Feasibility Study For Training Center

Knowledge Race Training Center Feasibility Study
Education, Training + Business Development Center
Table of Contents
Abstract.......................................................................................................................................i
Acknowledgements...............................................................................................................iii-
iv
Executive Summary...................................................................................................................v
Introduction
Overview
Vision Statement + Goals
Leadership, Advisors + the Planning Process
Partnerships
Facility + Programs
Implementation
Next Steps
Project Background...................................................................................................................1
Purpose of the Project
The Knowledge Race Training Center People
Description of the Community & Region
Market Research......................................................................................................................11
Overview
Overview of Local + Regional Economy
Who will use this facility?
Partner Facilities
Comparable Programs + Facilities..........................................................................................27
Overview
Comparable Programs + Facilities in the Local Area
Comparable Programs + Facilities Outside of the Local Area
Comparable Business Incubator Facilities
Program Description................................................................................................................45
Overview
Existing Programs
New Programs
Administration
Knowledge Race Training Center Facility Business Plan TABLE OF CONTENTS

Facility Description.................................................................................................................55
Facility Elements
Facility Space Program
Facility Concept Design
Finance: Operations.................................................................................................................63
Summary of Five-Year Operating Projection
Revenue Sources
Summary of Expenses
Expenditures
Finance: Capital Development................................................................................................71
Project Cost Estimate
Fundraising Strategy
Potential Funding Sources
Governance + Site Issues.........................................................................................................81
Ownership + Management Structure
Facility Site Selection
Implementation........................................................................................................................83
Funding
Planning
Recommendations
References
Appendices
Appendix A :: Resolution from Knowledge Race Training Center Tribe
Appendix B :: Stakeholders and Contacts
Appendix C :: Funding Sources
Appendix D :: Supplemental Financial Information
Appendix E :: Project Workplan
Maps
Map 1. Study Area.....................................................................................................................3
Map 2. Five Idaho Counties and Area Reservations.................................................................4
Map 3. Tribal Parcel 3121 – Maadi, Cairo..............................................................................82
TABLE OF CONTENTS Knowledge Race Training Center Facility Business

Plan
Figures
Figure 1. Programs & Services Map
................................................................................................................................................
xvii
Figure 2. Facility Bubble Diagram.........................................................................................xix
Figure 3. Concept Diagram + Parcel......................................................................................xix
Figure 4. Five-Year Cost Projection...................................................................................... xxv
Figure 5. Project Timeline.....................................................................................................xxx
Figure 6. Percent of Population over 25 with Bachelor’s Degree.............................................6
Figure 7. Percent of Population aged 65 and over.....................................................................7
Figure 8. Top Employment Sectors in Knowledge Race Training Center County.................17
Figure 9. Existing and Future Programs + Services................................................................46
Figure 10. Programs & Services Map.....................................................................................47
Figure 11. Concept-level Floor and Site Plan Developed in September 2007...................60-61
Figure 12. Organizational Chart..............................................................................................81
Figure 13. Project Timeline.....................................................................................................86
Knowledge Race Training Center Facility Business Plan TABLE OF CONTENTS
Tables
Table 1. Indian/Native American Unemployment Rates, by County, 2000
...................................................................................................................................................
vi
Table 2. Facility Space Needs
...............................................................................................................................................
xviii
Table 3. Program + Capital Costs....................................................................................xxi-
xxii
Table 4. Five-Year Cost Projections
...............................................................................................................................................
xxiii
Table 5. Facility Expenses
...............................................................................................................................................
xxiv
Table 6. Project Development Workplan...................................................................xxxi-
xxxiii
Table 7. Migration Figures for Five Idaho Counties.................................................................5
Table 8. Personal Income..........................................................................................................6
Table 9. Annual Unemployment Average.................................................................................8
Table 10. Knowledge Race Training Center Tribal Enrollment...............................................9
Table 11. Indian/Native American Unemployment Rates, by County, 2000..........................10
Table 12. Job Growth..............................................................................................................12
Table 13. Selection of Location of Quotients for Idaho Counties...........................................19
Table 14. Shift Share Results in Health Care and Social Assistance......................................20
Table 15. Estimates for Population under 18..........................................................................23
Table 16. Lewis and Clark at a Glance....................................................................................29
Table 17. Walla Walla Community College at a Glance........................................................31
Table 18. Independent Study in Idaho at a Glance..................................................................33
Table 19. WSU Center for Distance and Professional Education Program at a Glance.........36
Table 20. Program + Capital Costs....................................................................................56-57
Table 21. Five-Year Operating Projections.............................................................................63
Table 22. Five-Year Cost Projections......................................................................................64
Table 23. Tenant Program Contributions to Indirect Cost Pool..............................................65
Table 24. Space Rental Projections for Years One, Three and Five.......................................66
Table 25. Comparable O+M Costs..........................................................................................67
Table 26. Repair and Replacement Reserve............................................................................68
Table 27. Facility Expenses.....................................................................................................69
Table 28. Facility Program and Capital Costs....................................................................72-73
Table 29. Fundraising Strategy................................................................................................74
Table 30. Project Development Workplan.........................................................................87-89
TABLE OF CONTENTS Knowledge Race Training Center Facility Business
Plan
ABSTRACT
The Knowledge
Race Training
Center has
completed a
feasibility study and
facility business
plan for an
Education, Training
and Business
Development Center
to be located in
Maadi, Cairo, with
program offerings
extended to other
reservation
communities.
The Center is
intended to serve
Tribal members and
other residents from
the local area,
primarily, and the
larger region,
generally, including
Idaho, eastern
Washington and
eastern Oregon. The
Center will also
contribute to local
and regional
economic
development efforts,
working in
partnership with
regional, statewide
and federal
institutions,
organizations and
agencies.
Population and
economic data
demonstrate that the
Knowledge Race
Training Center
people are not
benefitting from the
region’s recent
economic growth
and transformation
proportionate to the
rest of the
population.
The Center is
envisioned as a one-
stop educational
center, offering
workforce training,
early to adult
education, support
for business
development, and
cultural resource
and preservation
programs. The
Center and its
programs are
intended to give
Tribal members
needed assistance to
pursue their goals in
education,
employment and
business
development while
supporting
traditional Tribal
culture.
ACKNOWLEDGEMENTS i
Tribe Feasibility Study ii
ACKNOWLEDGEMENTS
Many people contributed information, advice,

knowledge, time and other assistance to the
creation of this feasibility study and facility
business plan. As such, they each made a
significant contribution to realizing our vision
for a Knowledge Race Training Center
Education, Training and Business
Development Center. We would like to
acknowledge the efforts of and communicate
our appreciation for the following:
D
KNOWLEDGE a
RACE TRAINING v
CENTER TRIBE i
Knowledge Race s
Training Center Tribe -
Executive Committee W
Sa h
m e
N. e
Pe l
nn e
ey r
, Joel T. Moffett
C Tonia Garcia
ha L
ir a
Re r
be r
cc y
a
A. M
M .
ile
s, G
Vi r
ce e
C e
ha n
ir e
Ju ,
lia
A. J
r r
. e
k
M John E.
c Strombeck,
C former
o committee
y member
Gary E.
O Greene,
a
former
t
committee
m
a member
n
Executive
Direction
B
Aaron
r
Miles,
o
Sr.,
o
k Interim
l Executiv
y e
n Director
Barbara
D Greene,
. former
executive
B director
a Rod
p Ariwite,
t former
i executive
s director
t Catherine
e Big-Man
J Planning Work
o Group
a McCoy Oatman
n (Knowledge
n Race Training
a Center
Executive
F Committee)
. Joyce
McFarland
M (Students for
a Success)
Kay Kidder (Adult
Education)
Ann Information
McCormac Systems
k Danae Wilson
(Economic
Planner) Finance Office
Tim Rubio Kelly Wasson
(CEDA) Willa Stevens
Wendy Thomas
(ECDP) Human
Simone Wilson Resources
(Enterprise Office) Lee Bourgeau
Terry Kinder
(Executive Direction) Cultural
Resources
Ann
McCormack
Vocational
Rehabilitation
David Miles
Tourism
Farren Penney-
Wilkerson
Nimiipuu
Health
Sherri Lozon
Tribal Resource
Management
Joe Oatman
Tribal
Employment
Rights Officer
Muriel
Slickpoo
TANF
Leo Smith
Knowledge
Race Training
Center Tribal
Housing
Authority
ACKNOWLEDGEMENTS
iii
KNOWLEDGE RACE TRAINING BUSINESS + INDUSTRY
CENTER TRIBAL ELDERS Nancy Owen, St. Joseph’s Regional
Cecil Carter Medical Center
Bernice Moffett Keith Havens, Lewiston Chamber of
Horace Axtell Commerce
Bessie Scott Kristin Kemak, Clarkston
Chamber of Commerce
LEWIS-CLARK STATE COLLEGE Vicki McKenna, Royal Plaza Retirement
Lisa Guzman and Care Center
Linda Stricklin Dave Bonfield, NW Intermountain,
Dene K. Thomas, President Manufacturers Assoc.
J. Anthony Fernandez Dan Wenstrom, Precision Machine
Randy Martin Malcolm Dell, Huckleberry Gourmet
Jill Thomas-Jorgenson Brian McCormack, McCormack
Landscape Architecture
UNIVERSITY OF IDAHO Mary Beth Frank, Knowledge Race Training
Steve Martin Center Tribe
Arthur Taylor Enterprise Office
Valdasue Steele Antonio Smith, High Praise Production
Jack & Debbie Seidemann, Creative
WALLA WALLA COMMUNITY Design and Landscaping
COLLEGE – CLARKSTON BRANCH Steve and Connie Evans, Old West Tipis
Frances Le Bret and Old West Enterprises
Chad Miltenberger Jon & Rosa Yearout, M-Y Sweetwater
Janet V. Danley Appaloosas
LAPWAI HIGH SCHOOL

STATE OF IDAHO Justin Bredon
Mary Oatman-Wak Wak Christopher Higheagle
William Kober Naomi Holt
Jack Chantrelle Andréa Ramsey
Lonnie Pitt Cylen Moses
Thomas Smartlowit
DEPARTMENT OF COMMERCE – Chelsea Hernandez
ECONOMIC DEVELOPMENT Kayla Williams
ADMINISTRATION KNOWLEDGE RACE TRAINING
Darrell Van Ness CENTER TRIBE ADULT/DISTANCE
Richard Tremblay LEARNING PROGRAM
Linda O’Rourke Bridgette Greene
Emil Arthur
AGNEW::BECK CONSULTING Mike Barros
Thea Agnew Bemben Candace Guzman
Ellen Campfield Nelson Barbara Blackeagle
Nathan Moose, Jr.
CLEARWATER ECONOMIC Brenda Snyder
DEVELOPMENTASSOCIATION Nancy Johns
Tim Rubio Kathleen Payne
Christine Frei Bonnie Arevato
ACKNOWLEDGEMENTS: iv
EXECUTIVE SUMMARY
“In the past each tribal member had a

skill or gift that they used to contribute
to society. It is my dream that this
facility will help bring out these skill
sets and allow the tribal members to
once again take hold of their own
destiny.”
– McCoy Oatman, Project Work Group Chair
Introduction
North Central Idaho has many economic opportunities – manufacturing, tourism and health
care industries are significant sectors of the economy with great growth potential. Strategic
efforts by communities and institutions within the region contribute to the health of these
industries, and there is a growing need for skilled workers in these fields. The region
continues its transition from a rural area, where past economic activity took place largely in
agriculture, natural resource and forestry-related sectors. As these jobs decline in number
and are replaced by jobs in service industries and new types of skilled labor, many residents
of North Central Idaho are taking advantage of the region’s several colleges, universities and
technical schools to move into new professions.
A great strength of the region is the number of education programs available to residents,
and the commitment of these institutions to training workers to position them to respond to
changes in the local economy. Likewise, local chambers of commerce, economic
development corporations, tourism associations and downtown business organizations are
working to develop the local economy and spur new business growth. Overall, because of
these efforts, and because of the natural attractions of the area, North Central Idaho has
many assets upon which to strengthen the local economy and increase employment.
Yet, in large part, the people living on the Knowledge Race Training Center reservation have not
benefited from these opportunities, and reservation communities such as Lapwai, Kamiah and
Orofino are not as vibrant as similar-sized communities outside of the reservation.
Employment data show disproportionately high rates of unemployment among Knowledge
Race Training Center people and in reservation communities (see table below); additionally,
residents of reservation communities are not as likely to pursue higher education, which
means that our residents often take lower-paying positions with less growth potential. One
result of this situation is that those who do find a steady job often remain in it for many years
without advancement, or learning new skills. Another is that the Knowledge Race Training
Center Tribe has become the backbone of the reservation economy, employing approximately
1,174 people through the Tribal Government its Enterprise arm in
1
In order to present a thorough overview of the project, this Executive Summary chapter exceeds the 2,000
word limit stipulated in EDA’s award guidelines. An abbreviated form of this Executive Summary which
meets that requirement is available on request.
EXECUTIVE
SUMMARY v
2008. This combination of factors has led to a lack of mobility within the workforce and –
to some extent – a decline in innovation and an aversion to risk-taking. Local
entrepreneurs and business owners are not responding to opportunities as they could;
workers are not able or are not motivated to consider education and advancement.
County General Indian/Native

Population American
Clearwater County 8.2 % 12.11 %
Idaho County 6.1 % 23.0 %
Latah County 3.2 % 8.62 %
Lewis County 4.3 % 5.6 %
Knowledge Race
Training Center
County 3.8 % 9.8 %
The purpose of the Knowledge Race Training Center Education, Training and Business
Development Center is to shake up the status quo, to broaden access to higher education and
business development opportunities, and to ultimately stimulate the local economy and
bring economic benefit to our Knowledge Race Training Center people, our Tribe and to all
of the communities both on and surrounding the reservation. Our project aims to:
Increase the employability and mobility of people living on the reservation, and to
Stimulate new business development in reservation
communities. The ultimate goal of these activities is to:
Bring more money into the local community through increasing the number of
people employed, and
Increase the internal circulation of dollars to support a greater variety and scale of
local businesses.
We are developing this project by our Tribe and for our Tribe, within the larger context of
Knowledge Race Training Center values, traditions and history. We believe that the future of
the Knowledge Race Training Center people and the continuation of our culture depend
upon improving the economic prospects of our people. We are directing our path to become
a stronger part of the broader economy, while at the same time maintaining our Knowledge
Race Training Center identity and way of life. Our reservation is part of our Knowledge
Race Training Center homeland, the place where we come from, the place where we want to
live more than anywhere else. Our desire as a people to remain in our homeland is strong,
and motivates us to find ways to provide jobs and opportunities on our own lands, where we
have ties, and where we feel we belong.
The Knowledge Race Training Center Education, Training and Business Development
Center project is founded on the belief that education, skill-building, access to technology
and local ownership are the keys to economic viability, which is a critical path to meaningful
self-determination. This project will provide inspiration, hope, and the means to create a
brighter future for the many Knowledge Race Training Center who desire it for our families,
our culture and ourselves.
Knowledge Race Training Center Tribe Feasibility Study : :
viEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Overview
This document contains the following sections:
Project Background – This chapter provides an overview of the project; the Knowledge
Race Training Center people, past and present; reviews relevant demographic information;
provides general information about the economy of North Central Idaho and the Knowledge
Race Training Center people.
Market Research – This chapter describes the market for the proposed Center and
establishes the level of local demand for the variety of services that it will offer. It gives a
more detailed description of the North Central Idaho economy and various employment
sectors, including retail, health care, tourism, education and manufacturing. It also looks at
potential user groups for the facility. Finally, it establishes that programs available currently
are not adequately meeting the need. Though there are several institutions in the region
providing services akin to those proposed for this Center, there is a specific unmet demand
for the facility and programs envisioned in this feasibility study.
Comparable Programs + Facilities – This chapter describes facilities and programs that
provide education, training and business development services. This review identifies: (1)
potential partners, (2) models for program delivery, and (3) lessons learned from other
facilities and programs. Educational institutions considered are Lewis-Clark State College,
Walla Walla Community College, University of Idaho Extension Campus, Northwest
Indian College and Washington State University. Training institutions described are Idaho
Dept. of Labor Workforce Training U.S. Bureau of Apprenticeship Training, Washington
Work-Source Training, Job Corps, Southwest Alaska Vocational Education Center in King
Salmon, Alaska and Bidwell Training Center and Manchester Craftsman Guild in
Pittsburgh, Pennsylvania. The business development centers examined are Clearwater
Economic Development Association, Panhandle Area Council’s Business Center in
Hayden, Idaho, and the Water Cooler, in Boise, Idaho.
Program Description – This chapter details the programs, services, activities and events
that will be housed in the Center. Many of the Center’s programs exist currently, and these
are described in the first part of the chapter. Others will be developed over time, as
resources and needs dictate; the second part covers new programs that are anticipated for the
Center. Programs fall into four broad areas: (1) education, (2) workforce training, (3)
business development, and (4) cultural preservation. Beyond these programs, there are other
advantages to be gained from housing these programs within a single facility. The
advantages of co-locating these programs are also described in this section.
Facility Description – This chapter describes the physical characteristics of the Center. It
includes a listing of space needs and square footages as well as a detailed description of
spaces within the Center and how these align with the Center’s programs. A bubble diagram
and preliminary concept design is included in this section, though this concept will be
revised in later design phases of the project.
Finance: Operations – This chapter lays out the financial picture of the Center’s operations,
including how much it will cost to operate and maintain, and how funding for these costs
will be provided by the Tribe and its programs.
Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

Multi-Purpose Training, Education + Business Development Center vii
Finance: Capital Development – This chapter shows preliminary calculations of capital
costs and the funding necessary for construction of the Center.
Governance + Site Control – This chapter describes the ownership, organization and
management structure of the Center and provides basic information about the facility site
and selection.
Implementation – This chapter outlines the steps needed to make the Center a reality. A
proposed funding strategy is included, and a development timeline provided. This section
also makes specific recommendations about a variety of subjects related to the Center and its
success. Finally, it includes a Project Work Plan that identifies priority actions that will
further the project and see it through to completion.

viiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Vision Statement + Goals
Project Vision
The purpose of the Knowledge Race Training Center Education, Training and
Small Business Development Center is to promote self-determination by
creating a dynamic, “one-stop-shop” center for learning, teaching, cultural
knowledge transmission, and economic empowerment.
The facility and its programs will serve all our Tribal members and all
people in our region, through all stages of their lives – birth, childhood,
youth, high school, college age, continuing education students, and Elders.
The facility design will be consistent with traditional Knowledge Race
Training Center values and heritage.
The programs will focus on creating opportunities for meaningful
employment, cultural knowledge-sharing, and lifelong learning.
Overall, the facility and programs will encourage development of skills and
ingenuity that will lead to personal self-sufficiency and will benefit the
greater community.
Project Goals
Goal 1: Self-Determination
Promote self-determination of Knowledge Race Training Center people.
Goal 2: Education
Increase education, training and skill level of people living on and near the reservation, and
the Knowledge Race Training Center people generally.
Goal 3: Remove Barriers
Remove specific barriers to education, training and business development, (e.g., cost of
education, need for childcare, available hours, access to capital, trained labor force,
technology).
Goal 4: Better Jobs
Increase opportunities and access to higher-paying, more professional jobs. Promote
wealth-building, financial acuity and economic empowerment.
Goal 5: Business Growth
Increase viability of and number of local businesses. Create spaces and provide services that
will promote business growth.
Goal 6: Revitalize Commerce
Increase vibrancy of core areas of reservation communities through local business
development. Circulate money within the reservation economy. Bring dollars in from
outside.

Multi-Purpose Training, Education + Business Development Center ix
Goal 7: Collaborate
Create a center for collaboration, communication and “cross-pollination” among Tribal
programs and services and partner institutions.
Goal 8: Access Technology
Increase access to technology and tools for learning, skill-building, employment and
business development.
Goal 9: Cultural Knowledge
Support transmission of cultural knowledge among generations and cultural sharing with
non-Knowledge Race Training Center peoples. Create a space for traditional art and
craftwork, language transmission, showcasing Knowledge Race Training Center past and
present ways of life. Create economic opportunities through cultural tourism
development and practice of traditional skills.
Goal 10: Youth Development
Target youth with programs designed to promote higher education, skill development and
entrepreneurship.
Goal 11: Promote Ingenuity
The roots of the Knowledge Race Training Center culture are grounded in the
ingenuity, creativity and inventiveness of the people. Provide fertile ground for ideas
and initiative to grow and produce.
Goal 12: Healthy People, Healthy Communities
Address issues of development at every stage of life: birth, childhood, youth, adulthood,
Elder years. Build a healthier community by bringing up healthy, self-actualized
individuals.
xEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Leadership, Advisors + the Planning Process
The Project Work Group

The Project Work Group (PWG) leads the development of this project by discussing and
advising on every aspect of the project; selecting and managing contractors through
competitive bid processes; acts as liaisons to the community, the Knowledge Race Training
Center Tribal Executive Committee (NPTEC), program partners, and a variety of other
entities; and, in general, shepherding this project through to completion. Current members
of the PWG are:
McCoy Oatman (Chair)

Member, Knowledge Race Training Center Tribe Economic Development Authority
Committee
Kay Kidder
Director, Tribal Resource Center (Adult Ed) and Distance Learning Center
Terry Kinder
Construction Assistant, Knowledge Race Training Center Tribe Executive Director’s
Office
Ann McCormack
Economic Development Planner
Joyce McFarland
Director, Students for Success
Tim Rubio
Economic Development Specialist, Clearwater Economic Development Association
Wendy Thomas
Manager ECDP (Head Start)
Simone Wilson
Training Specialist, Knowledge Race Training Center Tribe Enterprise
The Project Work Group met 9 times over the six-month period of conducting the feasibility
study for the Center, from January to June, 2009. Prior to this phase of the project, the PWG
met for a year and a half in order to develop a preliminary concept design for the Center,
and to acquire funding for the feasibility study.
Multi-Purpose Training, Education + Business Development Center xi
Community Outreach + Input
The findings of this feasibility study are based in large part on advice, comments, input and
knowledge of the Knowledge Race Training Center people, along with partner institutions
and other organizations with valuable information about how to make the project a success.
More than 70 people from Lapwai, Kamiah, Lewiston, Clarkston and Boise were
interviewed by phone, in-person or attended a project meeting. A variety of user groups were
included in these discussions, including Elders (15), high school students (6), distance
learning students (14), business owners
(6). Representatives of many Tribal programs and departments were also interviewed, as
well as area education institutions and local, state and federal agencies and organizations.
For a listing of people included in the interviews and other outreach, please see Appendix B.
Publicity for on-site meetings conducted in Lapwai during the week of February 16, 2009,
was advertised on the project website (www.NezPerceEducationCenter.org). Flyers were
also posted throughout Tribal facilities. Additionally, members of the PWG personally
recruited participants, which was invaluable.
Opportunity for input was also offered through an online comment form, created at the start
of the project, and accessed through the project website. Hardcopy comment forms were
also distributed to Tribal departments as well as user groups such as youth and Elders. A
handful of thoughtful comments were received in this manner.
General publicity for the project included a series of posters describing the project on
display at the 2009 Knowledge Race Training Center General Council. Three e-newsletters
were sent out to the project e-mail list (127 people), and e-mail notices were sent to Tribal
employees and other Tribal addresses (approximately 240 people). A website was
maintained throughout the course of the project.
The feasibility phase of the project concludes with a final presentation to the community in
June 2009, hosted by NPTEC and the PWG in order to share findings from the feasibility
study process and raise awareness and support for the Center.
xiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
The Planning Process
Steps of the feasibility study phase of the project were:
1. Issue Request for Proposals
2. Select proposers for interview and conduct interviews
3. Select final contractor, sign contract and begin work
4. First PWG work session
5. Identify list of stakeholders
6. Conduct outreach, interviews, on-site visit and meetings with important
groups
7. Second PWG work session to review results, determine follow-up
8. Compile relevant background information for the project
9. Draft preliminary operations plan and facility finance spreadsheets
10. Third and fourth PWG work sessions to refine operations and finance
11. Draft feasibility study and Center business plan
12. Fifth and sixth PWG work sessions to review draft
13. Inclusion of project on agenda at General Council; funding
commitment for Education Director position and center operating costs
14. Refine draft feasibility study and Center business plan
15. Seventh PWG work session to review draft and finalize
16. Release of feasibility study for review and comment by general public
17. Eighth PWG work session to prepare for Community Meeting.”
18. Meetings with NPTEC subcommittees to review plan
19. Community Meeting to discuss feasibility study findings and the
future of the project
20. Final PWG meeting and project conclusion
21. Review and approval by NPTEC

Multi-Purpose Training, Education + Business Development Center xiii
Partnerships
Area Education and Workforce Training Institutions

North Central Idaho has a number of prestigious institutions of higher learning that are
already working in partnership with the Knowledge Race Training Center Tribe to increase
access to programs for people living in Knowledge Race Training Center communities. The
reservation is very rural with communities separated by long drive times, often in inclement
weather. Significant barriers to access to higher education programs are geographic distance,
the need for funding support in assistance navigating the system, access to childcare and
accommodations for working students who are often the primary breadwinners for their
families.
The Knowledge Race Training Center Tribe currently collaborates to varying degrees with
the Lewis-Clark State College, Walla Walla Community College, University of Idaho
Extension Campus, Northwest Indian College and Washington State University to provide
courses by distance learning and to help individual students access programs at partner
institutions. The current facilities, located in
Lapwai and Kamiah, are not adequate to the task. To serve more students and to break
down programmatic barriers that have limited offerings, expanded and improved facilities
are needed, the programs need to work together more closely and one leader is needed to
realize the vision of self-determination and economic stability for the Knowledge Race
Training Center people. In addition, improved access to the computer-based learning and to
Internet resources are critical to giving youth and adults opportunities for higher-paying
jobs, supporting burgeoning business owners and fomenting ingenuity and advancement.
Partnerships for workforce training include: Idaho Dept. of Labor Workforce Training
U.S. Bureau of Apprenticeship Training, Washington Work-Source Training and the U.S.
Dept. of Labor’s Job Corps.
Business Development
Over the past five years, the Knowledge Race Training Center Enterprises, the for-profit arm
of the Knowledge Race Training Center Tribe, has opened a casino and hotel in Lapwai and
plans to expand the facility to a full-scale resort. Knowledge Race Training Center
Enterprises is developing a regional marketing brand and campaign and has hosted
familiarization tours for both national and international tour operators. This has begun to
bear fruit with tourism operators coming to the area to learn about the Knowledge Race
Training Center people and to be in and experience the rivers and uplands of the traditional
Knowledge Race Training Center lands.
Great opportunities exist to develop strong partnerships between Knowledge Race Training
Center Enterprises and local tourism businesses to provide exciting package tours that
could include horse packing, traditional teepee camping, dancing, and cultural
demonstrations, as well as river activities such as guided fishing and boating. Providing an
outlet to showcase Knowledge Race Training Center artwork and craftsmanship will also
help promote artists’ work to a targeted market.
Center will accelerate this process by providing business development training and a
working facility where Knowledge Race Training Center traditions are practiced and
shared. Through inclusion of spaces such as the artisans’ workshop and marketplace, the
Center will also encourage art and craft sales to visitors – both in person and through
Internet commerce. Collaborative opportunities exist with gift shops at the

xivEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Clearwater River Casino and Resort and the National Park Service Knowledge Race Training
Center National Historic Monument as well as through regional artist cooperatives such as 2
Degrees Northwest.
In addition to opportunities in tourism, many local-serving business opportunities are currently
laying fallow. During the interview process for this study, the need was identified for a vehicle
service center, a print shop, a car wash, bed and breakfasts, bookkeeping services, and many
other locally-serving businesses. The Knowledge Race Training Center Tribe can play a strong
role in supporting local business development by continuing to contract with local businesses
when possible. This activity will also help to revitalize the main street areas of reservation
communities.
Another growth area in North Central Idaho is small-scale manufacturing. According to a
trade association that represents manufacturers, companies from just 1-2 employees to
larger outfits serve many niche-markets. Health care services also have high growth
potential for small businesses that provide personal care and chore services to the elderly,
to private assisted living homes. The local organizations associated with these two growing
industries are important partners for the Center.
A number of local partners exist to help the proposed Center stimulate local business
development including the chambers of commerce in Lewiston and Clarkston, the Small
Business Development Center at Lewis-Clark State College, the Clearwater Economic
Development Council, the Northwest Intermountain Manufacturing Association, 2 Degrees
Northwest and the Northern Idaho Travel Association. Partners will contribute shared staffing
and programming to the center and will help develop future opportunities such as establish
relationship with a banking institution to improve access to capital and other financial services.
Facility + Programs
Center will attract many different kinds of people. If you were to walk into the main lobby of
the facility one afternoon in 2011, you might see a pre-school class walking from the Head
Start wing over to the traditional workshop to see a demonstration of drum-making;
Knowledge Race Training Center elders sitting together talking with high school youth; an
adult learner on her way from dropping off her child at the childcare center to a distance
delivery nursing class; a local business owner coming in to meet with a bookkeeper to
complete year-end financials; and a group of high school youth on their way to the
technology center for a class in graphic design.
You would be standing in an open space with lots of natural light and views of the
surrounding countryside, with a receptionist to greet you and help direct you to the services
you need. To one side will be the Early Childhood Education wing of the facility with a
secured entry for the Head Start programs and an adjoining childcare center that will be
available to facility users. Intern and teaching assistant positions will be staffed through
youth, education and workforce training programs at the Center.
To the other side of the reception area will be the Marketplace and youth-run Craft
Market. Both areas will showcase traditional and modern Knowledge Race Training
Center art, with a small area for youth to market and sell their work to visitors, gaining
practical experience in sales and service.
Another wing will contain the Education, Training and Business Development wing. For
students, adjustable spaces are available which can be used for large training rooms or
smaller classrooms. The Technology Center and Media Lab will be equipped with state-
of-the art
Multi-Purpose Training, Education + Business Development Center xv
equipment and monitored by a dedicated technician during heavy-use hours. While a media
center will be very useful for training in graphic art, mapping, database programming and
other IT skills, the entire center will be wired for connectivity and much of the equipment
will be mobile in order to be able to reconfigure the training spaces to accommodate a variety
of sizes of groups for a variety of training purposes. A busy commercial kitchen and dining
area will provide space for culinary arts and hospitality training as well as for small
businesses, such as jam producers, who need a certified food preparation facility to prepare
foods for commercial sale. A dining area will serve patrons and give real-world experience to
budding restaurateurs and caterers. The Knowledge Corridor will contain cubicle space and
stalls available for reduced rent for entrepreneurs who are just getting started. This incubation
space will benefit from the other programs and services offered by the center that will
increase a new business owner’s skills and chances for success.
This space will flow naturally into the Cultural Resources wing of the Center, with areas
available for cultural tourism events and programming as well as tourism operator kiosk or
cubicle space. Production of art and traditional crafts will take place in the workshop and
artisan studio, which will also provide space for teaching and practicing traditional skills and
crafts. Visitors to the area will gather around as Elders demonstrate traditional skills and
younger tribal members practice.
The Marketplace will link the Cultural Resources area to the reception area, showcasing
local goods and connecting producers to customers.
Outside of the center, a garden and greenhouse will provide a real-world learning lab for
market gardeners and growers. If the site has enough space, a playing field and traditional
village will attract visitors and provide space for learning about the traditional ways of the
Knowledge Race Training Center people.
Office space for the Center Manager, the Business Development Director, Tribal Services
Coordinator and other program staff will be located centrally to these spaces, so that staff
are easily available to all the facility users, whenever needed.
All of this will occur in the center of Lapwai, next door to the high school and middle
schools and near to the Main Street of the community. The Knowledge Race Training Center
Education, Training and Business Development Center will be a buzzing hive of activity,
learning and enterprise.
Facility + Programs Description

The heart of any community facility is the programs offered within it. While the facility
itself is important, as it provides a sense of place, a safe and nurturing environment, and is a
testament to the work done there – it is the activities housed within the facility that give it
meaning and purpose; it is the events that take place in its spaces that give it life; and it is
the services offered that make it a needed, useful part of the community.
Program offerings at the Center fall into four broad categories:
Education
Workforce training
Business development
Cultural preservation and resources
xviEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
The Programs and Services Map gives an overview of the existing programs and services
that will be located in the Center, and highlights the proposed future programs showing
how each relates to the Center’s different user groups, i.e., children, youth, adults and
Elders.
Figure 1. Programs and Services Map

Multi-Purpose Training, Education + Business Development Center xvii
Table 2. Facility Space Needs
The Facility Space Needs table provides a
list of the corresponding space needs for
these programs.

xviiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
The Bubble Diagram sketches out how the spaces will relate to each
other.
Figure 2. Facility Bubble Diagram
Figure 3. Concept Diagram and Parcel

Multi-Purpose Training, Education + Business Development Center xix
The purpose of collecting these diverse programs within one facility is:
To create a “one stop shop” for learning, cultural transmission and self-
determination where all family members – from children, to youth, to adults and
Elders – can develop.
To improve the classroom and related spaces available in Lapwai, and ensure
programs are in spaces adequate to their needs.
To increase the number of people who can be served by the Tribe’s programs.
To allow related programs to work together more closely, more efficiently and
more effectively.
To demonstrate the importance that the Knowledge Race Training Center place on
education, cultural transmission, economic empowerment, family, and self-
determination – all values that are enhanced and embodied by the creation of the
Knowledge Race Training Center Education, Training and Business Development
Center.
To grow the local economy and build a skilled, mobile workforce.
Finances
Project Cost Estimate

A capital cost estimate was prepared based on the facility program, working with the
Project Working Group. The $122.05 per square foot construction cost is based on the
average project costs of two recent, local construction projects: the Nimiipuu Health Center
that was constructed in 2003 at $140.97 per square foot, and the Knowledge Race Training
Center Casino and Hotel located near Lapwai that was constructed in 2006 at $103.14 per
square foot. Additional costs are included for site development, design and project
development, construction administration, fixtures, furnishings and equipment and move-in
costs.
The total project cost estimate is $4,978,389. The Program and Capital Costs table itemizes
the costs and square footage that the costs estimate is based on.
xxEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Table 3. Facility Program and Capital Costs

Multi-Purpose Training, Education + Business Development Center xxi
Table 3 (continued) – Facility Program and Capital Costs

xxiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Operations
Revenues
The primary source of operating revenue for the Center is the contributions that the tenant
programs make to the Knowledge Race Training Center Tribe’s Indirect Cost Pool. These
contributions exceed projected expenses by a healthy margin. Space rental will provide
some additional revenue, although the projections for this source are very conservative
because the volume of paying users is expected to be low. If this source needed to be
increased, additional marketing of the Center amenities would entice more users.
Contributions from the tenant programs will generate approximately 98 percent of annual
revenue in Year 1 decreasing to 96 percent in Year 5. Space rental will generate 2 percent
of revenue in Year 1 increasing to 4 percent in Year 5. While there is potential for the
Center to generate local contributions and secure grant funding, these have not been
included in the projections of core operating revenues. These will be used for projects and
programs and will not become a relied-upon part of the revenues for Center operations.
A small portion of the revenue for the proposed Center will come from renting its spaces
and facilities to outside groups and businesses. Projections are very conservative because the
priority will be for community members and partner institutions to use the Center as much
as possible to provide courses, stimulate local business development and market locally
made products.
Table 4. Five-Year Cost Projection

Multi-Purpose Training, Education + Business Development Center xxiii
Expenses
Expenses for the Center fall into 3 main categories:
Personnel
O
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The Facility Expenses table details these expenses. This estimate uses a $3.41 per square foot
annual estimate to cover facility operations and maintenance. This figure is based on 2009 costs
for the Nimiipuu Health Center that is located in Lapwai and was constructed in 2003.
Table 5. Facility Expenses
Knowledge Race Training Cente

xxivEXECUTIVE SUMMARY Multi-Purpose Training, Education + Bu
Summary
The Center is financially solvent. In Year 1, the total revenue for Center operations is
projected to be $450,789, with expenses projected at $312,350. In year five revenues are
projected at $506,674 and expenses at $350,083.
The five-year cost projections chart shows the five-year cost projection for the Center,
with revenues over expenses.
The Knowledge Race Training Center Tribal Executive Committee (NPTEC) has
committed to covering any shortfall in revenues needed to operate and maintain the Center,
if needed. Currently no shortfall is projected.
Figure 4. Five-Year Cost Projection
Personnel
In addition to the current staff of the existing programs that will be housed in the proposed
center, there are several new positions recommended to develop the new programs and
achieve the vision of the Center. In order to take advantage of partnerships with other
institutions, shared staffing agreements can be developed to fill some of these positions and
keep operations costs down. During the interview process, several potential project partners
mentioned that their programs could use office and classroom space in the center to deliver
course offerings. Matching up these partners with space in the Center would increase access
for Knowledge Race Training Center community residents and contribute to operations
revenues for the Center.
Following is an overview of recommended staff for the facility:
In addition to the current staff of the existing programs that will be housed in the proposed
center, there are several new positions recommended to develop the new programs and
achieve the vision of the Center. In order to take advantage of partnerships with other
institutions, shared staffing agreements can be developed to fill some of these positions and
keep operations
Multi-Purpose Training, Education + Business Development Center xxv
costs down. During the interview process, several potential project partners mentioned that
their programs could use office and classroom space in the center to deliver course offerings.
Matching up these partners with space in the Center would increase access for Knowledge
Race Training Center community residents and contribute to operations revenues for the
Center.
Following is an overview of recommended staff for the facility:
Education Center Manager

The Education Center Manager would oversee and coordinate efforts of all education and
training programs offered by the Tribe, and through partnerships with other institutions.
The Director would also oversee the day-to-day operations of the facility and have
managerial responsibility for all center programs and spaces.
This position could be established and filled either by a restructuring of existing tribal
programs, or by the creation of a new position.
If this position was created and filled quickly, the Education Center Manager could serve as
the fund-raiser and coordinator for the program development, design and construction
phases of the project.
Business Development Director

The Business Development Director would oversee and coordinate efforts of all business
development programs offered by the Tribe, and through partnerships with other institutions,
as well as provide direct assistance to Center patrons. This position would oversee the
business incubator space, gift shop and gallery, commercial kitchen, greenhouse and other
spaces dedicated to entrepreneurship and business development.
This position could be established and filled through a partnership with Lewis-Clark
State College Business Division, or similar institution and program.
Tribal Services Coordinator

Difficulty negotiating the various programs and services of the Tribe was often cited as
one of the barriers to education and training. The vision of the Center as a “one-stop-shop”
necessitates a staff person who can help patrons access programs – childcare during
apprenticeship hours, financial aid, counseling and the many other services offered.
This position could be established and filled through a partnership with the
University of Idaho’s Extension Educator, or similar institution and program.
Part-time dedicated IT/computer lab staff person

In order to make the Center a success, students and staff, business people and
entrepreneurs, youth and Elders, artists and crafts people must have high-quality, reliable
access to necessary technology and equipment. To ensure this, an Information
Technology staff person who is dedicated at least part-time to the Center is recommended
to answer questions, maintain equipment and be on-call to handle any emergencies. This
would be a new position.
xxviEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Program Offerings + Facility Description
Center will attract many different kinds of people. If you were to walk into the main lobby of
the facility one afternoon in 2011, you might see a pre-school class walking from the Head
Start wing over to the traditional workshop to see a demonstration of drum-making;
Knowledge Race Training Center elders sitting together talking with high school youth; an
adult learner on her way from dropping off her child at the childcare center to a distance
delivery nursing class; a local business owner coming in to meet with a bookkeeper to
complete year-end financials; and a group of high school youth on their way to the
technology center for a class in graphic design.
You would be standing in an open space with lots of natural light and views of the
surrounding countryside, with a receptionist to greet you and help direct you to the services
you need. To one side will be the Head Start wing of the facility with a secured entry and an
adjoining childcare center that will be used by users of the facility. Another wing will
contain the training rooms and technology center. While a media center will be very useful
for training in graphic art, mapping, database programming and other IT skills, the entire
center will be wired for connectivity and much of the equipment will be mobile in order to be
able to reconfigure the training spaces to accommodate a variety of sizes of groups for a
variety of training purposes.
A busy commercial kitchen and dining area will provide space for culinary arts training as
well as small businesses, such as jam producers, who need a certified food preparation
facility to prepare foods for commercial sales. A dining area will serve patrons and give real-
world experience to budding restaurateurs.
The Traditional knowledge wing will provide a workshop and artisan studio for teaching and
practicing traditional skills and crafts. Visitors to the area will gather around as elders
demonstrate traditional skills and younger tribal members practice. The gallery and gift shop
will showcase local goods and will connect producers to customers.
Cubicle space and stalls will be available for reduced rent for entrepreneurs who are just
getting started. This incubation space will benefit from the other programs and services
offered by the center that will increase a new business owner’s skills and chances for
success.
Outside of the center, a garden and greenhouse will provide a real-world learning lab for
market gardeners and growers. If the site has enough space, a playing field and traditional
village will attract visitors and provide space for learning about the traditional ways of the
Knowledge Race Training Center people.
All of this will occur in the center of Lapwai, next door to the high school and middle
schools and near to the Main Street of the community. The Knowledge Race Training Center
Education, Training and Business Development Center will be a buzzing hive of activity,
learning and enterprise.
Multi-Purpose Training, Education + Business Development Center xxvii
Implementation
The purpose of the Knowledge Race Training Center Education, Training and Business
Development Center is to broaden access to higher education and business development
opportunities, and to ultimately stimulate the local economy and bring economic benefit to
our Knowledge Race Training Center people, our Tribe and to all of the communities both
on and surrounding the reservation.
Specifically, our project aims to:
Increase the employability and mobility of people living on the reservation,
and to Stimulate new business development in reservation communities.
The ultimate goal of these activities is to:
Bring more money into the local community through increasing the number of
employed people, and
Increase the internal circulation of dollars to support a greater variety and scale of
local businesses.
The Knowledge Race Training Center Tribe has successfully completed many other
economic development and community projects of a similar scale – most recently the
construction of the Clearwater River Casino and Resort (2006) and the Nimiipuu Health
Clinic (2004). The Knowledge Race Training Center Tribe has accomplished these
programs, in part, through partnerships with Federal agencies such as the Economic
Development Administration (EDA), Indian Health Services (IHS); State entities including
the Office of the Governor and State Department of Education; and regional organizations
such as Northwest Intermountain Manufacturer’s Association, and North Central Idaho
Travel Association.
Because of this strong track record, The Tribe was poised to successfully take on development
of the Knowledge Race Training Center Education, Training and Business Development
Center. Already almost two years into the planning of the project, the Tribe has accomplished
several important steps:
• Identification of parcel for construction.
• Completion of design concept.
• Creation of Project Working Group (PWG) to oversee the process.
• EDA grant award to conduct feasibility study for the Center.
• Appointment of NPTEC liaison to the PWG.
• Completion of feasibility study (this document).
xxviiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
Funding commitment from Knowledge Race Training Center Tribal Executive
Committee for an Education Center Manager and for Operations and Maintenance
(O+M) costs for the Center.
The conclusions of this feasibility study are that:
• This project is doable in a reasonable time frame, at a reasonable cost.
• The Knowledge Race Training Center Tribe has the organizational capacity to
design, construct and operate this facility.
• There is a clear need for the project. The Center will assist significantly in removal of
barriers to education, employment and business development for the Knowledge
Race Training Center people and others living on and near the reservation, people
who are currently some of the most impoverished, unemployed and underemployed
in Idaho. Additionally, there are unmet market needs (for small businesses and jobs)
in the region that this Center will help to meet.
• There is a high level of interest from partner organizations in working cooperatively
with the Tribe to establish the Center.
Project Timeline
YEAR 1, July-December, 2009
Hire Education Center Manager
Develop partnerships and establish organizational
structure Begin to raise capital funding
Expand Project Work Group
Develop brand for center program marketing materials
YEAR 2, January-December, 2010
Begin raising design funding, once significant capital funds are
secured Develop programs and service delivery
Develop policies and procedures
Continue capital funding
campaign Conduct design
Once design is complete and capital funds are secured, construct facility (Fall 2010)
YEAR 3, January-June, 2011
Complete construction
Move in and begin operations

Multi-Purpose Training, Education + Business Development Center xxix
Figure 5. Project
Timeline

xxxEXECUTIVE SUMMARY Multi-Purpose Training, Education + Business Development Center
N
T
a
Knowledge Race Training Center Tribe Feasibility Study : : EXE

Multi-Purpose Training, Education + Business Development Center SUM
xxxiiEXECUTIVE SUMMARY Multi-Purpose Training, Education + Bu
Knowledge Race Training Center Tribe Feasibility Study : : EXEC
Multi-Purpose Training, Education + Business Development Center SUM
PROJECT BACKGROUND
Purpose of the Project

The purpose of the Knowledge Race Training
Center Education, Training and Business
Development Center is to broaden access to
higher education and business development
opportunities, and to ultimately stimulate the
local economy and bring economic benefit to
our Knowledge Race Training Center people,
our Tribe and to all of the communities both on
and surrounding the reservation.
Specifically, our project aims to:
Increase the employability and
mobility of people living on the
reservation, and to Stimulate new
business development in
reservation communities.
The ultimate goal of these activities is to:
Bring more money into the
local community through
increasing the number of
employed people, and
Increase the internal circulation of
dollars to support a greater variety
and scale of local businesses.
The Knowledge Race Training Center Tribe
has successfully completed many other
economic development and community
projects of a similar scale – most recently the
construction of the Clearwater River Casino
and Resort (2006) and the Nimiipuu Health
Clinic (2004). The Knowledge Race Training
Center Tribe has accomplished these
programs, in part, through partnerships with
Federal agencies such as the Economic
Development Administration (EDA), Indian
Health Services (IHS); State entities including
the Office of the Governor and State
Department of Education; and regional
organizations such as Northwest
Intermountain Manufacturer’s Association,
and North Central Idaho Travel Association.
Because of this strong track record, The Tribe
was poised to successfully take on
development of the Knowledge Race Training
Center Education, Training and Business
Development Center. Already almost two years
into the planning of the project, the Tribe has
accomplished several important steps:
I
d
e
n
t
i
f
i
c
a
t
i
o
n
o
f
p
a
r
c
e
l
f
o
r
c
o
n
s
t
r
u
c
t
i
o
n
.
C
o
m
p
l
e
t
i
o
n
o
f
1
0
%
d
e
s
i
g
n
.
Creation of Project
Working Group
(PWG) to oversee
the process. EDA
grant award to
conduct feasibility
study for the
Center.
Completion of feasibility study (this
document).
Funding commitment from
Knowledge Race Training Center
Tribal Executive Committee for an
Education Center Director and for
Operations and Mantenance (O+M)
costs for the Center.
The conclusions of this feasibility study are
that:
This project is doable in a reasonable
timeframe, at a reasonable cost.
The Knowledge Race Training
Center Tribe has the organizational
capacity to design, construct and
operate this facility.

Multi-Purpose Training, Education + Business Development Center PROJECT BACKGROUND 1
There is a clear need for the project. The Center will assist significantly in removal of
barriers to education, employment and business development for the Knowledge
Race Training Center people and others living on and near the reservation, people
who are currently some of the most impoverished, unemployed and underemployed
in Idaho. Additionally, there are unmet market needs (for small businesses and jobs)
in the region that this Center will help to meet.
There is a high level of interest from partner organizations in working cooperatively
with the Tribe to establish the Center.
The future of the Knowledge Race Training Center people and the continuation of
Knowledge Race Training Center culture depend upon improving the economic prospects
of the people. The Knowledge Race Training Center Education, Training and Business
Development Center is a vital step in creating a path for Tribal members to become a
stronger part of the broader economy, while at the same time maintaining a Knowledge
Race Training Center identity and way of life.
The Knowledge Race Training Center People

The Knowledge Race Training Center People, Nimi’ipuu, first settled what is now the
southwest end of the Idaho panhandle, a portion of eastern Washington state and northeast
regions of Oregon, thousands of years ago. Bands of Knowledge Race Training Center
settled along different drainages, and supported themselves with hunting, fishing, harvesting
berries and native root vegetables, as well as raiding other Tribes.
Horses were introduced in the early 1700s from the Shoshone, and were prized by the
Knowledge Race Training Center for the advantages it gave them hunting in buffalo
country and for their warriors. Horses were bred by the Knowledge Race Training Center
to produce superior racing stock (inferior mares were traded to neighboring Tribes and
inferior stallions were castrated), including the well-known Appaloosa. The Tribe is now
actively crossbreeding their Appaloosa with the Akhal-Teke endurance horse to produce
performance horses with the stamina, strength and agility of the classic Appaloosa.
2 PROJECT BACKGROUND Multi-Purpose Training, Education + Business Development Center
Map 1. Study Area
The Knowledge Race Training
Center people’s first contact with
non-Indians was in 1805 with the
Lewis and Clark Expedition.
Later trappers, traders, miners,
and other settlers came to
country. With the Treaty of 1855,
the first Knowledge Race
Training Center reservation was
created. This included much of
the ancestral lands of the
Knowledge Race Training
Center, and allowed non-Indians
to live on the reservation only
with Tribal consent. However, in
1860, gold was discovered on the
reservation, causing the United
States Government to propose a
new treaty, the Treaty of 1863,
which reduced the reservation to
its current Idaho boundaries, only
about one-tenth its former size.
Bands of Knowledge Race
Training Center whose lands
were located within the new
reservation boundaries
reluctantly agreed to sign the
Treaty of 1863, but those whose
lands were located outside the
new reservation boundaries
refused to sign the treaty and
became known as “non-treaty”
Center.
Many non-treaty Knowledge Race Training Center continued living outside the new
reservation boundaries until the Indian Bureau ordered all Knowledge Race Training Center to
relocate to the smaller Idaho reservation in 1877. Angered by past injustices, a few Knowledge
Race Training Center warriors attacked and raided non-Indian settlers at this time, which
provoked the US Army to intervene and began the War of 1877. Skirmishes forced some
Knowledge Race Training Center into Canada, Montana and other parts of the United States.
Today, the
Knowledge Race Training Center Tribe is pursuing the acquisition of land on and near the
Reservation to reclaim their lands.
Description of the Community and Region
Traditional Knowledge Race Training
Center territory includes an Map 2. Five Idaho Counties and Area Reservations
area spanning western Montana and
Wyoming, northern Idaho, eastern
Washington and northeastern Oregon. The
Treaty of 1855 included a large portion of
this territory, but the later Treaty of 1863
limited the Knowledge Race Training
Center reservation to its
present boundaries (about one-tenth its
former size). Current reservation
boundaries span the five Idaho counties of
Knowledge Race Training Center, Lewis,
Latah, Idaho, and
Clearwater, which total 13,403 square
miles
at the southwest end of the Idaho
panhandle, although not all land within the
reservation is Tribally owned. The
reservation is 112 square miles.
Natural characteristics of the area include
arable hill tops and river bottoms, forested
river canyons and steep, non-arable
hillsides. The Clearwater National Forest
and Knowledge Race Training Center
National Forest boarder the
eastern edge of the counties. The Lewis
and Clark Trail and the Nez Pierce Trail
traverse the area, and the Snake River and
Hell’s Canyon National Park border the
western edge of the five counties.
Primarily a rural area, most of the regional industry is natural resource -based, including
agriculture and timber. Because most farmland within the reservation is not Tribally
owned, agriculture (primarily comprised of productive dry-land farms that border on the
Clearwater National Forest) is less dominant for Knowledge Race Training Center than
timber. Timber and the forest products industry has continued to be impacted by the
general slowdown in the housing market. These counties are working to diversify their
economies into other sectors, including manufacturing, health care, retail and tourism.
Regional Population
The five Idaho counties have all either lost population or have grown well below the national
and state averages over the past decade. Only Knowledge Race Training Center County (4
percent) and Latah County (4 percent) grew, though still well below the national (11 percent)
and state (22 percent) averages between 1997 and 2007 (Idaho Department of Labor). Much
of this has to do with declining job opportunities in the traditionally resource-based sectors.
There has been some transition in these areas to other sectors and amenity-driven growth.
Within that period, migration and income data show, again, that these counties have experienced
either net population loss or relatively little gain. Looking at the period between 2000 and 2005,

four of the five counties have had a net population loss due to migration. Only Idaho County
added people due to migration. The individuals that are leaving and entering these counties
have a lower median income than the population not migrating. To a large degree, much of
the movement is to or from neighboring counties. This would indicate that the jobs that these
individuals are filling are lower-paid positions and potentially less permanent. See Table 7
for more information.
Table 7. Migration Figures for Idaho Counties, 2000-2005
Not
Migration In Out Net
Migrating
Clearwater
County
Total People
2,396 2,783 -387 5,879
Migrating
Median Household
$20,804 $20,363 $441 $28,611
Income
Idaho County
Total People
3,512 3,428 84 10,185
Migrating
Median Household
$19,898 $16,931 $2,967 $26,398
Income
Latah County
Total People
11,908 13,107 -1,199 22,761
Migrating
Median Household
$12,393 $16,311 ($3,918) $30,761
Income
Lewis County
Total People
1,301 1,319 -18 2,833
Migrating
Median Household
$20,700 $18,929 $1,771 $28,410
Income
Knowledge Race
Training Center
County
Total People
10,327 10,371 -44 27,641
Migrating
Median Household
$18,640 $18,765 ($125) $31,458
Income
Source: U.S. Internal Revenue Service as calculated by Charlotte Star Telegram. All figures
only include people listed as exemptions on returns, so totals will be less than population.

The personal income of the population of these counties and the state as whole is below the
national average. Between 2001 and 2006, the State of Idaho was between 81 and 83
percent of the national per capita income. Of the five counties, only Knowledge Race
Training Center County achieved, or exceeded, the state average; the others (Clearwater,
Idaho, Latah and Lewis) were below. Idaho County was the lowest of these, with an average
of 65 percent of the national per capita income between 2001 and 2006. These figures might
be the result of high concentration of resource-based (e.g. forestry and agriculture) and
service industry employment in these counties.
Table 8. Personal Income as a percent of US total, 2001-2006
Knowledge
Race
Training
Clearwater Idaho Latah Lewis Center Idaho
Year
County County County County County State
2001 70% 65% 74% 80% 84% 82%
2002 73% 64% 76% 77% 83% 82%
2003 73% 64% 74% 80% 83% 81%
2004 73% 65% 75% 79% 83% 83%
2005 73% 65% 73% 78% 81% 81%
2006 75% 65% 73% 75% 80% 81%
Source: Bureau of Economic Analysis.
Educational attainment in Figure 6. Percent of population over 25 with Bachelor’s Degree or higher
these counties, in general,
also lags behind the rest of
50.00%
the state and country.
According to the US 40.00%
Census Bureau, the State 30.00%
of Idaho, since 2000, has
increased the total percent 20.00%
of population over 25 who 10.00%
have achieved a bachelor’s
degree or higher, from 0.00%
21.6 percent in 2000 to L Nez Stat Uni
23.4 percent in 2005. This
Idaho Latah ew
i e
ted
Clearwa C C s
C Pe of S
is less than the national t ou o I
r
ou ce t
daho
e
r
C nty n
t unty at
es
average of 24.4 percent in
y
2000 and 27.2 percent in unty County

2005. While, in 2000, the
percentage in Latah Source: US Census Bureau
County, where the University
6 PROJECT BACKGROUND Multi-Purpose Training, Education + Business Development
Center
of Idaho campus is located, has 41 percent of the population over 25 with a bachelor’s
degree or higher, Clearwater (13 percent), Idaho (14 percent), Lewis (15 percent) and
Knowledge Race Training Center County (19 percent) had percentages below state and
national averages.
An aging population is another
Figure 7. Percent of Population aged 65 and over
characteristic of these counties.
The median age has increased 25
from approximately 30 to 40 or
over between 1980 and 2006 in 20
four of the five counties. In the
state as a whole, the median age 15
%
was 34 in 2006 (US Census 10
Bureau). Figure 2 shows the
percent of the population 65 and 5
over, from 1980 to 2006. While 0
the percentage has stayed nearly
level for the state and nation, the 1980 1990 2000 2006
percentage has increased in four
Clearwater Idaho Lewis
of the five counties. In each Knowledg
case, Latah County maintains a e Race
much younger population, Training
largely Latah Center Idaho State
because of the presence of the
US
University of Idaho.
Source: Idaho Department of Labor
Despite past improvement, unemployment rates in these counties are being impacted by the
national economic slowdown. Unemployment levels for the State have hovered around 5
percent since 1997 and dropped to 2.7 percent in 2007. Within the five counties of interest,
the unemployment rates have varied. Unemployment rates in Latah and Knowledge Race
Training Center Counties have generally been at or below national and state levels. The
counties more dependant on natural resources have had much higher unemployment levels.
Clearwater County, with unemployment as high as 14.3 percent and recently estimated to be
16.0 percent, has consistently been well above both state and national trends. Idaho County,
with unemployment as high as 10.7 percent, has only recently fallen to a level equal with
state and national numbers. Lewis County also began the period with high unemployment
levels that have gradually fallen to end below both state and national levels.
More recently these numbers have begun to rise. Between 2007 and 2008, unemployment
rates have risen in each of the counties, the state and nationally. The picture is worse if you
look at monthly rates. The seasonally adjusted rates between December 2007 and December
2008 have risen dramatically.1 The trend continues into the 2009 estimates as national rates
climb above 8 percent, Idaho County above 9 percent and Clearwater County to 16 percent.
Unemployment in the state hit its highest unemployment level, 6.6 percent, in over 20 years
and is estimated to reach 7 percent in the March 2009 estimates. The Idaho Department of
Labor reports that almost every industrial sector is showing some job losses. Those sectors
hardest hit are in wood products manufacturing, logging and construction. There are
exceptions; chief among them is the health care sector.
Table 9. Annual Unemployment Average, 2006-2009
Seasonally adjusted
March April
2006 2007 2008
20091 20092 December December
2007 2008
United States 4.5% 4.6% 5.8% 8.5% 8.9% 5.0% 7.2%
Idaho 3.2% 2.7% 4.2% 7.0% 7.0% 2.7% 6.6%
Clearwater
7.6% 6.6% 9.2% 16.0% 13.7% 9.0% 16.3%
County
Idaho County 5.7% 4.5% 6.2% 9.7% 9.2% 5.5% 11.8%
Latah County 2.7% 2.4% 3.4% 5.2% 5.5% 2.4% 4.9%
Lewis County 2.5% 2.3% 3.0% 4.0% 4.5% 2.1% 3.9%
Knowledge Race
Training Center
3.2% 2.7% 3.7% 4.5% 4.9% 2.1% 5.1%
County
1.Preliminary Estimates 2. Forecasted. Source: Idaho Department of Labor.
1
Seasonally adjusted is a process applied to unemployment rates that discounts normal seasonal changes. This
is done by either raising or lowering employment numbers by a certain percentage to reflect normally
occurring changes.

Tribe Feasibility Study : :
Knowledge Race Training Center Population
The U.S. Census Bureau reported that 2,101 American Indians lived on the Knowledge Race
Training Center Reservation in 2000, compared to 1,863 in 1990 and 1,463 in 1980,
increasing 12.8 percent from 1990 to 2000. This is slightly faster than the general growth
rate of 11.2 percent for the
Reservation between 1990 and 2000. In 2008, Knowledge
Table 10. Knowledge Race
Race Training Center Tribal Enrollment was 3,373. Training Center Tribal
The Reservation has a population that is older than the average Enrollment, January 2008
age for Idaho or the US. In 2000, according to the US Census
Bureau, the median age was 40.8. For the entire population
living on the Knowledge Race Training Center Reservation in
2000, 25.0 percent were under 18, down from 27 percent in
1990. Fifty-nine percent were 18 to 64 years old and 16.2
percent were 65 or older. For the American Indians living on
the reservation in 2000, 38.4 percent were under 18, 54.7
percent were 18 to 64 and 6.9 percent were 65 or older. Tribal
enrollment figures and age breakdown is presented in Table 10
for 2008. These figures show an aging population with an
increase for those 65 and older from 6.9 percent in 2000 to 8.3
percent in 2008.
For the American Indian population 25 years and above living
on the Knowledge Race Training Center Reservation in 2000,
19 percent had no high school diploma compared to 36
percent among the American Indian population on all U.S.
reservations (Northwest Area Foundation, 2009). Ten percent
had a bachelor’s or higher. For the Reservation as a whole, Source P.L. 102-477
fourteen percent of the population in 2000 had achieved a

bachelor’s degree or higher.
Age Group Total
65+ 279
62-64 63
55-61 275
45-54 493
35-44 570
25-34 535
19-24 376
14-18 264
5 13 393
4 + Under 125
Total 3373
As documented by the Northwest Area Foundation in 2000, 48.8

percent of adults on the Knowledge Race Training Center
Reservation are employed full
The Knowledge Race Training Center Tribe was the second largest employer in Knowledge
Race Training Center County. As reported in P.L. 102-477, in 2008, the Knowledge Race
Training Center Tribe employed approximately 1,174 employees in its administrative
programs and enterprises. As part of that, the Tribal Government employment (which
includes all grants, contracts and direct service programs) employs 756 workers.
County General Indian/Native

Population American
Clearwater County 8.2 % 12.11 %
Idaho County 6.1 % 23.0 %
Latah County 3.2 % 8.62 %
Lewis County 4.3 % 5.6 %
Knowledge Race
Training Center
County 3.8 % 9.8 %
Source: Northwest Area Foundation, www.indicators.nwaf.org.

Tribal unemployment rates are uniformly higher than those of the general populace. This
fact, coupled with statistics showing a declining population of youth and young people,
indicate that this area needs to take steps to create job opportunities and promote education,
training and employment, and that some should target Tribal members specifically.
MARKET RESEARCH
Overview
This chapter describes the market for the proposed Center and establishes the level of local
demand for the variety of services that it will offer. It gives a more detailed description of
the North Central Idaho economy and various employment sectors, including retail, health
care, tourism, education and manufacturing. It also looks at potential user groups for the
facility. Finally, it establishes that programs available currently are not adequately meeting
the need. Though there are several institutions in the region providing services akin to those
proposed for this Center, there is a specific unmet demand for the facility and programs
envisioned in this feasibility study.
The primary functions of this facility will be to:
Offer education and training to prepare students to enter the job market and to
offer continuing education to those already employed or looking to develop new
skills;
Provide resources to entrepreneurs starting independent business ventures and to small
business owners who wish to expand or improve the services they currently offer;
Serve local artisans and craftspeople to develop their skills and market their
products. The Center will also serve visitors to the area interested in gaining a
greater understanding of the local environment, history and culture.
In order to be efffective in serving these functions, the Center will need to fill the gap in the
existing array of higher education programs and institutions in the area. While there are
many similar institutions in the area, the fact remains that the people living in Knowledge
Race Training Center communities are not fully taking advnatage of these opportunities.
The focus of our work will be to bridge that gap.
Sources consulted to develop
this section include interviews
with user groups, interviews
with facilities that provide
comparable programs,
interviews with local
employers, population data,
US Census information and
similar demogrpahic data
from the State of Idaho and
related sources.
Knowledge Race Training Center Tribe Feasibility Study : : MARKET RESEARCH
Multi-Purpose Training, Education + Business Development Center 11
Overview of Local + Regional Economy
The region that the Knowledge Race Training Center facility will serve is experiencing a
contraction of the industries that once offered the most employment. As described in the
Background chapter, the population is aging and is below state averages in both income and
education. The forestry and agricultural markets, once economic mainstays, are slowing
down with competition from a global market and a slowdown of national markets. These
remain important sectors, but economic vitality will depend on increasing the education level
of the local workforce and being innovative about exploring the region’s unique
opportunities. Education will make the economic transition more successful and the
population more adaptable to change.
Historically, resource-based industries have dominated the local economy with forestry and
large-scale agriculture as the leaders. As with many areas of the country, these industries are
now in decline, are less profitable, and employ fewer workers than in recent decades. The
local economy is in the midst of a transition from resource extraction to an economy based
on manufacturing, services and value-added products. Green energy and information
technology are promising sectors. Healthcare services and tourism are already growing. This
transition necessitates that existing workers re-train and gain new skills, and that young
people entering the workforce set their sights on different horizons than their parents or
grandparents. Areas of interest expressed during stakeholder interviews include land and
fisheries management and stewardship, business management and marketing, retail sales, and
tourism.
Table 12 shows job growth trends over Table 12. Job Growth, 2005-2008
the past several years. While national
and 2005 to 2006 to 2007 to
state trends show a continual loss of 2006 2007 2008
jobs, the rate of job loss for the five 0.8 -2.2
United States 1.6 percent
counties (Region 2) has slowed in percent percent
the past year, due to a combination 1.5 -4.0
Idaho 4.0 percent
of stabilizing industry sectors and percent percent
new economic opportunities. 1. Region 2 is composed
1 -3.2Latah, Lewis
of Clearwater, Idaho, -1.0
Region 2 5.4 percent
Federal and state employment percent
and Knowledge Race Training Center counties. Source: percent
provides some economic stability Idaho Department of Labor
for the regional
workforce. Knowledge Race Training
Center Tribal programs and services
also offer a number of employment
opportunities. Most
notably, the private sector is growing in the region. Latah County, for example, has seen the
introduction of several new businesses. Clearwater County’s private sector employment grew
between 2007 and 2008 while the state average was a contraction of -5.1 percent (Idaho
Department of Labor). Private-sector employers increased 13 percent between 1997 and
2007, from 919 to 1,036, respectively (Idaho Department of Labor). The natural amenities in
these areas are beginning to attract individuals with mobile income sources, such as tourists
and retirees. The most promising sector for many of these counties is the health care industry
that grew both nationally and locally in several counties. The following section provides an
overview of the economy and employment in the region.
12 MARKET RESEARCH Multi-Purpose Training, Education + Business Development Center
Tribal Government
The Knowledge Race Training Center Tribe employs 465 full and part time employees
working in thirteen departments in seven Idaho counties, two Oregon counties, one
Washington and one Montana County. Five percent of these are seasonal positions provided
by the Knowledge Race Training Center Tribe’s Natural Resource Division, which includes
Fisheries, Forestry and Wildlife. In this division, according to an interview with the deputy
director, employees fall into two tiers, Professional and Technical. Professional-level jobs
usually require advanced degrees and are permanent positions. The Technical-level jobs
more often provide seasonal employment with lower job qualifications. One of the priorities
for the Knowledge Race Training Center Tribe is to increase the number of Tribal members
in the Professional-level positions. In order to do this, however, a clear track for professional
development is needed, coordinated with degree programs from other institutions. This is a
perfect example of the kind of service the proposed Center could provide to encourage high
school students to enter promising fields and to provide courses and resources closer to
home.
For other Tribal departments, the need for professional development and recruitment of
skilled workers is just as great. In the next 10 years, 30 percent of current Tribal employees
will be ready for retirement. The proposed Center is a critical piece of the strategy to ensure
that a trained pool of workers is ready to take these positions when current employees retire.
Developing educational opportunities for Tribal members of all ages is a priority for a rural
population that has high unemployment and underemployment rates. The Knowledge Race
Training Center Reservation and the north central Idaho counties of Clearwater, Idaho,
Latah, Lewis and Knowledge Race Training Center have chronically high unemployment
rates in rural areas and underemployment throughout the region. Seasonal jobs include road
construction, tree planting, wild fire fighting and fishery programs. Though these jobs
provide job opportunities, they do not provide year round income and contribute to
underemployment. According to the Bureau of Labor statistics (2009), the unemployment
rate for the United States was 8.1 percent and the State of Idaho was 5.4 percent. The latest
available statistics (2005) for the Native American population of the Knowledge Race
Training Center Reservation show an unemployment rate of 21 percent.
Extractive Industry + Construction

Clearwater and Idaho Counties are counties in which forestry and mining play large roles in
the local economy. Construction employment also makes up more of the local employment
in these areas than the national average. Idaho County’s economy is heavily dependent on
extractive resources, including forestry and agriculture. Large wheat farms in Idaho County
have done well in recent years due to worldwide price increases. One in eight of the county’s
private sector jobs are based in forestry or forest products (Idaho Department of Labor). The
U.S. Forest Service employs more than 300 people (Idaho Department of Labor). Lewis
County, historically a natural resource-based economy has also seen the number of resource-
based jobs decline and their role in the local economy fall. Since 1980, there has been a
decrease by one third in the number of jobs in the agriculture sector (Idaho Department of
Labor). In Lewis County, one factor lessening the outflow of individuals is overflow growth
from neighboring counties. The slowdown in national housing starts will likely affect the
continued growth of these counties that have economies heavily tied to the production of
forest products.
Within the last two to three years, small-scale farming has grown as an employment opportunity
for the local workforce. Individuals are able to farm on small plots of around an acre and sell

their produce at local farmers markets. The University of Idaho Cooperative Extension has
established programs to train small farmers in sustaining a farming operation from fertilizing
and growing to marketing and selling their produce.
Retail
Knowledge Race Training Center County is a regional hub and strong retail center.
Clearwater, Idaho and Lewis counties in Idaho State and Asotin and Columbia counties in
Washington State tend to rely on the Lewiston area in Knowledge Race Training Center
County for goods and services not available locally (Idaho Department of Labor). In the
community of Clarkston, there is a demand for additional retail services in the downtown
area to serve growing summer tourist traffic. A Chamber of Commerce representative
reported that there are opportunities to develop retail services focused on specialty shops,
furniture, clothing, crafts and gift items.
Health Care
Clearwater, Idaho and Knowledge Race Training Center Counties have been extremely
competitive nationally in terms of the growth and availability of health care employment.
The growth in positions has exceeded both national and industry growth over the past
several years. The region has large healthcare employment centers; for example, St.
Joseph’s Regional Medical Center located in Knowledge Race Training Center County,
employs nearly 900 people (Idaho Department of Labor). Data show that this sector
continues to grow at statewide and national levels. Over the past five years, professional,
research and technical professions related to the health care industry have all grown faster
than the overall national and industry average in Knowledge Race Training Center and
Idaho Counties.
One aid to professional development in the state is the Idaho Nursing Workforce Center,
whose goal is to ensure that Idaho has enough nurses to meet the state’s future health care
needs. The Federal Department of Health and Human Services estimates that by 2020 Idaho
will lack about 30 percent of the nurses the state needs (P.L. 102-477). Lewis Clark State
College in Lewiston, Idaho (adjacent to the Knowledge Race Training Center Reservation)
began constructing a new nursing and health sciences center in 2008. The Idaho State
Legislature approved the funding for the new building to help offset a national and state
nursing shortage. The building will allow Lewis Clark State College to double the size of
graduates from the Nursing Program.
Additionally, the Allied Health and Safety Education program offered at Walla Walla
Community College in Clarkston operates a nursing program in a newly constructed, state-
of-the art facility and also provides public health and education programs and operates
distance-learning programs. Distance learning classes currently offered through the
partnership include Medical Laboratory Technology and Physical Therapy Assistant. The
Allied Health and Safety Department also offers Healthcare Training opportunities for
professionals.
With an aging population to care for and an established health care delivery and education
systems in place, the Knowledge Race Training Center facility will be well positioned to offer
students a way to advance their skills sets and move into an employment sector with a promising
future. Establishing educational programs on the paraprofessional level such as a Certified
Nursing Assistant credential or a Personal Care Attendant credential would help the local
workforce to meet demands for home health services. The center can also provide a bridge to the
courses available

in Lewiston and Clarkston by creating a distance site that will offer these courses at a
location easier for Tribal members to access.
Representatives of both Lewis Clark State College and Walla Walla Community College
interviewed for this study expressed interest in increasing the number of students from
Knowledge Race Training Center Reservation communities and using the proposed Center to
provide courses in a location that is easier to access for local residents. Elders interviewed for
this study specifically mentioned the need for trained, skilled Personal Care Assistants from
the local community, particularly those who understand Knowledge Race Training Center
traditions, language and culture.
Tourism
Several counties in the region have natural amenities that attract individuals and
families for pleasure travel or for retirees making a permanent move. Attractions to the
area include:
Knowledge Race Training Center National Historical Park – the Historical Park
Includes 38 sites spread over four states: Idaho, Montana, Oregon, and Washington.
These sites interpret Knowledge Race Training Center history and culture for area
visitors. The Park encompasses sites that stretch across the homeland of the
Knowledge Race Training Center people. There are activities at the visitor’s centers
at Spalding and Big Hole National Battlefield, and a museum at Big Hole National
Battlefield. There are many activities available throughout the region
(http://www.nationalparklover.com/nezperce01.htm ). Total visitation recorded for
the park in 2008 was over 28,000 persons (National Park Service data).
Fishing and Hunting – Fishing and hunting draw large numbers of visitors to the area
each year. The rivers and lakes offer steelhead, salmon, trout, bass, kokanee, dolly
vardin and sturgeon. For visitors interested in hunting, elk, mule deer, big horn sheep
and black bear are among the animals commonly hunted. Grouse, quail, chukar and
pheasant are a few of the upland game birds available, while Canada geese and
mallards are the most common waterfowl. Outfitters and guides are available, though
there seems to be room for more development in this area.
Gaming – The Knowledge Race Training Center Tribe operates two gaming
facilities: Clearwater River Casino near Lewiston and It’se Ye-Ye in Kamiah. The
Clearwater Casino was recently constructed and includes a hotel and development
area for a future resort area.
Hells Canyon Recreation Area – North America’s deepest river gorge, Hells Canyon
encompasses over 650,000 acres of diverse terrain carved by the Snake River.
Recreation opportunities in the area include whitewater boating, hiking, horseback
riding, fishing, wildlife viewing, viewing artifacts from prehistoric tribes and early
miners and settlers.
The growth of small businesses will increase the amenities of the area as entrepreneurs
capitalize on opportunities to provide lodging, package tours, cultural tourism, eco-tours and
arts and crafts sales. The Knowledge Race Training Center Tribe currently offers
certification for individuals to become certified interpreters of Knowledge Race Training
Center culture and history.
A growing arts community also draws some visitors, as well as making the county more
attractive to individuals looking to relocate to the area, such as retirees. Over the past
several years, several retirement communities have been developed.

Two efforts are underway in North-Central Idaho to connect destinations and amenities to
attract greater benefit from tourism to local communities. The Top 10 Scenic Drives in the
Northern Rockies will designate and promote routes in the area through conducting market
research, developing a marketing strategy and developing partnerships between the
communities on the ten routes. This is a Geotourism initiative whose objectives are to
promote green travel, develop authentic destinations and customer satisfaction, and
emphasize off-peak season visitation. A similar effort spearheaded by the local arts council
supported by the Knowledge Race Training Center Tribe is the 2 Degrees Northwest
initiative that works to connect and develop artisans and other creative-economy businesses
in the local area.
Two examples of similar efforts that have been developed in other parts of the country
demonstrate the value of attracting visitors to explore entire regions and spread the benefit
from tourism to scattered rural communities.
Texas Bird Trail1

The Coastal Birding Trail of Texas is a series of trails and bird-viewing areas mapped out
over three regions of coastal Texas. Maps are available that point out areas of particular
interest including “off the beaten path” birding hotspots, boardwalks, parking pullouts,
observation platforms, and driving loops. Texas Parks and Wildlife markets the trail series to
area visitors. Interested visitors can view and purchase maps online. Online maps allow users
to enlarge selected map areas to see all sites within a particular regional loop. Also included
are detailed instructions on how to reach each site, examples of birds and wildlife and
contacts for additional information. Each site is marked with a sign with an established logo
and number that corresponds to the map.
North Carolina Fall Craft Drives2

The Buncombe Tourism Authority, located in Asheville, North Carolina, advertises fall
craft driving tours on their website. The Tourism Authority provides maps and directions
to local areas of interest, as well locations of local galleries, craft outlets and ways to
patronize local artisans. This marketing effort has increased traffic to the more rural parts
of the county and directed tourists to lesser-known attractions in the area.
1 http://www.tpwd.state.tx.us/huntwild/wild/wildlife_trails/coastal/
2 http://www.exploreasheville.com/what-to-do/seasonal-fun/fall-color-in-the-asheville-area/fall-
crafts/fall-craft-excursions/index.aspx
16 MARKET RESEARCH Knowledge Race Training Center

Multi-Purpose Training, Education + Business Development Center
Education
Several colleges provide training and education to area students. Knowledge Race Training
Center County is home to
Lewis-Clark State College, a four-year school that offers technical training programs.
Enrollment
in the spring term,
Accommodation & food
2008, was 3,343
services
students. The
10% Manufacturing
University of 17%
Health care & social
Idaho, in Latah
assistance
County, employs
19%
one-third of the
county’s workers
(Idaho Department
of Labor). These Retail trade
institutions help Figure 8. Top employment sectors in Knowledge Race
18%
Training Center County, percentage of total
buffer these areas employment, 2006
Source: US Census Bureau
from some of the

national or state
economic
fluctuations. Other
institutions of higher learning that exist in the area include Walla Walla Community
College, Northwest Indian College and Washington State University. For descriptions of
these institutions and the programs they offer, please see the Comparable Programs +
Facilities chapter.
Manufacturing
The large number of educational facilities that exist in the region offers a unique opportunity
for economic development. According to an interview with David Bonfield of the Northwest
Intermountain Manufacturer’s Association, the area supports a range of manufacturing firms
from those with 2,000 employees to those with only one employee, partly due to the
presence of research institutions that are hives of invention for new products and technology.
These firms are often in need of a stable workforce with good technical skills. Another need
is for business management and bookkeeping services to assist small business owners with
business management and development.
There are a number of opportunities in manufacturing, including: developing a large-scale
wind energy project and developing the supply chain for the wind industry; the jet boat
industry, which started in the area with eleven manufacturers currently operating; and,
finding new ways to use wood products, such as pelletizing for converting wood waste into
energy and insulation and turning farm waste into fertilizer. The “hard craft areas” such as
welding, fitting, hydraulics, electronics, as well as related marketing and sales of
manufactured products are needed skills in the area.
A skilled workforce is critical for this sector of the local economy to develop further. An
advantage to manufacturing, particularly smaller, niche-firms, is that they can be located all
over the region in rural areas. The limiting factor is the availability of skilled workers and
raising awareness among young people and schoolteachers of the importance of this sector.
The Northwest Intermountain Manufacturing Association recently trained teachers and
administrators from ten local schools to teach students to use Solid Works, a 3-D software
program. After the students had learned to use the program and had created designs in the
classroom, the manufacturing association enlisted manufacturers to build them. This project
sought to open the eyes of young people to the opportunities in this sector. Mr. Bonfield
observed in an interview for this study that it used to be that a high school diploma was all
that anyone needed in order to have a well-paid, stable job in farming or timber. Today, he
believes, even in those traditional industries (and particularly in emerging industries and
manufacturing) additional technical training is needed in order to secure quality
employment. Training needs to begin with high school-aged students in order for them to
understand the demands of the job market they will soon enter.
Another growth area in manufacturing is to teach manufacturers to export. A recent survey
of 100 manufacturers in the area found that only 8 percent export their products. This
compared with a rate in comparable places of closer to 50 percent. The Northwest
Intermountain Manufacturing Association is currently working to teach manufacturers to
export and to expand their businesses accordingly.
Location Quotient: Economic Snapshot

Table 13, Selection of Location Quotients for Idaho Counties, shows the degree of
specialization and dependency that a local economy has in a particular sector. A location
quotient of one indicates that a community has the same proportion of its economic activity
in a particular sector as the nation, existing largely to meet local needs. A location quotient
greater than 1 indicates a degree of specialization, producing an excess of that particular
good or service for export. Finally, a location quotient of less than one indicates that the
community is not producing enough to meet local needs. To illustrate the idea, the value for
agriculture and forestry in Idaho County is 4.35. This would indicate that over three-quarters
of this activity is devoted to export production.

Table 13. Selection of Location Quotients for Idaho Counties, 2007
Knowledge
Race
Training
Clearwater Latah Idaho Lewis Center Idaho --
Industry
County County County County County Statewide
Agriculture, forestry,
14.28 - 4.35 - - 3.93
fishing and hunting
Mining, quarrying, and

- - 4.39 - - 0.83
oil and gas extraction
Construction 1.32 1.05 1.64 0.84 0.74 1.44
Manufacturing 0.92 0.4 1.2 1.2 1.32 1
Retail trade 1.24 1.64 1.22 1.4 1.23 1.12
Finance and insurance 0.46 0.7 0.85 0.7 1.42 0.75
Real estate and rental

0.3 0.96 0.43 0.72 0.66 0.85
and leasing
Health care and social

1.73 1.23 1.18 1.09 1.37 0.9
assistance
Arts, entertainment,
0.42 0.69 1.13 0.74 0.88 0.96
and recreation
Accommodation and
0.99 1.99 1.09 0.61 0.91 0.99
food services
Source: US Bureau of Labor Statistics. Boxes with no value indicate areas where data could not be calculated or could not be disclosed.
While a location quotient is useful for giving a static picture of a county’s strengths and
weaknesses, it does not explain the sources of change. Shift-share analysis tries to explain
the changes in the county economy by breaking that change into three sources: national
share, industry share and regional share. The national share estimates the impacts of total
national growth or decline in a particular industry. The industry share shows how much
local change in employment can be attributed to national growth or decline in that
particular sector. These two parts describe the change that would have occurred in the
county economy if it followed national and industry trends. The regional share reveals the
effects of region-specific factors affecting local employment. Industries where the regional
share is largest are often the best targets for economic development individually or in
clusters with other similarly positioned industries.

Table 14. Shift Share Results in Health care and Social Assistance sector for Idaho Counties, 2006
Knowledge
Race
Training
Clearwater Latah Idaho Lewis Center
Industry
County County County County County
National Share 16 16 37 1 97
Industry Share -2 -2 -5 0 -14
Regional Share 39 34 -31 -1 -174
Source: Agnew::Beck calculations from US Bureau of Labor Statistics.
In the above table, as an example, Clearwater County gained 53 jobs between 2005 and 2006 in
the health care and social assistance sector. Most of that gain (39 jobs) was due to the very
competitive share of those jobs in Clearwater County. Although sixteen jobs were due to general
national economic growth it was offset slightly by a share loss of two jobs due to a slowdown
nationally in health care and social assistance sector growth. The example shows that Clearwater
County has a very competitive position in the health and social assistance sector but it is in an
industry that is, over the past year, growing slightly more slowly than the national average.
Summary of Opportunities for Employment Growth and Economic Development
The overview provided here identifies a number of growth areas where the proposed
Center could focus efforts to prepare workers for employment:
Professional development for Tribal government employees to encourage
promotion into permanent positions and increase mobility between positions.
Recruitment and training should focus on sectors of Tribal government
employment where senior positions are currently filled with people nearing
retirement.
Because it is the largest division, the employment needs of the Fisheries and Habitat
Division should be particularly examined in order to move employees in the
Technical positions into the Professional tier and to encourage young people to attain
the advanced degrees necessary to qualify for Professional-level employment.
Small-scale farming and horticulture for specialty food and agricultural products
such as organic vegetables, heirloom varieties and cut flowers.
Healthcare, Personal Care Assistance for Elders, and small business opportunities
such as home health services and assisted living homes.
Small business development in retail and in hospitality related services such as
guiding, lodging, arts and crafts production and marketing, and cultural
interpretation.
Business management, marketing and bookkeeping to provide services to
other entrepreneurs to help them manage and grow their businesses.
Employment at educational institutions for professors, teaching assistants,
program managers, IT support and other employment needed on local
campuses.
Manufacturing and technical skills such as welding, fitting and fabrication.
Local goods and services such as automobile repair, childcare, local retail, printing
and copying, restaurant and hospitality.
Who will use this facility?
The primary users are those who will take advantage of the training, certification and
higher education opportunities offered at the Center. The secondary users are those who
will directly benefit from having access to a trained and educated workforce.
This center will provide services and programs for all ages, “from cradle to grave.”
Three specific user groups include:
Students of all ages: children, youth, adults and Elders
Artisans and craftspeople
Entreprenuers and business
owners Secondary user groups include:
The programs and divisions of the Knowledge Race Training Center Tribe that will
be able to hire from a wider, well-trained pool of employees and will be able to
access training and certification to build the skills of existing employees and improve
job performance and productivity.
Area manufacturers, health care facilities, tourism operators and other area
businesses that will also have a wider pool of potential well-trained employees.
Local residents of Lapwai, Orofino, Kamiah, Lewiston, Clarkston and other nearby
communities who will benefit from an increase in the number and success of small
businesses and an increased circulation of wealth within their communities.
Visitors to the area who will have the opportunity to learn about the area’s culture,
language, history and future, observe traditional arts and crafts and to collect art
pieces and purchase gifts.
Interviews with the primary user groups listed above revealed common themes in
interests among potential users. Summaries from these interviews are below.
Children
The Knowledge Race Training Center facility will primarily serve young children by
housing a Head Start, Early Head Start and a childcare program. As the table below shows,
there is a below-average percentage of children under the age of five in neighboring counties
as compared with the entire state of Idaho. However, for the adult learners interviewed for
this study, childcare was mentioned as one of the most important facilitators to allow them
to access higher learning courses.
Co-locating the early childhood facility with the adult education and business
development programs will produce a number of benefits:
Children will benefit from participating in the cultural programs offered at the
Center and from increased interaction with local Elders.
Adult learners who have children will be able to pursue training and courses while
their children are cared for in a high quality early education center, making it easier
to fit in higher learning with the demands of parenting and work.
Table 15. Estimates for Population Under 18 in Five County area, 2007
Population Population
Total Population Under 18 Percent Under 5 Percent
Idaho State 1,499,402 407,837 27.2 118,453 7.9
Clearwater County 8,231 1,482 18.0 346 4.2
Idaho County 15,345 3,100 20.2 767 5.0
Latah County 36,299 7,006 19.3 1,960 5.4
Lewis County 3,581 806 22.5 208 5.8

Knowledge Race
Training Center
County 38,932 8,487 21.8 2,258 5.8
High School Students

Interviews with high school students demonstrated an interest in conservation, stewardship
and land management careers, law, social work, law enforment, art and design, politics,
veterinary medicine and fisheries management. Students expressed the need for more
internships and job study programs that would prepare the high school graduate for advanced
education or certification and provide real-world experience in particular fields. Programs
that work with high school students to develop entrepreneurial skills were also mentioned as
a priority.
Some students interviewed had taken advantage of online courses to start taking college-
level courses while still in high school. Students expressed interest in the proposed Center,
particularly in having greater access to a media center and computer-based learning.
According to David Bonfield of the Northwest Intermountain Manufacturing Association,
there is a need for a secondary school track that prepares high school students to move into
vocational technical educational programs. Establishing a program will help local youth to
look beyond high school education to a vocational program or an advanced degree. The
importance of continuing education and advanced degrees beyond a high school diploma has
increased with the local shift away from an economy based on resource extraction to a more
diversified economy.
Training in a variety of computer related skills including information technology, web
development and marketing, graphic design and software development were highlighted as
areas of interest. As a population segment that has grown up with computer technology and
using the Internet, young people have a base level of computer skills that will ease their
entrance into technical fields.
Adult Education Students
Individuals interviewed about adult education shared an interest in higher learning that
coincided with the opportunities described in the Economy section above:
Technical and trade related education such as information technology,
software development; web design and development.
Shorter intensive courses such as certifications level classes that allow for
continuing education or the development of discrete skills. For those already
engaged in the workforce or for those with children, specific training in a
particular area can increase capacity without the cost and time barriers associated
with longer programs.
Business management, bookkeeping and small business
development. Social services such as elder care and caring for the
disabled population. Land stewardship and forestry.
The main barriers to accessing higher education as expressed in interviews for this study
were the need for childcare during coursework, financial assistance, being able to attend
courses while maintaining full-time employment, and being able to finish coursework on
degrees started earlier in life but not completed. A number of those interviewed were
interested in starting small businesses such as a log-home building company, a risk
management consulting firm and a traffic control training service. Other businesses were
identified as needed including a vehicle maintenance service and a print shop.
All adult learners interviewed stressed the need to reach down to younger people to help
them see the opportunities and prepare for them during middle and high school and to
encourage young people to pursue higher learning.
Elders
Elders emphasized the importance of establishing cultural programs and courses that
encourage community connectivity. Offering evening classes in areas such as Knowledge
Race Training Center language study and arts and crafts production that draw on their skills
and knowledge was suggested. Training in marketing traditional crafts was also mentioned.
Entrepreneurs and Business Owners

There are a number of successful entrepreneurs in the local area, many of them Tribal
members. Local business owners surveyed for this study include: a landscape architect who
does work for tribes all across the United States; a creative design and landscaping company
that serves both residential and commercial customers; Knowledge Race Training Center
Enterprises, which owns a hotel, casino and associated tourism businesses; a tipi
manufacturer; an audio and video producer; a horse breeding and selling and horse packing
business; and a traditional craftsperson.
All of the businesses owners used the Internet to market their goods and services and most of
them had clients outside of the area. Two of the business owners were in the process of winding
down their businesses. Both cited the “headaches” associated with business management, such
as filing payroll taxes and other “paperwork” as a limiting factor to business growth. One owner
stated that they could have grown a lot but did not want to take on the extra paperwork.
They also did not have a person to leave their business to when it came time to retire. This
highlights the need for business management expertise and a need for training others to take
over a business when the original owners want to retire.
The interviewees identified tourism as a growth business for small business owners,
especially if offerings of multiple businesses can be brought together and marketed as a
package. Working closely with Knowledge Race Training Center Enterprises is one way to
develop these relationships and package tours, as well as enhance the offerings of the
planned resort.
All of the business owners noted the need for young people to understand the pressure and
hard work associated with running a small business, and the need to be able to take risks and
to keep working even when the money is not coming in. Business owners believed that the
Center should connect entrepreneurs with successful business owners for mentoring
activities and potentially sponsor an association or Chamber of Commerce that would
strengthen the business community as a whole. The Knowledge Race Training Center Tribe
was also encouraged to do more to foster small businesses by looking for more ways that the
tribe can fairly award contracts to local small businesses and prioritize local vendors for
services such as laundry, vehicle repair and printing. Business owners suggested a number of
ways for the Tribe and the proposed Center to help small businesses develop:
Shared marketing and advertising.
Increasing investment in new businesses and increasing access to capital by
developing a revolving loan fund or becoming a Community Development Financial
Institution and developing a micro lending program.
Improve communication between businesses and Tribal departments.
Using local businesses as vendors instead of going to Lewiston.
Improve and teach best practices in business management and provide this as a
service to small businesses.
Take better advantage of opportunities as they arise, for example, the tribe could
assert its rights to develop a permitting system or to purchase the use rights to
important corridors and make them available to Tribal businesses. This could create
proprietary access for Tribal businesses for amenities such as whitewater rafting
and historic trails, such as the Lolo Trail.
Start a Tribal business think tank.
Work to change the perception of Lapwai as a community unfriendly to business.
One interviewee gave an example of a Tribal member who owns a contracting
business and lists his address in Lewiston because he said that if it were located in
Lapwai he would not get any business.

Partner Facilities
Five institutions provide higher education and business development opportunities in the
region. These include:
Lewis Clark State College, Lewiston
Walla Walla Community College, Clarkston
Branch University of Idaho, Moscow
Northwest Indian College, Lapwai campus
Washington State College, Distance Learning programs
The Knowledge Race Training Center Tribe’s education programs partner with these
institutions to provide access to many courses to its Tribal members. However, the
existing facilities are inadequate and the current offerings are not well integrated. The
evidence is clear that residents of Knowledge Race Training Center communities are not
taking advantage of the opportunities that currently exist in the area for higher learning.
Interviews with directors of programs at partner institutions identified a number of barriers
that are preventing Tribal members and residents of Knowledge Race Training Center
communities from accessing higher learning and business development services:
Geographic distance between Knowledge Race Training Center communities and
area campuses makes travel time long and conditions sometimes hazardous.
Cultural differences can make entering the partner campuses intimidating.
Navigating the system to enroll in courses and complete programs is difficult,
especially from afar.
Funding is in short supply and many residents of the Knowledge Race Training
Center communities come from low-income households.
If there were a training space in Lapwai or in any of the other communities on the
Knowledge Race Training Center Reservation, courses would already be offered
there. Currently, no adequate space exists.
Current programs are not well coordinated. With a single Education Director
managing a one-stop shop facility, partner institutions would be better able to
design and host courses to serve the Knowledge Race Training Center communities.
An expanded description of these institutions, the programs and courses they offer, lessons
learned and possible partnership opportunities are described in more detail in the
“Comparable Programs + Facilities” section of this report.

COMPARABLE PROGRAMS +
FACILITIES
Overview
The purpose of this section is to share examples of facilities and
programs that provide services similar to the facility and
program envisioned for the Knowledge Race Training Center
facility. By looking at these examples we can establish:
Ways that Knowledge Race Training Center programs
can partner and dovetail with other programs that exist
in the area.
Examples of models that can guide the
development of Knowledge Race Training
Center programs. Lessons learned by effective
programs that are already successfully operating.
Comparable programs and institutions from the local area
include: Lewis-Clark State College (Lewiston), Walla Walla
Community College (Clarkston), Independent Study in Idaho
(distance learning), Northwest Indian College (Lapwai and
Kamiah) and Washington State University (distance learning).
Some of these institutions are already partners of the
Knowledge Race Training Center Tribe’s education and training
programs and offer great potential for increased partnership in
the new Center.
Programs from outside of the local area include: Southwest
Alaska Vocational Education Center in King Salmon, Alaska,
and Bidwell Training Center and Manchester Craftsman Guild in
Pittsburgh, Pennsylvania. The business incubator examined is
The Water Cooler, in Boise, Idaho. These are provided in order
to share examples of programs that offer similar services as the
proposed Center.
Knowledge Race Training Center Tribe Feasibility Study : : COMPARABLE FACILITIES
Comparable Programs + Facilities in the Local Area
According to education program directors interviewed for this study, North-Central Idaho
is fortunate to be served by a number of high-quality higher education and training
facilities and programs. However, as stated earlier in this study, the residents of
Knowledge Race Training Center communities are not taking advantage of these
opportunities or reaping the benefits from them at a level comparable to members of other
communities in the area.
These institutions already collaborate with the Knowledge Race Training Center education
programs in order to help connect students with courses at partner institutions. These
partnerships are hampered, however, by the lack of adequate space and facilities to provide
courses from other institutions at a location convenient for Knowledge Race Training
Center students, and by the lack of an Education Director who can spearhead the
development of new programs and stronger partnerships to really bring the benefit of
partner institutions to the people of the Knowledge Race Training Center communities.
The goal of the Knowledge Race Training Center Education, Training and Business
Development Center is not to attempt to duplicate these institutions. The goal is to
increase effective partnerships with these institutions, and to increase access to their
programs, so that Knowledge Race Training Center residents can benefit from the history,
resources and breadth of programs avialble in the area.
Lewis-Clark State College (LCSC)

Lewis-Clark State College (LCSC), located in Lewiston, Idaho is one of the closest
colleges to the Knowledge Race Training Center Reservation. LCSC offers a number of
majors in academic fields including: education, nursing and health sciences, business, the
humanities, natural sciences, and social sciences. LCSC also offers professional and
technical programs which include: Allied Health, business technology and service, and
technical and industrial programs.
LCSC partners with the Knowledge Race Training Center Adult Learning program and has
expressed interest in strengthing the connection with the programs offered by the Knowledge
Race Training Center Tribe. Opportunities for increased collaboration at the proposed Center
include sharing staff so that the LCSC Small Business Development Center could provide
serves from the Knowledge Race Training Center Center certain days of the week; offering
LCSC courses at the training spaces in the proposed Center; working more closely with high
school students to steer them towards appropriate LCSC programs, and providing
preparatory courses at the Center to prepare them for college-level work. In order for this
partnership to be strengthened, a Memorandum of Understanding will need to be developed
and kept up-to-date between LCSC and the Knowledge Race Training Center Tribe.
28 COMPARABLE FACILITIES Multi-Purpose Training, Education + Business Development Center
Table 16. Lewis-Clark State College ‘At-A-Glance’
Lewis-Clark State College
How many students attend 3,601 students annually
Education, nursing and health sciences, business, the humanities,

natural sciences, and social sciences;
Workforce Training Center: professional and technical programs
which include: business technology and service, and technical and
List of Programs offered
industrial programs; Additional beginning level courses (ex: welding,
CNA, dental assistant);
Apprenticeships: e.g. electrical plumping and HVAC, real estate,
flagging, fire service
Undergraduate college: four- and two-year degrees, one-year

Basic program description
certificates.
Special uses of technology Online programs, mobile business training lab
Outreach Methods Outreach coordinators work to recruit for specific programs
Existing partnership with Knowledge Race Training Center Tribe Adult

Learning program
Partnerships
needs to be strengthened and expanded
Enrollment
In the spring of 2009, LCSC reported 3,601 students enrolled. The total enrollment for
LCSC Allied Health programs is just under 1,000 students per year. The apprenticeship
programs target mostly graduating high school students, and have enrollment of
approximately 100 students. The Allied Health programs of LCSC have the highest
enrollment of any program in the college. According to Linda Stricklin, Allied Health
Coordinator for Workforce Training, the Allied Health Program has more students enrolled
in a single semester than any other program has in an entire school year.
Programs Offered
LCSC Workforce Training Center offers the following programs:
• Allied Health – these programs includes many different types of medical and
healthcare courses and certifications.
• Businesses – includes computer training, and other classes that are developed
according to industry needs. This program houses a lab that includes Adobe
software and additional business programs such as Quickbooks, etc.
• Additional beginning-level classes: welding, Certified Nurse Assistant (CNA),
dental assistant; apprenticeships in electrical, plumbing and HVAC; real estate,
flagging, fire service.
Special Uses of Technology
LCSC Workforce Training Center offers an on-line Certified Nursing Assistant (CNA)
certification program. Students participating in this program come to campus for six on-
site sessions rather than the 22 sessions required for the standard program. Additionally,
the business management program has a portable training lab to provide off-site training.
The business management program also rents the business lab to groups who have their
own teachers and curricula they would like to deliver. For example, St. Joseph’s Hospital
used the facility to train employees in on-line charting. It can also be used to provide
employee training to keep up with advances in technology and the in the workplace.
Outreach Methods – how do they attract students?

LCSC Workforce Training Center has three different program coordinators who conduct
outreach to different segments of the population to develop diversity in the student body.
There is a coordinator for the nursing program, one for the business program and one for
short-term programs, which include the apprenticeship programs and the brand new motor-
safety training center.
Lessons Learned, Best Practices and Opportunities for Partnerships

LCSC has a need for extra classroom space and already takes training off site to meet the
needs of students and employers. Linda Stricklin, Director of the Workforce Training
Center, was enthusiastic about developing a stronger partnership with the Knowledge Race
Training Center Tribe to offer LSCS programs at a location more convenient for
reservation residents. She said, “If I had time we would already have a place out there”.
Walla Walla Community College

The Clarkson Center, the branch campus located in Clarkston, Washington, enrolls
approximately 1,300 students annually. The largest program is nursing and a new health
science facility has recently opened to meet the growing demand.
WWCC houses two-year academic programs with a goal of preparing students for transfer to
four-year institutions. It also offers an array of workforce preparation and retraining programs,
high school completion and GED courses (including English as a second language instruction)
and basic literacy skill training. The college also offers courses for professional development,
cultural and personal enrichment, including vocational offerings, and community service
classes.
Currently, the Knowledge Race Training Center Tribe education programs help students to
enroll in programs at the Walla Walla Community College. A Student Support staff
member at the Clarkston branch focuses on working with American Indian students.
During a tour of the facilities and meeting with staff, the director expressed clear and
strong interest in developing a partnership with the Knowledge Race Training Center Tribe
to expand access to programs to students from Knowledge Race Training Center
communities. She expressed strong support of the concept for the Education Center.
Table 17. Walla Walla Community College ‘At-A-Glance’
Walla Walla Community
College
How many students attend 12,000 students annually at two campuses: Walla Walla and Clarkston
• Associate degrees in the arts and sciences

• More than 135 associate, certificate or short course options, including
transfer and retraining opportunities
• Distance learning: First two years available through WWCC online;
also four-year and master’s degrees available through Washington State
University Learning Center online
• Allied Health and Safety Education, Business and Professional
List of Programs offered Development, Walla Walla Area Small Business Center, Community
Education, Lifelong Learning, Evening College, Quest, Kids College, Kids
Computer Camp
• Transitional studies: Adult Basic Education (ABE), General Education
Diploma (GED), Pre-College Courses, Occupational Support, Transición,
English as a Second Language (ESL), Families That Work, Family
Literacy
• High school bridge programs: Running Start, Tech Prep, Alternative
Education
Two-year programs with a goal of preparing students for transfer to

four-year institutions, workforce preparation and retraining programs,
Basic program description high school completion and GED courses, English as a Second Language
(ESL) instruction and basic literacy skill training, Extended learning:
professional, cultural and personal enrichment, and vocational offerings
Special uses of technology Online programs, tele-courses and interactive TV courses
Collaborate with public and private partners to develop programs which

Outreach Methods
recruit students, create systemic “Process Goals”
Branch campuses; headquarters for the new Water and Environmental

Center (outreach to encourage collaboration on water management and
environmental restoration issues); Correctional education (provides
training to those in the correctional centers); Customized on-site
training for businesses (examples: Tyson foods, John Deere); public and
Partnerships
private high schools; creative community partnerships (example: summer
musical festival sponsored by the WWCC foundation); local businesses
(Center for Business and Professional Development, the Small Business
Development Center and the Partnership for Rural Improvement, the
Chamber of Commerce and internship programs)

WWCC is a significant economic partner in its community. WWCC spends about 91 percent
of its operating budget, or almost $33 million, in Walla Walla and other nearby counties. It
employs 1,281 faculty and staff, paying $21 million annually in direct wages.
WWCC actively creates wide-ranging off-campus partnerships, which include:
• Correctional education partnerships: WWCC provides educational opportunities to
the Department of Corrections facilities in Connell, Yakima and Walla Walla.
More than 2,800 inmates each year obtain workforce and basic skills training.
• Customized on-site training: WWCC customized an on-site training program for
Tyson Foods in Wallula, Wash. For many employees, the ESL and GED courses or
technical training lead to promotions or other workplace opportunities. Plant
managers report that the program has had a tremendous impact on workforce quality
and stability.
• The John Deere Company: The John Deere Company requires an increasing supply
of highly skilled technicians qualified to repair and maintain their equipment.
WWCC has worked with John Deere since 1994, offering John Deere specific
training to students. This is the only such program available in 13 western states—
the next closest being in North Dakota. Students are chosen and sponsored by John
Deere dealers, and spend seven quarters alternating between instruction on the Walla
Walla campus and hands-on training at dealer locations. The college and company
collaborate on program essentials, with WWCC providing faculty and an academic
setting, and John Deere supplying educational materials and equipment. With
educational access to new and used tractors, combines and other agricultural and
industrial technology, students are able to diagnose and repair the equipment they
are likely to encounter when working in the field.
• Creative connections: The WWCC is receiving recognition for its Enology and
Viticulture program (wineries and winemaking) and for its many burgeoning
vineyards. To assist in developing the “creative economy” and build awareness
about the college and programs, the WWCC Foundation sponsors a summer
musical. The goal is to build artistic partnerships, and connect the dots between the
performing and visual arts, wine, hospitality, culinary arts and tourism.
• Business collaboration: WWCC collaborates with local business through its Center
for Business and Professional Development, the Small Business Development Center
and the Partnership for Rural Improvement. Additionally, the Chamber of Commerce
and WWCC collaborate on “Leadership Walla Walla”, a training partnership for
community leaders. WWCC maintains a wide range of formal relationships with area
businesses to provide internships and work experiences for students. Within the
nursing program, for instance, WWCC has more than 50 internship agreements with
hospitals, nursing homes and other medical providers in which approximately 250
students participate.
• Community participation: WWCC has an advisory committee of approximately
300 community members who advise the college on needs and trends within their
business fields, and provide feedback on program effectiveness.
Independent Study in Idaho – a cooperative program of Boise State University, Idaho State
University, Lewis Clark State College and University of Idaho
Independent Study in Idaho delivers college-level distance learning courses in online and
print-based formats. ISI college courses, sponsored by the cooperating institutions, parallel
their on-campus counterparts in content and completion standards. This program provides
another resource for students from Knowledge Race Training Center communities to access
at the proposed Education Center.
Table 18. Independent Study in Idaho ‘At-A-Glance’

Independent Study in Idaho
1600 students per year enrolled, number has held steady over
How many students attend
the years
College courses in 25 subject areas, from Accounting to

Sociology. In addition courses are offered in the following focus
areas: Library Science; Courses for Education Professionals (K-
12); Courses for Idaho Real Estate Licenses
The State of Idaho created the program in 1973 to offer

college-level distance learning courses. The member colleges
offer over 95 courses online and print-based that parallel
objectives and deadlines. Idaho residency is not required.
ISI courses do not follow the calendar year and are available at
Special uses of technology anytime. Online courses are taught using Blackboard Learning
Systems, a course management tool.
The University of Idaho, in cooperation with Boise State

Partnerships University, Idaho State University and Lewis-Clark State
College, offer Independent Study in Idaho.

Northwest Indian College
Lummi Library
photo via www.nwic.edu
Located on the Lummi Indian Reservation in Washington State, 20 miles from the Canadian
border, Northwest Indian College is the only accredited Tribal college in the states of
Washington, Oregon and Idaho. NWIC grew from the Lummi Indian School of Aquaculture
(founded in 1973), a single-purpose institution developed to provide a supply of technicians
for employment in Indian-owned and-operated fish and shellfish hatcheries throughout the
United States and Canada. In 1983 the Lummi Indian Business Council recognized the need
for a more comprehensive postsecondary institution for Tribal members, and the school was
chartered as Lummi Community College, an Indian-controlled, comprehensive two-year
college designed to serve the postsecondary educational needs of Indian people living in the
Pacific Northwest. In June of 1988, the Northwest Association of Schools and Colleges
(NWASC) approved Lummi Community College as a candidate for accreditation, and on
January 20, 1989, Lummi Community College became Northwest Indian College. 1
At Northwest Indian College the student body is a diverse group. The average student is a
29-year-old female with at least one dependent. Although, the growing Athletic Program is
drawing increasing numbers of traditional college age students right out of high school.
Over 75 percent of students come from federally recognized Indian Tribes representing over
90 different Tribal nations. The Northwest Indian College proudly serves over 1,200
students annually.
Northwest Indian College is located in Bellingham, Washington. The college also has
outreach campuses in Nespelem WA, Auburn WA, Lapwai ID, Tulalip WA, La Conner
WA, Kingston WA, and Olympia WA servicing the nearby reservations of the surrounding
areas.
The Northwest Indian College is currently a strong partner with the Knowledge Race
Training Center Tribe and provides courses at the Lapwai campus. These existing
programs will be incorporated into the proposed Center.
1
Information from Northwest Indian College’s website: http://www.nwic.edu/index.php?
option=com_contentandtask=viewandid=51andItemid=193
Tribe Feasibility Study : : 34 COMPARABLE FACILITIES Multi-Purpose Training, Education + Business
Development Center
List of programs offered
Northwest Indian College offers the following: Bachelors Degree in Native
Environmental Science, Associate of Arts and Science, Associate of Technical Arts,
Associate of Science Transfer as well as certificate programs and awards of
competency.

The Bachelor Degree in Native Environmental Science meets the critical need for effective
Native American leaders and environmental scientists who are rooted in their culture. This
program emphasizes and explores the interrelatedness of Native ways of knowing, traditional
ecological knowledge and "western" science. Prominent aspects of the program include
hands-on learning and the involvement of students in community service, research and
internships. The program prepares graduates to work within Tribal communities in support
of environmental stewardship, conservation and revitalization. Students may choose between
the Environmental Science Option and the Interdisciplinary Concentration. Students must
complete at least 60 credits at the 300-499 level to obtain this degree.
The Associate of Arts and Sciences degree, commonly referred to as the Direct Transfer
Agreement, (DTA) is designed primarily for students intending to transfer to a four-year
college or university. The Associate of Arts and Sciences degree requires completion of a
minimum of 90 credits in courses numbered 100 and above and is accepted as fulfillment of
the general liberal arts requirements by Washington State four-year institutions. Degrees are
offered in the following areas: Native American Studies, Early Childhood Education,
Oksale Native Education, and General Direct Transfer Degree.
The Associate of Technical Arts is designed for immediate application within an
occupational field. This degree places early concentration on the skills and technical
aspects of the student’s chosen occupational field in the following areas: Chemical
Dependency Studies, Computer Maintenance and Networking, and Individualized
Programs. Certificate programs prepare students in general studies for entry into a
technical field of employment. Most certificate programs are completed in one year.
Certificates are offered in Native American Studies, Computer Repair Technician and
Individualized Programs. Award of Competency programs prepare students to gain
employment in fast growing vocational and technical fields. One is currently available:
Computer Repair Technician

The educational philosophy of Northwest Indian College is based upon the belief that the
opportunity of post-secondary education must be provided within the Native American
community. Northwest Indian College is committed to the belief that self-awareness is the
foundation necessary to achieve confidence, esteem, and a true sense of pride; to build a
career; to create a “self-sufficient” life-style; and to promote life-long learning. It is also
committed to the belief that a self-awareness program must include a study of Native
American culture, values and history. These values are very consistent with the guiding
philosophy of the proposed Knowledge Race Training Center Tribe’s Center.
Washington State University – Center for Distance and Professional Education
The proposed Center would increase access to the Washington State University’s Center
for Distance and Professional Education, which has recently increased its offerings of
business management courses and degrees.
Table 19. WSU Center for Distance and Professional Education Program ‘At-A-Glance’
WSU Center for Distance and
Professional Education
How many students attend Up 600 in last semester, trend is up in past few years.
Degrees earned online are equivalent to those earned on a

Washington State University campus. Undergraduate degrees
are offered in ten different programs, including five different
Business Administration degrees. An online Masters of Business
Administration (MBA) was recently added. Nursing programs
are also available. Five different online certificates are offered
through the Professional education Program are also offered
and various online, web-based programs.
The Center for Distance and Professional Education offers two

tracts, a Distance Degree Program and the Professional
Basic program description Education program. The first offers online degree completion
and the second offers professional development programs,
online and in the classroom. Certificates are also available.
While online courses must be completed within a

predetermined timeframe, they are available at any time within
Special uses of technology that window, twenty-four hours a day, seven days a week.
Unlimited online tutoring, involvement in online student
government are other unique uses of technology.
The Distance Degree Program (DDP) partners with seven

community colleges across the state to offer co-admission to
Partnerships program and the community college. Lower level classes are
completed through the community college and upper level
through the DDP.
A number of other training, apprenticeship and vocational education programs and resources
that operate in the local area that will be accessed by students at the proposed Center include
the following:

Idaho Department of Labor, Workforce Training programs
The Idaho Department of Labor offers several workforce training programs, the
Workforce Development Training Fund, the Workforce Investment Act (WIA) as well
as providing information on area colleges, universities, professional-technical education,
career assistance/financial aid, career development services and veteran services.
The Workforce Development Training Fund provides funds to eligible Idaho companies for
employee skill training. The fund is available to employers of any size who produce a
product or service that is mainly sold outside the region where the business is located. Up to
$2,000 is available to provide new full-time employees with skills or to upgrade the skills of
existing workers. Up to $3,000 is available for the same training in rural counties. The funds
provide a job retention incentive and a way for Idaho companies to provide a competitive
and educated workforce.
The Workforce Investment Act (WIA) establishes the Workforce Development System
and supports training and employment services for adults, dislocated workers and low-
income, at-risk youth. The federally funded program is available through the Idaho Works
Career Centers that are located around the state, in the six geographic regions.
Bureau of Apprenticeship Training

The Bureau of Apprenticeship Training is a program sponsored by the United States
Department of Labor, Employment and Training Administration. The program collects and
lists apprenticeship programs by State and county, listing occupations available. Employers,
employer associations or partnerships between employers and labor unions sponsor and
operate these programs on a voluntary basis for individuals.
According to an interview with the program manager located in Lewiston, the
apprenticeship-training model has two essential pieces: a structured plan for on-the-job
training under the supervision of a skilled mentor, and “related instruction”, which includes
education provided on the job, through distance learning or on-campus at an educational
institution. For many fields, there are standard curricula to prepare the participant to qualify
for a State-license in the field. An apprenticeship is a great way to teach jobs skills, in part
because participants earn wages while they are learning.
Many apprenticeship programs focus on the construction trades, but they can also be
developed for other industries such as utilities, law enforcement, childcare and
manufacturing. An apprenticeship can be somewhat complicated to set up, because
employer involvement is required but there are many benefits to this approach.
Apprenticeships provide many opportunities for an employer to get to know a prospective
employee before hiring them and to ensure the employee is well trained in the prospective
field. For the employee, by doing well in the apprenticeship he or she gains marketable
skills and, ideally, secures permanent employment following the completion of the
apprenticeship.
This program provides an opportunity for the Knowledge Race Training Center Tribe to
develop apprenticeships for the fields required by Tribal programs. Fisheries and casino-
related jobs provide two examples.
Washington Work-Source Training
Washington WorkSource is the State of Washington’s resource for online employment
services. The service is part of the nationwide U.S. Employment Service and is a joint
venture between numerous state and local government agencies. Through WorkSource,
individuals are able to find job openings, receive resume and interview help, post a resume,
learn strategies for finding a job, job referral and assistance, referral to a training program as
well as many other services. Washington State is divided in to 12 Workforce Development
Areas and over 60 WorkSource centers.
Job Corp
Job Corp was is a free education and vocational training program run by the U.S.
Department of Labor and authorized by the Workforce Investment Act (WIA). The program
was established in 1964 and has been training young people ages 16 through 24 since its
inception. Run through a nationwide network of campuses, Job Corp teaches academic,
vocational, employability and independent living skills. There are 122 Job Corps center
campuses located throughout the US operated for the U.S. Department of Labor by private
companies or by other Federal Agencies. The Job Corps center in Idaho is located in Nampa,
ID in the Centennial Center. There are also three centers in Montana that are near to some of
the Knowledge Race Training Center communities: Anaconda campus, Kicking Horse
campus in Ronan, and the Trapper Creek campus in Darby.
Local Economic Development Councils

The Panhandle Area Council (PAC), Inc. works with the five northern counties of Idaho
(Benewah, Bonner, Boundary, Kootenai, and Shoshone) to diversify and stabilize the area’s
economy. The Council is composed of elected officials from North Idaho Cities and
Counties, as well as, the Coeur d’Alene and Kootenai Indian Tribes. There are a number of
programs available to those counties including loan programs and an incubator. Four loan
programs, a micro loan program, IRP loan program, RLF loan program and SBA 504
program are all available. The micro loan program offers loans between $1,000 and
$25,000 for equipment and inventory purchases, repairs and working capital. The
Intermediary Relending Loan Program (IRP), from the USDA Rural Development
program, and the Revolving Loan Fund (RLF) program is for loans up to $150,000 with the
goal of creating or retaining one job for every $50,000 that the PAC loan provides. The
SBA 504 program is for $2 million.
The Clearwater Economic Development Association has served Clearwater, Idaho, Latah,
Lewis, and Knowledge Race Training Center Counties for the past 41 years. CEDA offers a
range of services to individual businesses and communities in order to stimulate and stabilize the
local economy. These include project and program development, grant writing and
administration, business development services including financing and technical assistance,
technical assistance with state and federal procurement procedures and compliance, advocacy,
facility leasing and referrals.
CEDA is already a strong partner of the Knowledge Race Training Center Tribe and, in an
interview with the director conducted for this study, she would like to see additional
resources available for residents of the Knowledge Race Training Center communities,
particularly focusing on high school age students.

Comparable Programs + Facilities Outside of the Local Area
Southwest Alaska Vocational and Education Center, King Salmon Alaska

The Southwest Alaska Vocational
and Education Center (SAVEC) was
founded in June 2002 as a 501(c) 3
organization, located in a remodeled
facility on the Air Force Base in
King Salmon, in the Bristol Bay, a
predominately Alaska Native region
of Alaska. The center provides
career and workforce development
training to the residents of Bristol
Bay villages, and to rural residents
from around the state. An eight-
member board of directors governs
SAVEC.
The mission is “to promote,
coordinate and provide high quality training and education to residents of Southwest
Alaska.” The focus of SAVEC’s mission is to build the skills of Bristol Bay and other rural
Alaska residents and empower them to gain skilled employment. SAVEC is a statewide
magnet for construction and heavy equipment courses. Likewise, the job market available to
course graduates is statewide. SAVEC students gain the skills they need to work in many
areas, from airport projects to health clinics in villages across Bristol Bay, to drilling rigs on
the North Slope to mines in Southeast.
SAVEC offers the following resources and programs: video conferencing and large
conference spaces and classrooms; distance learning labs; driver's education and an off-road
Commercial Drivers License for heavy equipment operators; a health lab for providing
continuing education courses for health professionals; construction labs for teaching
construction-related trades; a welding lab; outdoor labs for teaching heavy equipment
operations; and, student housing.
As of June 2007, SAVEC and its training partners have served more than 2,600
students. SAVEC currently provides between 50 to 70 training days a year.
Programs offered
SAVEC offers training in the following areas: heavy equipment training; construction
crafts; fisheries; off-road Commercial Driver’s Instruction; health-related skills; youth
academies that provide youth short-term experiences with various trades.
Special uses of technology

SAVEC utilizes Smart Board Technology, Audio Conferencing, Video Conferencing,
Distance Education, and Wireless Networking throughout its facility.
Outreach methods
Attracting new students to SAVEC is a process that involves a number of factors. SAVEC
is located at a major transportation hub in Alaska, which allows it to network with many
locations in the state. SAVEC also developed a business plan to identify the programs that
need to be developed to meet the needs of employers in the region and state. They are now
focusing on recruiting students for those specific courses. For example, SAVEC has begun
a program with CH2MHill, an oil and gas field services company, to provide three-week
trainings for prospective employees who then begin to work on the North Slope of Alaska.
Partners
Each of the following regional organizations collaborates with SAVEC and has
representation on SAVEC’s board: Bristol Bay Housing Authority, Bristol Bay Area
Health Corporation, Bristol Bay Economic Development Corporation, University of
Alaska, Fairbanks, Bristol Bay Campus, Lake and Peninsula Borough and Bristol Bay
Borough.
SAVEC also partners with Alaska Works Partnership, Inc., a construction training and
placement system that partners with Alaska’s building trades unions, to deliver many
construction-related courses. The Alaska Department of Labor and Workforce
Development, the U.S. Department of Labor, and the Denali Training Fund provide faculty
for trainings such as heavy equipment operation and construction crafts. SAVEC also
collaborates with local school districts to restore programs that used to be provided at the
high school level but are no longer included in the curriculum.
Lessons Learned
SAVEC has significant infrastructure to provide training courses. The facilities at the King
Salmon Air Force Base provide adequate outdoor space for heavy equipment training and
the necessary equipment is available for rent from a nearby contractor. The center is
equipped with distance learning capabilities.
SAVEC is an independent organization, which gives it a strong measure of flexibility and
the ability to respond quickly to the needs of industries. A recent business plan developed
for the Center outlined increasing contributions from industry partners and increasing the
advisory role of the partners through the regular meeting of the Bristol Bay Industry
Council. A less tangible but critically important additional asset is the strong collaboration
of the regional organizations in Bristol Bay that came together to start SAVEC and that
remain committed to its long-term success. For SAVEC, strengthening relationships with
the mining, oil and gas, tourism, and fishing industries, as well as the local communities, is
the priority for sustainability.
Bidwell Training Center, Pittsburgh, Pennsylvania
The Bidwell Training Center exists as a subsidiary of the Manchester Bidwell Corporation,
which also includes the Manchester Craftsmen’s Guild (MCG). The Bidwell Training Center
offers vocational training as well as job placement assistance. Manchester Craftsmen’s Guild
is a multi-discipline, minority directed, center for arts and learning that employs the visual
and performing arts to foster a sense of accomplishment and hope in the urban community.
In 1986, after a $6.5 million capital campaign, the Manchester Bidwell Corporation opened
a 62,000 square foot building that also includes the subsidiaries: the Bidwell Training
Center, the Manchester Bidwell Development Trust and the National Center for Arts and
Technology. The facility has classrooms, workshops, gallery spaces, and a 350-seat
auditorium that hosts jazz performances, and other subsidiary-specific elements.
For four decades, the nonprofit Bidwell Training Center has offered vocational training in a
variety of fields: health care administration, including health unit coordinator, medical
claims processor, medical coder, pharmacy technician, and chemical laboratory technician;
the culinary arts; office administration; and horticulture technology. Several of these
programs include externships with area companies. This enables students to combine skills
learned in the classroom with on-the-job experience and provides an opportunity to begin
the transition from school to employment.2
The programs are free to adults with a high school diploma or GED who pass a competency
exam. The Bidwell Training Center state-of-the-art campus opened in 1987 and a commercial
greenhouse was added in 2003. The Bidwell Training Center’s Executive Director, who has been
with the center for 40 years, has helped found similar centers in San Francisco, Cincinnati and
Grand Rapids, Mich., with others planned in Limerick, Ireland; Halifax, Nova Scotia; and
Israel.3
The Bidwell Training Center employs a full-time placement staff to work directly with
students and assist them in finding training-related employment. Professional development
classes are integrated into the Bidwell Training Center’s curriculum. Classes are taught on
communication skills and career search techniques, resume and professional writing. Prior
to graduation, the placement staff brings in representatives from local employers to conduct
mock interviews. The interviewer provides the interviewee with feedback as preparation for
actual employment interviews. The center also networks with local employers; attends
career fairs, advisory board and community partner meetings; as well as reviews Internet
and newspaper postings.
Most relevant to the Knowledge Race Training Center Education Center is the Bidwell
Training Center’s Horticulture program. The Horticulture Program has classroom and lab
components within the one-acre greenhouse complex to provide a practical, professional
learning environment. The externship allows students to concentrate on the particular career
path suited to their long-term employment goals. The combination of theory and practical
training helps students be desirable candidates for employment in the greenhouse industry.
2
Reference: http://manchesterbidwell.org/bidwell-training-center/index.php
3
Information from Flashbulbs, Pittsburg City Paper, February 19, 2009, Author: Melissa
Meinzer http://www.pittsburghcitypaper.ws/gyrobase/Content?oid=oidpercent3A59332
Multi-Purpose Training, Education + Business Development Center COMPARABLE FACILITIES
41
The program consists of a 30-week, 8:00 a.m. through 3:00 p.m., Monday through Friday.
Half of the time is spent in the greenhouse, hands on with the plants, and the other half, in
the classroom, taking a full cohort of courses related to botany and horticulture as well as
business management and marketing of horticultural enterprises.
The greenhouse grows vegetables, ornamental plants and the Training Center's signature
flower, the phalaenopsis orchid. The Bidwell Training Center sells the plants they cultivate
to grocery stores and commercial retail florists, and the funds generated are reinvested in the
program.
Not only does the center provide professional training, it also puts people into contact with
the kind of beauty often reserved for the “well to do”. This idea is reflected in the
Manchester Craftsmen’s Guild as well; the first tenet of their mission is to “Educate and
inspire urban youth through the arts and mentored training in life skills”. The Bidwell
Training Center has a strong focus on mentorship, and the placement rate of 79percent
speaks to the success of their programs.
Manchester Craftsmen’s Guild, Pittsburgh, Pennsylvania

Bill Strickland originally established the Manchester Craftsmen’s Guild (MCG) in 1968 to
help combat the effects of a poor economic and social situation in his inner-city Pittsburgh
neighborhood. The MCG was originally located in a residential row house, and initially
offered informal ceramics classes and a small exhibition space. MCG currently teaches
classes in the following areas: ceramics, design arts, digital arts and photography. Work
created in the classes is displayed in the Connie Kerr Gallery located on premises.
Manchester Craftsmen's Guild is a partner of the Pittsburgh Schools, operating the Artists in
Schools program. Most programs offered at the MCG are free to Pittsburgh teens. After
school transportation is offered from each of Pittsburgh's public high schools at least one day
per week.
The mission of the Manchester Craftsmen's Guild is to:
Educate and inspire urban youth through the arts and mentored training in life skills,
Preserve, present and promote jazz and visual arts to stimulate intercultural
understanding, appreciation and enhancement of the quality of life for the
community;
Equip and educate leaders to develop entrepreneurial potential.
Educational programs
Manchester offers Summer Studio intensives and supports the Artist in Schools (AIS)
program. MCG also hosts the Art Explorers program for middle school students. It enables
them to critically examine artwork by contemporary artists and create works of their own
based on what they experience. Manchester Craftsmen’s Guild also holds adult education
classes in ceramics, digital arts, design arts and photography in programs called Art
Afterdark. They offer some partial scholarships in each class to current Pittsburgh public
school teachers to earn continuing education credits. Examples of classes taught are
ceramics for all skill levels, figure drawing, digital video making, the future of photography
using a GigaPan robot, and traditional photo processes. All classes accommodate beginners
to advanced students. Manchester Craftsmen’s Guild also has professional artist-in-
residence programs.

Comparable Business Incubator Facilities
A business incubator is a location that helps new businesses by providing technical
assistance in business management to ensure long-term success. The business incubator
should provide guidance tailored to the needs of the tenant businesses. Oftentimes a
business incubator facility will provide fledgling businesses access to a workspace,
administrative support, computers and other technology, on a short term or flexible lease or
a daily or hourly rate. Most business incubators also provide assistance in obtaining
business loans and financing.
Most business incubators are developed by a public entity that acquires or constructs a
building and provides low-cost space and support services for start-up businesses in targeted
industries, with graduation criteria. The goal of an incubator in not simply to provide low-
cost space, but to provide shared support services smaller companies might not be able to
afford on their own. The goal is also to foster synergy through the communication and
proximity of incubator tenants. Mentoring and business advice is often provided by the entity
operating the incubator and through linkages to the Small Business Administration, retired
executives, or local colleges.
The business incubator programs highlighted in this section include the WaterCooler in
Boise, Idaho and the Panhandle Area Council’s Business Center in Hayden, Idaho.
The WaterCooler
The WaterCooler is a small business incubator for technology-related businesses located in
Boise, Idaho. The WaterCooler is a for-profit venture, created by a private development
firm funded by real estate development and personal investment. The firm is interested in
attracting new technology businesses to Boise. This same firm is also working to develop a
Boise-located alternative energy-related small business incubator. The long-term goals of
the WaterCooler include development of 4-5 additional incubator facilities over the next ten
years. These new incubators will be located within walking distance from one another, in
order to promote cross-pollination and networking.
The WaterCooler offers fledgling businesses work space on a lease term priced well below
market rate. Nine suites each rent for varying amounts and are approximately 3-400 square
feet. The WaterCooler works with tenants to tailor rental fees to a level each business can
afford. For example, one cubicle that can house one or two people rents for $2-300 a month.
Included in the rental package is the use of the small conference room and the large meeting
space (called the Idea Room). Internet and utilities are available for $75 per month and
includes one phone and a high-speed T-1 internet connection.
Currently the WaterCooler provides office space for eight technology-related firms. The
WaterCooler plans for additional capital improvements, however, once the construction bills
are paid, the WaterCooler will be breaking even.
Panhandle Area Council’s Business Center, Hayden, Idaho
The Panhandle Area Council that serves Northern Idaho established a business center to
assist start-up companies in light industrial manufacturing during their first two years in
operation. Designed to house between eight and twelve companies, the center offers between
100 and 1500 square feet of space to those companies. Companies pay a reduced rental fee
and can take advantage of the consulting, shared office facilities and professional assistance
provided by the business center.
Start-up companies that have completed basic business planning and are in limited
production occupy the larger bays. Companies occupying the minimum space are expected to
develop a business plan, marketing plan, and manufacturing operation with the assistance of
the PAC staff. The rental fee is $400.00 per month for each bay in a package price including
both space and services. The rental space for desk space is $70.00 per month and is rented on
a month-to-month basis. PAC’s loan program is targeted to qualified incubator tenants as
funds become available.

PROGRAM
DESCRIPTION
Overview
The heart of any community facility is
the programs offered within it. While the
facility itself is important, as it provides
a sense of place, a safe and nurturing
environment, and is a testament to the
work done there – it is the activities
housed within the facility that give it
meaning and purpose; it is the events that
take place in its spaces that give it life;
and it is the services offered that make it
a needed, useful part of the community.
This chapter undertakes to desribe the
programs, services, activities and events
that will be housed in the Knowledge
Race Training Center Education,
Training and Business Development
Center. Many of the Center’s programs
exist currently; others will be developed
over time, as resources and need dictate.
The first part of this chapter gives an
overview of those existing programs.
The second part covers the new
programs that the Center could develop
in both the short- and long-term.
Program descriptions are grouped by the
area they relate to or fall within:
Education
Workforce training
Business development
Cultural preservation and resources
The Program Table (Figure 9) gives an
overview of the existing programs and
services that will be located in the Center,
and highlights the proposed future
programs and services. The Program Map
(Figure 10) gives an overview of these
same programs showing how they relate
to the Center’s different user groups., i.e.,
children, youth, adults and Elders. An
illustration of the Knowledge Race
Training Center Tribe’s overall
departmental structure is included in the
Governance chapter.
The purpose of collecting these diverse
programs within one facility is:
To create a “one stop shop” for
learning, cultural transmission
and self-determination where all
family members – from children,
to youth, to adults and Elders –
can develop.
To improve the classroom and
related spaces available in
Lapwai, and ensure programs are
in spaces adequate to their needs.
To increase the number of people
who can be served by the Tribe’s
programs.
To allow related prgorams to
work together more closely,
more efficiently and more
effectively.
To demonstrate the importance
that the Knowledge Race
Training Center place on
education, cultural transmission,
economic empowerment,
family, and self-determination –
all values that are enhanced and
embodied by the creation of the
Center Education, Training and
Business Development Center.
To grow the local economy and build
a skilled, mobile workforce.
Knowledge Race Training Center Tribe Feasibility Study : : PROGRAM DESCRIPTION

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46 PROGRAM DESCRIPTION Multi-Purpose Training, Education + Bu
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Knowledge Race Training Center Tribe Feasibility Study : : PROG

Existing Programs
Education
Early Childhood Development Program

There are currently three programs housed under the Early Childhood Development
Program: Early Head Start, Head Start and the Child Care and Development Fund (CCDF).
Head Start and Early Head Start are federally-funded programs that provide
comprehensive child development care. These programs serve low-income children and
families. Children in this program are between the ages of 0-5. Pregnant women and
families are also served by the Early Head Start program.
The CCDF assists low-income families, families receiving temporary public assistance, and
those transitioning from public assistance in obtaining child care so they can work or attend
training or education. A total of 44 families and 70 children received child care in 2009.
This program services approximately 90 children in Head Start and 50 children in Early
Head Start, along with their families. In 2009, 75 children and pregnant mothers were
served through Early Head Start. The Early Childhood Development Program served 103
children in 2009.
Students for Success Program

Students for Success fosters personal resiliency and capability in a variety of ways so that
youth can succeed in education, career, community service, and wellness. Assistance
provided includes life skills training, substance abuse prevention and tobacco cessation
services, counselling and mental health services, safe schools practices and violence
prevention and behavioral counselling services. Infusion of cultural practices and knowledge
is a main strategy used to target prevention of Alcohol, Tobacco, and Other Drugs (ATOD)
use, and HIV.
Adult Education Program

The Adult Education Program works in partnership with Northwest Indian College to
provide opportunities for training and education that will promote Tribal self-determination
and reduce joblessness and poverty. Many services are provided under this program,
including:
Adult Basic Educaton and General Education Development
(ABE/GED) Developmental Education in reading, writing and math
Certificate and Assocaite direct transfer degree
programs Vocational-Technical training
Subsidized work and Stay-in-School programs to allow high school students to
work while in school and foster career planning
Limited financial assistance for qualified, active job seekers who need specific
work-related items to achieve hire (e.g., tools, work clothes, etc.)
48 PROGRAM DESCRIPTION Multi-Purpose Training, Education + Business Development Center
Academic
advising Tutorial
support
Admissions testing
Financial Aid Assistance
Computer lab access for a wide variety of purposes – e.g., financial aid application
filing, computer skills, job research, resume and cover letter creation, etc.
Distance education course exams
Vocational guidance and job
searches Entrepreneurial Awareness
This program assisted about 25-30 adults in 2008 and in 2009, the program is assisting
191 adults.
Higher Education Program

The Higher Education Program provides support services to Tribal members who are in
pursuit of academic and vocational degrees. The program focuses on scholarship and
financial aid assistance, helping students achieve funding to complete degrees. This program
currently serves 125 students.
Workforce Training
Vocational Rehabilitation Services

Vocational Rehabilitation Services prepares Tribal members with diabilities to become
employable. A wide arraye of services are provided to help clients achieve employment,
including guidance, counselling, job placement services, transportation assistance, training
and adaptive devices.
The caseload was 60 cases in 2008. The number of cases in 2009 expected to close is 26.
Temporary Assistance to Needy Families (TANF)

The TANF office works with qualifying low-income families to help secure job training,
GED preparation and related skills necessary for returning to work. Assistance setting up
child care is also provided, to help ease paraents’ the return to employment, and to ensure
that chilren are in a safe, nurturing environment while their parents are at work.
Tribal Employment Rights Office (TERO)

The TERO Compliance Program exists to protect and assert Indian employment and
contracting rights. By enforcing Tribal law that gives Indian preference in employment
and
contracting, TERO attempts to promote hiring, recruiting, training and contracting of
Tribal members and Indian-owned businesses on and near the reservation. The program
has three main components: compliance enforcement, the “Hiring Hall” – a listing of
qualified Indian workers, and a Certified Indian Business list. TERO has recently worked
with 12 contractors and 29 employees were sent out to work.
Cultural Preservation
Cultural Resource Program, Circle of Elders

The Cultural Resource Program provides recommendations to other Knowledge Race
Training Center Tribal Programs to promote effective cultural preservation, as well as
monitoring federal compliance with regulations that assure the preservation of historic sites
and cultural properties. Examples of cultural resource programming include Knowledge
Race Training Center Language classes, archaeological surveys and site documentation, oral
history projects, and support for and involvement in a variety of Arts Council projects.
The Butterfly Club

The Butterfly Club is a long-standing arts and crafts tradition within the Tribe.
Traditionally, Elder women would come together and practice crafts such as beading,
tanning and sewing, learning from each other, innovating together, discussing business
aspects of the craft, new ventures and sales, and enjoying each other’s company. The
opportunity to come together in a facility with traditional crafting space would rejuvenate
the group, which lacks a regular meeting space at present.
Singing and Dance Groups

A number of singing and dance groups meet informally or at church-related events, but
these groups lack a space where they might more systematically pass on Knowledge Race
Training Center traditions.
New Programs
A variety of new programs are proposed for the Center, once it is established. These
programs are compatible and complementary with existing programs, and provide needed
services. These programs are described briefly below. Preliminary designs for the facility
allow for future uses such as the ones described briefly below.
Education
New Early Childhood Programs

Early Learning Center
A quality child care center for infant, toddlers and pre-school-aged children that is
not income-based. This child care center would provide child care for parents
attending classes, using the computer lab, or working.
Knowledge Race Training Center Language Immersion
Through partnership with the Cultural Resources Department’s Nimiipu Language
program, implement a Knowledge Race Training Center language immersion
program for children attending the child care center and for families who are
intersted in having their children learn the Knowledge Race Training Center
language.
High School and Youth Education

Youth-Elder Program
Establish a mentoring program among youth and Elders to foster inter-generational
understanding, create opportunities for meaningful transmission of cultural values
and practices.
High School Internship Programs
Working with area businesses and local high schools, develop on-the-job internships
to provide youth with hands-on work experience so they may gain practical skills and
insight into their career choices. One successful example is the Northwest
Intermountain Manufacturers’ Association’s program to teach middle and high school
instructors CAD programming, so that they are then able to train their students.
Youth Craft Co-Op
As part of the Artisan Studio and Traditional Craft Workshop (see below), support a
co-op selling pieces made specifically by youth. Art and other objects produced by
members of the co-op can be sold at the facility’s gift shop.
Higher Education and Continuing Education

Expanded course offerings and partnerships with area colleges and universities,
particularly focused on fields with high demand for employees, such as nursing and
other health care professionals.

Training
Manufacturing Apprenticeship Program
Working in partnership with local area manufacturers and the US
Apprenticeship Program, develop certified manufacturing apprenticeships and
trainings. These apprenticeships will direct people to specific jobs while also
helping to supply local manufacturers with much-needed, well-trained labor.
Hospitality Training Program
Working with the Clearwater Hotel and Casino, existing workforce trianing programs
and the Knowledge Race Training Center Tourism office, develop a hospitality
training program that will both supply high-quality employees to Knowledge Race
Training Center Business Enterprises, as well as train local people for jobs in the
hositality industry throughout the region. Hospitality training areas could include
housekeeping, restaurant service, tourism operations and professional guiding, hotel
front desk, event coordination and customer service.
Small Business Incubator
Create space within the facility to house a small business incubator – low-cost,
professional spaces with Internet and phone access that can be used by start-up
businesses. Services that can be provided to tenants businesses might include
streamlined small business loans, accounting and bookkeeping assistance, marketing
assistance, shared web hosting and advertising, business plan development, assistance
securing investors and other business development services.
Tourism Development Program
Working with the Tourism Office, and the Enterprise Board, develop a program
to promote tourism on the reservation and as well as to promote development of
Knowledge Race Training Center-owned tourism businesses and training and
hiring of Tribal members as employees of tourism-related businesses throughout
the region.
Marketplace and Youth Craft Co-Op
The facility will house a display area for featuring art and crafts generated by Tribal
youth and promoting the sale of youth-produced goods. The youth will supply
pieces, manage the display area and be responsible for sales. Adult users of the
Artisan Studio and Traditional Crafts Workshop will also have adjacent space for
display and sale of their pieces in the Marketplace. Marketplace space can also be
used by others interested in selling other types of goods and services ast booths and
kiosks.
Farmer’s Market Program
In conjunction with the facility’s greenhouse, as well as with local farmers, gardeners
and craftspeople, formalize and promote the Farmer’s Market program
Commercial Kitchen
The facility will provide a commerical kitchen which can be used for training in
hospitality and cooking as well as low-rent business incubator space for local
catering companies or small-scale commerical production of food items.
Cultural Preservation
Artisan Studio and Traditional Crafts Workshop
The facility will contain a space for the practice of traditional crafts such as tipi
construction, tanning, sewing, and beadwork. The space will encourage youth-Elder
interaction, allow for the creation of materials to be sold at the Center’s Marketplace,
as well as through arrangement with other local gift shops (such as at the Clearwater
River Casino and Resort and Knowledge Race Training Center National Historic
Monument gift shop), maintain important cultural activities and allow for traditional
knowledge sharing, and create an opportunity for value-added cultural tourism,
where visitors are allowed to see the artists crafting pieces and visit their studio
spaces.
Fisheries-Related Programs
Fisheries Education and Outreach
Create a curriculum for teaching young children about the ecology of the local area,
fish species that reside in local waterways, the work that is done at the hatchery and
the types of jobs available in fisheries and related natural resources fields.
Fisheries Internship Program
In conjunction with local high schools and youth programs, run a fisheries
internship program to introduce youth to the skills needed in the variety of
fisheries programs operated by the Tribe.
Professional Fisheries Track
Through specific policy changes, create an incentivized track for Tribal members
wishing to develop necessary skills to obtain professional positions within the
Knowledge Race Training Center Fishery.
Administration
Following is an overview of recommended staff for the facility, in addition to Program
staff affiliated with programs described above.
Education Center Director

The Education Center Director would oversee and coordinate efforts of all education and
training programs offered by the Tribe, and through partnerships with other institutions.
The Director would also oversee the day-to-day operations of the facility and have
managerial responsibility for all center programs and spaces.
This position could be established and filled either by a restructuring of existing
Tribal programs, or by the creation of a new position.
If this position was created and filled quickly, the Education Center Director could serve as
the fundraiser and coordinator for the program development, design and construction phases
of the project.
Business Development Director
The Business Development Director would oversee and coordinate efforts of all business
development programs offered by the Tribe, and through partnerships with other institutions,
as well as provide direct assistance to Center patrons. This position would oversee the
knowledge Corridor (business incubator space), Marketplace, commercial kitchen,
greenhouse and other spaces dedicated to entrepreneurship and business development.
This position could be established and filled through a partnership with Lewis-Clark
State College Business Division, or similar institution and program.
Tribal Services Coordinator

Difficulty negotiating the various programs and services of the Tribe was often cited as
one of the barriers to education and training. The vision of the Center as a “one-stop-shop”
necessitates a staff person who can help patrons access programs – childcare during
apprenticeship hours, financial aid, counseling and the many other services offered.
This position could be established and filled through a partnership with the
University of Idaho’s Extension Educator, or similar institution and program.
Part-time dedicated IT/computer lab staff person

In order to make the Center a success, students and staff, business people and
entrepreneurs, youth and Elders, artists and craftspeople must have high-quality, reliable
access to necessary technology and equipment. To ensure this, an Information
Technology staff person who is dedicated at least part-time to the Center is recommended
to answer questions, maintain equipment and be on-call to handle any emergencies.
This would be a new position.

FACILITY
DESCRIPTION
The following section describes

the physical spaces of the
proposed facility that will bring
together existing programs as
well as house new and
expanded programs.
Facility Elements
Some of the education and business
development programs that will be
housed in the proposed center are
already operating in separate locations
scattered around the Tribe’s facilities
in Lapwai. Some of the programs also
operate satellites in other communities,
such as the adult learning campus and
the Head Start facilities in Kamiah.
The proposed center would bring all of
the programs together under one roof
in order to better share resources and
provide a continuum of service to
clients and users.
To achieve the goal of coordinating
and sharing resources among
programs, the facility itself must be
conducive to coordination and sharing.
Also, in order to serve the needs of all
users from Lapwai and other
communities in the region, the facility
must have state-of-the-art information
technology capabilities, both to
facilitate collaboration within different
parts of the center and between the
center and remote sites. The
Information Services (IS) department
at the Knowledge Race Training
Center Tribe has secured significant
band width and a high degree of
expertise and will be able to provide
the necessary IS services to this center.
The Project Working Group developed
the facility program described below,
based on the input from stakeholder
interviews. The program is designed to
be ‘right sized’ to find a balance
between the needs and wants of tenant
programs and potential users and the
Tribe’s financial capability to sustain
the center over the long term.
The program is divided into seven
main areas: reception, offices, Early
Education Center, Educational and
Training Facility, Traditional
Knowledge, Outdoor Space and
Maintenance, Operations Support and
Circulation. Since this is a very
preliminary space program, the
estimated square feet per function have
been included for guidance, as well as
a generous net to gross factor of 40
percent to allow for future refinements
once the design process is underway.
The preliminary space program defines
a facility with a total of 31,136 gross
square feet.
Knowledge Race Training Center Tribe Feasibility Study : : FACILITY DESCRIPTION

Facility Space Program
Table 20. Program + Capital Costs
56 FACILITY DESCRIPTION Knowledge Race Training Center

Table 20. Program + Capital Costs (continued)
Description of Spaces
The preliminary program for the center includes the following spaces.
Reception
In order to foster collaboration and resource sharing the reception area will be an open area
with plenty of natural light that will invite users and visitors in to the center. A central
reception desk will be staffed by an employee from one of the tenant programs and will act
as a connection

point, helping users find the services and facilities that they need. The reception area will
provide portals to the other parts of the facility and will be a gathering place that connects the
various parts of the center. Seating areas for informal collaboration and wireless connections
to the center’s network will create a vital, learning atmosphere.
The reception area and storage are estimated at 1,100 net square feet.
Offices
The center will bring together the Tribe’s education and business development programs
under one roof. Three of the programs have a total stable workforce of eight full time staff.
The Students for Success program is grant funded, and staffing levels fluctuate between four
and seven full time employees. One of the programs has a part-time administrative assistant.
The facility program estimates a total of 2,100 net square feet to accommodate office space,
a break room, storage, an internal reference library and a confidential meeting space for
client meetings. This space should be configured to strike a balance between shared working
space that fosters collaboration and barriers that provide some noise and visual separation.
As the programs of the center are developed, it may be that some of the staff members of the
tenant programs are deployed in new ways to staff expanded programming. This will affect
the type and amount of office space required to house these programs.
The office and associated staff areas are estimated at 2,100 net square feet.
Early Education Center

The Head Start and Early Head Start programs provide high quality early education for
children from infants to age five. Currently, the program has 90 children enrolled in Head
Start and 50 children enrolled in Early Head Start. In addition to the Head Start programs
that are federally funded and limited to eligible children, a childcare center will also be
housed in the new facility. This will provide childcare services for students and Tribal
employees who require childcare but do not qualify for Head Start enrollment. Lack of
available childcare has been identified in stakeholder interviews as one of the main barriers
to accessing higher education.
The Early Education Center will be somewhat isolated from the rest of the facility. This is
necessary in order to provide the level of secure access that is mandated to protect children
enrolled in the program. The center will have its own kitchen, staff break room, staff
offices, janitorial area and classrooms appropriate to the various age groups served by the
program. It will also include a childcare classroom and a nursing room, both of which will
be located closer to the other elements of the center in order to serve center users. The
Early Education Center will need to be designed and constructed to meet the federal
program guidelines for Head Start facilities.
The Early Education Center is estimated at 8,285 net square feet.
Education and Training Facility

The education and training area will be designed to offer maximum flexibility in terms of space
size, occupancy and arrangement of seating and teaching areas. This area must be served by
state-of-the-art technology to facilitate distance learning, collaboration between students and
58 FACILITY DESCRIPTION Multi-Purpose Training, Education + Business Development Center
between instructors and students, and to promote a flexible and individualized learning
environment. The program identifies two main training rooms, one large- and one medium-
sized, both with partitions that will allow the areas to be divided into smaller spaces.
This area will also include a Knowledge Corridor that will be separated into spaces that
will be leased out to incubate new small businesses. This will promote cross-pollination
between businesses and allow for shared services, such as telecommunications and office
equipment or potentially shared small business management and accounting.
A sound and video lab will be included to teach production and editing. The technology
center will be located in this area of the facility but must be networked with the other parts
of the facility to allow for flexible work and study spaces.
The education and training facility is estimated at 6,325 net square feet.
Traditional Knowledge
The traditional knowledge area will house an artisan studio and a general workshop
where traditional arts, crafts and skills will be taught. This area of the facility will also
house a space where visitors can be welcomed into the center to learn about the
traditional culture and language of the Knowledge Race Training Center.
A critical element of the Traditional Knowledge area will be the Marketplace with a specific
area for a youth co-op to sell their goods. Engaging youth in traditional crafts and marketing
and selling goods is an important goal of the Center.
The traditional knowledge area is estimated at 2,900 net square feet.
Outdoor Space
Because of the wide range of user groups for this facility that will include very young
children, teens, adult learners and elders, as well as visitors to the area, a number of outdoor
spaces will enhance the main instructional spaces. The site selected for this project may not
be large enough or configured correctly to provide for all of these desired uses. If this is the
case, it may be possible to accommodate some of these uses off-site. Required outdoor
spaces include the Early Education Center playground. Desired outdoor spaces include a
playing field, a traditional village or home site, a garden and greenhouse where horticulture
and market gardening could be taught, and an amphitheater for outdoor performances and
presentations.
The size of these spaces has not yet been estimated other than the required space for the
Early Education Center playground will need to provide 75 square feet per child.
Maintenance, Operations Support and Circulation

The maintenance and support area of the facility includes the areas that will be needed to
support users and to operate and maintain the facility (e.g., restrooms, janitorial and
additional storage). It is currently estimated at 1,880 net square feet.

Facility Concept Design
Prior to the development of this business plan, a concept level floor plan was developed
by a local architect. This is included here as guidance only, as the configuration of the
facility will change in the next design phase to follow from this business plan.
Figure 11. Concept-level Floor and Site Plan Developed in September 2007
60 FACILITY DESCRIPTION Knowledge Race Training Center


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Knowledge Race Training Center Feasibility Study

Education, Training + Business Development Center

Knowledge Race Training Center Facility Business Plan TABLE OF CONTENTS

TABLE OF CONTENTS Knowledge Race Training Center Facility Business

Many people contributed information, advice,

LAPWAI HIGH SCHOOL

“In the past each tribal member had a

County General Indian/Native

Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

Knowledge Race Training Center Tribe Feasibility Study : :

Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

The Project Work Group

McCoy Oatman (Chair)

Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

Area Education and Workforce Training Institutions

Knowledge Race Training Center Tribe Feasibility Study : :

Facility + Programs Description

Figure 1. Programs and Services Map

Knowledge Race Training Center Tribe Feasibility Study : :

Figure 3. Concept Diagram and Parcel

Project Cost Estimate

Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

Knowledge Race Training Center Tribe Feasibility Study : :

Table 4. Five-Year Cost Projection

Knowledge Race Training Cente

Figure 4. Five-Year Cost Projection

Education Center Manager

Business Development Director

Tribal Services Coordinator

Part-time dedicated IT/computer lab staff person

Knowledge Race Training Center Tribe Feasibility Study : : EXECUTIVE SUMMARY

Knowledge Race Training Center Tribe Feasibility Study : :

Knowledge Race Training Center Tribe Feasibility Study : : EXE

Purpose of the Project

Knowledge Race Training Center Tribe Feasibility Study : :

The Knowledge Race Training Center People

Knowledge Race Training Center Tribe Feasibility Study : :

Table 7. Migration Figures for Idaho Counties, 2000-2005

Knowledge Race Training Center Tribe Feasibility Study : :

Table 8. Personal Income as a percent of US total, 2001-2006

2001 70% 65% 74% 80% 84% 82%

2002 73% 64% 76% 77% 83% 82%

2003 73% 64% 74% 80% 83% 81%

2004 73% 65% 75% 79% 83% 83%

2005 73% 65% 73% 78% 81% 81%

2006 75% 65% 73% 75% 80% 81%

Source: Bureau of Economic Analysis.

2000 and 27.2 percent in unty County

Table 9. Annual Unemployment Average, 2006-2009

United States 4.5% 4.6% 5.8% 8.5% 8.9% 5.0% 7.2%

Idaho 3.2% 2.7% 4.2% 7.0% 7.0% 2.7% 6.6%

Idaho County 5.7% 4.5% 6.2% 9.7% 9.2% 5.5% 11.8%

Latah County 2.7% 2.4% 3.4% 5.2% 5.5% 2.4% 4.9%

Lewis County 2.5% 2.3% 3.0% 4.0% 4.5% 2.1% 3.9%

1.Preliminary Estimates 2. Forecasted. Source: Idaho Department of Labor.

Knowledge Race Training Center

fourteen percent of the population in 2000 had achieved a

As documented by the Northwest Area Foundation in 2000, 48.8

Table 11. Indian/Native American Unemployment Rates, by County, 2000

County General Indian/Native

Source: Northwest Area Foundation, www.indicators.nwaf.org.

Extractive Industry + Construction