so, where?
298 299
1 215 52.96%
2 88 21.67%
3 103 25.37%
406 100.00%
#Answer Bar Response %
Hotel, restaurant, and other services
should locate at highway interchanges
North or South of Rexburg
Hotel, restaurant, and other services
should locate in place of the airport
Hotel, restaurant, and other services
should locate in downtown Rexburg
Total
1 3 1.72 0.71 0.84 406 406
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
Where would you like new tourist facilities like hotels, restaurants, and other services to be located?
Region #1 295 98.99%
Other 3 1.01%
Region Bar Responses %
On the map, touch to indicate where would you like new tourist facilities like hotels, restaurants, and other
services to be located?
300 301
1 20 4.88%
2 44 10.73%
3 67 16.34%
4 279 68.05%
410 100.00%
#Answer Bar Response %
No trails should be constructed
Trails should mostly be in the form of bike
lanes on roads for commuting
Bike paths and walking trails should be
created primarily to connect regional
recreation areas
Bike paths and walking trails should be
created to provide access to local parks
and to get around town
Total
1 4 3.48 0.76 0.87 410 410
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
As we grow, how much emphasis should be placed on developing bike and walking trails in your community?
1 54 13.14%
2 5 1.22%
3 82 19.95%
4 270 65.69%
411 100.00%
#Answer Bar Response %
Most new stores and businesses should
be along 2nd East and Highway 20
interchanges
Small offices and other businesses should
be in and near neighborhoods
Jobs should be near the University and
downtown to strengthen that area
A mixture of the above
Total
1 4 3.38 1.05 1.03 411 411
Min Value Max Value Average Value Variance Standard Deviation Total Responses Total Respondents
When thinking about the jobs that we will need for our children and grandchildren, where would these jobs best fit
into the community?
302 303
Appendix E
Illustrative Vision Map
304 305